UNLEARNING OLD BELIEFS
Implementing JIT production in a traditional manufacturing plant represents a big change - in the culture of a company as well as in its operations. Established routines and rules become obsolete. Thus applying the JIT philosophy requires not only learning some "new" ways of thinking, but putting some of our time - honored and cherished beliefs and practices to rest. The following table briefly compare the JIT philosophy against conventional wisdom:
Implementing JIT production in a traditional manufacturing plant represents a big change - in the culture of a company as well as in its operations. Established routines and rules become obsolete. Thus applying the JIT philosophy requires not only learning some "new" ways of thinking, but putting some of our time - honored and cherished beliefs and practices to rest. The following table briefly compare the JIT philosophy against conventional wisdom:
Item
|
Conventional Wisdom
|
JIT Philosophy
|
Inventory
|
An asset
|
A liability
|
Lot size
|
Select lot sizes to balance set up cost against holding costs as a general principle.
|
Immediate needs
only
|
Set up
|
Low priority since, it represents a small fraction of the total time.
|
Make them insignificant
|
Queues
|
Necessary Investment
|
Eliminate them.
|
Vendors
|
Adversaries
|
Co-makers
|
Quality
|
Tolerate some scrap
|
Zero defects
|
Equipment Maintenance
|
As required. But not critical because we have queues available.
|
Constant and Effective. Machine breakdowns must be minimal.
|
Lead times
|
The longer the better (Most supervisors and buyers want more lead time). Keep them at planned levels •.
|
Keep them short.
|
Worker Involvement
|
Management by edict. Measurement to monitor adherence to plan
|
Management by consensus. The vital ingredient of "ownership" is achieved.
|
