Issue 4, 2/8/1999 This report is solely for the use of client personnel.No part of it may be circulated, quoted, or reproduced for distribution outside the client organisation without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion. August 1999 Just in Time Simulation Client nameIntroduction Objectives Context Format Simulation The company Initial roles Stage 1Stage 2Stage 3Stage 4Stage 5 Just in Time (JIT) SimulationTo demonstrate the key elements and benefits of JIT manufacturing To show how JIT differs from Traditional Manufacturing To learn together by doing Traditional Manufacturing Teamwork Practical Enjoyable Just in Time Manufacturing ObjectivesContext: PSDC Lean Transformation Model People system Operating system Quality system Business need Process and effect Sustainability and Continuous Improvement DeliveryReliability Minimum Lead time Lowest PossibleCost ZeroDefect Total Quality Process F M S Autonomation J I T Element Over production Motion Waiting Inventory Rework Transportation Over processing StableEmployee Relations HumanResource Management Maximized people contribution Lean manufacturing methodology Elimination of waste Change management Work environment Organisation structure Continuous improvement culture People Workplace organisation TPM Process measurement & review S S Standardised operations Machine design Line design Factory design Intelligent automation Poka Yoke Performance monitoring Problem resolution Continuous flow processing Takt time Pull System Levelled production Waste EnablerThe exercise is a simulation of a multi-stage, manual assembly process. The simulation is broken down into 5 stages of evolution. Format The simulation lasts about 2 hours.Introduction Objectives Context Format Simulation The company Initial roles Stage 1Stage 2Stage 3Stage 4Stage 5 Just in Time (JIT) Simulation