A comparative analysis and review of JIT “implementation” research

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.A comparative analysis and review of JIT 39Additionally, JIT and the role of culture in successful JIT implementation is discussed. A brief discussion of the background information on JIT implementation follows. Just-in-timeOne of the major problems in the literature is the lack of consensus concerning the interpretation and meaning of JIT implementation. The term has often been used quite loosely. The interpretation and meanings of JIT has varied based on the author's background and the different collection of features. The meaning of JIT ranges from an emphasis on inventory reduction and elimination of waste, to a new vocabulary of "pull" versus "push" systems. Additionally, some will call JIT "common sense" (something we already know) and in the same breath say that JIT is a "complicated philosophy" which goes beyond work organization, and a full understanding requires a knowledge of the mystique of Japanese culture[3]. The one major consensus among researchers and practitioners is that the implementation of JIT is a "good thing" as exemplified by Japan's success. The major cause of confusion seems to be the broad nature of the meaning and interpretation of JIT implementation in the literature. The majority of the researchers who have addressed JIT implementation state that it will eliminate the waste from all aspects of business, people involvement, improve quality in all areas, continuous improvement throughout the business, and maintenance in all things. Role of culture in JIT implementationJapanese culture is one which imbues the individual always to strive to achieve a goal which is within reach but requires a great deal of discipline and development of a higher level of commitment to achieve.Many researchers argue that culture is the most critical element to the successful JIT implementation by Japanese[4-6]. These researchers have classified Japanese culture issues into two broad categories: worker related and management related. Japanese workers are totally committed to their work and the company. They are loyal, co-operative, flexible and willing to work long hours when needed. Japanese management is characterized by life-time employment, approaching decision making from the...

Analysis of interactions among the barriers to JIT production: interpretive structural modelling approach

“…Lack of topmanagement commitment may stem from various reasons like lack of experience and training, resistance to change and hesitation in initiating improvement programs (Talib J Ind Eng Int (2015) (Phelps et al 2003). Ramarapu et al (1995) conclude that management commitment and employee participation are critical success factors when implementing JIT (Sim and Rogers 2008). Successful development of a JIT production demands serenity, longterm commitment and focus leadership of top management.…”

The Impact of the Just-in-Time Approach on Production System Performance: A Survey of Italian Industry. A Review and Outlook

“…Various sets of dimensions have been proposed to characterise JIT, but no consistent proposal clearly emerged until 1992. Despite the volume of publications (Sohal et al 1988;Ramarapu et al 1995), wide empirical studies on the impact of JIT on performance were very limited (Forza and Di Nuzzo 1998). We have found one survey-based study in the UK and four in the USA (Kim and Lee 1989; Golhar et al 1990; Inman and Mehra 1990; Stamm and Golhar 1991).…”

Um estudo sobre a aplicabilidade do just-in-time na fabricação do etanol

“…Projetos à prova de falhas auxiliam a corrigir o processo mais facilmente em caso de desvios na fabricação. Por exemplo, inspeções durante o processo auxiliado por sistemas eletrônicos, mecânicos ou pneumáticos podem emitir alarme para alertar o operador sobre desvios detectados (THENG, 1993;MOULD e KING, 1995;SWANSON e LANKFORD, 1998;KONDO, 2002;CHONG et al, 2001;VOKURKA et al, 2007) Formação e educação são importantes para uma força de trabalho multiespecializada, já que os operadores devem ser encorajados a operar fora de sua especialidade original (MOULD e KING, 1995;RAMARAPU et al, 1995;SWANSON e LANKFORD, 1998; WAFA e YASIN, 1998); n) Comunicação interna -é requisito para o JIT melhorar a comunicação entre a administração e funcionários. A comunicação entre os níveis hierárquicos é incentivada para fomentar uma atitude positiva sobre as relações interpessoais.…”

“…O envolvimento da gerência com um sistema de produção JIT exige que eles dêem um passo atrás e permitam que os funcionários da produção assumam algumas das responsabilidades próprias de gerência. Com o sistema JIT, a empresa funciona mais como uma equipe do que como o tradicional relacionamento hierárquico baseado no comando pelo chefe (SWANSON e LANKFORD, 1998;RAMARAPU et al, 1995;YASIN et al, 2001). o) Comunicação externa -Neste ambiente "ganha ganha", a comunicação é um ingrediente essencial para o desenvolvimento de relações de sucesso entre fornecedor e comprador.…”