1. Just in time and Lean are philosophies on how to do work
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Final will cover
Scheduling
Just in Time
Just in time and Lean are philosophies on how to do work
If time permits – Monte Carlo methods applied to scheduling

2. Lean
Lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change.

3. The Toyota System (just-in-time production)
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing." Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.[1]
Originally called "just-in-time production," it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.

4. Continuous improvement
Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
Kaizen (We improve our business operations continuously, always driving for innovation and evolution.)
Genchi Genbutsu (Go to the source to find the facts to make correct decisions.)

5. Respect for people
Respect (We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.)
Teamwork (We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.)

6. Long-term philosophy
Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

7. The right process will produce the right results
Create continuous process flow to bring problems to the surface.
Use the "pull" system to avoid overproduction.
Level out the workload (heijunka). (Work like the tortoise, not the hare.)
Build a culture of stopping to fix problems, to get quality right from the first.
Standardized tasks are the foundation for continuous improvement and employee empowerment.
Use visual control so no problems are hidden.
Use only reliable, thoroughly tested technology that serves your people and processes.

8. Add value to the organization by developing your people and partners
Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
Develop exceptional people and teams who follow your company's philosophy.
Respect your extended network of partners and suppliers by challenging them and helping them improve.

9. Continuously solving root problems drives organizational learning
Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu,);
Make decisions slowly by consensus, thoroughly considering all options (Nemawashi,); implement decisions rapidly;
Become a learning organization through relentless reflection (Hansei,) and continuous improvement (Kaizen,).