Just-in-time Production System Research Articles

PQCDSM-Logic in Maintenance (TPM) and Mountaineering

TPM is the foundation for JIT (Just in Time) and Lean Manufacturing and forms the basis of JIT or on-time delivery. The goal of TPM is to improve equipment effectiveness and optimize equipment performance, namely PQCDSM (Productivity, Quality, Cost and Delivery, Safety and health, environment, and Morale). Many producers have tried to transform their production system to a JIT or Lean production system with the aim of increasing productivity and quality, but thus far with little success. This contribution shows how trekking and climbing tours can be used to illustrate the application of PQCDSM-Logic in mountaineering and how this can be transferred to logistics and maintenance practice. The background is the author's decades of experience with expeditions, trekking and climbing tours, TPM implementations and interviews with numerous experts. There are many similarities between the application of PQCDSM-Logic in mountaineering and in logistics and maintenance practice, which will help both in operational practice in industry and in high mountain tours, especially regarding safety in a changing environment. Presented is the extrapolation from mountain climbing to TPM and the importance of leadership for a successful (summit climbs and the like) transformation of the production system to a JIT or Lean production system.

The Impact of Supply Chain Integration in Organizational Performance at the Jordanian Pharmaceutical Manufacturing Companies: The Moderating Role of Just in Time Production System

The Impact of Supply Chain Integration in Organizational Performance at the Jordanian Pharmaceutical Manufacturing Companies: The Moderating Role of Just in Time Production System

Money and Markets: Just in time processes boost profits - until something goes wrong

Manufacturers discovered that having inputs show up just when they are needed reduced capital outlay, which pleased investors. But Just In Time production systems leave no margin for coping with supply chain disruption events induced by disasters such as the credit crunch or today's Covid-19 pandemic. The consequenses to the wider economy and to individual organisations, of such disruptions, are analysed.

GESTÃO DE ESTOQUE: REVISÃO DE LITERATURA DA UTILIZAÇÃO DA METODOLOGIA JUST IN TIME COMO DIFERENCIAL COMPETITIVO

This paper presents a literature review of the use of the Just in Time methodology as a competitive differential in companies that seek to control and manage their stocks using this tool. The Just in Time philosophy has undergone several changes throughout its development process by Toyota Motor Company. The first concept was to increase profits. To do so would have to increase the selling price. Thinking about market competitiveness this reasoning would not hold for long and was soon rethought to something more logical and that could please customers in business. Coming to the conclusion that minimizing costs would increase profits. The first surveys pointed the direction from where to begin modifications in the production process, which would be in improving the flow. From this observation began the Just in Time production system that proposes: zero inventory, reduced process time, quality, production on demand, eliminate losses and defects, automate processes and identify standardized operations. The objective research goes through book searches referring to inventory management, materials management, production planning and control among others described in the references. Thus, the work studied the emergence and evolution of the Just in Time methodology and its evolution the advantages and disadvantages of implementation and the understanding of pull production

Minimizing deviations of car sequencing in a JIT production painting line

PurposeThe first in first out (FIFO) rule is an indispensable rule in the automotive industry. However, during production, the order of coming to welding operation and exiting through the painting operation is broken. Consequently, the rule of FIFO also gets broken. The purpose of this paper is to eliminate the deviations of the automotive painting process in a just in time (JIT) environment.Design/methodology/approachThe paper has been solved using observations and expert’s opinions and recorded data in the real problem area. Bypass technique and express line have been used as a real problem for the minimization of these deviations. The current process and the bypass process have been compared with simulation optimization.FindingsThis paper provides analytical insights about how to prevent delays during the JIT production painting process. Delays have been prevented by using the bypass technique and express line together. The number of delays reduced with an improvement of 129. The ratio of effect (for four months) has been founded to be 0.12. The output rate has been increased from 80% to 89%.Research limitations/implicationsThis paper focused on the number of vehicles in the cooling area of the painting process in the study; there may occur bottleneck processes or products. It does not contain station-based bottleneck processes.Practical implicationsFrom the real-case problem, one will see that the bypass technique and the express line can be applied and generalized to many similar problems and help companies conduct their assembly lines more efficiently.Originality/valueThis paper is the only example that has been used to bypass technique and express line together on the paint/cooling process in a JIT production system.

Analisis Sistem Just In Time Meningkatkan Produktivitas (Studi Kasus Usaha Batu Tela Beton Mas)

This study aims to determine the application of the Just In Time system at the Batu Tela Beton Mas Business in an effort to increase company productivity. This study uses primary data and secondary data with data collection techniques using interviews, observation and documentation. The results of the study show that using the Just In Time system on the purchasing system and production system can increase the productivity of the company. This is proven to be true that the implementation of the Just In Time purchasing system can reduce storage costs. Implementation of the Just In Time Purchasing system can directly have a large impact on cost efficiency and productivity. The application of the Just In Time Production system is able to suppress activities that do not add value (non value added) or improve manufacturing cycle efficiency. The increase in MCE is caused by the smaller activities that do not add value (non value added) to the production process. With increasing MCE due to loss of activity that does not add value. then the application of the Just In Time Production system can increase company productivity. The implication of the results of this study is to give advice to companies so that companies should implement the Just In Time system in managing the company so that it can increase the productivity of the company.

Application of Just in Time Production System in The Periods of Economic Periods

Türkiye Ekonomisi sermaye hareketlerinin serbest bırakılmasından sonra çeşitli krizler yaşamıştır. Ekonomide yaşanan krizler daha çok iş dünyasını etkilemektedir. Bundan da daha çok küçük işletmeler etkilenmektedir. Krizler gerek ulusal gerekse uluslararası nedenlerden kaynaklanabileceği gibi işletmenin bağlı bulunduğu sektör veya işletmenin kendisinde de kaynaklanabilir. Gerek dünyada gerekse ülkemizde zaman zaman ekonomik krizler yaşanmaktadır. Etkileri ne olursa olsun bütün krizler ülke ekonomilerini ve sosyal yapıyı önemli oranda etkilemektedir. Ekonomik Kriz dönemlerinde bir firmanın başarısızlığa uğraması firmanın geçici cari sorumluluklarını yerine getirmemesinden iflas etmesine kadar uzanan durumları içeren bir süreci kapsamaktadır. Ekonomik kriz dönemlerinde işletmelerin Tam Zamanında Üretim Sistemini uygulamaları uygun olacaktır. Bunun için özellikle üretim işletmelerinin çağdaş üretim tekniklerini kullanması hem kendi işletmelerini hem toplumu hem de iş dünyasını etkileyecektir. Tam Zamanında Üretim Sistemi’nin uygulanması işletmeleri ekonomik olarak rahatlatacak ve ülke ekonomilerine olumlu katkıda bulunacaktır. Çünkü Tam Zamanında Üretim Sistemi ile maliyetler daha düşük düzeyde olmakta, malların kalitesi yükselmekte, kalite yüksekliğinden dolayı malların yaşam kalitesi artmakta, değer katmayan maliyetler ortadan kalkmakta, stok bulundurulmamakta ve verimlilik sağlanmaktadır.

KEMUNGKINAN PENERAPAN SISTEM JUST IN TIME PRODUKSI PADA HOME INDUSTRY “IXXES” KUPANG

Tujuan dari penelitian ini adalah untuk menentukan apakah sistem Just In Time dapat diterapkan di Home Industry "IXXES", sebuah UMKM yang bergerak di industri makanan. Penelitian ini berfokus pada bagian produksi yang sesuai dengan persyaratan penerapan Sistem produksi Just In Time, yaitu (1) organisasi pabrik, (2) pelatihan tim atau keterampilan, (3) pembentukan alur atau penyederhanaan, (4) kanban pull system, (5) visibilitas visual atau kontrol, (6) eliminasi bottleneck , (7) ukuran lot dan pengaturan waktu pengukuran, (8) total pemeliharaan produktif, (9) kemampuan untuk memproses dan perbaikan berkelanjutan, dan (10) pemasok. Metode pengumpulan data yang digunakan dalam penelitian ini adalah wawancara, observasi dan dokumentasi. Teknik analisis data yang digunakan adalah analisis komparatif, yaitu suatu metode yang digunakan untuk membandingkan objek penelitian dengan teori sebagai konseppembanding. Hasil penelitian ini adalah bahwa sistem produksi Just In Time dimungkinkan untuk Home Industry "IXXES" karena ada tiga kondisi yang belum terpenuhi dan dapat dipenuhi dimasa depan.

PERANAN JUST IN TIME METHOD UNTUK PENINGKATAN PRODUKSI PERUSAHAAN

Market competition that is not only in national scope, transportation and communication tool progress have encouraged global competition. Technology advance plays an importance role in short goods circulation and increasing various types of produced goods. This research aims to determine (1). Any non value Added activities leading to non value added costs in the company (2). The extent of benefits and roles of Just In Time (JIT) Method in eliminating all non value activities or sources (3). To provide description on the importance of Just In Time application for the company in order to improve efficiency and productivity. This research used descriptive method, namely the research giving description on certain activity or project systematically, factually and appropriately and there are also some necessary analyses to overcome any faced problems and to find out any alternatives that can be used to anticipate various developments to be adjusted with the theory. Results of the research conclude that (1). Success in reducing or making efficient production cost can be seen in sale by savings (2). The figure is obtained from comparison of cost of goods before the JIT production system implementation with the cost of goods after the JIT production system implementation. (3) by reducing cost of goods, it is expected that the company can reduce its cost of sale, with the aim to add product competitiveness in the market and the company will obtain increased level of profits. (4) it can be seen that before the implementation of JIT production system, the company profit has increased after the implementation of JIT production system. Keywords: Just In Time Method, Company Production Increase

Transition to a JIT production system through ERP implementation: a case from the automotive industry

ERP systems provide important benefits to institutions, such as improved processes, improved data, supplier–customer integration, better planning and control, as well as real-time insight and just-in-time (JIT) management that can put a business organisation in front of the competition. In this study, the change and transformation experienced by establishing an ERP system are explained for an automotive supplier that was not using an integrated ERP system for a real-world problem. The pre-implementation situation, the problems of the existing system, the necessary reasons for such an application, the determined deficiencies of the installed system and the post-implementation situation are explained in detail. Thanks to the real-time information and integrated data generated by the reports, along with a more sophisticated business understanding, the risk to employees was lowered. As a result of a changeover to real-time Materials Requirement Planning, the decrease in inventory levels, stabilisation in delivery time and efficiency of control over the production processes were increased in addition to real-time tracking and reporting advantages. As a result of this work, the production processes were transformed into JIT. The inventory level was reduced to zero and a formerly used warehouse was no longer required.

Application of Cost Reduction Tools in Manufacturing Organizations at Pokhara

Today’s business organization’s success highly depends upon the satisfaction of customer needs and wants since it become the age of globalization. All the manufacturing organizations of Pokhara valley are needed to mass customize their product as the requirement of the customer and satisfy to their needs and wants. For this purpose, organizations have to use the modern technology. This study aims to evaluate the application of cost reduction tools in Nepalese manufacturing organizations with reference to Pokhara valley. Out of total manufacturing firm, only 10 organizations have been selected at least two samples from each stratum out of the target population. Primary data have been collected through the structured questionnaires by distributing it to the production manager or finance manager of the concerned organization. The information has been collected through unit visits. An empirical investigation has been conducted in order to find out various aspects of cost reduction tools. The major tool used for this purpose is the questionnaire. Nepalese manufacturing organizations are selecting the purchase of raw material, production planning and control as the area of reducing their cost. All of the organizations are conscious about TQM as the technique of cost reduction. Most of the organizations are applying product line rationalization, supply chain management, KAIZEN system, reengineering as the technique of cost reduction. Most of the organizations are not applying the Design for manufacturability and concurrent engineering, on demand lean production, build to order, part standardization, Just in Time production system as the tools of cost reduction. Janapriya Journal of Interdisciplinary Studies, Vol. 6 (December 2017), page: 45-59

MENJAMIN KUALITAS VAKSIN DENGAN MANAJEMEN RANTAI DINGIN

<p>Kemajuan Konsep paradigma sehat di dalam pembangunan kesehatan adalah pembangunan kesehatan yang lebih memprioritaskan upaya promotif dan preventif dibandingkan kuratif dan rehabilitatif. Program imunisasi merupakan salah satu upayapreventif yang telah terbukti sangat efektif menurunkan angka kesakitan dan angka kematian serta kecacatan pada bayi dan balita (Ditjen Bina Kefarmasian dan Alat Kesehatan Depkes RI, 2009).</p><p>Vaksin merupakan komponen utama dalam program imunisasi dimana ketersediaannya harus terjamin sampai ke sasaran. Sesuai dengan PP 38 tahun 2007 tetang kewenangan pemerintah dan kewenangan provinsi sebagai daerah otonomi dan Peraturan Menteri Kesehatan No. 439/ MENKES/ PER/ VI/ 2009 tentang Perubahan Kedua Atas Peraturan Menteri Kesehatan No. 1575/ MENKES/PER/XI/2005 tentang Organisasi dan Tata Kerja Depkes, antara lain menyebutkan bahwa kewenangan pemerintah pusat menyediakan obat esensial tertentu dan obat sangat esensial untuk pelayanan kesehatan dasar. Selain itu pemerintah juga menjamin ketersediaan bahan imunisasi yang aman, bermutu, efektif, terjangkau, dan merata bagi masyarakat untuk upaya pengendalian penyakit menular melalui imunisasi (Undang - Undang Kesehatan RI No. 36/09).</p><p>Sejak ditemukannya vaksin dan tehnik pembuatan vaksin yang semakin berkembang pesat hingga saat ini, ada satu hal yang mutlak harus ada bila kita berbicara tentang penyimpanan vaksin, yaitu rantai dingin atau cold chain, yaitu suatu sistim penyimpanan vaksin dengan suhu antara 2 – 8 derajat Celsius, agar supaya komponen dalam vaksin yang bersifat bioaktif tidak mengalami kerusakan karena suhu yang tinggi atau suhu yang terlalu rendah, sehingga dengan suhu penyimpanan yang tepat, potensi proteksi vaksin akan tetap terjaga maksimal hingga waktu yang telah ditentukan oleh pabrik pembuat vaksin, yang ditentukan dengan yang disebut Expiration Date atau Waktu Kadaluarsa vaksin.</p>

Mathematical Approach for Determining the Number of Kanbans: A Step towards Non-Stock Production in Manufacturing Scenario

Just-in-time (JIT) production is a philosophy that calls for reducing work-in-process (WIP) inventory to aid process improvement and reduce process variability. Kanban act as the nerve of a JIT production system whose functions is to direct materials just-in-time to workstations in stages of manufacturing, and pass information as to what and how much to produce. Indeed, the number of kanbans between two adjacent workstations decides the inventory level of that pair of workstations. With the objective of minimizing WIP inventory level, is developed for deciding the optimum number of kanbans. In the present work the mathematical model for calculating optimum number of kanbans and solution procedure are illustrated with a numerical example.

Analysis of interactions among the barriers to JIT production: interpretive structural modelling approach

‘Survival of the fittest’ is the reality in modern global competition. Organizations around the globe are adopting or willing to embrace just-in-time (JIT) production to reinforce the competitiveness. Even though JIT is the most powerful inventory management methodologies it is not free from barriers. Barriers derail the implementation of JIT production system. One of the most significant tasks of top management is to identify and understand the relationship between the barriers to JIT production for alleviating its bad effects. The aims of this paper are to study the barriers hampering the implementation of successful JIT production and analysing the interactions among the barriers using interpretive structural modelling technique. Twelve barriers have been identified after reviewing literature. This paper offers a roadmap for preparing an action plan to tackle the barriers in successful implementation of JIT production.

An Approach for Level Scheduling Mixed Models on an Assembly Line in a JIT Production System

A mixed-model assembly line (MMAL) is a type of production system that is capable of producing different models of a common base product simultaneously. Mixed-model assembly line level scheduling problem (MMALSP) is a challenge for Just-in-time (JIT) production systems. In the paper, a mixed-model assembly line level scheduling model is proposed which considers multiple objectives simultaneously. The considered objectives include the variation in parts consumption considering the batch part supply, inventory cost and maximum transportation load. An approach based on genetic algorithm is proposed to solve the multiple objectives problem. In order to translate individuals in the GA population into candidate scheduling schemes a delivery scheduling algorithm (DSA) is proposed. In addition, dimensionless processing technique is employed in the design of the fitness function in order to comprehensively evaluate different individual considering three objectives simultaneously. The approach’s performance is validated through comprehensive experiment.

The Effect of Optimum Number of Kanbans in just in Time Production System to Manufacturing Performance

This paper discusses a method to determine optimum numbers of kanban in Just In Time production system and analyzes effect of optimum numbers of kanban to manufacturing performance. Method to determine kanban numbers was carried out by designing kanban flow based current situation, gathering relevant parameter on floor and company database, and calculating of kanban quantity through basic mathematical model. The basic mathematical model of kanban is derived according to designated kanban flow in JIT production system. The optimum number of kanbans would control and regulate material flow in manufacturing, thus JIT is achieved. As a result, product lead time and inventory stock level are improved. The conclusion is that an appropriate determination numbers of kanban could lead to optimizing manufacturing capability.

An integrated producer–buyer relationship in the environment of EMQ and JIT production systems

The philosophy of this paper is to build up a strong bond between a producer and a buyer. In this respect, an integrated producer–buyer inventory model with constant demand and small lot size is framed in two different production environments: an EMQ (economic manufacturing quantity)-based production environment and a JIT (just-in-time)-based production environment. Imperfect production with rework is considered for the producer while shortage and backlogging are introduced for the buyer. The joint total cost of the producer and buyer is minimised to determine the optimum rate of production and optimum shortage period for both cases. A comparative study is performed between these two cases using the numerical results in order to make a decision concerning the choice of a more convenient production system for small lot sizes. Sensitivity analyses are carried out together for both cases.

RELIABILITY ENGINEERING OF LARGE JIT PRODUCTION SYSTEMS

This paper introduces the rationale and the fundamental elements and algorithms of a reliability engineering methodology combining analytical and simulation tools, and discusses its application to the design of a large, multi-cell and heterogeneous production system with just-in-time (JIT) deliveries. In order to cope with the inherent complexity of such analysis, a two level hierarchical modeling and evaluation framework was developed. Local models are first obtained from the failure and repair processes of the manufacturing equipment. Then, these models are combined with the failure propagation delays introduced by the work-in-process buffers in order to obtain the system level model. The evaluation algorithm is able to deal with reliability models containing stochastic processes with generalized distributions. This fundamental requirement comes from the fact that repair and failure propagation processes typically present hyper-exponential distributions, e.g., lognormal distributions, that cannot be assessed using the conventional reliability techniques. The second part of the paper addresses several design issues of the production system that directly impact the reliability of the deliveries, and explains how the behavioral and structural characteristics of JIT production systems were explored in order to implement effective evaluation algorithms.

Just-In Time Production System Using Fuzzy Logic Approach and a Simulation Application

While firms are operating in a global competitive environment, they are subjected to changes because of the increased competitiveness and developed technologies. Therefore, this transformation process forces to produce with just-in-time production and low cost products or services and leads to customer satisfaction. Until today, competitive conditions, efficiency, productivity and quality of production, forced the firms to put more emphasis on production systems. Therefore, the firms are more interested in scientific analysis, planning and controlling of their production systems. As a result, one of the newest approaches is Just in Time (JIT) production system which emerged after WWII in Japan and aims to decrease the inventory cost and maximize the quality. The philosophy of this approach is to produce the necessary amount of production, when and where needed at the required quality. But JIT production system is weak in unclear species. For this purpose, the general and necessary solution is using fuzzy logic. In this paper we discussed about the simulation of an assembly line with 3 steps; firstly using Kanban production method, secondly non-using Kanban production method, and lastly using Kanban production method with fuzzy times. And also the comparisons of these steps will also be studied in this paper.

Just-In Time Production System Using Fuzzy Logic Approach and a Simulation Application

While firms are operating in a global competitive environment, they are subjected to changes because of the increased competitiveness and developed technologies. Therefore, this transformation process forces to produce with just-in-time production and low cost products or services and leads to customer satisfaction. Until today, competitive conditions, efficiency, productivity and quality of production, forced the firms to put more emphasis on production systems. Therefore, the firms are more interested in scientific analysis, planning and controlling of their production systems. As a result, one of the newest approaches is Just in Time (JIT) production system which emerged after WWII in Japan and aims to decrease the inventory cost and maximize the quality. The philosophy of this approach is to produce the necessary amount of production, when and where needed at the required quality. But JIT production system is weak in unclear species. For this purpose, the general and necessary solution is using fuzzy logic. In this paper we discussed about the simulation of an assembly line with 3 steps; firstly using Kanban production method, secondly non-using Kanban production method, and lastly using Kanban production method with fuzzy times. And also the comparisons of these steps will also be studied in this paper.