Seven Steps to Just-in-Time

The most successful companies are those that can align their businesses and operations to fully service their customer's needs in the most cost effective manner. The obvious consequence of this is that companies who 'delight' their customers profitably will increase their competitiveness significantly. The Just in Time Model philosophy is at the very core of this and it can therefore be considered an essential strategy for growth.

Fundamentally the model's approach is about the identification and subsequent elimination of waste (non-value added activity) to enable product or services to flow unimpeded to the customer. This is achieved through the use of established tools and techniques. As with any methodology, understanding has to occur before the act of implementation. Consequently the model is comprised of preparation and implementation phases.

Level 1 - Preparation Phase
It is essential that an organisation develops a thorough understanding of waste prior to embarking on its waste reduction journey. The preparation phase contains 3 steps which have been designed to equip practitioners firstly with the ability to 'see' previously unrecognised areas of waste during their studies at the Gemba (workplace) and secondly with the tools to identify and plan the required improvement steps.
This process is retained in context to the customer's requirements by understanding the customer demand and the resultant impact on the organisation's delivery capability.

The 3 Steps of the Preparation Phase are:
  • Step 1 - Understanding Waste.
  • Step 2 - Mapping (the business processes, identifying where value is added and waste can be eliminated).
  • Step 3 - Demand (Understanding customer demand).

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Level 2 - Implementation Phase
The implementation Phase is all about the 'how' and covers the specific tools and techniques necessary for the organisation to transform from its current state to its desired future state, planned out during the above preparation phase. At this stage implementation is internally focused and moves through 3 steps specifically designed to enable product to flow smoothly and continually to the customer at the required rate.
Implementing waste reduction is never complete as improvements can always be made and this is recognised by the inclusion of kaizen and continuous improvement training. It is important to note that it is during the implementation phase that the full potential of previous TPM initiatives can be reaped, as a successful implementation of the model requires capable and reliable equipment as a prerequisite.
  • Step 4 - Flow (Creating unimpeded flow at a rate demanded by the customer)
  • Step 5 - Level (Smoothing production flow to meet customer demand)
  • Step 6 - Kaizen (Customer Services continuous improvement toolkit)

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Level 3 - External Phase
Once internal momentum has been established the scope of the value stream can be widened to include the supply chain. Here upstream activities within the vendor base, be they internal or external to group, are viewed through an extended value stream map that 'looks' into supplier operations.
Each link in the supplier 'chain' must capture the 'voice of the customer' and be committed to aligning their business/operation/activity to deliver in full against it. In short how many customer & supplier relationships are there in the value stream and does each and every one of these relationships have a full understanding between customer and supplier about what is required?
Having developed the skills and techniques during in-house implementation the organisation is much better equipped to help develop their key strategic suppliers to deliver better product, when required, at the best cost or more commonly known as JIT. A shared vision and understanding and genuine mutual respect rather than the traditional adversarial relationship that often exists must be seen as the way forward. Group companies and suppliers with whom good close working relationships exist may be involved earlier during the 'in-house' implementation phase.
  • Step 7 - JIT (Repeating the 7 step process externally to develop strategic Partnerships with the supply chain).

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The 7 Steps
The 7 Steps of the J.I.T. process are:
  • Step 1 - Understanding Waste.
  • Step 2 - Mapping (the business processes, identifying where value is added and waste can be eliminated).
  • Step 3 - Demand (Understanding customer demand).
  • Step 4 - Flow (Creating unimpeded flow at a rate demanded by the customer)
  • Step 5 - Level (Smoothing production flow to meet customer demand)
  • Step 6 - Kaizen (Customer Services continuous improvement toolkit)
  • Step 7 - JIT (Repeating the 7 step process externally to develop strategic Partnerships with the supply chain).



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Step 1 - Understanding Waste
Training consists of a balance of classroom theory and practical application in the work area. Throughout the programme all training is oriented towards 'real' implementation/change and consequently the delivery of tangible bottom line benefits.

The core elements to understanding Waste are:
  • Work Types
  • Value Added / Non Value Added
  • 3Ms (MUDA, MURI and MURA)
  • 7 Wastes
  • Lead time
  • Capability
  • Reliability


The 7 Steps

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Step 2 - Mapping (the business processes)
Value stream mapping is a paper and pencil tool that helps you to see and understand the flow of material and information as a product or service makes its way through the value stream. Value stream mapping is typically used in Lean, it differs from the process mapping of Six Sigma in four ways:
  1. It gathers and displays a far broader range of information than a typical process map.
  2. It tends to be at a higher level (5-10 boxes) than many process maps.
  3. It tends to be used at a broader level, i.e. from receiving of raw material to delivery of finished goods.
  4. It tends to be used to identify where to focus future projects, subprojects, and/or kaizen events.

A value stream map (AKA end-to-end system map) takes into account not only the activity of the product, but the management and information systems that support the basic process. This is especially helpful when working to reduce cycle time, because you gain insight into the decision making flow in addition to the process flow. It is actually a Lean tool.

The basic idea is to first map your process, then above it map the information flow that enables the process to occur.

The training module involves delegates mapping their business to create a CSM (Current State Map) and carrying out a Lean Assessment. This Lean Assessment is a key step towards creating an FSM (Future State Map) and effectively identifies Lean Skills and training that will be required for the implementation phase.

This is achieved through:
  • Value Stream Mapping
  • Business Action Plan


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Step 3 - Demand
Any future state planning cannot be complete without understanding customer demand. This will define and drive requirements for raw material deliveries, batch sizes, changeovers, quality, in-process inventory, finished goods inventory, cell manning, constraint management and many more.

Understanding customer demand involves the following:
  • Takt Time
  • Planning
  • Forecasting
  • Scheduling
  • Logistics
  • Theory Of Constraints
  • Pitch
  • Takt Image


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Step 4 - Flow
The creation of an FSM and associated plan, together with the results of the Lean Assessment will determine which of the tools listed below will be required and in which order. Those selected will be delivered via practitioner based training courses that directly support the implementation of the FSM plan.

Creating unimpeded flow at a rate demanded by the customer:
  • 5S
  • Autonomous Maintenance
  • SMED
  • Standardised Work
  • Kanban
  • Jidoka
  • Cellular Manufacture


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Step 5 - Level
Once the customer demand has been established, the step smoothes the production flow to meet that customer demand:
  • Heijunka
  • Line Balance
  • Load Level
  • Yamazumi
  • Material Runner


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Step 6 - Kaizen
Customer Services continuous improvement toolkit:
  • Continuous Improvement (CI)
  • Standard
  • Advanced
  • Major


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Step 7 - JIT
Repeating the 7 step process externally to develop strategic partnerships with the supply chain:
  • Under development


The 7 Steps

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