JIT Purchasing

Purchase JIT scheduling system is the procurement of goods in a way such that it can be done immediately to meet demand delivery or use.
Purchase JIT can reduce time and costs associated with purchasing activities by:

1. Reducing the number of suppliers so that companies can reduce the resources expended in negotiations with pamasoknya.
2. Reducing or eliminating the time and cost negotiations with suppliers.
3. Having a buyer or customer with an established purchasing program.
4. Eliminate or reduce activities and costs that are not value added.
5. Reduce time and cost for quality inspection programs.

Understanding the JIT

In broad terms, JIT is a philosophy that focuses on timely activities required by other internal segments within an organization.
JIT has four main aspects as follows:

1. All the activities are not value-added to the product or service should be eliminated. Value-added activities that do not unnecessarily increase the cost of such supplies as much as possible to zero.
2. Commitment to constantly improve the quality higher. So that the damaged and defective products as far as possible to zero, does not require the time and cost to rework defective products, and buyer satisfaction can be increased.
3. Always strived continuous improvement (Continuous Improvement) in improving the efficiency of activities.
4. Emphasis on streamlining the activities and improve the understanding of the value-added activities.

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Kanban systems for JIT

In Japanese manufacturing systems of the kanban system is a very popular term in the adjustment process and maintain the production of Just-In-Time. Kanban system is an information system that harmoniously controlling the production of products needed in the required amount at the time it takes in every process plant and also between companies. This is known as the timely production (Just-In-Time = JIT). At Toyota kanban system is seen as a sub system of the Toyota production system as a whole. In other words, the kanban system is not the same as the Toyota production system, although many people mistakenly refer to this latter kanban system.

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Six Sigma as a tool and system management

In the study of Six Sigma, there are several qualifications that are often referred to as a White Belt, Yellow Belt, Green Belt, Black Belt and Master Black Belt. Each has its own level of expertise required, simply getting into the direction of Master Black Belt, of course, requires more skill and experience are more complex.

Six Sigma is not just quality improvement, but it could become an integrated management system that has an impact on various aspects, including the discipline of leadership development. That said, a qualified operator should-he was a white-yellow belt or a belt, a team leader or supervisor ideally a green belt that is capable of organizing improvement team, preferably in a managerial level it is a black belt in charge of organizing the improvement team and set a performance improvement program in the area of responsibility. When we refer to the level of Master Black Belt, this capability must be owned by a business unit head is capable of delivering a large impact on the achievement of change management six sigma performance.

Information via the Kanban : Toyota Production System

These cards are in circulation in Toyota factories, between Toyota and other companies that work with him. And in the factories of companies that work together is. In this way, Kanban can convey information about the number of shots and the amount of production to achieve JIT production.
[caption id="attachment_821" align="alignleft" width="570" caption="Flow of 2 Kanban"][/caption]
For example we make the products A, B and C in a raft line. Spare parts needed to manufacture these products are a and b are produced by the previous engine line. Spare parts a and b are stored behind this line and Kanban production orders from this line attached to him.

JIT Implementation: JIT in the Process of Assembling Auto Parts

One example of JIT in the auto parts assembly process is to see to type sub-assembly is required from the previous process to achieve product line at the time required and the amount needed. If JIT is achieved throughout the company, the stocks that do not have the factory will be removed altogether. So that no material or warehouse inventory needed. Warehouse inventory costs will be reduced and capital turnover ratio will increase.

However, it is very difficult to achieve JIT in all processes for a product like a car when used arrangement of central planning (push system), which determines the production schedule and distribute to all processes simultaneously
Because of it, the Toyota system, we need to see the production flow in reverse, in other words, people of a certain process to go into the process earlier to take the necessary units in the required amount in the required amount of time required. Previous process was only manufacture enough units to replace units that have been taken. This system is called a pull system.

Customers generally do not want to know about how the production process is the most important is how the item can be shipped on schedule. There must be no delay

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Standardization of Mechanisms to Control the New Process and Hold the Gains

Design product to be produced to some extent will affect the production activities. Moreover, the design was made at the time of production is still going to produce long products. With the new product design that will certainly cause changes in manufacturing management system for example:

1. Setting machine
The machine that normally re-used should be setup to be the size, speed and so forth depending on the design of modified products
More and more design modifications of course the more the machine settings to be done. Even the possibility of adding machine tool production if the new design does not allow work by the old engine.