Just In Time (JIT) Production is a manufacturing philosophy aimed at eliminating waste and increasing efficiency in production processes. This approach is based on producing the required product, in the required quantity, at the required time. The JIT system aims to ensure efficient use of resources by enabling products to flow directly through the production and consumption chain without being held in inventory.

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The concept of JIT was developed in the mid-20th century at Toyota Motor Company. The pioneer of this system was Taiichi Ohno, one of the company’s production engineers. According to Ohno’s observations, Japan’s limited resources and capital made the traditional Western production systems, which relied heavily on large inventories, unsuitable for Japanese industry. Therefore, Toyota needed to develop a more flexible and efficient system by avoiding unnecessary stock. In this context, Ohno designed the JIT system to eliminate waste at every stage of the production process.

This manufacturing approach not only reduces inventory costs but also allows for earlier detection of quality issues in production, more efficient use of production space, and better management of the workforce. In this respect, JIT is considered not just a production technique but also a comprehensive management philosophy.

Operation and Implementation Methods of the System

At the core of the Just In Time system is the organization of production based on the pull principle. According to this principle, production is initiated according to customer demand; that is, no process in the production line starts without a demand from the subsequent process. As a result, only the required number of products move along the production line.

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For the effective implementation of this system, certain prerequisites must be met in the production process. These include:

• Balancing the production process (heijunka),
• Minimizing setup and adjustment times (SMED – Single-Minute Exchange of Die),
• Establishing close and reliable relationships with suppliers,
• Ensuring uninterrupted and regular material flow,
• Employees are acquiring versatile skills to work in different roles.

One of the best-known applications within the JIT system is Kanban. Kanban visualizes the workflow and material movements in the production process, ensuring that production occurs according to demand. Each workstation is guided by a card (kanban card) that determines when and how much material should be sent to the next stage.

Supply chain management is also critically important in JIT applications. Since inventories are kept at a minimum in the JIT system, timely and complete delivery by suppliers becomes crucial. Therefore, companies implementing JIT usually prefer to locate their suppliers near the production facilities and maintain system continuity through frequent deliveries.

Benefits, Challenges, and Success Factors

The successful implementation of the Just In Time system offers many advantages to companies. The most important benefits include:

• Significant reduction in inventory costs,
• More efficient use of production space,
• Improvement in product quality,
• Shortening of production time and faster response to orders,
• Reduction of waste in processes, leading to a leaner organizational structure.

However, applying the JIT system also brings important challenges. Chief among these is the system’s high sensitivity to external factors. For example, the slightest disruption in the supply chain can halt the entire production process. Additionally, employees need to have versatile skills, and production planning must be highly precise.

Just In Time should be integrated not only into production processes but also into corporate culture. According to Jeffrey K. Liker, Toyota’s success is based not only on technical systems like JIT but also on leadership focused on people and continuous improvement that supports these systems. In this context, JIT becomes fully functional when integrated with the lean thinking system.

Similarly, Shigeo Shingo emphasizes the importance of addressing JIT alongside quality control. According to him, JIT, when supported by mechanisms that detect potential errors early in the system, makes achieving zero defects possible.

Masaaki Imai also evaluated JIT together with the Kaizen philosophy. This approach, which is based on continuous improvement and the participation of all employees, plays a critical role in enhancing the effectiveness of JIT. According to Imai, the responsibility of workers for their own processes on the production line is an important factor for JIT’s success.

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Just In Time, as one of the fundamental pillars of lean manufacturing, has the potential to transform not only production systems but also organizational structures and corporate culture. However, for this transformation to occur, JIT must be embraced not merely as a technical tool but as a holistic management philosophy.