Toyota's Just In Time Method, Supply Management
The JIT method is an industrial technique that allows stock rotation. The effect is that only raw materials are ordered at the right time. This means dimensioning stocks and work-in-progress as accurately as possible, based on actual and forecast customer consumption, and controlling them.
In order to help operators in their flow management with suppliers, the Kanban method exists. It is an approach that makes it possible to monitor and control stocks thanks to labels. This one works on a just-in-time, just-in-time basis.
A technique that has become an asset and not a constraint thanks to requirements
Reducing and eliminating stocks and work-in-progress based on actual and forecasted customer consumption is fundamental to achieving just-in-time success. This increases stock turnover, reduces run times, reduces storage space, simplifies production planning in a visual and decentralized manner, reveals flow malfunctions and avoids stockouts and overstocks.
This production process is not only functional after agreement between the company, customers and suppliers. With each order, it is necessary to replenish raw materials, missing parts, in order to complete the customer order. The just-in-time method, JIT, therefore requires an organization of work.
Conditions for the success of the just-in-time method
The implementation of supply management technology in a production sector corresponds to the emergence of an information system that will highlight most of the sector's problems. Managing a product flow by the just-in-time method requires a high fluidity of the product flow.
Far from regulating disturbances, the JIT system, when it is tense, tends to amplify their effects, unlike the stocks that cushion them. The production sector can therefore only function if the problems are solved or partially solved.
The actions to be taken must be undertaken before and during the implementation of the inventory management method.
These actions are a necessary condition for the successful implementation of just-in-time.
The improvements to be made are numerous and it can be noted that the progress approach will not be the same from one sector to another. Some will encounter problems related to the implementation and will have to work on this point in priority, others have very long adjustment times and harmful to the good functioning of a fair business.
One can evoke:
The need for a good establishment of production sectors
The need to significantly reduce changeover times
Elimination of hazards (breakdowns, non-conforming parts...)
The development of privileged relationships and true partnerships with suppliers inside and outside the site
The need for a high degree of staff versatility that can be achieved through training. The focus is no longer only on productivity, but rather on product quality, which necessarily requires staff accountability.
The use of a Kanban tool to develop products and their components. To simplify kanban management, the components and/or assemblies of the product must be standardized, which reduces the number of references to be maintained.