Just-In-Time is an organizing concept that aims to produce the right thing at the right time and at the right quality.
LThe Takt Time is the pulse of the company: it represents the customer demand and allows to define the pace of production.
For an efficient implementation, the application of Just In Time is done in a methodical way.
Depending on the business sector and our positioning, different pull strategies are possible
Le Value Stream Mapping est un outil permettant de cartographier les flux d’informations et les flux physiques de l’ensemble du processus.
Introduced in the 1980s by Eli Goldratt, the ToC aims above all to focus on the constraint in a system to drive improvement.
As a flagship tool of Just A Time, Kanban is a simple tool to organize the workflow and production orders.
To have a productive production, it is of course to have means of production capable and well conceived. As part of a production just in time, methods and recommendations are to be applied to avoid unpleasant surprises and generate Muda.
The formula of the “economic batch ” of Wilson or “formula of Wilson”, created in 1934, allows to calculate the quantity of optimal order and the time between two orders of a product for a given entity (factory, Logistic Center…). Introduced for the first time in 1913 by Harris, it is sometimes called the Harrys-Wilson formula.
The Bullwhip effect highlights the amplification of variability during a process: low variability in process input produces high variability at the end of the process.
The SMED (Single Minute Exchange of Die) is a method to optimize the time of serial change.
The concept of balancing is based on designing a sequence of operations with the same duration.
Postpone differentiation consists of delaying the point of product or process differentiation in order to supply semi-finished products rather than finished products.
Mix between the just-in-time and the MRP, the DDMRP proposes to give back the esteem to the stock.
The term Junjo means “sequence” in Japanese. A Junjo can be used to raise a customer expectation in the Shape of a delivery sequence and Shape not as a continuous delivery as the Kanban does.
The supermarket is a storage area in which the staff use to produce. It finds the parts it needs, when it needs it and the quantity you want.
The cross-dock, literally “Cross dock”, is a place between suppliers and the customer.
The line edges are the interface between the production and the logistics agent in charge of the supply of the posts.
The logistic contract is a commitment linking a customer with its supplier on a quantity to be delivered over a given period of time, specifying the quantity and frequency of each delivery.
The SSM shared supply management, is a way of working in which the suppliers and the customer deal with the delivery management together.
With supplies delivered late, in unsuitable packaging or not complying with the requested quality, it will be difficult to be able to optimise our processes. That’s why inbound flows are just as important as internal management.
Often neglected in the steps of progress, the management of outgoing flows is however our only real interface with the customer.