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Just-in-time (JIT) is an inventory strategy implemented to improve the return on investment of a business by reducing in-process inventory and its associated carrying costs. In order to achieve JIT the process must have signals of what is going on elsewhere within the process. This means that the process is often driven by a series of signals, which can be Kanban (??, Kanban?), that tell production processes when to make the next part. Kanban are usually ‘tickets’ but can be simple visual signals, such as the presence or absence of a part on a shelf. When implemented correctly, JIT can lead to dramatic improvements in a manufacturing organization’s return on investment, quality, and efficiency. Some have suggested that “Just on Time” would be a more appropriate name since it emphasizes that production should create items that arrive when needed and neither earlier nor later.

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Quick communication of the consumption of old stock which triggers new stock to be ordered is key to JIT and inventory reduction. This saves warehouse space and costs. However since stock levels are determined by historical demand any sudden demand rises above the historical average demand, the firm will deplete inventory faster than usual and cause customer service issues. Some[1] have suggested that recycling Kanban faster can also help flex the system by as much as 10-30%. In recent years manufacturers have touted a trailing 13 week average as a better predictor for JIT planning than most forecastors could provide.[2]

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Last year move on programme shows that our hostels across London borough manage to rehouse an average of 12 young people, which represents 60% of the required target. which is below of our target of 20; Staff absences are uncertain. Number of new hostels regeneration by the organisation as well as is uncertain. Calculate capability of operations resources Realistically an average of 70% of move on is possible to be carried out by actual staff without having any impact on other work (complaint/accident investigations). Supporting People grant is at stake because of of our failure to meet targets. There is no extra budget for slippage. Vacancies will also be frozen should staff leave. Training budget is limited as well as that for equipment. One staff starts maternity leave on 25 April 07 who shall not be replaced.

Allocate resources over time Priorities shall be given to those agreeing to move onto shared or private houses. The remaining tenants case should be manage in conjunction with our partners’s. Any statutory action shall also take priority and the move on programme may therefore slip if no additional resources are made available. Design “capacity control” mechanisms Move on lists shall be checked for progress and identification of any slippage. Additional resources shall be requested or alternatively target shall be adjusted to a more realistic figure.

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