The Challenges of Implementing Just-in-Time (JIT) and How to Overcome Them

Just-in-Time (JIT) is a production strategy that aims to produce the right quantity of products at the right time to meet customer demand. The JIT system aims to eliminate waste, reduce inventory, and improve efficiency. However, despite its many advantages, implementing JIT can be a daunting task, and businesses may encounter several problems during implementation. In this blog post, we will discuss some of the implementation problems of JIT.

Weak Commitment of Top Management

One of the significant challenges of JIT implementation is the lack of commitment by top management. The success of the JIT system requires full support and commitment from top management. Without strong leadership, employees may not take the implementation seriously, and the process may fail.

Training and Education of Employees

Another challenge of JIT implementation is the training and education of employees. JIT requires a high level of skill and coordination from employees. Training and education are essential to ensure that employees understand the JIT system’s principles and how to implement them.

Lack of Commitment by Employees

Even with proper training, employees may still resist the implementation of the JIT system. Resistance may arise due to a lack of understanding, fear of job loss, or job change. To overcome this challenge, management should involve employees in the implementation process, communicate the benefits of the JIT system, and address their concerns.

Period of Implementation

The period of implementation is another challenge for JIT. Implementing JIT is a gradual process that requires time and effort. It is not a one-time event. The process may take months or even years to complete, and management should be patient and persistent.

Vendor Training and Development

JIT implementation involves suppliers and vendors. The success of the JIT system depends on the vendors’ ability to deliver products on time and in the right quantity. Vendors need to be trained and developed to meet the JIT system’s requirements. This may require additional resources and effort from the company.

Vendor Acceptance and Commitment

In addition to training and development, vendor acceptance and commitment are also critical to the success of the JIT system. Vendors may be reluctant to change their current production processes, and their commitment to the JIT system may be weak. Companies should work closely with vendors to gain their commitment and ensure a successful implementation.

Workers’ Fear and Anxiety

Workers may fear change and uncertainty during JIT implementation, resulting in anxiety and resistance. Management should address these fears and provide employees with the necessary support and resources to alleviate their concerns.

Implementing JIT can bring significant benefits to a company, but it can also present several challenges. Management should be committed, employees trained, and vendors developed for the JIT system to succeed. The implementation process may take time, and workers’ fears and anxieties must be addressed to achieve success.

References:

1. Chase, R. B., & Aquilano, N. J. (1995). Production and operations management: manufacturing and services. Irwin/McGraw-Hill.
2. Cook, D. P., & Bernthal, P. R. (1993). Just-in-time: A flexible, low-investment tool for US manufacturers. Production and Inventory Management Journal, 34(3), 57-62.
3. Gupta, R. (1993). Implementation of Just-in-Time manufacturing: a case study. International Journal of Operations & Production Management.
4. Klassen, R. D., & Whybark, D. C. (1999). Environmental management in operations: The selection of environmental technologies. Decision Sciences, 30(3), 601-631.
5. Vollmann, T. E., & Berry, W. L. (1985). JIT: A performance-based approach. Planning Review, 13(4), 27-31.

Shigeo Shingo: The Mastermind Behind Toyota’s Manufacturing Revolution

Shigeo Shingo was a Japanese industrial engineer who played a key role in transforming Toyota into a manufacturing powerhouse. Shingo’s contributions to the development of the Toyota Production System (TPS) and the invention of the Single Minute Exchange of Die (SMED) technique have had a profound impact on the manufacturing industry worldwide.

Shingo’s work on the TPS helped Toyota to streamline its production processes, reduce waste, and increase efficiency. He emphasized the importance of continuous improvement, or Kaizen, and introduced the concept of Just-In-Time (JIT) manufacturing, which involves producing only what is needed, when it is needed, and in the quantity needed.

Shigeo Shingo designed the Single Minute Exchange of Die (SMED) technique to address the issue of long changeover times in manufacturing. Changeover time refers to the time it takes to switch a production line from producing one product to another. In the past, changeover times in manufacturing could take several hours or even days, during which the production line would be idle.

Shingo recognized that long changeover times were a major source of waste in manufacturing, and set out to develop a way to reduce them. His goal was to reduce changeover times to less than ten minutes, which is why he called it the “Single Minute Exchange of Die.”

Shingo’s SMED technique involved analyzing every step of the changeover process, eliminating any non-essential steps, and streamlining the remaining steps to make them as efficient as possible. This involved using tools such as checklists, visual aids, and standard operating procedures to ensure that each step was carried out quickly and accurately.

The impact of SMED on Toyota’s manufacturing efficiency was significant. By reducing changeover times, Toyota was able to produce smaller batches of products, which reduced inventory levels and enabled the company to respond more quickly to changing customer demands. This allowed Toyota to achieve a level of flexibility and agility that was previously unheard of in the manufacturing industry.

SMED also helped Toyota to reduce costs by minimizing downtime and increasing production capacity. By reducing the time it took to switch production from one product to another, Toyota was able to produce more products in less time, which increased its overall output and profitability.

Shingo designed SMED to address the issue of long changeover times in manufacturing, which was a major source of waste and inefficiency. His technique helped Toyota to reduce changeover times to less than ten minutes, which improved the company’s manufacturing efficiency, flexibility, and profitability.

Shigeo Shingo did teach SMED to other non-Japanese companies as a consultant. He was highly sought after as a consultant by companies all over the world who were interested in improving their manufacturing processes.

Shingo’s consulting work was highly successful, and many companies were able to benefit from his expertise in implementing the SMED technique. Some of the companies that he worked with included Ford, General Motors, and Harley-Davidson, among others.

For example, when Ford Motor Company implemented SMED at one of its manufacturing plants in the 1980s, it was able to reduce changeover times from several hours to less than 20 minutes. This led to a significant increase in production capacity and efficiency, as well as a reduction in costs.

Similarly, when Harley-Davidson implemented SMED at one of its manufacturing plants in the 1990s, it was able to reduce changeover times by 75%, which led to a significant increase in production efficiency and flexibility.

Shigeo Shingo’s consulting work with non-Japanese companies was highly successful, and many companies were able to benefit from his expertise in implementing the SMED technique. His contributions to the field of lean manufacturing and continuous improvement continue to be highly regarded and studied by manufacturers all over the world.

References:

1. “Shigeo Shingo: The Father of Modern Manufacturing.” Lean Production, https://www.leanproduction.com/shigeo-shingo.html.
2. “Shigeo Shingo and the Toyota Production System.” The Lean Post, 27 Feb. 2017, https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=635.
3. “Shigeo Shingo: The Lean Legend Who Transformed Manufacturing.” ThomasNet, 11 Dec. 2018, https://www.thomasnet.com/insights/shigeo-shingo-the-lean-legend-who-transformed-manufacturing/.
4. “Shigeo Shingo: The Man Who Revolutionized Manufacturing.” SME, 5 Jun. 2017, https://www.sme.org/technologies/articles/2017/june/shigeo-shingo-the-man-who-revolutionized-manufacturing/.