Just-in-time (JIT)

Expectativas de Vroom à prática da gestão dos colaboradores no sistema JIT. Just in Time-JIT and human resources: Applying the Vroom's Expectancy Theory to the practice of employee management in the JIT system. Autores: Msc. Ettore de Carvalho Oriol-Lattes http://lattes.cnpq.br/0057011893600305 ORCID-https://orcid.org/0000-0002-3786-8917 Dr. Artur Luiz Santana Moreira-Lattes Resumo Este artigo relaciona a Teoria das Expectativas de Vroom (1968) e a filosofia Just in Time-JIT na busca de uma prática para os gestores em relação à motivação dos colaboradores. O objetivo deste trabalho foi apresentar as afinidades entre a filosofia JIT e a Teoria Motivacional de Expectativas de Vroom, na gestão dos colaboradores para o atingimento do sucesso na implantação e sustentação no longo prazo do JIT. Para se atingir este objetivo foi aplicado o método indutivo, combinando os conhecimentos explícitos, consolidados, para a criação de um novo conhecimento (NONAKA; TAKEUCHI, 2008). Os resultados indicaram uma proposta para a aplicação da Teoria das Expectativas de Vroom no dia-a-dia do gestor para a motivação dos seus colaboradores levando em consideração as características da filosofia JIT. Summary This article relates the Vroom Expectations Theory (1968) and the Just in Time-JIT philosophy in the search for a practice for managers in relation to employee motivation. The objective of this work was to present the affinities between the JIT philosophy and the Motivational Theory of Vroom's Expectations, in the management of the collaborators to attainment the success in the implantation and long-term support of JIT. In order to achieve this goal, the inductive method was applied, combining the explicit and consolidated knowledge to create a new knowledge (NONAKA;

During the past two decades, Yanbian, the Korean Chinese Autonomous Prefecture on the border with North Korea, has been dominated by the so-called Korean Wind, a massive Korean Chinese transnational labor migration to South Korea. Korean Chinese have undertaken this migration as a response to the onset of privatization in China. In so doing, they have built an economy and culture based on remittances sent back by family members working in South Korea. The ethnographic focus in this essay is on those who are waiting for remittances or the return of their loved ones, processes that are conditioned by visa constraints and economic needs. I argue that waiting, for love or money, is unwaged affective work that generates not only a financial safety net but also a binding force between the separated parties. I also argue that waiting as an act of love is eventually transformed into a form of labor that requires managing flows of money, and thereby remakes the expectations and realities of ...

The article concerns the problem of efficiency of the Just-In-Time (JIT) system, taking into account the benefits for the company and external costs. The aim of the article was to present the conditions conducive to the effective implementation of the JIT system. The article refers to recent discussions in various publications on the effectiveness of the lean management (LM) concept and the JIT system in the context of the pandemic. It also presents the results of simulations carried out with the use of a model developed by the author concerning the transport distances at which JIT deliveries are profitable and the impact of JIT deliveries on the costs of logistics processes and external costs. The results of the conducted simulations showed in which specific cases JIT solutions were beneficial. The results showed that the scale of benefits was strongly dependent on the value of products and the scale of production. Simulations were carried out for four product groups: food products...

How many people in the automobile industry, manufacturing industry, and electrical industry can truly say that they have not heard about JIT? Not many. Just in Time (JIT) has been a very popular operation strategy partly because of its success in Japanese industry. Various benefits for example, inventory reduction, improved in operation efficiency and faster response. JIT implementation can involve a series of incremental steps and missteps, before the desired outcome is achieved. Customer has focus on product quality, product delivery time and cost of product. Therefore, success full implementation of JIT is vital to many industries. JIT implementation improves performance through lower inventory levels, reduced quality cost and greater customer responsiveness. This paper will examine the roll of a company’s resource. This paper present a literature review on a small manufacturing that altered its resources configuration from a producerconsumer relationship separated by a buffer, t...

With its 350 years of history, Vitale Barberis Canonico is one of the oldest wool mills in the world and is considered to be one of the most prestigious and highly regarded “Made in Italy” trademarks. Despite the presence of 17 Italian competitors, VBC has been characterized by constant growth and success, currently producing over 7.5 million meters of fabric generating 110 million euros in turnover.
Stylistically, the collections produced by VBC can be sub-divided into four principles ranges: the Classic range; the Orient Express range; the Vintage range; and the Earth, Wind & Fire range, composed by functional fabrics.

A project that is a critical, constrained and has immovable deadlines the risk management is essential, particularly in the supply chain where supplier insolvency can cause significant delays. Therefore, insolvency management is a key Supply Chain Management (SCM) strategy. The SCM strategy should be specifically developed to positively influence the delivery of projects. The approach should ensure that both horizontal and vertical supply chain dimensions were managed to improve efficiencies and facilitate an integrated and collaborative approach to delivery. The increasing global financial instability this takes on additional emphasis to manage the potential risk of supplier insolvency. While an active approach to managing supplier risks is to be employed through industry-leading procurement and SCM best practice, further assurance and mitigation measures are needed to both understand these emerging risks and their potential impact. The SCM team should implement processes to reduce the impact of contractor insolvency to the project.

The following report assesses BrewDog’s supply chain, including its supply chain network and main partners. The report also examines the role of logistics within its supply chain, focusing on areas which have been pivotal to the brands success, such as inventory management and warehousing. Lastly, the report discusses how the company has developed its global reach, including its sustainability efforts.

RESUMEN El TPS-Sistema de Producción Toyota primero conocido mundialmente como como Justo A Tiempo (JIT-Just in Time), luego como Producción Lean (Producción Esbelta), sin embargo como afirma Toyota ambos nombres no comunican ni captura completamente el espíritu del TPS, generándose distorsiones en las implementaciones. En ese sentido un nombre más descriptivo y acorde con el TPS podría ser Filosofía Lean para la innovación de los procesos y mejoramiento de la gestión de las operaciones en producción y generación de valor. ABSTRACT The TPS-Toyota Production System first known worldwide as Just In Time (JIT), then as Lean Production, however, as Toyota claims, both names do not communicate nor completely capture the spirit of the TPS, generating Distortions in implementations. In that sense a more descriptive name and in accordance with the TPS could be Lean Philosophy for the innovation of the processes and improvement of the management of the operations in production and generation of value. INTRODUCCIÓN La popularidad de la producción Lean, por el éxito de Toyota es innegable, producen tantos vehículos como GM el líder tradicional, pero con utilidades netas mientras GM registra pérdidas, así como las ventas de Toyota ha sido un 70% más alta que el promedio de la industria, en los últimos cinco años. El éxito se atribuye completamente al Sistema de Producción Toyota (TPS: Toyota Production System), y es la creencia de la gerencia de Toyota, quienes han manifestado que el reto número uno de Toyota es entregar (su ADN) el TPS a la siguiente generación. Se esperaría que LEAN estuviera implementado ampliamente en el Japón, siendo Toyota es el abanderado de la industria japonesa. ¿Cómo puede ser que menos del 20% de empresas manufactureras en Japón hayan implementado LEAN?, es un hecho reconocido que sorprende. Si bien muchas empresas en el Japón han realizado serios esfuerzos para implementar LEAN, pero han fallado. Un ejemplo es Hitachi Tool Engineering Ltd empresa que intentó repetidamente implementar LEAN, pero la caída en el desempeño de la producción los obligó a volver a formas más tradicionales. Que la mayoría de la industria japonesa no haya implementado LEAN no puede atribuirse a la falta de conocimiento suficiente. Toyota ha sido más que generosa en compartir su conocimiento, colocando todo su conocimiento del TPS en el dominio público, incluso invitar a competidores directos a que visiten sus plantas.

Supply Chain Management describes the planning and managing tasks from the starting point of a product to the end consumer. These tasks include choosing the right suppliers, managing the logistics and coordinating all partners that are included in the supply chain.
Supply Chain Management is a method that goes far outside the boundaries of a single company. Different companies build together a network of resources they deliver to each other. From the supplier to the distributor to the end customer we can look at this network as a long chain. Everybody in this network performs a task in that chain so that in the end the customer gets the product he wants. The integration and coordination of all performers in the supply chain is a difficult task, which is done by the Supply Chain Management.

Günümüzde uluslararası rekabet; gelişen teknoloji ve bilinçli tüketicinin etkisiyle başa çıkılması zor bir hale gelmiştir. Artık çağın dinamik yapısına ayak uydurmak, yenilikleri yakalamak ve fırsatları kaçırmamak işletmelerin temel amaçları arasında yer almaktadır. İşletmeler, tüketici taleplerine daha kaliteli ürünlerle cevap vermedikleri takdirde, pazar paylarını kaybetmekte, bunun için yeni arayışlara girmektedir. İşletmeler kaliteden ödün vermeden düşük maliyetle üretim yapabilmek ve sistemlerini iyileştirebilmek amacıyla yeni üretim sistemlerine yönelmektedir. İkinci Dünya Savaşı’ndan sonra Japon firmalar, hedefini pazarda üstünlük sağlayan strateji bulmak olarak belirlemiştir. Tam Zamanında Üretim (Just-in-Time) sistemi bu çabaların sonucu olarak ortaya çıkmıştır. Yapılan literatür araştırmasında görülebildiği kadarıyla TZÜ sisteminin Türkiye’deki işletmeler bazında az sayıda çalışmada ele alındığı sonucuna varılmıştır. Bu sebeple bu çalışma literatürdeki bu boşluğun giderilmesine katkıda bulunmak amacıyla yapılmıştır. Ayrıca, günümüzde önemli bir rekabet silahı olarak görülen TZÜ’nün nasıl uygulandığı, avantajları ve karşılaşılan zorlukları araştırmak bu çalışmanın bir diğer amacı olarak ele alınmaktadır. Buradan hareketle bu çalışmada TZÜ sisteminin, havacılık ve uzay sanayii sektöründen X firmasında uygulanışı ve işletme üzerindeki etkileri araştırılmıştır. Bu bağlamda işletmenin Yalın Ofis ve Sürekli İyileştirme Ofisi ile birebir görüşmeler gerçekleştirilmiştir.

The overall scrutiny of the just – in – time (JIT) requires small lot size, perfect employee participation, total quality control and the basic industrial engineering etc. in the overall parts of the company. The ABC Company is facing the problems of the suppliers. But the positive thing is that it can be controllable. Besides, the company is most probably facing the problems with the proper stable environment with the quality control. Besides, the engineering system of the ABC Company is not so perfect. But the thing is after proper maintenance of these things and by following the given recommendation, the ABC Company can be able to further implement the just – in – time (JIT) inventory system.

The concept of Just in Time (JIT) has been studied for more than 20 years, so there are lots of the academic articles and case studies which give the objectives, the backgrounds, the principals, and the techniques of Just in time. The objective of this paper is to gain further knowledge into the JIT/Lean purchasing approach and to identify future research directions. We will concentrate on JIT purchasing and the Lean purchasing, since the JIT purchasing is an important concept of the lean management, therefore in the first part, we will discuss about the JIT purchasing, as well as the advantages and disadvantages of this technique. In the following part, we will focus on the lean purchasing concept to show how the lean purchasing played an important role in the supply chain.  Index Terms-Just in time purchasing, lean purchasing, lean supply chain, lean management, lean production, and lean implementation

TQM means keeping the organization running smoothly with continuous input from our owners/customers. The major components of TQM are quality information, rewards for results, cooperation, secured jobs, fairness, equitable compensation, employees ownership stake etc the guiding principles are customer satisfaction safety, elimination of errors and defects, continuous improvement, employee empowerment etc The major constraints are lack of top management support, commitment, over dependence on computerized quality control, no market research, management by fear etc .

SOFYAN ALI / 37412098
PERENCANAAN JADWAL INDUK PRODUKSI PADA PEMBUATAN PRODUK BRACKET SIDE STAND DI PT ADIPERKASA ANUGERAH PRATAMA
Tugas Akhir, Jurusan Teknik Industri, Fakultas Teknologi Industri, Universitas Gunadarma, 2016
Kata kunci : Peramalan, Perencanaan Agregat, Produk Bracket Side Stand
(xiv + 42 Halaman + 2 Lampiran)

Dalam memenuhi permintaan produk Bracket Side Stand, PT Adiperkasa Anugerah Pratama membutuhkan suatu sistem yang dapat menjadwalkan suatu kebutuhan produksi. Kebutuhan produksi tersebut jika tidak diantisipasi dalam melakukan perencanaan dan penjadwalan produksi, maka dapat menyebabkan suatu kendala dalam produksi yang akan berpengaruh terhadap kinerja perusahaan yang berhubungan dengan kurangnya efektivitas tenaga kerja dan efisiensi jam kerja. Jika permintaan produk Bracket Side Stand dalam perusahaan menurun, maka banyak tenaga kerja yang menganggur. Begitu juga sebaliknya, jika permintaan meningkat, perusahaan akan memberlakukan waktu lembur yang seharusnya dapat dibebankan pada saat waktu normal yang kosong pada periode sebelumnya. Oleh sebab itu, PT Adiperkasa Anugerah Pratama membutuhkan sistem penjadwalan induk produksi (JIP) yang dapat menjadwalkan kebutuhan produksi produk Bracket Side Stand.
Berdasarkan hasil pembahasan, peramalan permintaan produk bracket side stand menggunakan metode  regresi linier, dengan hasil peramalan berturut-turut dari bulan Agustus 2015 sampai Juli 2016 adalah 9663 unit, 9838 unit, 10012 unit, 10187 unit, 10362 unit, 10536 unit, 10711 unit, 10886 unit, 11060 unit, 11235 unit, 11410 unit, dan 11585 unit. Perencanaan agregat produk bracket side stand yang paling efisien adalah menggunakan metode tenaga kerja tetap, dengan total biaya produksi yang dikeluarkan adalah sebesar Rp. 349.416.463. Jadwal induk produksi produk bracket side stand dengan menggunakan metode tenaga kerja tetap setiap bulannya dari Agustus 2015 sampai Juli 2016 memproduksi sebanyak 10365 unit perbulannya

Daftar Pustaka (1986 - 2004)

This research work is an evaluation of total quality management and organizational performance of Nigeria brewery PLC, Ama, Enugu state. The main objective of this research is to ascertain the relationship between total quality management and organizational performance. In order to carry out this study the researcher adopted a descriptive survey method, using a structured questionnaire for data collection. The questionnaire was administered to the workers of Nigeria brewery PLC, Ama and the population of the study was 60. The population was further reduced using Taro Yameni giving a sample of 52 respondents; however chi-square was used in analyzing the data. The result of the study reveals that there is a significant relationship between TQM and organizational performance, Total Quality Management has significant influence on the performance of Nigeria Brewery PLC, Ama, Enugu state and external influences like the business environment were discovered to limit the operation of TQM in Nigeria Brewery PLC, Ama Enugu state. The researcher concludes that TQM has a positive and significant high impact on the performance of Nigeria Brewery PLC, Ama, Enugu state. The researcher recommends that periodic training should be organized by the management of the company, to equip the employees with the knowledge of quality improvement techniques and the management should spell out standards of their products, so as to ensure that any product that is below standard would be improved upon by their corrective measures. The implication of this study is that TQM is still relevant in today’s organizations.

Sistem produksi tepat waktu (Just In Time) adalah sistem produksi atau sistem manajemen fabrikasi modern yang dikembangkan oleh perusahaan-perusahaan Jepang yang pada prinsipnya hanya memproduksi jenis-jenis barang yang diminta sejumlah yang diperlukan dan pada saat dibutuhkan oleh konsumen. Konsep just in time adalah suatu konsep dimana bahan baku yang digunakan untuk aktivitas produksi didatangkan dari pemasok atau suplier tepat pada waktu bahan itu dibutuhkan oleh proses produksi , sehingga akan sangat menghemat bahkan meniadakan biaya persediaan barang / penyimpanan barang / stocking cost. Just In Time (JIT) adalah filofosi manufakturing untuk menghilangkan pemborosan waktu dalam total prosesnya mulai dari proses pembelian sampai proses distribusi. Fujio Cho dari Toyota mendefinisikan pemborosan (waste) sebagai: " Segala sesuatu yang berlebih, di luar kebutuhan minimum atas peralatan, bahan, komponen, tempat dan waktu kerja yang mutlak diperlukan untuk proses nilai tambah suatu produk. Kemudian diperoleh rumusan yang lebih sederhana, pengertian pemborosan: " Kalau sesuatu tidak memberi nilai tambah itulah pemborosan. B. Konsep Dasar Just In Time Konsep dasar JIT adalah sistem produksi Toyota, yaitu suatu metode untuk menyesuaikan diri terhadap perubahan akibat adanya gangguan dan perubahan permintaan, dengan cara membuat semua proses dapat menghasilkan produk ynag diperlukan, pada waktu yang diperlukan dan dalam jumlah yang sesuai dengan kebutuhan. Dalam sistem pengendalian produksi yang biasa, syarat di atas dipenuhi dengan mengeluarkan berbagai jadwal produksi pada semua proses, baik itu pada proses manufaktur suku cadang maupun pada lini rakit akhir. Proses manufaktur suku cadang menghasilkan suku cadang yang sesuai dengan jadwal, dengan menggunakan sistem dorong, artinya proses sebelumnya memasok suku cadang pada proses berikutnya.

Operasional perusahaan merupakan suatu proses dimana perusahaan membuat suatu barang atau jasa untuk mereka tawarkan kepada konsumen. manajemen operasi yang efisien dapat meningkatkan keuntungan dan tentu saja membuat perusahaan memiliki daya saing yang tinggi di pasar.

Just In Time merupakan filosofi pemanufakturan yang memiliki implikasi penting dalam manajemen biaya. Ide dasar Just In Time sangat sederhana, yaitu berproduksi hanya apabila ada permintaan (full system) atau dengan kata lain hanya memproduksi sesuatu yang diminta, pada saat diminta, dan hanya sebesar kuantitas yang diminta.
          Prinsip dasar Just In Time adalah peningkatan kemampuan perusahaan secara terus menerus untuk merespon perubahan dengan minimisasi pemborosan.  Menurut Henri Simamora dalam bukunya Akuntansi Manajemen, Just In Time adalah suatu keseluruhan filosofi operasi manajemen dimana segenap sumber daya, termasuk bahan baku dan suku cadang, personalia, dan fasilitas dipakai sebatas dibutuhkan

Just in Time merupakan suatu metode untuk menyesuaikan diri terhadap
perubahan akibat adanya gangguan dan perubahan permintanan dengan membuat semua
proses menghasilkan barang yang diperlukan pada waktu diperlukan dalam jumlah yang
diperlukan.

Resumen: Es bien conocido el sistema de producción Toyota entre las compañías y claro, todo aquel que ha conocido al gigante japonés, el cual en múltiples ocasiones ha figurado como el mayor fabricante de automóviles del mundo; Su forma de gestión organizacional y por ende de producción es muy distinta en cantidad de aspectos a las formas tradicionales que todos conocemos como la Fordista por citar un ejemplo. TPS plantea nuevos supuestos y formas de hacer las cosas, sus creadores, impulsados por múltiples aspectos económicos y sociales donde el desarrollo de este sistema de producción tardó décadas en refinarse e implantarse, les supuso retos complejos y callejones sin aparente salida, sin embargo, a día de hoy y desde sus inicios se reconoce su gran valor y superioridad en múltiples aspectos frente a los demás sistemas productivos. A pesar de ser ampliamente conocidos los aspectos y herramientas que TPS utiliza y ha desarrollado a través de tiempo, la implantación y puesta en marcha que han intentado realizar múltiples compañías ha fracasado, este articulo intenta mostrar lo que para el autor es el secreto de Toyota para obtener y conservar tan prolijamente su TPS, que no es más que entender a TPS como una filosofía, un método de gestión global y no solo un sistema de producción cerrado al taller. Abstract: The Toyota Production System is well known among companies and of course, anyone who has met the Japanese giant, which on multiple occasions has been listed as the largest automobile manufacturer in the world; its organizational management and therefore production is very different in many aspects to the traditional forms that we all know as the Fordist to cite an example. TPS raises new assumptions and ways of doing things, its creators, driven by multiple economic and social aspects where the development of this production system took decades to be refined and implemented, they were complex challenges and dead ends, however, today and since its inception is recognized its great value and superiority in many aspects compared to other production systems. Despite being widely known the aspects and tools that TPS uses and has developed over time, the implementation and start-up that many companies have tried to do has failed, this article tries to show what for the author is the secret of Toyota to get and keep so neatly its TPS, which is nothing more than understanding TPS as a philosophy, a method of global management and not just a production system closed to the factory. Palabras clave: TPS, manufactura flexible, automatización, producción pieza a pieza, Toyota, JIT, Kanban

Purpose – This study aims to investigate the relationship between lean practices, operations performance, and business performance.
Design/methodology/approach – This survey-based study was a cross-sectional study. The samples were drawn by using stratified random sampling procedure from large Indonesian manufacturing companies based on the directory provided by the Data and Information Center of Indonesian Ministry of Industry with the final number of respondents was 139. Four main hypotheses were developed and tested statistically by applying multivariate data analyses.
Findings – The results provided evidence that lean practices should be implemented holistically. Lean practices have a positive and significant impact on both operations performance and business performance. Moreover, operations performance partially mediates the relationship between lean practices and business performance.
Research limitations/implications – The data used in this survey represent self-reporting by mainly the middle or top management in production.
Practical implications – This study contributes to the lean manufacturing body of knowledge by identifying the relationships between the lean manufacturing practices, operations performance, and business performance. Understanding these relationships will help practitioners in making better decisions in manufacturing organizations as well as enable application of the concepts in this study to other contexts such as service organizations.
Originality/value – Although there are a growing number of anecdotal and empirical evidences in favor of LM in manufacturing environment, there has been almost no theory-building and methodologically rigorous research examining the link between LM, OP, and BP. This study is addressed to fill this gap.

Keywords:
Lean Manufacturing, Lean practices, operations performance, business performance, Indonesia

Article Classification:
Research Paper

Perkembangan industri di Indonesia terus tumbuh sejalandengan berkembangnya teknologi dan sistem produksi yang mendukungindustri ini. Meningkatnya kebutuhan masyarakat akan kebutuhanproduk dari tahun ke tahun merupakan salah satu pemicu percepatantumbuhnya industri di Indonesia. Produsen di dalam negeri punberlomba–lomba untuk terus melakukan pembenahan agar memilikidaya saing yang tinggi untuk berkompetisi di pasar perindustrian yang terus berkembang.
Kompleksitas aktivitas produksi dalam usaha memenuhi kebutuhan atau permintaan pasar menyebabkan suatu program terbaru yang tepat dan sesuai kondisi harus segera diimplementasikan. Sistempengadaan persediaan merupakan hal penting dan harus diperhatikansetiap perusahaan karena menyangkut efisiensi dan efektivitas setiapkegiatan produksi. Sistem andalan di era manufacturing sekarang adalah sistem Just In Time (JIT). Sistem ini banyak dikembangkan di Jepangdan telah terbukti bahwa dalam implementasinya mampu mendukung kemajuan perusahaan.