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Just-in-time production

How can just-in-time production support strategic choice or positioning?

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Contents

Just-in-time (JIT) production strives to coordinate the flow of components and inputs in a supply chain to minimise costs.

Just-in-time (JIT) production is a pull-based operating approach that supplies materials and completes work when downstream demand requires them. It reduces excess inventory and exposes process problems, but depends on reliable flow, quality and recovery capacity.

When to use it

  • Use JIT to improve flow, reduce working capital and reveal bottlenecks where demand is sufficiently visible and processes can be stabilised.
  • Assess it when inventory is masking defects, long changeovers, unreliable equipment or poor supplier coordination.

Origins

Elements of flow production and inventory reduction appeared in earlier manufacturing systems, including Ford work led by Ernest Kanzler at Highland Park in 1919. After the Second World War, Toyota developed a more complete production system under leaders including Taiichi Ohno, drawing on flow, quality and supermarket-replenishment ideas. Kanban signalling and just-in-time became central parts of the Toyota Production System. Lean later became a broader name for the management system; JIT refers more specifically to synchronised pull and inventory flow.

What it is

Traditional push production schedules work from forecasts and move batches forward whether or not the next process needs them. JIT authorises replenishment from actual downstream consumption. A kanban—physical or digital—signals the quantity and timing needed.

Low inventory reduces storage, obsolescence, handling, waste and working capital. Smaller batches can improve flexibility and make defects visible quickly. The same low buffers also transmit disruption: equipment failure, poor quality, demand spikes, transport interruption or supplier delay can stop the system.

JIT is therefore not simply “remove stock.” It is a coordinated capability built on stable work, short setup times, quality at source, dependable equipment, capable suppliers, clear demand signals and rapid problem solving. Strategic buffers may still be justified by lead-time variability, criticality, geopolitical exposure or recovery time.

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