Author	O'Grady, Peter J. author
Title	Putting the Just-In-Time Philosophy into Practice [electronic resource] : A Strategy for Production Managers / by Peter J O'Grady
Imprint	Dordrecht : Springer Netherlands, 1988
Connect to	http://dx.doi.org/10.1007/978-94-011-7810-5
Descript	IX, 129 p. online resource

This book describes both the essential features of Just-In-Time (JIT) how JIT can be successfully approaches to manufacturing and implemented. JIT marks a significant departure from previous western approaches to manufacturing management, and aims to improve quality levels and customer service while decreasing lead times and inventory levels. The use of simple though effective methods can, with proper management, lead to continual improvements in the manufacturing operation. A number of companies have now implemented JIT and some of these implementations have been very successful. However, what is becoming increasingly clear is that there is a significant number of JIT implementations that fail to achieve the potential benefits of JIT. It is not an easy task, and there are a number of pitfalls that await the unwary manager. My motivation for writing this book has been my experience of working with companies that have been successful in JIT and of seeing what needs to be done and how the implementing most common pitfalls can be avoided. The book is oriented towards batch manufacturing since this accounts for a large proportion of manufacturing in most western countries. Other types (including process, mass and jobbing) can also profitably use many of the JIT techniques to improve their operation

1 Introduction -- Problems of manufacturing management -- Just-in-time -- Implementation: the five steps -- 2 Traditional Manufacturing Management -- Inventory control policies -- Materials requirements planning systems -- Manufacturing resource planning: MRP II -- MRP problems -- 3 Just-In-Time Overview -- JIT is not a software package -- JIT is not a methodology -- Attack fundamental problems -- Eliminate waste -- Strive for simplicity -- Devise systems to identify problems -- Cost/benefit of implementing JIT -- Conclusion and summary -- 4 Step 1 : Getting the Ball Rolling -- Basic understanding -- Preliminary education -- Cost/benefit analysis -- Commitment -- Go/no go decision -- JIT project team selection -- Identifying the pilot plant -- Conclusion -- 5 Step 2: Education โ The Make or Break Issue -- What is JIT education? -- Who needs JIT education? -- What should be covered? -- Conclusion -- 6 Step 3: Process Improvements -- Set-up time reduction -- How is low set-up time achieved? -- Preventative maintenance -- Changing to flow lines -- Conclusion -- 7 Step 4: Control Improvements -- Simple control -- Pull systems -- Kanban systems -- Linking MRP with pull/Kanban systems -- Shop floor control and quality at source -- Conclusion -- 8 Step 5: Vendor/Customer Links -- Links with vendors -- Multi-sourcing versus single-sourcing -- Short- versus long-term agreements -- Local versus distant suppliers -- How to implement links with vendors -- Links with customers -- Conclusion -- 9 JIT Implementation โ The Proven Path -- How long should the implementation take? -- The implementation sequence โ the proven path -- Case study A -- Case study B -- Conclusion -- 10 Summary and Conclusion -- Just-in-time systems -- Potential pitfalls -- The future -- Bibliography and Futher Reading

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