{"id":21,"date":"2022-07-21T14:43:41","date_gmt":"2022-07-21T14:43:41","guid":{"rendered":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/?post_type=chapter&#038;p=21"},"modified":"2022-08-15T18:55:14","modified_gmt":"2022-08-15T18:55:14","slug":"chapter-2","status":"publish","type":"chapter","link":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/chapter\/chapter-2\/","title":{"raw":"Chapter 2: Just-In-Time Production Concepts","rendered":"Chapter 2: Just-In-Time Production Concepts"},"content":{"raw":"<h2>Chapter 2: Just-In-Time Production Concepts<\/h2>\r\n\r\n<hr \/>\r\n\r\n<h2>Overview<\/h2>\r\n[caption id=\"attachment_167\" align=\"alignleft\" width=\"387\"]<img class=\"wp-image-167 \" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403-300x291.png\" alt=\"House of Lean. Two pillars of Continuous Improvement and Respect for people. Continuous improvement involves challenges, kaizen, genchi genbutsu; Respect for people includes respect and teamwork.\" width=\"387\" height=\"375\" \/> The House of Lean is build on two pillars of continuous improvement and respect for people. Continuous improvement involves challenges, kaizen, genchi genbutsu; Respect for people includes respect and teamwork. Remixed from Coetzee, R., van der Merwe, K. and van Dyk, L. (2016). Lean implementation strategies: How are the Toyota Way principles addressed. South African Journal of Industrial Engineering, 27(3). http:\/\/dx.doi.org\/10.7166\/27-3-1641[\/caption]\r\n\r\nJust-in-time production (JIT) is an inventory management philosophy that reduces inventories to minimum levels. JIT is designed to reduce waste in any form, like that associated with maintaining inventory, but also storage and transport (Saylor, 2019), or wasted time (\"Operations Strategy\", 2017). The ideal system would have zero stocked finished goods and WIP, and minimal stocked raw materials. Taiichi Ohno is credited for developing this lean system and for perfecting it within Toyota's car manufacturing plants in Japan. Related to lean manufacturing, it seeks to reduce or eliminate any part of the manufacturing process that does not add value from the customer's viewpoint (Saylor, 2019; Rice University). Moreover, it assists organizations to meet their capacity and promotes consistent flow through the manufacturing process (Qureshi et al., 2013). Here are some examples of waste (Saylor, 2019, Qureshi et al., 2013; Siddiqui, 2022)):\r\n<ul>\r\n \t<li>[pb_glossary id=\"111\"]Overproduction[\/pb_glossary]<\/li>\r\n \t<li>[pb_glossary id=\"112\"]Long wait time[\/pb_glossary]<\/li>\r\n \t<li>[pb_glossary id=\"113\"]Excessive transportation[\/pb_glossary]<\/li>\r\n \t<li>[pb_glossary id=\"114\"]Processing wastes[\/pb_glossary]<\/li>\r\n \t<li>[pb_glossary id=\"115\"]Storage costs[\/pb_glossary]<\/li>\r\n \t<li>[pb_glossary id=\"116\"]Unproductive methods for producing goods[\/pb_glossary]<\/li>\r\n \t<li>[pb_glossary id=\"117\"]Defective wastes[\/pb_glossary]<\/li>\r\n<\/ul>\r\nReview the series of short videos below to learn what JIT is and it's connection to Toyota.\r\n\r\n&nbsp;\r\n\r\n[h5p id=\"5\"]\r\n<h2>Takt Time<\/h2>\r\n[h5p id=\"20\"]\r\n\r\n&nbsp;\r\n\r\nTakt time is one of the most important calculations involved with lean manufacturing (Soliman, 2020). Takt time is the average time it takes from the start of production of one unit to the start of the next units production, when they are produced sequentially. Takt time is calculated by taking the time to produce the parts and dived it by the number of parts demanded in that interval. It is also based on customer demand, so if a product cannot be produced using takt time, other strategies will have to be used in order to meet the demand (\"Takt Time\", 2022). Because the time must represent the actual customer demand rate, do not adjust times for any slow downs, like you would with other calculations (Soliman, 2020). Learn more about takt production and control from this study: <a href=\"https:\/\/www.mdpi.com\/2075-5309\/11\/3\/92\/htm\">Takt Production Monitoring and Control in Apartment Renovation Projects<\/a> (Keskiniva et al., 2021)\r\n\r\nHere's an example calculation of Takt Time. Please note that customer demand is expressed in the maximum allowable time per unit:\r\n\r\nIf there are a total of 10 hours (or 600 minutes) in a shift (gross time), less 60 minutes for lunch, 10 minutes for team briefing, and 10 minutes for basic maintenance checks, then the net <strong>Available Time to Work<\/strong> = 600 - 60 - 10 - 10 = 520 minutes (31,200 seconds)\r\n\r\nIf customer demand was 520 units per day and only one shift was available, then the link would be required to output at a minimum rate of one part per 60 seconds in order to keep up with customer demand.\r\n\r\nFormula for calculating takt time:\r\n\r\n&nbsp;\r\n\r\n[caption id=\"attachment_246\" align=\"aligncenter\" width=\"326\"]<img class=\" wp-image-246\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/takt-time-formula.png\" alt=\"where T= product assembly time required to meet demand; Ta = net time available to work; D = customer demand\" width=\"326\" height=\"217\" \/> where T = product assembly time required to meet demand; T<sub>a<\/sub> = net time available to work; D = customer demand[\/caption]\r\n\r\n&nbsp;\r\n\r\n[h5p id=\"18\"]\r\n<h2>Ways to Meet JIT Goals<\/h2>\r\n[h5p id=\"9\"]\r\n<h3>Inventory Reduction<\/h3>\r\n[caption id=\"attachment_136\" align=\"alignleft\" width=\"325\"]<img class=\" wp-image-136\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory-300x201.jpg\" alt=\"&quot;A Sailor takes inventory aboard USS Porter in the Mediterranean Sea.&quot; by Official U.S. Navy Imagery is licensed under CC BY 2.0. \" width=\"325\" height=\"218\" \/> \"<a href=\"https:\/\/www.flickr.com\/photos\/56594044@N06\/32697543618\" target=\"_blank\" rel=\"noopener noreferrer\">A Sailor takes inventory aboard USS Porter in the Mediterranean Sea.<\/a>\" by <a href=\"https:\/\/www.flickr.com\/photos\/56594044@N06\" target=\"_blank\" rel=\"noopener noreferrer\">Official U.S. Navy Imagery<\/a> is licensed under <a href=\"https:\/\/creativecommons.org\/licenses\/by\/2.0\/?ref=openverse\" target=\"_blank\" rel=\"noopener noreferrer\">CC BY 2.0<\/a>.[\/caption]\r\n\r\nAn expansive inventory hides a lot of issues, ranging from equipment problems, bad vendors, low quality, and others. Gradually, by lowering the amount of inventory, weaknesses are revealed and can be updated to be more efficient and effective (Rice University). Reducing inventory requires a few, very reliable vendors to deliver both materials and the inventory within very short time frames, generally in small lots. This reduces costs but it can be challenging to find the right vendors (Franco &amp; Rubha, 2017).\r\n<h3>Demand-Pull Production System<\/h3>\r\nThe demand-pull system functions in such a way that the work flows to the organization that needs work.\u00a0 JIT also addresses concerns and challenges related to production and waste reduction strategies in order to meet its goals, especially without inventory around to cover weaknesses (Rice University). This systems of one of the tools the Toyota Production System uses to achieve success, the consumer triggers production to meet their requirements at the right time and quantity (Si et al., 2021)\r\n<h3>Reduce Lot Sizes<\/h3>\r\nManufacturing entities that improve their setup can reduce the lot size, increasing competitiveness. (Rice University). Here is an example from the 1980s and 3M, provided by Rice University:\r\n\r\n[caption id=\"attachment_139\" align=\"alignright\" width=\"366\"]<img class=\" wp-image-139\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m-300x201.jpg\" alt=\"&quot;3M tape&quot; by Julio Aguiar is licensed under CC BY 2.0. \" width=\"366\" height=\"245\" \/> \"<a href=\"https:\/\/www.flickr.com\/photos\/22656170@N08\/2265864558\" target=\"_blank\" rel=\"noopener noreferrer\">3M tape<\/a>\" by <a href=\"https:\/\/www.flickr.com\/photos\/22656170@N08\" target=\"_blank\" rel=\"noopener noreferrer\">Julio Aguiar<\/a> is licensed under <a href=\"https:\/\/creativecommons.org\/licenses\/by\/2.0\/?ref=openverse\" target=\"_blank\" rel=\"noopener noreferrer\">CC BY 2.0<\/a>.[\/caption]\r\n\r\n\"In the 1980s, the 3M company converted a factory that made a few adhesive products in long production runs into a factory that made over 500 adhesive products in small production runs. To keep unit production costs under control, 3M studied the setups on its coating machines. Since the cost of chemical waste disposal was a major part of the cost of changing over a coating machine to make another product, 3M shortened the length of hoses that needed purging and redesigned the shape of the adhesive solution holding pan on the coating machine to be shallower. 3M also used quick-connect devices, disposable filters, and work teams to speed up setups. The result was that 3M could maintain low unit costs on its coating machines while producing small lots of hundreds of products to meet market demand quickly.\"\r\n<h3>Plant Loading<\/h3>\r\nThis strategy means that companies have the insight to provide the needed products, at the needed moment and place in time. The concepts are building on each other now, reducing inventory to meet exactly to meet demand, and promoting more effective manufacturing processes to hit goals at the right time (Rice University).\r\n<h3>Flexible Resources<\/h3>\r\n[caption id=\"attachment_141\" align=\"alignleft\" width=\"409\"]<img class=\" wp-image-141\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained-300x225.jpg\" alt=\"&quot;Cross Trained&quot; by Olly Farrell is licensed under CC BY-NC 2.0. \" width=\"409\" height=\"307\" \/> \"<a href=\"https:\/\/www.flickr.com\/photos\/99359562@N00\/133514984\" target=\"_blank\" rel=\"noopener noreferrer\">Cross Trained<\/a>\" by <a href=\"https:\/\/www.flickr.com\/photos\/99359562@N00\" target=\"_blank\" rel=\"noopener noreferrer\">Olly Farrell<\/a> is licensed under <a href=\"https:\/\/creativecommons.org\/licenses\/by-nc\/2.0\/?ref=openverse\" target=\"_blank\" rel=\"noopener noreferrer\">CC BY-NC 2.0<\/a>.[\/caption]\r\n\r\nThe unknown is something that makes JIT enterprises vulnerable and unfortunately, it cannot be eliminated in all cases. The best strategy to overcome uncertainty is a certain level of flexibility built into the organizational structure. Maybe it is drills that can swap bits easily, so one drill can do the work of 10 drills. Or maybe it is the color application method that can switch from one color to another without changing equipment like hoses or nozzles. This bit of flexibility can improve output and make JIT organizations more productive (Rice University); it does require that the equipment is maintained and functioning properly. Additionally, flexible, cross-trained employees and adaptive environments minimize waste by synchronizing the flow throughout the process (Franco &amp; Rubha, 2017).\r\n<h3>Flow Layouts<\/h3>\r\nIf the layout of the building is a perfect way to improve flow and productivity. In this situation, manufacturers set up their buildings to have one-way flow of the operation and have respective areas where employees take responsibility and control of their products (Rice University). Generally, this empowers employees to take ownership in their work.\r\n<h2>Empowered Employees<\/h2>\r\nSelect each of the hot spots below on the graphic to learn more about the effects of empowering employees in the JIT model.\r\n\r\n&nbsp;\r\n\r\n[h5p id=\"6\"]\r\n<h2>Potential Challenges with JIT<\/h2>\r\n[caption id=\"attachment_163\" align=\"alignright\" width=\"437\"]<img class=\"wp-image-163\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-300x300.png\" alt=\"Reducing inventory to extremely low levels carries some risk. JIT focuses on continual (sometimes gradual) inventory and waste reduction while also improving lead times. This is accomplished through using the following lean tools: Lean \/ JIT Tools Identify Ideal (Reduced) Inventory Levels Reduce Production Order Lot Sizes Implement Visual Inventory Management Create One Piece Flow Reduce Production Changeover Times Improve Process Stability\" width=\"437\" height=\"437\" \/> Consider these tools when overcoming some of the inventory challenges associated with Lean Manufacturing or JIT.[\/caption]\r\n\r\nThere can be challenges with implementing JIT, beyond the fact that it is a complex system. For example, JIT manufacturing is vulnerable in regards to natural disasters. Because these organizations reduce the amount of on-hand inventory, they do not have stock to spare in the case of tsunami, hurricanes, flood, and other disasters (Qureshi et al., 2013; Siddiqui, 2022). Production is at the mercy of suppliers, so if one thing is off, the rest of the system is delayed (Siddiqui, 2022; Franco &amp; Rubha, 2017), Communication also seems to be a relevant concern in JIT approaches; it is imperative that the communication structure and strategies are conveyed to all of the relevant workers to reliably share information (Qureshi et al., 2013), including maintaining positive relationships with contractors and other entities (Si, 2021).\r\n\r\nLearn more about other ideas related to JIT in this study about off-site construction to build productivity and improve performance: <a href=\"https:\/\/www.hindawi.com\/journals\/ace\/2021\/9953732\/#copyright\">A Dynamic Just-In-Time Component Delivery Framework for Off-Site Construction (2021). <\/a>You can also view this video below as a review of JIT as well as the advantages and disadvantages of this type of manufacturing.\r\n\r\n&nbsp;\r\n\r\n<hr \/>\r\n\r\n<h2>References<\/h2>\r\n<p class=\"hanging-indent\">Berman, A. (2017, September 29). <em>Just in time by Toyota: The smartest production system in the world <\/em>[Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=cAUXHJBB5CM\">https:\/\/www.youtube.com\/watch?v=cAUXHJBB5CM<\/a><\/p>\r\nDennis, P. (2016). Lean production simplified : a plain-language guide to the world's most powerful production system (Third). CRC Press, Taylor &amp;amp; Francis Group.\r\n<p class=\"hanging-indent\">EducationLeaves (2022, March 23). <em>Just in time or JIT<\/em> [Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=9onMrDbDKaM\">https:\/\/www.youtube.com\/watch?v=9onMrDbDKaM<\/a><\/p>\r\n<p class=\"hanging-indent\">Franco, C., &amp; Rubha, C. (2017). An overview about JIT (just-in-time) - Inventory management system. <em>International Journal of Research - Granthaalayah, 5<\/em><em>(4). <\/em><a href=\"https:\/\/zenodo.org\/record\/569368#.Yt_kJoTMKUk\">doi: https:\/\/doi.org\/10.5281\/zenodo.569368<\/a><\/p>\r\n<p class=\"hanging-indent\">Learn Transformation (2021, March 5). <em>Just in time in 2021 <\/em>[Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=Rj4866wTiRc\">https:\/\/www.youtube.com\/watch?v=Rj4866wTiRc<\/a><\/p>\r\n<p class=\"hanging-indent\">Keskiniva, K., Saari, A., &amp; Junnonen, J. (2021).\u00a0Takt production monitoring and control in apartment renovation projects. <em>Buildings, 11<\/em>9(3). <a href=\"https:\/\/doi.org\/10.3390\/buildings11030092\">https:\/\/doi.org\/10.3390\/buildings11030092<\/a><\/p>\r\n<p class=\"hanging-indent\">Matlack, A. (2018, October 2). <em>Beyond engagement: What leaders need to know about empowering others. <\/em>OpenSource. <a href=\"https:\/\/opensource.com\/open-organization\/18\/10\/understanding-engagement-empowerment\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"https:\/\/opensource.com\/open-organization\/18\/10\/understanding-engagement-empowerment\">https:\/\/opensource.com\/open-organization\/18\/10\/understanding-engagement-empowerment<\/a><\/p>\r\n<p class=\"hanging-indent\">NetSuit (2021, July 9). W<em>hat is just-in-time inventory management? <\/em>[Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=zCTmN17ZDek\">https:\/\/www.youtube.com\/watch?v=zCTmN17ZDek<\/a><\/p>\r\n<p class=\"hanging-indent\">\"Operations Strategy\/JIT\" (2017). <em>Wikipedia.<\/em> Retrieved on July 26, 2022 from <a href=\"https:\/\/en.wikibooks.org\/wiki\/Operations_Strategy\/JIT\">https:\/\/en.wikibooks.org\/wiki\/Operations_Strategy\/JIT<\/a><\/p>\r\n<p class=\"hanging-indent\">OpsExcellence (2015, February 10). <em>Takt time, cycle time, lead time<\/em> [Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=isu6MG3v0-s\">https:\/\/www.youtube.com\/watch?v=isu6MG3v0-s<\/a><\/p>\r\n<p class=\"hanging-indent\">Qureshi, M., Iftikhar, M., Bhatti, M., Shams, T., &amp; Zaman, K (2013). Critical elements in implementation of just-in-time management: Empirical study of cement industry in Pakistan, <em>2. <\/em><a href=\"https:\/\/springerplus.springeropen.com\/articles\/10.1186\/2193-1801-2-645#rightslink\">https:\/\/doi.org\/10.1186\/2193-1801-2-645<\/a><\/p>\r\n<p class=\"hanging-indent\">Rice University (n.d.). Operations management: Special topic - Just in time and lean systems. <em>Operations Management. <\/em>Retrieved January 26, 2022 from <a href=\"https:\/\/courses.lumenlearning.com\/suny-opmanagement\/chapter\/6-4-jit-pull-systems\/\">https:\/\/courses.lumenlearning.com\/suny-opmanagement\/chapter\/6-4-jit-pull-systems\/<\/a><\/p>\r\n<p class=\"hanging-indent\">Saylor Academy (n.d.). <em>The benefits of empowering employees. <\/em>Principles of Management. Retrieved July 26, 2022 from <a href=\"https:\/\/learn.saylor.org\/mod\/url\/view.php?id=9592\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"https:\/\/learn.saylor.org\/mod\/url\/view.php?id=9592\">https:\/\/learn.saylor.org\/mod\/url\/view.php?id=9592<\/a><\/p>\r\n<p class=\"hanging-indent\">Saylor Academy (2019, April 9). <em>Just-in-time and lean<\/em> systems. Operations Management. Retrieved July 26, 2022 from <a href=\"https:\/\/learn.saylor.org\/mod\/page\/view.php?id=9276\">https:\/\/learn.saylor.org\/mod\/page\/view.php?id=9276<\/a><\/p>\r\n<p class=\"hanging-indent\">Si, T., Li, H., Lei, Z., Liu, H., &amp; Han, S. (2021). A dynamic just-in-time component delivery framework for off-site construction. <em>Advances in Civil Engineering. <\/em><a href=\"https:\/\/www.hindawi.com\/journals\/ace\/2021\/9953732\/#copyright\">https:\/\/doi.org\/10.1155\/2021\/9953732<\/a><\/p>\r\n<p class=\"hanging-indent\">Siddiqui, A. (2022). The importance of just in time (JIT) methodology and its advantages in health care quality management business - a scoping review. <em>Biomedical Journal of Scientific and Technical Research, 42(1). <\/em><i><b>DOI:<\/b> <a href=\"http:\/\/dx.doi.org\/10.26717\/BJSTR.2022.42.006701\"> 10.26717\/BJSTR.2022.42.006701<\/a><\/i><\/p>\r\n<p class=\"hanging-indent\">Soliman, M. (2020). <em>Takt time, cycle time, one-piece flow, and hejunka.\u00a0 <\/em>Zenodo. Retrieved on July 29, 2022 from <a href=\"https:\/\/zenodo.org\/record\/4289284#.YuPOXhzMKUl\">https:\/\/zenodo.org\/record\/4289284#.YuPOXhzMKUl<\/a><\/p>\r\n<p class=\"hanging-indent\">\"Takt Time\" (2022). <em>Wikipedia. <\/em>Retrieved on July 29, 2022 from <a href=\"https:\/\/en.wikipedia.org\/wiki\/Takt_time\">https:\/\/en.wikipedia.org\/wiki\/Takt_time<\/a><\/p>","rendered":"<h2>Chapter 2: Just-In-Time Production Concepts<\/h2>\n<hr \/>\n<h2>Overview<\/h2>\n<figure id=\"attachment_167\" aria-describedby=\"caption-attachment-167\" style=\"width: 387px\" class=\"wp-caption alignleft\"><img class=\"wp-image-167\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403-300x291.png\" alt=\"House of Lean. Two pillars of Continuous Improvement and Respect for people. Continuous improvement involves challenges, kaizen, genchi genbutsu; Respect for people includes respect and teamwork.\" width=\"387\" height=\"375\" srcset=\"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403-300x291.png 300w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403-768x744.png 768w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403-65x63.png 65w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403-225x218.png 225w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403-350x339.png 350w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1-e1659012184403.png 880w\" \/><figcaption id=\"caption-attachment-167\" class=\"wp-caption-text\">The House of Lean is build on two pillars of continuous improvement and respect for people. Continuous improvement involves challenges, kaizen, genchi genbutsu; Respect for people includes respect and teamwork. Remixed from Coetzee, R., van der Merwe, K. and van Dyk, L. (2016). Lean implementation strategies: How are the Toyota Way principles addressed. South African Journal of Industrial Engineering, 27(3). http:\/\/dx.doi.org\/10.7166\/27-3-1641<\/figcaption><\/figure>\n<p>Just-in-time production (JIT) is an inventory management philosophy that reduces inventories to minimum levels. JIT is designed to reduce waste in any form, like that associated with maintaining inventory, but also storage and transport (Saylor, 2019), or wasted time (&#8220;Operations Strategy&#8221;, 2017). The ideal system would have zero stocked finished goods and WIP, and minimal stocked raw materials. Taiichi Ohno is credited for developing this lean system and for perfecting it within Toyota&#8217;s car manufacturing plants in Japan. Related to lean manufacturing, it seeks to reduce or eliminate any part of the manufacturing process that does not add value from the customer&#8217;s viewpoint (Saylor, 2019; Rice University). Moreover, it assists organizations to meet their capacity and promotes consistent flow through the manufacturing process (Qureshi et al., 2013). Here are some examples of waste (Saylor, 2019, Qureshi et al., 2013; Siddiqui, 2022)):<\/p>\n<ul>\n<li><button class=\"glossary-term\" aria-describedby=\"21-111\">Overproduction<\/button><\/li>\n<li><button class=\"glossary-term\" aria-describedby=\"21-112\">Long wait time<\/button><\/li>\n<li><button class=\"glossary-term\" aria-describedby=\"21-113\">Excessive transportation<\/button><\/li>\n<li><button class=\"glossary-term\" aria-describedby=\"21-114\">Processing wastes<\/button><\/li>\n<li><button class=\"glossary-term\" aria-describedby=\"21-115\">Storage costs<\/button><\/li>\n<li><button class=\"glossary-term\" aria-describedby=\"21-116\">Unproductive methods for producing goods<\/button><\/li>\n<li><button class=\"glossary-term\" aria-describedby=\"21-117\">Defective wastes<\/button><\/li>\n<\/ul>\n<p>Review the series of short videos below to learn what JIT is and it&#8217;s connection to Toyota.<\/p>\n<p>&nbsp;<\/p>\n<div id=\"h5p-5\">\n<div class=\"h5p-iframe-wrapper\"><iframe id=\"h5p-iframe-5\" class=\"h5p-iframe\" data-content-id=\"5\" style=\"height:1px\" src=\"about:blank\" frameBorder=\"0\" scrolling=\"no\" title=\"Ch2 Videos\"><\/iframe><\/div>\n<\/div>\n<h2>Takt Time<\/h2>\n<div id=\"h5p-20\">\n<div class=\"h5p-iframe-wrapper\"><iframe id=\"h5p-iframe-20\" class=\"h5p-iframe\" data-content-id=\"20\" style=\"height:1px\" src=\"about:blank\" frameBorder=\"0\" scrolling=\"no\" title=\"Takt Time\"><\/iframe><\/div>\n<\/div>\n<p>&nbsp;<\/p>\n<p>Takt time is one of the most important calculations involved with lean manufacturing (Soliman, 2020). Takt time is the average time it takes from the start of production of one unit to the start of the next units production, when they are produced sequentially. Takt time is calculated by taking the time to produce the parts and dived it by the number of parts demanded in that interval. It is also based on customer demand, so if a product cannot be produced using takt time, other strategies will have to be used in order to meet the demand (&#8220;Takt Time&#8221;, 2022). Because the time must represent the actual customer demand rate, do not adjust times for any slow downs, like you would with other calculations (Soliman, 2020). Learn more about takt production and control from this study: <a href=\"https:\/\/www.mdpi.com\/2075-5309\/11\/3\/92\/htm\">Takt Production Monitoring and Control in Apartment Renovation Projects<\/a> (Keskiniva et al., 2021)<\/p>\n<p>Here&#8217;s an example calculation of Takt Time. Please note that customer demand is expressed in the maximum allowable time per unit:<\/p>\n<p>If there are a total of 10 hours (or 600 minutes) in a shift (gross time), less 60 minutes for lunch, 10 minutes for team briefing, and 10 minutes for basic maintenance checks, then the net <strong>Available Time to Work<\/strong> = 600 &#8211; 60 &#8211; 10 &#8211; 10 = 520 minutes (31,200 seconds)<\/p>\n<p>If customer demand was 520 units per day and only one shift was available, then the link would be required to output at a minimum rate of one part per 60 seconds in order to keep up with customer demand.<\/p>\n<p>Formula for calculating takt time:<\/p>\n<p>&nbsp;<\/p>\n<figure id=\"attachment_246\" aria-describedby=\"caption-attachment-246\" style=\"width: 326px\" class=\"wp-caption aligncenter\"><img class=\"wp-image-246\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/takt-time-formula.png\" alt=\"where T= product assembly time required to meet demand; Ta = net time available to work; D = customer demand\" width=\"326\" height=\"217\" srcset=\"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/takt-time-formula.png 242w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/takt-time-formula-65x43.png 65w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/takt-time-formula-225x150.png 225w\" \/><figcaption id=\"caption-attachment-246\" class=\"wp-caption-text\">where T = product assembly time required to meet demand; T<sub>a<\/sub> = net time available to work; D = customer demand<\/figcaption><\/figure>\n<p>&nbsp;<\/p>\n<div id=\"h5p-18\">\n<div class=\"h5p-iframe-wrapper\"><iframe id=\"h5p-iframe-18\" class=\"h5p-iframe\" data-content-id=\"18\" style=\"height:1px\" src=\"about:blank\" frameBorder=\"0\" scrolling=\"no\" title=\"Calculate Takt Time\"><\/iframe><\/div>\n<\/div>\n<h2>Ways to Meet JIT Goals<\/h2>\n<div id=\"h5p-9\">\n<div class=\"h5p-iframe-wrapper\"><iframe id=\"h5p-iframe-9\" class=\"h5p-iframe\" data-content-id=\"9\" style=\"height:1px\" src=\"about:blank\" frameBorder=\"0\" scrolling=\"no\" title=\"Stability\"><\/iframe><\/div>\n<\/div>\n<h3>Inventory Reduction<\/h3>\n<figure id=\"attachment_136\" aria-describedby=\"caption-attachment-136\" style=\"width: 325px\" class=\"wp-caption alignleft\"><img class=\"wp-image-136\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory-300x201.jpg\" alt=\"&quot;A Sailor takes inventory aboard USS Porter in the Mediterranean Sea.&quot; by Official U.S. Navy Imagery is licensed under CC BY 2.0.\" width=\"325\" height=\"218\" srcset=\"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory-300x201.jpg 300w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory-768x515.jpg 768w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory-65x44.jpg 65w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory-225x151.jpg 225w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory-350x235.jpg 350w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/inventory.jpg 1024w\" \/><figcaption id=\"caption-attachment-136\" class=\"wp-caption-text\">&#8220;<a href=\"https:\/\/www.flickr.com\/photos\/56594044@N06\/32697543618\" target=\"_blank\" rel=\"noopener noreferrer\">A Sailor takes inventory aboard USS Porter in the Mediterranean Sea.<\/a>&#8221; by <a href=\"https:\/\/www.flickr.com\/photos\/56594044@N06\" target=\"_blank\" rel=\"noopener noreferrer\">Official U.S. Navy Imagery<\/a> is licensed under <a href=\"https:\/\/creativecommons.org\/licenses\/by\/2.0\/?ref=openverse\" target=\"_blank\" rel=\"noopener noreferrer\">CC BY 2.0<\/a>.<\/figcaption><\/figure>\n<p>An expansive inventory hides a lot of issues, ranging from equipment problems, bad vendors, low quality, and others. Gradually, by lowering the amount of inventory, weaknesses are revealed and can be updated to be more efficient and effective (Rice University). Reducing inventory requires a few, very reliable vendors to deliver both materials and the inventory within very short time frames, generally in small lots. This reduces costs but it can be challenging to find the right vendors (Franco &amp; Rubha, 2017).<\/p>\n<h3>Demand-Pull Production System<\/h3>\n<p>The demand-pull system functions in such a way that the work flows to the organization that needs work.\u00a0 JIT also addresses concerns and challenges related to production and waste reduction strategies in order to meet its goals, especially without inventory around to cover weaknesses (Rice University). This systems of one of the tools the Toyota Production System uses to achieve success, the consumer triggers production to meet their requirements at the right time and quantity (Si et al., 2021)<\/p>\n<h3>Reduce Lot Sizes<\/h3>\n<p>Manufacturing entities that improve their setup can reduce the lot size, increasing competitiveness. (Rice University). Here is an example from the 1980s and 3M, provided by Rice University:<\/p>\n<figure id=\"attachment_139\" aria-describedby=\"caption-attachment-139\" style=\"width: 366px\" class=\"wp-caption alignright\"><img class=\"wp-image-139\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m-300x201.jpg\" alt=\"&quot;3M tape&quot; by Julio Aguiar is licensed under CC BY 2.0.\" width=\"366\" height=\"245\" srcset=\"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m-300x201.jpg 300w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m-768x514.jpg 768w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m-65x44.jpg 65w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m-225x151.jpg 225w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m-350x234.jpg 350w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/3m.jpg 1023w\" \/><figcaption id=\"caption-attachment-139\" class=\"wp-caption-text\">&#8220;<a href=\"https:\/\/www.flickr.com\/photos\/22656170@N08\/2265864558\" target=\"_blank\" rel=\"noopener noreferrer\">3M tape<\/a>&#8221; by <a href=\"https:\/\/www.flickr.com\/photos\/22656170@N08\" target=\"_blank\" rel=\"noopener noreferrer\">Julio Aguiar<\/a> is licensed under <a href=\"https:\/\/creativecommons.org\/licenses\/by\/2.0\/?ref=openverse\" target=\"_blank\" rel=\"noopener noreferrer\">CC BY 2.0<\/a>.<\/figcaption><\/figure>\n<p>&#8220;In the 1980s, the 3M company converted a factory that made a few adhesive products in long production runs into a factory that made over 500 adhesive products in small production runs. To keep unit production costs under control, 3M studied the setups on its coating machines. Since the cost of chemical waste disposal was a major part of the cost of changing over a coating machine to make another product, 3M shortened the length of hoses that needed purging and redesigned the shape of the adhesive solution holding pan on the coating machine to be shallower. 3M also used quick-connect devices, disposable filters, and work teams to speed up setups. The result was that 3M could maintain low unit costs on its coating machines while producing small lots of hundreds of products to meet market demand quickly.&#8221;<\/p>\n<h3>Plant Loading<\/h3>\n<p>This strategy means that companies have the insight to provide the needed products, at the needed moment and place in time. The concepts are building on each other now, reducing inventory to meet exactly to meet demand, and promoting more effective manufacturing processes to hit goals at the right time (Rice University).<\/p>\n<h3>Flexible Resources<\/h3>\n<figure id=\"attachment_141\" aria-describedby=\"caption-attachment-141\" style=\"width: 409px\" class=\"wp-caption alignleft\"><img class=\"wp-image-141\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained-300x225.jpg\" alt=\"&quot;Cross Trained&quot; by Olly Farrell is licensed under CC BY-NC 2.0.\" width=\"409\" height=\"307\" srcset=\"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained-300x225.jpg 300w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained-768x576.jpg 768w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained-65x49.jpg 65w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained-225x169.jpg 225w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained-350x263.jpg 350w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/cross-trained.jpg 1024w\" \/><figcaption id=\"caption-attachment-141\" class=\"wp-caption-text\">&#8220;<a href=\"https:\/\/www.flickr.com\/photos\/99359562@N00\/133514984\" target=\"_blank\" rel=\"noopener noreferrer\">Cross Trained<\/a>&#8221; by <a href=\"https:\/\/www.flickr.com\/photos\/99359562@N00\" target=\"_blank\" rel=\"noopener noreferrer\">Olly Farrell<\/a> is licensed under <a href=\"https:\/\/creativecommons.org\/licenses\/by-nc\/2.0\/?ref=openverse\" target=\"_blank\" rel=\"noopener noreferrer\">CC BY-NC 2.0<\/a>.<\/figcaption><\/figure>\n<p>The unknown is something that makes JIT enterprises vulnerable and unfortunately, it cannot be eliminated in all cases. The best strategy to overcome uncertainty is a certain level of flexibility built into the organizational structure. Maybe it is drills that can swap bits easily, so one drill can do the work of 10 drills. Or maybe it is the color application method that can switch from one color to another without changing equipment like hoses or nozzles. This bit of flexibility can improve output and make JIT organizations more productive (Rice University); it does require that the equipment is maintained and functioning properly. Additionally, flexible, cross-trained employees and adaptive environments minimize waste by synchronizing the flow throughout the process (Franco &amp; Rubha, 2017).<\/p>\n<h3>Flow Layouts<\/h3>\n<p>If the layout of the building is a perfect way to improve flow and productivity. In this situation, manufacturers set up their buildings to have one-way flow of the operation and have respective areas where employees take responsibility and control of their products (Rice University). Generally, this empowers employees to take ownership in their work.<\/p>\n<h2>Empowered Employees<\/h2>\n<p>Select each of the hot spots below on the graphic to learn more about the effects of empowering employees in the JIT model.<\/p>\n<p>&nbsp;<\/p>\n<div id=\"h5p-6\">\n<div class=\"h5p-iframe-wrapper\"><iframe id=\"h5p-iframe-6\" class=\"h5p-iframe\" data-content-id=\"6\" style=\"height:1px\" src=\"about:blank\" frameBorder=\"0\" scrolling=\"no\" title=\"Empowered Employees\"><\/iframe><\/div>\n<\/div>\n<h2>Potential Challenges with JIT<\/h2>\n<figure id=\"attachment_163\" aria-describedby=\"caption-attachment-163\" style=\"width: 437px\" class=\"wp-caption alignright\"><img class=\"wp-image-163\" src=\"http:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-300x300.png\" alt=\"Reducing inventory to extremely low levels carries some risk. JIT focuses on continual (sometimes gradual) inventory and waste reduction while also improving lead times. This is accomplished through using the following lean tools: Lean \/ JIT Tools Identify Ideal (Reduced) Inventory Levels Reduce Production Order Lot Sizes Implement Visual Inventory Management Create One Piece Flow Reduce Production Changeover Times Improve Process Stability\" width=\"437\" height=\"437\" srcset=\"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-300x300.png 300w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-1024x1024.png 1024w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-150x150.png 150w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-768x768.png 768w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-65x65.png 65w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-225x225.png 225w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox-350x350.png 350w, https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-content\/uploads\/sites\/37\/2022\/07\/Sandbox.png 1080w\" \/><figcaption id=\"caption-attachment-163\" class=\"wp-caption-text\">Consider these tools when overcoming some of the inventory challenges associated with Lean Manufacturing or JIT.<\/figcaption><\/figure>\n<p>There can be challenges with implementing JIT, beyond the fact that it is a complex system. For example, JIT manufacturing is vulnerable in regards to natural disasters. Because these organizations reduce the amount of on-hand inventory, they do not have stock to spare in the case of tsunami, hurricanes, flood, and other disasters (Qureshi et al., 2013; Siddiqui, 2022). Production is at the mercy of suppliers, so if one thing is off, the rest of the system is delayed (Siddiqui, 2022; Franco &amp; Rubha, 2017), Communication also seems to be a relevant concern in JIT approaches; it is imperative that the communication structure and strategies are conveyed to all of the relevant workers to reliably share information (Qureshi et al., 2013), including maintaining positive relationships with contractors and other entities (Si, 2021).<\/p>\n<p>Learn more about other ideas related to JIT in this study about off-site construction to build productivity and improve performance: <a href=\"https:\/\/www.hindawi.com\/journals\/ace\/2021\/9953732\/#copyright\">A Dynamic Just-In-Time Component Delivery Framework for Off-Site Construction (2021). <\/a>You can also view this video below as a review of JIT as well as the advantages and disadvantages of this type of manufacturing.<\/p>\n<p>&nbsp;<\/p>\n<hr \/>\n<h2>References<\/h2>\n<p class=\"hanging-indent\">Berman, A. (2017, September 29). <em>Just in time by Toyota: The smartest production system in the world <\/em>[Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=cAUXHJBB5CM\">https:\/\/www.youtube.com\/watch?v=cAUXHJBB5CM<\/a><\/p>\n<p>Dennis, P. (2016). Lean production simplified : a plain-language guide to the world&#8217;s most powerful production system (Third). CRC Press, Taylor &amp;amp; Francis Group.<\/p>\n<p class=\"hanging-indent\">EducationLeaves (2022, March 23). <em>Just in time or JIT<\/em> [Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=9onMrDbDKaM\">https:\/\/www.youtube.com\/watch?v=9onMrDbDKaM<\/a><\/p>\n<p class=\"hanging-indent\">Franco, C., &amp; Rubha, C. (2017). An overview about JIT (just-in-time) &#8211; Inventory management system. <em>International Journal of Research &#8211; Granthaalayah, 5<\/em><em>(4). <\/em><a href=\"https:\/\/zenodo.org\/record\/569368#.Yt_kJoTMKUk\">doi: https:\/\/doi.org\/10.5281\/zenodo.569368<\/a><\/p>\n<p class=\"hanging-indent\">Learn Transformation (2021, March 5). <em>Just in time in 2021 <\/em>[Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=Rj4866wTiRc\">https:\/\/www.youtube.com\/watch?v=Rj4866wTiRc<\/a><\/p>\n<p class=\"hanging-indent\">Keskiniva, K., Saari, A., &amp; Junnonen, J. (2021).\u00a0Takt production monitoring and control in apartment renovation projects. <em>Buildings, 11<\/em>9(3). <a href=\"https:\/\/doi.org\/10.3390\/buildings11030092\">https:\/\/doi.org\/10.3390\/buildings11030092<\/a><\/p>\n<p class=\"hanging-indent\">Matlack, A. (2018, October 2). <em>Beyond engagement: What leaders need to know about empowering others. <\/em>OpenSource. <a href=\"https:\/\/opensource.com\/open-organization\/18\/10\/understanding-engagement-empowerment\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"https:\/\/opensource.com\/open-organization\/18\/10\/understanding-engagement-empowerment\">https:\/\/opensource.com\/open-organization\/18\/10\/understanding-engagement-empowerment<\/a><\/p>\n<p class=\"hanging-indent\">NetSuit (2021, July 9). W<em>hat is just-in-time inventory management? <\/em>[Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=zCTmN17ZDek\">https:\/\/www.youtube.com\/watch?v=zCTmN17ZDek<\/a><\/p>\n<p class=\"hanging-indent\">&#8220;Operations Strategy\/JIT&#8221; (2017). <em>Wikipedia.<\/em> Retrieved on July 26, 2022 from <a href=\"https:\/\/en.wikibooks.org\/wiki\/Operations_Strategy\/JIT\">https:\/\/en.wikibooks.org\/wiki\/Operations_Strategy\/JIT<\/a><\/p>\n<p class=\"hanging-indent\">OpsExcellence (2015, February 10). <em>Takt time, cycle time, lead time<\/em> [Video]. YouTube. <a href=\"https:\/\/www.youtube.com\/watch?v=isu6MG3v0-s\">https:\/\/www.youtube.com\/watch?v=isu6MG3v0-s<\/a><\/p>\n<p class=\"hanging-indent\">Qureshi, M., Iftikhar, M., Bhatti, M., Shams, T., &amp; Zaman, K (2013). Critical elements in implementation of just-in-time management: Empirical study of cement industry in Pakistan, <em>2. <\/em><a href=\"https:\/\/springerplus.springeropen.com\/articles\/10.1186\/2193-1801-2-645#rightslink\">https:\/\/doi.org\/10.1186\/2193-1801-2-645<\/a><\/p>\n<p class=\"hanging-indent\">Rice University (n.d.). Operations management: Special topic &#8211; Just in time and lean systems. <em>Operations Management. <\/em>Retrieved January 26, 2022 from <a href=\"https:\/\/courses.lumenlearning.com\/suny-opmanagement\/chapter\/6-4-jit-pull-systems\/\">https:\/\/courses.lumenlearning.com\/suny-opmanagement\/chapter\/6-4-jit-pull-systems\/<\/a><\/p>\n<p class=\"hanging-indent\">Saylor Academy (n.d.). <em>The benefits of empowering employees. <\/em>Principles of Management. Retrieved July 26, 2022 from <a href=\"https:\/\/learn.saylor.org\/mod\/url\/view.php?id=9592\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"https:\/\/learn.saylor.org\/mod\/url\/view.php?id=9592\">https:\/\/learn.saylor.org\/mod\/url\/view.php?id=9592<\/a><\/p>\n<p class=\"hanging-indent\">Saylor Academy (2019, April 9). <em>Just-in-time and lean<\/em> systems. Operations Management. Retrieved July 26, 2022 from <a href=\"https:\/\/learn.saylor.org\/mod\/page\/view.php?id=9276\">https:\/\/learn.saylor.org\/mod\/page\/view.php?id=9276<\/a><\/p>\n<p class=\"hanging-indent\">Si, T., Li, H., Lei, Z., Liu, H., &amp; Han, S. (2021). A dynamic just-in-time component delivery framework for off-site construction. <em>Advances in Civil Engineering. <\/em><a href=\"https:\/\/www.hindawi.com\/journals\/ace\/2021\/9953732\/#copyright\">https:\/\/doi.org\/10.1155\/2021\/9953732<\/a><\/p>\n<p class=\"hanging-indent\">Siddiqui, A. (2022). The importance of just in time (JIT) methodology and its advantages in health care quality management business &#8211; a scoping review. <em>Biomedical Journal of Scientific and Technical Research, 42(1). <\/em><i><b>DOI:<\/b> <a href=\"http:\/\/dx.doi.org\/10.26717\/BJSTR.2022.42.006701\"> 10.26717\/BJSTR.2022.42.006701<\/a><\/i><\/p>\n<p class=\"hanging-indent\">Soliman, M. (2020). <em>Takt time, cycle time, one-piece flow, and hejunka.\u00a0 <\/em>Zenodo. Retrieved on July 29, 2022 from <a href=\"https:\/\/zenodo.org\/record\/4289284#.YuPOXhzMKUl\">https:\/\/zenodo.org\/record\/4289284#.YuPOXhzMKUl<\/a><\/p>\n<p class=\"hanging-indent\">&#8220;Takt Time&#8221; (2022). <em>Wikipedia. <\/em>Retrieved on July 29, 2022 from <a href=\"https:\/\/en.wikipedia.org\/wiki\/Takt_time\">https:\/\/en.wikipedia.org\/wiki\/Takt_time<\/a><\/p>\n<div class=\"glossary\"><div class=\"glossary__tooltip\" id=\"21-111\" hidden><p>producing more than is needed to meet customer demands.<\/p>\n<\/div><div class=\"glossary__tooltip\" id=\"21-112\" hidden><p>Long wait times for products to be made or customers waiting in a queue<\/p>\n<\/div><div class=\"glossary__tooltip\" id=\"21-113\" hidden><p>Using transportation to move materials, excessive; or customers have to travel through a building to reach the product.<\/p>\n<\/div><div class=\"glossary__tooltip\" id=\"21-114\" hidden><p>Example: start up costs<\/p>\n<\/div><div class=\"glossary__tooltip\" id=\"21-115\" hidden><p>space, deterioration, maintenance, etc.<\/p>\n<\/div><div class=\"glossary__tooltip\" id=\"21-116\" hidden><p>Example: ineffective work techniques<\/p>\n<\/div><div class=\"glossary__tooltip\" id=\"21-117\" hidden><p>Waste produced from reworking defective products, using scrap, or to execute warranties.<\/p>\n<\/div><\/div>","protected":false},"author":20,"menu_order":2,"template":"","meta":{"pb_show_title":"","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[49],"contributor":[],"license":[],"part":3,"_links":{"self":[{"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/pressbooks\/v2\/chapters\/21"}],"collection":[{"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/wp\/v2\/users\/20"}],"version-history":[{"count":48,"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/pressbooks\/v2\/chapters\/21\/revisions"}],"predecessor-version":[{"id":424,"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/pressbooks\/v2\/chapters\/21\/revisions\/424"}],"part":[{"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/pressbooks\/v2\/parts\/3"}],"metadata":[{"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/pressbooks\/v2\/chapters\/21\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/wp\/v2\/media?parent=21"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/pressbooks\/v2\/chapter-type?post=21"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/wp\/v2\/contributor?post=21"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.palni.org\/spcleanmanufacturing\/wp-json\/wp\/v2\/license?post=21"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}