Post number 3 on continuous improvement and lean management: Just-In-Time and Kanban – Precise production and supply timing and workflow management

Just-In-Time is a tool for managing the flow of materials and production in an organization precisely and efficiently. The goal is to produce and supply products exactly when needed, to minimize inventory and waste. JIT integrates with the PDCA cycle at all stages: In planning, the need for precise timing is identified and a plan for implementing JIT is prepared. In execution, the plan is implemented and the flow of materials and production is managed. In checking, changes are evaluated and results are measured. In action, decisions are made on the changes required to continue implementing JIT.

Additionally, it’s important to understand the principles of the seven wastes in lean management, also known as the eight wastes. The wastes include:

1. Overproduction – Producing products beyond required demand.
2. Waiting – Waiting time for workers, equipment, or materials.
3. Transportation – Unnecessary movements of materials or products.
4. Over-processing – Performing steps in the process that don’t add value.
5. Inventory – Storing excess inventory.
6. Unnecessary motion – Unnecessary body movements of workers.
7. Defects – Defective products requiring repair or replacement.

For example, in a manufacturing plant, a team might identify a problem with excessive inventory causing waste of space and resources. In planning, they would prepare a plan to implement JIT and reduce inventory. In execution, they would manage the flow of materials precisely. In checking, they would measure the improvement in performance and inventory. In action, they would establish procedures to maintain precise timing and minimize inventory.

Kanban is a tool for managing workflow in the production process. The method uses cards to manage and control workflow, and incorporates lean management principles. Kanban integrates with the PDCA cycle at all stages: In planning, the need to improve workflow is identified and a plan for implementing Kanban is prepared. In execution, the method is implemented and the flow of cards is managed. In checking, changes are evaluated and results are measured. In action, decisions are made on the changes required to continue implementing Kanban.

For example, in a manufacturing plant, a team might identify a problem in the production process where there are delays and long queues at various workstations. In planning, they would prepare a plan to implement Kanban and reduce queues. In execution, they would manage the flow of cards precisely and ensure each station receives cards on time. In checking, they would measure the improvement in performance and queue times. In action, they would establish procedures to maintain precise and efficient workflow.