Just In Time: A philosophy of manufacturing based on planned elimination of waste and continuous improvement of productivity Just-in-time (JIT) is an inventory

strategy that strives to improve a business's return on investment by reducing in-process inventory and associated carrying costs. The main objective of JIT manufacturing is to reduce manufacturing lead times. This is primarily achieved by drastic reductions in work-in-process (WIP). The result is a smooth, uninterrupted flow of small lots of products throughout production Just In Time production method is also called the Toyota Production System. This system is used for planning and controlling production. To meet JIT objectives, the process relies on signals or Kanban between different points in the process, which tell production when to make the next part. This saves warehouse space and costs. Philosophy Philosophy of JIT is simple: inventory is waste. JIT inventory systems expose hidden causes of inventory keeping, and are therefore not a simple solution for a company to adopt. JIT encourages businesses to eliminate inventory that does not compensate for manufacturing process issues, and to constantly improve those processes to require less inventory. Management may be tempted to keep stock to hide production problems. These problems include backups at work centers, machine reliability, process variability, lack of flexibility of employees and equipment, and inadequate capacity. In short, the just-in-time inventory system focus is having the right material, at the right time, at the right place, and in the exact amount without the safety net of inventory. The JIT system has broad implications for implementers.

Advantages of JIT Lower stock holding means a reduction in storage space which saves rent and insurance costs As stock is only obtained when it is needed, less working capital is tied up in stock There is less likelihood of stock perishing, becoming obsolete or out of date Avoids the build-up of unsold finished product that can occur with sudden changes in demand Less time is spent on checking and re-working the product of others as the emphasis is on getting the work right first time Disadvantages of JIT There is little room for mistakes as minimal stock is kept for re-working faulty product Production is very reliant on suppliers and if stock is not delivered on time, the whole production schedule can be delayed There is no spare finished product available to meet unexpected orders, because all product is made to meet actual orders however, JIT is a very responsive method of production

Lean manufacturing: A philosophy of production that emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise. It involves: identifying and eliminating non-value-adding activities, employing teams of multi-skilled workers, using highly flexible, automated machines

lean is centered on preserving value with less work. Lean is the set of "tools" that assist in the identification and steady elimination of waste. As waste is eliminated quality improves while production time and cost are reduced. Examples of such "tools" are Value Stream Mapping, Five S, Kanban (pull systems), and poka-yoke (error-proofing). The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective, whereas a waste focus sometimes wrongly assumes this perspective. Both Lean can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste. These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Load leveling and Production flow and Visual control.

1.Eliminating Waste: Overproduction : Make only what is needed now. Waiting: Coordinate flows between operations, and balance load imbalances by flexible workers and equipment. Defective Products: Eliminate defects and inspection. Make perfect products. 2.Continuous Improvement breaks down into three basic principles: 1.Challenge : Having a long term vision of the challenges one needs to face to realize one's ambition (what we need to learn rather than what we want to do and then having the spirit to face that challenge). To do so, we have to challenge ourselves every day to see if we are achieving our goals. 2.Kaizen : Good enough never is, no process can ever be thought perfect, so operations must be improved continuously, striving for innovation and evolution. 3.Genchi Genbutsu : Going to the source to see the facts for oneself and make the right decisions, create consensus, and make sure goals are attained at the best possible speed. 3. Parallel Processing: An important part of JIT manufacturing is to exploit parallel processing wherever possible. Any operation being performed in series that can be performed in parallel can take huge chunks out of manufacturing lead time. By doing product design and process design simultaneously, the time to bring new products to market is reduced. 4. Kanban Production Control: Kanban cards are used to plan and control the movement of orders among work centers. No parts can be produced or moved without a Kanban cards. Kanban is based on the simple idea of replacement of container of parts, one at time.

Techniques of lean manufacturing 5S, Kaizen, Six Sigma, Value Stream. 1. 5S 5 S is a tool for WASTE ELIMINATION. Probably one of the easiest lean manufacturing processes to implement. It gets everyones attention, provides immediate benefits and "makes sense" to almost anyone. SEIRI (Segregation): Sort out unnecessary items in the workplace and discard them SEITON (Arrangement): Arrange necessary items in good order so that they can be easily picked for use -A place for everything -Everything in its place SEISO (Clean): Clean your workplace thoroughly so that there is no dust on floors, machines and equipments SEIKETSU (Standardize): Maintain high standards of workplace at all times SHITSUKE (Discipline): Train people to follow good housekeeping discipline automatically 2. Kaizen This is Toyota's famous tool for continuous improvement. The idea is that everyone in the organization re-examines their work and improves it in small ways within their control. Mini-Kaizens are like raindrops that add up to make a flood. This lean concept is quite useful and easy for management to implement.

3. Value Stream Mapping Learn how to identify those areas that are producing waste and develop a map to improve, using lean manufacturing methods. Once learned, this becomes an internal process that changes the work environment permanently. Many companies have used this concept to learn just where they currently are, and how to get where they want to be. A great solution that can get people involved. 4. Six Sigma This is a method that enables you to measure your processes in order to improve your bottom line. Once you get things organized, decide to continuously improve your processes, and identify areas of waste, you need a way to monitor your progress. This engineering system keeps you on-track by monitoring your processes. You use real-time examples from your own company to create track your programs. Lean services Lean principles have been successfully applied to call center services to improve live agent call handling. By combining Agent-assisted Voice solutions and Lean's waste reduction practices, a company reduced handle time, reduced between agent variability, reduced accent barriers, and attained near perfect process adherence. Lean principles have also found application in software application development and maintenance and other areas of information technology (IT). More generally, the use of Lean in IT has become known as Lean IT. The challenge in moving Lean to services is the lack of widely available reference implementations to allow people to see how directly applying lean manufacturing tools and practices can work and the impact it does have. This makes it more difficult to build the level of belief seen as necessary for strong implementation. However, some research does relate widely recognized examples of success in

retail and even airlines to the underlying principles of lean. Despite this, it remains the case that the direct manufacturing examples of 'techniques' or 'tools' need to be better 'translated' into a service context to support the more prominent approaches of implementation, which has not yet received the level of work or publicity that would give starting points for implementers. The upshot of this is that each implementation often 'feels its way' along as must the early industrial engineers of Toyota. This places huge importance upon sponsorship to encourage and protect these experimental developments.

WAITING LINE PROBLEM Waiting lines are the most common phenomenon in our daily life. It affects people, who need service at a number of places. These places, where one has to wait in queue are: doctors clinic, bank counters, railway reservation counter, telephone booth, fast food center etc. In manufacturing industry, queue or waiting line is common in situations when machines have to wait for repair; semifinished item waiting in batches to be loaded on a machine; machine waiting for operator or tool, etc. At airport, many times aero planes have to wait for permission for take-off till a runway becomes free. Some Applications of Waiting Line Problem S.No Application . Area Arrival Waiting Line Service Facility

1 Factory

Material/tool In-process inventory s (WIP)

Assembly Sub2 line assembles WIP Machine maintenanc Repair tools Machines needing 3 e & equipment repair 4 Airport Plane Planes ready to fly

Work stations Employees currently processing the WIP

Maintenance crew Runway

5 Bank Customer Walk-in 6 interview Job seekers Phone Dialed 7 exchange number 8 Govt. office Files 9 Post office Letters Executive Dictation 10 note note Grocery 11 shop Customers Traffic light 12 crossing Vehicles Car service 13 station Cars

Deposit/withdrawal Applicants Caller Backlog files Mailbox Letters to be typed Customer on the counter Vehicles in line Unserviced cars Waiting passengers on platform/waiting room Waiting mechanics Sick people

Bank employee & computer Interviewers Switchboard Clerks Postal employees Secretary Checkout clerks and bag packers Traffic signals Service facilities

14 Railways 15 Tool crib 16 Hospital

Passengers Mechanics Patients

Trains Store keeper Doctor & operation facility

Improving the Waiting Line System In a waiting line system, managers must decide what level of service to offer, A low level of service may be inexpensive, at least in the short run, but may incur high costs of customer dissatisfaction, such as lost future business and actual processing costs of complaints. A high level of service will cost more to provide, and will result in lower dissatisfaction costs. Because of this tradeoff, management must consider what is the optimal level of service to provide. The elements of the waiting line system are: 1. Customer Population the customer population can be considered to be finite or infinite. When potential new customers for the waiting line system are affected

by the number of customers already in the system, the customer population is finite. When the number of customers waiting in line does not significantly affect the rate at which the population generates new customers, the customer population is considered infinite. In addition to waiting, a customer has other possible actions. For example, a customer may balk, renege, or jockey. Balking occurs when the customer decides not to enter the waiting line. Reneging occurs when the customer enters the waiting line but leaves before being serviced. Jockeying occurs when a customer changes from one line to another, hoping to reduce the waiting time. 2. Service System the service system is characterized by the number of waiting lines, the number of servers, the arrangement of the servers, the arrival and service patterns, and the service priority rules. Number of Waiting Lines waiting line systems can have single or multiple lines. Banks often have a single line for customers. Customers wait in line until a teller is free and then proceed to that tellers position. Other examples of singleline systems include airline counters, rental car counters, restaurants, amusement park attractions, and call centers. The advantage of using a single line when multiple servers are available is the customers perception of fairness in terms of equitable waits. Number of Servers system serving capacity is a function of the number of service facilities and server proficiency. In waiting line systems, the terms server and channel are used interchangeably. It is assumed that a server of channel can serve one customer at a time. Waiting line systems are either single server or multi-server. Arrangement of Servers services require a single activity or a series of activities and are identified by the term phase. In a single phase system, the service is completed all at once. In a multiphase system, the service is completed in a series of steps, such as a fast-food restaurant with ordering, pay, and pick-up windows.

3. Arrival and Service Patterns waiting line models require an arrival rate and a service rate. The arrival rate specifies the average number of customers per time period. The service rate specifies the average number of customers that can be serviced during a time period. The service rate is the capacity of the service system. If the number of customers a business can serve per time period is less than the average number of customers arriving, the waiting line grows infinitely.

Recommendations for Solving Long Lines 1. Determine acceptable time for the customers. 2. Try to divert the customers attention when waiting. This can be done by providing music, a video, or some other form of entertainment that may help to distract the customers from the fact that they are waiting. 3. Keep employees not serving the customers out of sight. Noting is more frustrating to someone waiting in line that to see employees, who potentially could be serving those in line, working on other activities. 4. Segment customers. If a group of customers needs something that can be done very quickly, give them a special line so they do not have to wait for the slower customers. 5. Train servers to be friendly greeting the customer by name, or providing some other special attention, can go a long way toward overcoming the negative feeling of a long wait. 6. Encourage customers to come during the off-peak periods. Inform customers of times when they usually would not have to wait; also tell them when the peak periods are this may help to smooth the load.