JUST IN TIME QUALITY MANAGEMENT
Introduction
Just In Time production is a method of quality management that focuses on producing goods or services at the time when clients need them. The world of business is changing rapidly. About two decade ago, many companies focused on issues such as investments returns, profits and productivity as performance measures. However, with the turn of the century, and the incorporation of technology in production, it has become necessary to measure performance using more flexible methodologies. In this regard, many businesses have taken up non financial measures of performance and combined them with financial measures. This is where a model such as JIT has been used. Here, there is more emphasis on issues such continued improvement, wastage avoidance and product and service improvement. (Durden, Upton & Hassel, 2001)
How JIT can be used
JIT is a model that allows organizations to produce only the precise amount of units specified by a client. This refers to a control system in which the client is the sole driver for production. This means that companies ought to have a deep understanding of their consumer demand. There are four essential characteristics in the JIT model:
1.Wastage elimination
2.No room of errors
3.Continuous improvement
4.Increased examination of the process
Many organizations waste valuable resources producing goods or services that will not be taken up at that time. This can be a huge source of revenue leakage and it severely undermines an organization’s profit margins. However, with the introduction of Just In Time control systems, companies only focus on parts of the production process that create value to the organization. Those areas that do not are immediately eliminated. Consequently, employees and resources are only redirected to those systems or processes that can yield return s to the respective organization.
The second aspect about JIT management is the issue of errors. Since goods or services are being produced after clients have specified their requirements, then there ought not to be room for error. Time is a crucial aspect in this model because the company does not have the luxury of trying things for the first time and then re-engineering them or correcting them later. However, one should not assume that the focus on efficiency makes the method mediocre. As a matter of fact, JIT is founded upon the principle of maintaining high quality. Organizations can do this by setting up procedures for performing their work. Consequently, when the need approaches to produce, those respective companies will already know what they are doing and they can get it right at the first try. (Durden, Upton & Hassel, 2001)
Continuous improvement is crucial in Just-In-Time quality management. Since the model aims at eliminating all the non value aspects of production, then there ought to be a general focus on ways in which this kind of approach can enhance a client’s experience. Because of advancement in technology and changing ways within the production process, business processes have evolved. Improvement should not be regarded as an issue that can be done only once in a while or within a set period of time. It should be something that organizations look into at all times.
The Just in Time model is not just a production system; it is also a control system. Consequently, the need for examination of process streams here cannot be over-emphasized. For instance, when a company deals with manufacture of coffee; they need to look for ways of eliminating resource wastage routes. For instance, if they dry their coffee beans using mechanical means, electrical means and the natural process, then the company needs to eliminate one of the latter methods. In this case, it would be advisable if the company only considered electrical drying. By making such a move, the company will have improved their production efficiency and they will also have saved on valuable energy, time and manpower that can then be redirected to other areas of production.
It is also important to remember that Just In Time models always focus on simplifying the process. Sometimes employing the highest number of procedures is not always the best way to produce. Consequently, this model assist companies to use optimum techniques only. (Durden, Upton & Hassel, 2001)
How JIT can improve an organization’s performance
The Use of just in Time model can improve an organization’s performance through a number of routes. For instance, through the method, one can focus on long term aspects for the firm. Time and time again, many businesses get so caught up in maximizing present opportunities that they forget the reason why the organization was set up in the first place. Through the Just in Time model, an organization will always have a long term focus when going about their respective businesses. This means that the organization can clearly realize their strategic plan. Also, in the event that something happens to shake up the organization, members of the organization will always keep their eyes on the prize.
The other important aspect about the JIT model is that performance measures are done in a non-conventional way. In this case, ‘conventional’ refers to the approach of measuring an organization’s performance using financial indicators. While this approach may be fairly reliable, it ignores a substantial number of issues that if left out could lead to an organizations’ downfall. Taking the example of an organization that specializes in housing construction. Just in Time production would ensure that the house comes out in a meticulous manner yet at the same time speedily and it would also adhere to consumers’ preferences. All these issues would not have been accounted for if only financial measures were utilized.
Through the Juts In Time model, one can ascertain that their organizational performs according to certain standards. In other types of quality management models, the terms of the models are usually dependent on the nature of prevailing circumstances. However, for JIT, the standards are pre-set and the organization is always ready for action. Other models use their level of preparedness for future terms but this model uses the concept of applicability at all times regardless of the nature of the prevailing scenario. In close relation to this is the fact that Just in Time models would allow respective organizations to change their production processes immediately. In this competitive world, it has become necessary for organizations to respond to clients’ needs as soon as those clients need their services. Consequently, in order to ascertain that an organization’s response rates are heightened, it is necessary to have a system that allows or accommodates changes within the production process as soon as those changes are required. (Durden, Upton & Hassel, 2001)
The last and most important benefit of the Just In time model is the fact that it acts a link between a business’ organizational strategy and also the nature of their operation process. When organizations are newly set up, most of them may fail to pick up because of lacking a link between the latter mentioned issues; strategy and process. Also, other businesses that have been operating at mediocre levels usually fail to realize this secret. Having a clearly laid out strategic plan is utterly useless if one cannot incorporate this into their production process. However, through the Just In Time model, respective organizations can get a chance to do this and thus enhance their competitive edge.
Conclusion
The overall goal of the Just in Time model is to ensure that production levels within an organization reach their optimum level. This is usually done by eliminating wastage and non-value creating avenues of production. The results of JIT can be seen tangibly through decreased stock production and through promoting production in line with consumer requirements.
Some of the advantages of the JIT model include; a focus on long term perspectives of the organization under consideration, merging strategic plans with organizational process , ascertaining that there are always set procedures which can cope with prevailing demand, also, it allows organizations to respond to change in their production processes as soon as is necessary. These advantages go a long way in improving an organization’s competitive advantage.
Reference
Durden, C. Upton, D. & Hassel, L. (2001): Cost Accounting and Performance Measurement in A Just-in-Time Production Environment; Asia Pacific Journal of Management, 16, 8, 111-125
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