LEAD Reference Content:Just-In-Time - Revision history

KeyModels at 12:30, 12 December 2018

2018-12-12T12:30:43Z

KeyModels at 12:32, 5 December 2018

2018-12-05T12:32:34Z

KeyModels at 12:25, 5 December 2018

2018-12-05T12:25:24Z

KeyModels: Created page with "{{DISPLAYTITLE: Just-In-Time}} == Just-In-Time == === The Way Of Thinking - Why (Reason) & Whither (Goal) ===
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2018-12-05T12:22:02Z

Created page with "{{DISPLAYTITLE: Just-In-Time}} == Just-In-Time == === The Way Of Thinking - Why (Reason) & Whither (Goal) === <div style="margin-right: 40px; padding: 10px; float: left;">..."

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{{DISPLAYTITLE: Just-In-Time}}
== Just-In-Time ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===

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[[File:Just-In-Time.png|thumb|500px|left|alt=Just-In-Time|Just-In-Time.]]
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[[File:Just-In-Time -Extended-.png|thumb|500px|left|alt=Just-In-Time [Extended]|Just-In-Time [Extended].]]
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=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.

'''Gemba'''

In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.

In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.

'''Kaizen'''

The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
The cycle of Kaizen activity can be defined as:
*Standardize an operation and activities.
*Measure the standardized operation (find cycle time and amount of in-process inventory).
*Gauge measurements against requirements.
*Innovate to meet requirements and increase productivity.
*Standardize the new, improved operations.
*Continue cycle ad infinitum.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

← Older revision		Revision as of 12:30, 12 December 2018
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	'''(x)''' =Secondary		'''(x)''' =Secondary
	'''A''' =Advanced enhancements to the model		'''A''' =Advanced enhancements to the model
−
−
−	~~=== How Just-In-Time fits to Enterprise Architecture ===~~
−	While Just-In-Time can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Just-In-Time could also be used for a specific enterprise capability, location or resource.

@@ Line 46: / Line 46: @@
 #Seek improvements with suppliers and customers. This should yield the final significant results of JIT.
-=== Details around Gemba Kaizen needed for the Way of Modelling: ===
+=== Details around Just-In-Time needed for the Way of Modelling: ===
 {| class="wikitable" style="width: 80%;"
@@ Line 59: / Line 59: @@
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
@@ Line 73: / Line 73: @@
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Flow
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 79: / Line 79: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 86: / Line 86: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Channel
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 93: / Line 93: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 100: / Line 100: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Enterprise Capability
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 107: / Line 107: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
+| style="text-align: left;" style="width: 20%; padding: 10px;" |
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 145: / Line 145: @@
-=== How Gemba Kaizen fits to Enterprise Architecture ===
+=== How Just-In-Time fits to Enterprise Architecture ===
-While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.
+While Just-In-Time can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Just-In-Time could also be used for a specific enterprise capability, location or resource.
 === Combinations To Other Models (Artefacts) ===
-The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
+The Just-In-Time artefact can be used in the combination of the following other concepts, models/artefacts:
 *Requirement Model
 *Stakeholder Matrix
@@ Line 183: / Line 183: @@
 === Industry Focus ===
-The Gemba Kaizen artefact can be used across all industries.
+The Just-In-Time artefact can be used across all industries.
 === Relevant Roles ===
-The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:
+The Just-In-Time artefact is relevant for all roles that are involved with strategy; among others these are the following roles:
 '''Executive Roles'''
@@ Line 195: / Line 195: @@
 *CINO: Chief Innovation Officer
 *CQO: Chief Quality Officer
 '''Subject Matter Expert Roles'''
 *Business Architect
 *Business Analyst
 === Reference Material ===
-*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
+*[http://en.wikipedia.org/wiki/Just_in_time_(business) Wikipedia]
-*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
+*[http://www.scribd.com/doc/50877970/Key-Management-Models-Steven-Ten-Have Scribd]
-*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]
 [[Category: Key Models]]

@@ Line 2: / Line 2: @@
 == Just-In-Time ==
 === The Way Of Thinking - Why (Reason) & Whither (Goal) ===
@@ Line 15: / Line 17: @@
 === The Way Of Working - What (Context) & Whence (Source) ===
-Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.
+Implementation of JIT draws close attention to the following areas:
-'''Gemba'''
+The following techniques are at the disposal of management as regards the implementation of JIT:
-In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.
+However, in order to successfully implement JIT, there are various issues and elements that must be considered in turn (in the following order):
-In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.
+#What results do we really want from JIT? Is it worthwhile in view of the costs and obstacles of implementation? Conduct a quick scan of costs and benefits, including a possible project planning.
+#The order of implementation of JIT is of critical importance. Lowering inventories before creating flexibility in production can lead to lousy delivery performance. Generally, businesses have been most successful implementing first at the very end of their production process and gradually working upstream, but the ‘best’ order of implementation depends on the situation. Increasing inventory levels temporarily should be considered so as to ensure delivery performance during the implementation.
-'''Kaizen'''
+#Certainly don’t start with forcing suppliers to adopt JIT until implementation is well under way or completed.
+#Does the product design qualify for JIT? Are alterations necessary? If so, do it now.
-The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
+#Next, redesign the production process to enable JIT. More often than not, significant improvements and efficiencies can be obtained in this stage.
-The cycle of Kaizen activity can be defined as:
+#Adjust information systems to meet demands of the primary process.
-*Standardize an operation and activities.
+#Seek improvements with suppliers and customers. This should yield the final significant results of JIT.
-*Measure the standardized operation (find cycle time and amount of in-process inventory).
-*Gauge measurements against requirements.
-*Innovate to meet requirements and increase productivity.
-*Standardize the new, improved operations.
-*Continue cycle ad infinitum.
 === Details around Gemba Kaizen needed for the Way of Modelling: ===

LEAD Reference Content:Just-In-Time - Revision history

KeyModels at 12:30, 12 December 2018

KeyModels at 12:32, 5 December 2018

KeyModels at 12:25, 5 December 2018

KeyModels: Created page with "{{DISPLAYTITLE: Just-In-Time}} == Just-In-Time == === The Way Of Thinking - Why (Reason) & Whither (Goal) === ..."

KeyModels: Created page with "{{DISPLAYTITLE: Just-In-Time}} == Just-In-Time == === The Way Of Thinking - Why (Reason) & Whither (Goal) ===
..."