- Obtain commitment from the top management.
- Gain Co-operation of the Work-force. Begin cross training of the work-force.
- Start with the Final Assembly. Reduce set-up time, level production, achieve mixed model production.
- Working backward from Final Assembly, reduce set-up times and lot sizes in fabrication areas.
- Balance fabrication rates with the final assembly production rates. This may require correction of capacity shortfalls.
- Remove WIP inventories from the storage rooms and put it on the shop-floor (Point of use storage).
- Extend JIT to the vendors. First stabilize their delivery schedule & ask for frequent deliveries. Help vendors with quality assurance, negotiate long term contracts.
- Remove purchased inventory from the store rooms & put it o the shop-floor (Point of use storage).
The attributes of a company likely to be successful in JIT are many, but one constant is a company's willingness and commitment to become and remain "world class" in manufacturing. It is this enabling dictate of management which
makes JIT strategy appropriate to a company. A good JIT prospect is a company which has not over-chased the low wage syndrome but decided instead that quality, responsiveness and competence in production and processes represent
the decided competitive edge over price, and that high cost is a result of accumulated operational activities which should be addressed to, to remove the causes of high cost and uncompetitive price.
