77-503: The Griffon Hoverwork BHT130 is a large hovercraft , designed by Hoverwork and fitted out in St Helens . The type was found to be too large for the cross-Solent route and was withdrawn after 4 years in service (2007-2011), although other BHT variants are found currently in service around the world in various commercial and civil roles and designated as BHT 130 / 150 / 180. As a civil passenger hovercraft it seats up to 130 passengers, hence
154-447: A case-study book on just-in-time in the U.S. was able to devote a full chapter to ZIPS at Omark, along with two chapters on just-in-time at several Hewlett-Packard plants, and single chapters for Harley-Davidson , John Deere, IBM-Raleigh, North Carolina, and California-based Apple Inc. , a Toyota truck-bed plant, and New United Motor Manufacturing joint venture between Toyota and General Motors . Two similar, contemporaneous books from
231-469: A commitment to continuous improvement ), and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing cycle , flow, and throughput times by further eliminating activities that do not add any value for the customer. Lean manufacturing also involves people who work outside of the manufacturing process, such as in marketing and customer service. Lean manufacturing
308-484: A formerly independent specialist in the design, manufacture and operation of hovercraft since 1982; prior to its acquisition, the company had been a supplier to Griffon Hoverwork. Following the completion of the merger, other changes have been made at the company while under Bland Group's ownership; changes in Griffon Hoverwork's operating practices include an investment in modern lean manufacturing techniques and
385-578: A joint manufacturing arrangement was made with the Indian company Garden Reach Shipbuilders & Engineers . At the time, this deal was the largest to ever be made by the company. Additional operators for the 8000TD series have included three examples supplied to the Korea Coast Guard and five craft for the Saudi Arabian Border Guards . In 2010, in response to the 2010 Pakistan floods ,
462-503: A manufacturer-to-retailer model developed in the U.S. in the 1980s, referred to as quick response , has morphed over time to what is called fast fashion . The strategic elements of lean can be quite complex, and comprise multiple elements. Four different notions of lean have been identified: The other way to avoid market risk and control the supply efficiently is to cut down in stock. P&G has completed their goal to co-operate with Walmart and other wholesales companies by building
539-748: A natural consequence, a system-wide perspective rather focusing directly upon the wasteful practices themselves. Takt time is the rate at which products need to be produced to meet customer demand. The JIT system is designed to produce products at the rate of takt time, which ensures that products are produced just in time to meet customer demand. Sepheri provides a list of methodologies of just-in-time manufacturing that "are important but not exhaustive": Womack and Jones define Lean as "...a way to do more and more with less and less—less human effort, less equipment, less time, and less space—while coming closer and closer to providing customers exactly what they want" and then translate this into five key principles: Lean
616-403: A new emphasis on after-sales customer interaction; the latter involves offering operators various products and services to improve the sustainability of both air cushion and conventional marine vessels. During the development of the 12000TD hovercraft in the 2010s, Griffon Hoverwork drew on passenger-orientated analysis supplied by operator Hovertravel , a sister company also owned by Bland Group;
693-411: A perceived clash between the new just-in-time regime and manufacturing resource planning (MRP II), a computer software-based system of manufacturing planning and control which had become prominent in industry in the 1960s and 1970s. Debates in professional meetings on just-in-time vs. MRP II were followed by published articles, one of them titled, "The Rise and Fall of Just-in-Time". Less confrontational
770-497: A prevalent practice in public healthcare, commonly known as lean healthcare. Due to the intensively competitive environment, lean approach becomes a growing alternative in the healthcare sector to achieve optimized resource management and performance improvement. According to Williams, it becomes necessary to find suppliers that are close by or can supply materials quickly with limited advance notice. When ordering small quantities of materials, suppliers' minimum order policies may pose
847-459: A problem, though. Employees are at risk of precarious work when employed by factories that utilize just-in-time and flexible production techniques. A longitudinal study of US workers since 1970 indicates employers seeking to easily adjust their workforce in response to supply and demand conditions respond by creating more nonstandard work arrangements, such as contracting and temporary work. Natural and human-made disasters will disrupt
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#1732855815202924-484: A series of small improvements incrementally along the supply chain can bring forth enhanced productivity. Alternative terms for JIT manufacturing have been used. Motorola 's choice was short-cycle manufacturing (SCM). IBM 's was continuous-flow manufacturing (CFM), and demand-flow manufacturing (DFM), a term handed down from consultant John Constanza at his Institute of Technology in Colorado. Still another alternative
1001-495: A weekend in 1998, eliminated buffer inventories, reducing inventory from 47 days to 5 days, flow time from 15 days to 2 days, with 60% of purchased parts arriving JIT and 77% going dock to line, and suppliers reduced from 480 to 165. Hewlett-Packard, one of western industry's earliest JIT implementers, provides a set of four case studies from four H-P divisions during the mid-1980s. The four divisions, Greeley, Fort Collins, Computer Systems, and Vancouver, employed some but not all of
1078-523: Is founded on the concept of continuous and incremental improvements on product and process while eliminating redundant activities. "The value of adding activities are simply only those things the customer is willing to pay for, everything else is waste, and should be eliminated, simplified, reduced, or integrated". On principle 2, waste, see seven basic waste types under The Toyota Way . Additional waste types are: One paper suggests that an organization implementing Lean needs its own Lean plan as developed by
1155-429: Is more to just-in-time than its usual manufacturing-centered explication. Inasmuch as manufacturing ends with order-fulfillment to distributors, retailers, and end users, and also includes remanufacturing, repair, and warranty claims, just-in-time's concepts and methods have application downstream from manufacturing itself. A 1993 book on "world-class distribution logistics" discusses kanban links from factories onward, and
1232-673: Is particularly related to the operational model implemented in the post-war 1950s and 1960s by the Japanese automobile company Toyota called the Toyota Production System (TPS), known in the United States as " The Toyota Way ". Toyota's system was erected on the two pillars of just-in-time inventory management and automated quality control. The seven "wastes" ( muda in Japanese), first formulated by Toyota engineer Shigeo Shingo, are
1309-795: Is the first commercially available hovercraft in the world to be controlled through azimuthing propeller ducts instead of traditional rudders . The company's more recent hovercraft, such as the 995ED and the larger 12000TD, have adopted an electric transmission to deliver power from the diesel engines to the propulsion, maneuvering thrusters, and lift systems. Griffon hovercraft have been predominantly used for civilian transport, military, and life guard operations. They are commonly regarded as commercial craft for heavy duty applications, although considerations have also been made towards their use as leisure craft; passenger-orientated models typically feature noise-minimisation measures, increased external visibility, and accessibility accommodations. Furthermore,
1386-661: The Firth of Forth in Scotland. It remained in service on the Solent until 2011 when it was sold to Griffon Hoverwork Ltd and laid up pending sale. Griffon Hoverwork Griffon Hoverwork Ltd ( GHL ) is a British hovercraft designer and manufacturer. It was originally founded as Griffon Hovercraft Ltd in 1976, based in Southampton . The firm set about the development of its own product range, launching its first diesel -powered hovercraft,
1463-534: The Isle of Wight up until 2016. Hovertravel elected to replace its AP1-88 fleet with a pair of Griffon Hoverwork's 12000TD hovercraft, known as Solent Flyer and Island Flyer , which have been in operation since then. In 2000, Griffon Hoverwork supplied the Royal National Lifeboat Institution (RNLI), a UK based charity dedicated to saving lives at sea, with its first hovercraft. Two years later,
1540-567: The Pakistan Navy deployed its fleet of 2000TDs in a humanitarian aid capacity, assisting the 20 million people across the country; the fleet was able to deliver medical supplies and meet other logistical needs across uncharted waters that had otherwise isolated whole communities. That same year, the Pakistan Navy procured a pair of 8100TD hovercraft, each being capable of carrying up to 10 tonnes of payload. During 2010, Griffon bid for work on
1617-674: The River Thames in London, hovering crop-sprayers, hovering cricket-pitch covers for Lord's Cricket Ground , and a hovering reed-cutter for a company in Austria. Griffon Hoverwork's products, primarily versions of their lightweight Griffon 2000TD hovercraft , have been purchased by numerous militaries around the world, including the Royal Marines , the Korean Coast Guard , the Pakistan Navy ,
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#17328558152021694-655: The Ship-to-Shore Connector , which would replace the United States Navy 's Landing Craft Air Cushion . On 6 July 2012, it was announced that a rival bid headed by Textron Marine & Land Systems had been awarded the $ 212.7 million fixed-priced contract instead. During the 2010s, the Colombian Naval Infantry has introduced several hovercraft into their forces; these have been deployed in their long-running conflict against FARC insurgents within
1771-744: The Swedish Coast Guard , the Polish Border Guard , the Estonian Border Guard , and the Lithuanian State Border Guard Service . During 1993, the United Kingdom's Royal Marines received the first of several Griffon Hoverwork-built 2000TDs. Principally used for their amphibious capabilities, these craft participated in the 2003 invasion of Iraq . The Royal Marines used 2000TDs to perform high-speed patrols along
1848-475: The "Lean Leadership". This should enable Lean teams to provide suggestions for their managers who then makes the actual decisions about what to implement. Coaching is recommended when an organization starts off with Lean to impart knowledge and skills to shop-floor staff. Improvement metrics are required for informed decision-making. Lean philosophy and culture is as important as tools and methodologies. Management should not decide on solutions without understanding
1925-756: The 1000TD, in 1983. During 2008, Griffon Hovercraft was acquired by the Bland Group ; in the following year, it was merged with two other hovercraft specialists, Hoverwork Ltd and Hovercraft Consultants Ltd; the combined entity was branded Griffon Hoverwork Ltd. The company's primary facility is based along the River Itchen in Southampton. At present, Griffon Hoverwork supplies a range of hovercraft, boats and other specialised marine services to governments , NGOs , and private companies for use in humanitarian , search and rescue , security and commercial roles. Being one of
2002-493: The 1960s. Likewise, many of Griffon's engineering staff had participated in the development of various hovercraft at the competing manufacturing interest British Hovercraft Corporation , and drew upon their knowledge of the industry in the development of the company's own product range. Griffon Hoverwork's first diesel -powered hovercraft, which was marketed as the 1000TD, was launched in 1983. Dr Gifford remained in charge of Griffon Hovercraft for many years; John Gifford, son of
2079-486: The 1980s and beyond. An article in a 1984 issue of Inc . magazine relates how Omark Industries (chain saws, ammunition, log loaders, etc.) emerged as an extensive just-in-time implementer under its US home-grown name ZIPS (zero inventory production system). At Omark's mother plant in Portland, Oregon , after the work force had received 40 hours of ZIPS training, they were "turned loose" and things began to happen. A first step
2156-595: The Japanese "leaned out" their processes. "They built smaller factories ... in which the only materials housed in the factory were those on which work was currently being done. In this way, inventory levels were kept low, investment in in-process inventories was at a minimum, and the investment in purchased natural resources was quickly turned around so that additional materials were purchased." Plenert goes on to explain Toyota's key role in developing this lean or just-in-time production methodology. American industrialists recognized
2233-459: The RNLI began operating a fleet of seven 470TD hovercraft, known as the H class . These are typically used for search and rescue over coastal terrain, including mud flats and quicksand . In 2008, a Griffon 380TD entered service with Avon Fire and Rescue Service . In 2010, a single 8000TD was bought for use at Singapore 's Changi Airport . In 2022, three 12000TD Mark.2s were bought for use on
2310-493: The U.S.-backed Reconstruction and Occupation of Japan following WWII. During this time, an American economist, W. Edwards Deming , and an American statistician, Walter A. Shewhart , had developed some of the earliest modern manufacturing methods and management philosophies. The two experts in their fields were the first to apply newly developed statistical models to improve efficiencies during WWII in defense industry manufacturing. At this time, however, US manufacturers outside of
2387-650: The UK are more international in scope. One of the books, with both conceptual articles and case studies, includes three sections on just-in-time practices: in Japan (e.g., at Toyota, Mazda, and Tokagawa Electric); in Europe (jmg Bostrom, Lucas Electric, Cummins Engine, IBM, 3M, Datasolve Ltd., Renault, Massey Ferguson); and in the US and Australia (Repco Manufacturing-Australia, Xerox Computer, and two on Hewlett-Packard). The second book, reporting on what
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2464-416: The article, risks with implementing Lean can be reduced by: "developing a well-trained, flexible workforce, product designs that are easy to build with high quality, and a supportive, high-performance supplier network" (page 51). Three more books which include just-in-time implementations were published in 1993, 1995, and 1996, which are start-up years of the lean manufacturing/lean management movement that
2541-438: The benefits can be nullified by minor delays in the supply chain. It may also impact negatively on workers due to added stress and inflexible conditions. A successful operation depends on a company having regular outputs, high-quality processes, and reliable suppliers. Frederick Taylor and Henry Ford documented their observations relating to these topics, and Shigeo Shingo and Taiichi Ohno applied their enhanced thoughts on
2618-541: The best manufacturers in the world the Deming Prize . In addition to Deming's critical influence, Japanese companies were in a position where they needed an immediate solution to the extreme situation they were living in after World War II. American supply chain specialist Gerhard Plenert has offered four quite vague reasons, paraphrased here. During Japan's post–World War II rebuilding (of economy, infrastructure, industry, political, and social-emotional stability): Thus,
2695-542: The cabins are constructed from glass-reinforced plastic with a bespoke design specialised to the role each given craft shall be used for. Griffon Hoverwork has designed each vehicle to facilitate a wide variety of fit-out configurations to suit various military, paramilitary , industrial, commercial, logistical and commuting purposes. Hovercraft provide a high level of versatility over challenging environments impassible to most other vehicles, such as marshland , tidal estuaries , shallow water, ice, and rapids . The company
2772-527: The challenging terrain of the Amazon rainforest . According to John Carlos Florez, commander of Colombia's Naval Force South, hovercraft have enabled year-round movement, which was previously impossible with conventional vehicles. In 1983, Griffon Hoverwork supplied the South Coast hovercraft operator Hovertravel with the first of their AP1-88 hovercraft; these were used to ferry passengers between Southsea and
2849-399: The commonality of the two terms, Toyota production system (TPS) has been and is widely used as a synonym for both JIT and lean manufacturing. Objectives and benefits of JIT manufacturing may be stated in two primary ways: first, in specific and quantitative terms, via published case studies; second, general listings and discussion. A case-study summary from Daman Products in 1999 lists
2926-497: The company's product range is designed to meet exacting engineering standards; larger vessels are typically classified to Lloyd's Register standards or other customer-specified standards; they also meet compliance with various environmental, safety and reliability standards. Specialised boats have been offered, capable of achieving speeds of up to 70 knots. The company also performs experimental design work. They designed and produced an experimental trimaran ferry boat for operation on
3003-622: The defense industry were slow to accept these radical methods. Deming was later assigned to participate in the Reconstruction of Japan by General Douglas MacArthur as a manufacturing consultant. Unlike his experiences in the US, Deming found the Japanese to be very accepting of these new efficiency methods. Many of today's Lean Manufacturing methods introduced by Deming and later innovated in Japan are what we now call Lean Manufacturing. Japanese manufacturers still recognize Deming for his contributions to modern Japanese efficiency practices by awarding
3080-594: The disaster the worse the effect on just-in-time failures. Electrical power is the ultimate example of just-in-time delivery. A severe geomagnetic storm could disrupt electrical power delivery for hours to years, locally or even globally. Lack of supplies on hand to repair the electrical system would have catastrophic effects. The COVID-19 pandemic has caused disruption in JIT practices, with various quarantine restrictions on international trade and commercial activity in general interrupting supply while lacking stockpiles to handle
3157-499: The disruption; along with increased demand for medical supplies like personal protective equipment (PPE) and ventilators, and even panic buying , including of various domestically manufactured (and so less vulnerable) products like panic buying of toilet paper , disturbing regular demand. This has led to suggestions that stockpiles and diversification of suppliers should be more heavily focused. Critics of Lean argue that this management method has significant drawbacks, especially for
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3234-519: The early industrial engineering practices of Toyota. This places huge importance upon sponsorship to encourage and protect these experimental developments. Lean management is nowadays implemented also in non-manufacturing processes and administrative processes. In non-manufacturing processes is still huge potential for optimization and efficiency increase. Some people have advocated using STEM resources to teach children Lean thinking instead of computer science. Lean manufacturing methodology has become
3311-409: The employees of companies operating under Lean. Common criticism of Lean is that it fails to take into consideration the employee's safety and well-being. Lean manufacturing is associated with an increased level of stress among employees, who have a small margin of error in their work environment which require perfection. Lean also over-focuses on cutting waste, which may lead management to cut sectors of
3388-451: The flow of energy, goods and services. The down-stream customers of those goods and services will, in turn, not be able to produce their product or render their service because they were counting on incoming deliveries "just in time" and so have little or no inventory to work with. The disruption to the economic system will cascade to some degree depending on the nature and severity of the original disaster and may create shortages . The larger
3465-465: The following benefits: reduced cycle times 97%, setup times 50%, lead times from 4 to 8 weeks to 5 to 10 days, flow distance 90%. This was achieved via four focused (cellular) factories, pull scheduling, kanban, visual management, and employee empowerment. Another study from NCR (Dundee, Scotland) in 1998, a producer of make-to-order automated teller machines, includes some of the same benefits while also focusing on JIT purchasing: In switching to JIT over
3542-460: The founder, was the company's managing director at the time of its merger with Hoverwork Ltd in March 2009. Hoverwork Ltd was a long-established intermediary between hovercraft operators and manufacturers, having helped to launch chartered hovercraft services across the world and having predated Griffon Hoverwork by almost a decade. The merger also involved the integration of Hovercraft Consultants Ltd ,
3619-451: The idea of lean hospital , a concept that prioritizes the patient, thus increasing the employee commitment and motivation, as well as boosting medical quality and cost effectiveness. Lean principles also have applications to software development and maintenance as well as other sectors of information technology (IT). More generally, the use of lean in information technology has become known as Lean IT . Lean methods are also applicable to
3696-552: The method), the waste of waiting (inactive working periods due to job queues), and the waste of making defective products (reworking to fix avoidable defects in products and processes). The term Lean was coined in 1988 by American businessman John Krafcik in his article "Triumph of the Lean Production System," and defined in 1996 by American researchers James Womack and Daniel Jones to consist of five key principles: "Precisely specify value by specific product, identify
3773-424: The methodology as the "Ohno system", after Taiichi Ohno , who was instrumental in its development within Toyota. The other article, by Toyota authors in an international journal, provided additional details. Finally, those and other publicity were translated into implementations, beginning in 1980 and then quickly multiplying throughout industry in the United States and other developed countries. A seminal 1980 event
3850-405: The name Griffon Hovercraft in 1976; for the onset, it operated as a specialised manufacturer of hovercraft for commercial, military and search and rescue purposes. The company's founder, Dr E. W. H. Gifford, had been one of the early pioneers in the field, working alongside British inventor Sir Christopher Cockerell and having been involved with the first commercial hovercraft operations during
3927-634: The notion of "pull" (or "build-to-order" rather than target-driven "push") came to underpin production scheduling. Just-in-time manufacturing was introduced in Australia in the 1950s by the British Motor Corporation (Australia) at its Victoria Park plant in Sydney, from where the idea later migrated to Toyota. News about just-in-time/Toyota production system reached other western countries from Japan in 1977 in two English-language articles: one referred to
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#17328558152024004-610: The numerics in its name, the first welded aluminium hull (fabricated by Aluminium Ship Builders, Fishbourne, Isle of Wight ) arrived at Hoverwork's St Helens works in August 2005. “BHT” stands for British Hovercraft Technologies. The first of its kind, named the Solent Express entered cross- Solent service on 14 June 2007; also, in the July of the same year, it was put on trial at a new passenger service between Kirkcaldy and Portobello across
4081-471: The oldest hovercraft manufacturers, Griffon Hoverwork's products have been used in various parts of the world. By August 2016, the company's existing market share extended into 41 countries while around 180 hovercraft have been delivered to end users. Perhaps its most commercially successful vehicle has been the Griffon Hoverwork 8000TD hovercraft. As a business entity, the company was established under
4158-497: The passenger experience was a major focus point for the new craft. The company has also made efforts to increase its distributor network; in September 2015, Griffon Hoverwork signed a distributor agreement with South African defence firm Paramount Group . Griffon Hoverwork produces a range of hovercraft that vary from a 380kg payload to 35-75 tonne payloads. Their hovercraft are typically built with aluminium hulls, while parts of
4235-421: The postwar economy of Japan were low; as a result, the focus of mass production on lowest cost per item via economies of scale had little application. Having visited and seen supermarkets in the United States, Ohno recognized that the scheduling of work should not be driven by sales or production targets but by actual sales. Given the financial situation during this period, over-production had to be avoided, and thus
4312-671: The products of the cheaper labor of other countries. To maintain this condition, to strengthen our control of home markets, and, above all, to broaden our opportunities in foreign markets where we must compete with the products of other industrial nations, we should welcome and encourage every influence tending to increase the efficiency of our productive processes." Continuous production improvement and incentives for such were documented in Taylor's Principles of Scientific Management (1911): Shigeo Shingo cites reading Principles of Scientific Management in 1931 and being "greatly impressed to make
4389-555: The public sector, but most results have been achieved using a much more restricted range of techniques than lean provides. The challenge in moving lean to services is the lack of widely available reference implementations to allow people to see how directly applying lean manufacturing tools and practices can work and the impact it does have. This makes it more difficult to build the level of belief seen as necessary for strong implementation. However, some research does relate widely recognized examples of success in retail and even airlines to
4466-408: The repair of poor-quality castings. Toyota engaged in intense study of each stage of the process. In 1936, when Toyota won its first truck contract with the Japanese government, the processes encountered new problems, to which Toyota responded by developing Kaizen improvement teams, which into what has become the Toyota Production System (TPS), and subsequently The Toyota Way . Levels of demand in
4543-479: The response system of stocks directly to the suppliers companies. In 1999, Spear and Bowen identified four rules which characterize the "Toyota DNA": This is a fundamentally different approach from most improvement methodologies, and requires more persistence than basic application of the tools, which may partially account for its lack of popularity. The implementation of "smooth flow" exposes quality problems that already existed, and waste reduction then happens as
4620-648: The route between Oita Airport and Oita City , Japan. 50°54′04″N 1°22′57″W / 50.90111°N 1.38250°W / 50.90111; -1.38250 Lean manufacturing Lean manufacturing is a method of manufacturing goods aimed primarily at reducing times within the production system as well as response times from suppliers and customers . It is closely related to another concept called just-in-time manufacturing (JIT manufacturing in short). Just-in-time manufacturing tries to match production to demand by only supplying goods that have been ordered and focus on efficiency, productivity (with
4697-436: The same measures. At the time about half of H-P's 52 divisions had adopted JIT. Lean principles have been successfully applied to various sectors and services, such as call centers and healthcare. In the former, lean's waste reduction practices have been used to reduce handle time, within and between agent variation, accent barriers, as well as attain near perfect process adherence. In the latter, several hospitals have adopted
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#17328558152024774-407: The study and practice of scientific management his life's work". Shingo and Taiichi Ohno were key to the design of Toyota's manufacturing process. Previously a textile company, Toyota moved into building automobiles in 1934. Kiichiro Toyoda , the founder of Toyota Motor Corporation, directed the engine casting work and discovered many problems in their manufacturing, with wasted resources on
4851-558: The subject at Toyota in the late 1940s after World War II. The resulting methods were researched in the mid-20th century and dubbed Lean by John Krafcik in 1988, and then were defined in The Machine that Changed the World and further detailed by James Womack and Daniel Jones in Lean Thinking (1996). The adoption of just-in-time manufacturing in Japan can be traced back directly to
4928-506: The threat of cheap offshore labor to American workers during the 1910s and explicitly stated the goal of what is now called lean manufacturing as a countermeasure. Henry Towne, past president of the American Society of Mechanical Engineers , wrote in the foreword to Frederick Winslow Taylor's Shop Management (1911), "We are justly proud of the high wage rates which prevail throughout our country, and jealous of any interference with them by
5005-496: The true problem by consulting shop floor personnel. The solution to a specific problem for a specific company may not have generalized application. The solution must fit the problem. Value-stream mapping (VSM) and 5S are the most common approaches companies take on their first steps to Lean. Lean can be focused on specific processes, or cover the entire supply chain. Front-line workers should be involved in VSM activities. Implementing
5082-440: The underlying principles of lean. Despite this, it remains the case that the direct manufacturing examples of 'techniques' or 'tools' need to be better 'translated' into a service context to support the more prominent approaches of implementation, which has not yet received the level of work or publicity that would give starting points for implementors. The upshot of this is that each implementation often 'feels its way' along as must
5159-422: The value stream for each product, make value flow without interruptions, let customer pull value from the producer, and pursue perfection." Companies employ the strategy to increase efficiency. By receiving goods only as they need them for the production process, it reduces inventory costs and wastage, and increases productivity and profit. The downside is that it requires producers to forecast demand accurately as
5236-405: The waste of superfluous inventory of raw material and finished goods, the waste of overproduction (producing more than what is needed now), the waste of over-processing (processing or making parts beyond the standard expected by customer), the waste of transportation (unnecessary movement of people and goods inside the system), the waste of excess motion (mechanizing or automating before improving
5313-589: The waterways of the Zubayr river , south of Basra . In 2008, Britain decided to upgrade the Royal Marines' 2000TD fleet to the 2400TDs configuration, which resulted in a higher payload capacity along with increased ballistic protection for its occupants. Starting in 2000, production of the Griffon Hoverwork 8000TD became a major endeavour of the firm; its principal customer was the Indian Coast Guard , for which
5390-509: Was Walt Goddard's, "Kanban Versus MRP II—Which Is Best for You?" in 1982. Four years later, Goddard had answered his own question with a book advocating just-in-time. Among the best known of MRP II's advocates was George Plossl, who authored two articles questioning just-in-time's kanban planning method and the "japanning of America". But, as with Goddard, Plossl later wrote that "JIT is a concept whose time has come". Just-in-time/TPS implementations may be found in many case-study articles from
5467-769: Was a conference in Detroit at Ford World Headquarters co-sponsored by the Repetitive Manufacturing Group (RMG), which had been founded 1979 within the American Production and Inventory Control Society (APICS) to seek advances in manufacturing. The principal speaker, Fujio Cho (later, president of Toyota Motor Corp.), in explaining the Toyota system, stirred up the audience, and led to the RMG's shifting gears from things like automation to just-in-time/Toyota production system. At least some of audience's stirring had to do with
5544-717: Was billed as the First International Conference on just-in-time manufacturing, includes case studies in three companies: Repco-Australia, IBM-UK, and 3M-UK. In addition, a day two keynote address discussed just-in-time as applied "across all disciplines, ... from accounting and systems to design and production". John Krafcik coined the term Lean in his 1988 article, "Triumph of the Lean Production System". The article states: (a) Lean manufacturing plants have higher levels of productivity/quality than non-Lean and (b) "The level of plant technology seems to have little effect on operating performance" (page 51). According to
5621-463: Was cut by 92%, productivity increased by 30%, scrap and rework ... dropped 20%, and lead time ... from order to finished product was slashed from three weeks to three days." The Inc . article states that companies using just-in-time the most extensively include "the Big Four, Hewlett-Packard , Motorola, Westinghouse Electric , General Electric , Deere & Company , and Black and Decker ". By 1986,
5698-495: Was launched in 1990 with publication of the book, The Machine That Changed the World . That one, along with other books, articles, and case studies on lean, were supplanting just-in-time terminology in the 1990s and beyond. The same period, saw the rise of books and articles with similar concepts and methodologies but with alternative names, including cycle time management , time-based competition , quick-response manufacturing , flow, and pull-based production systems . There
5775-421: Was mentioned by Goddard, who said that "Toyota Production System is often mistakenly referred to as the 'Kanban System'", and pointed out that kanban is but one element of TPS, as well as JIT production. The wide use of the term JIT manufacturing throughout the 1980s faded fast in the 1990s, as the new term lean manufacturing became established as "a more recent name for JIT". As just one testament to
5852-423: Was the first hovercraft manufacturer to power their craft with marine diesel engines which, they have claimed, provides a greater level of durability while operating within salt water conditions. Over time, Griffon Hoverwork has incorporated various advances into its product range. The 995ED hovercraft features an adhesive -bonded aluminium hull to decrease craft weight and thereby increase its viable payload; it
5929-546: Was to "arbitrarily eliminate a week's lead time [after which] things ran smoother. 'People asked that we try taking another week's worth out.' After that, ZIPS spread throughout the plant's operations 'like an amoeba.'" The article also notes that Omark's 20 other plants were similarly engaged in ZIPS, beginning with pilot projects. For example, at one of Omark's smaller plants making drill bits in Mesabi, Minnesota , "large-size drill inventory
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