The term or English Just in Time [English: date-exactly, straight in time], (Abk.: JIT), designates a concept for materials allocation, which aims at the reduction of the temporary storage facilities and a general rationalization of the production process in production logistics. By the saving of storekeeping surfaces and - Just in Time will cost indirectly also to a business method for reduction of costs in stock management and procurement logistics. The principle functions as follows:

Goods or construction units are supplied by the ancillary industries only if necessary - computed temporally as exactly as possible - directly to the assembly belt. In addition with a certain advance the necessary quantity of the assembly-line is acknowledged and ordered. The supplier must commit itself contractually to supply within this lead time. At the production place only as much material is thus stored, as absolutely necessary is, in order to keep still upright production straight. Thus very small stock quantities and it develop are void longer storage times with the producer only directly at the volume.

So that JIT to function can have the stocks to be at any time correct and on-line be adjusted. Apart from the planned needs also the current quantities consumed must be seized correctly in the context of the consumption determination. These can deviate e.g. because of committee, break, from the Planbedarfen.

Simplified one can describe JIT in such a way: A product is finished and/or supplied accurately at the time, for which it is also needed. In addition the individual manufacture steps are to be taken into account temporally accordingly.

The JIT can affect production however also substantially. Measured variables are here exogenous shocks or problems of the ancillary industry. So the American automaker GM had a falling off in production due to the bankruptcy of the autopartial ancillary industry Delphi.

History of the JIT

The JIT concept has its origin with the Japanese car manufacturer Toyota. It was into the 1950er years a part Toyota production system (TPS). By Taiichi Ohno one justified JIT in the year 1973 (the time of the oil shock in Japan) for the first time by the continuous success of Toyota remarkably. The original JIT is based on the philosophy of 5 S:

• Seiri (structure, i.e. a segregating)
• Being clay/tone (systematization, i.e. Order)
• Seiso (cleaning, i.e. sense for cleanliness)
• Seiketsu set (standardisation, i.e. standards)
• Shitsuke (self-discipline, i.e. discipline hold)

Holistic viewpoint

For the implementation of a JIT production the holistic viewpoint of the job execution is necessary in a logistic chain (see Supply chain management). So that the production efficiency can be measured, must apart from costs and productivity, which run and replacement time are regarded. With the JIT the flows of production and not the individual functions must therefore be optimized. By will it possible minimizing the complete sales order turn-around time to produce thus inquire-exactly and to thus minimize stocks (costs).

In the range of application JIT distinctive in:

1. JIT production - covers the Produktionsablauf steered with JIT
2. JIT delivery - which logistic chain synchronized between supplier and customer

Conditions for employment

Advantages

• partially substantial minimization of the turn-around times
• Dismantling (redundant) of the stocks
• Cost savings (storekeeping, personnel,"…)
• - > reduction of the bound capital
• Continuous improvement process (KVP),
• Quality management (ISO 9000-Zertifizierung): Improvement of the

Disadvantages

• long implementation time
• high dependence on the suppliers
• Loss of production with failure of the delivery chains e.g. by Verkehrsbehinderungen or problems with suppliers
• Colloquially one can say: "“The camp is shifted on the road"” also with the appropriate traffic volume and environmental impacts

Kanban

A subsystem of the JIT concept is the Kanban principle: one aims at low stocks in the individual workshops in the quantity production. Short turn-around times and guaranteed date observance are further superordinate goals for this purpose the manufacturing into self-controlling automatic control loops (according to the department store principle) are divided. By Kanbans so mentioned (Japanese for: Sign map) releases the respective consumer an order, with a mostly pre-defined quantity and a certain order date. The producer and/or supplier brings these then to the demanded date in the necessary installation quality to the orderer. Here it concerns a getting and/or a pulling principle in such a way specified. Nowadays ever more frequently the maps are replaced by PC monitors (E-Kanban). The necessary data transactions are very often accomplished by means of EDI or WebEDI (see also: E-Procurement).

Further views

JIT is used e.g. in the automobile industry, if

• the blocking hurry so many variants have that not all can be accommodated directly at the assembly line.

Example: the Smart has approx. 150 different wiring harness variants. All must be reproached for production. However not all variants at the volume can stand ready, because the place for the accommodation is not sufficient there. Therefore in a Sequenzierstation into volume proximity the sequence of the necessary wiring harnesses is spent over a printer station, inserted in the demanded order into a Sequenzierwagen and brought to this then to the volume. This internal JIT delivery call one also SILS (Sequence Inlining system).

• the blocking hurry as larger variant-rich building groups (cockpit, front-end, door lining, wheels etc.) the order demanded of an external supplier order in accordance with in to be pre-mounted and delivered. The supplier approx. 180 minutes before the sheeting the individual variant over EDI is then pre-mounted communicated, these by the supplier, several building groups into a truck lot size is combined and then to the manufacturer delivered. (external JIT)

The JIT concept leads to it that several suppliers settle directly in the proximity of the manufacturer, so-called industrial estates. The suppliers are included thereby more strongly when assembly assembling. The final assembly time of a car sinks by the JIT concept from originally 20 on approx. 8 (Smart 4) hours. The supplier must reproach the existence of starting materials for the appropriate building group, so that the manufacturer can reduce its storage capacity. Since production can be stopped with the customer, if the parts arrive too late, enterprises with JIT manufacturing often refer same parts from several suppliers. High conventional penalties are with such manufacturing concepts also no rarity.

In case of the not localnear JIT delivery the truck arising, there low stocks increases at the customer more frequent supplying (lower delivering quantities) required. Thus the delivery frequency and thus also the truck arising increase. When localnear deliveries however (as in the example industrial estate, where the supplier directly locally is) the truck arising is omitted as well as, since only in principle from one resounds into the other one be transported must, which is possible with assembly-lines or fork-lift trucks also. Because at JIT in favor of smaller storekeeping more frequent transportation take place, critics speak of the "“road as camps"”

JIT serves the increase of the Return on Investment (ROI) of an enterprise over the lowering of the logistics costs and in particular the storage spaces in the long run.

Definition: "“Just in time is a production and a logistics strategy. It is need fulfilment at the correct time, in which ensure correct quality and quantity of the correct place. In addition a reorganisation of the operational operational sequence is needed, that extends to the material and information flow."”

A goal of the JIT is the central synchronisation of several stages of the production process of the last stage up to the suppliers. In addition it applies to align the activities of the creation of value process closely at the in order to make a customer orientated production possible.

See also

• Just in Sequence
• Progress numbers

Literature

• Majima, I.: JIT, reduction of costs by Just in Time Production, being enough Mueller/Herbig, Munich, 1994; ISBN 3-7844-7310-5
• Savage man, H.: The Just in Timeconcept, FAZ GmbH, Frankfurt, 1988; ISBN 3-924875-20-0

Related links

• Dead end Inselkanban, or the view for the whole
• The TOYOTA production system

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