The kanaban is a system that uses a card which is attached to a storage and transport container that identifies the information of the part being produced and the container capacity. A kanaban system is a pull-system, in which the kanaban is used to pull parts to the next production stage when they are needed (6). In this system there is an efficient workflow from the containers to the workers. The containers are only replenished, when the storage capacity container is empty. Replenishment is ordered lot-for-lot, in other words, only the amount that is needed to fill the container is ordered. Each worker has a specific task in the production process. A worker does not start on a task until the preceded task has been completed. These workers are multi-skilled and flexible in order to meet the demands of the consumers.
As efficient and controlled as a JIT system can be, it is not perfect. Problems usually arise when companies try to implement JIT. These problems include, but are not limited to, repetitive production, standard products, short set-up times, bad management and sloppy work. Another potential problem with the JIT system is the need for employees to be multi-skilled and flexible enough to change during the production process. This often involves extensive and expensive retraining. But since 89% of managers whose companies recently switched to JIT have claimed reduced inventory and cost (3), the cost of retraining employees should be seen by management as an investment rather than as an expenditure with no return.
One of the more overlooked aspects of JIT is the discipline that the system requires form its labor force (2). There can be no variation from the plan; jobs must be done on schedule and on time. Part of the success of JIT revolves around the clocklike precision with which it works, and this process can easily be disrupted if one or two employees decide that they want to do things their way for even just a few minutes.
