Difficulties of Just‐in‐Time Implementation: A Classification Scheme

Abstract

Many companies experience difficulty in implementing Just‐in‐Time (JIT) in their manufacturing system. Based on observations, the article argues that the problem is partly due to confusion about JIT and its implications and partly due to a desire to implement JIT within an existing organisational structure. A four‐level classification system is presented as a way of summarising the different degrees of JIT implementation and their difficulties.

A case study of kanban implementation within the pharmaceutical supply chain

“…From the authors' interpretation and the comparison between the literature and the case study outputs, it can be established that the Lean implementation, through the pilot implementation of kanban, within this organisation can be classified at the education level of the Safayeni et al's (1991) maturity model. Although the case study describes and assessed a Lean implementation at the education level of the maturity model, it concludes that the application of kanban system minimises the waste in time, products, storage space and reduce the cost.…”

“…A way of assessing the Lean maturity level, a partial or total adoption, is presented by Safayeni's et al, (1991) conceptual model, which classifies organisation's efforts towards Lean into four levels, as it is shown in Figure 1. (Safayeni et al, 1991 andBamford et al, 2015) Structuring this model, Safayeni's et al, (1991) suggested that Lean is applicable at a variety of levels; however great effort is needed in progressing from level to level.…”

“…(Safayeni et al, 1991 andBamford et al, 2015) Structuring this model, Safayeni's et al, (1991) suggested that Lean is applicable at a variety of levels; however great effort is needed in progressing from level to level. In particular, they stated that ‗partial implementation may be seen by the management of an organization as a reasonable choice, since it provides an opportunity to explore the ideas of JIT and Lean without changing the overall organisational structure' (Safayeni et al, 1991:34).…”

Les caractéristiques et les spécificités de la PME : favorables ou défavorables au juste-à-temps?

“…Pour Gasse (1982) Ces objectifs, de même que ces attitudes et tendances comportementales de l'entrepreneur, peuvent avoir un impact sur l'implantation du JAT et sur le cadre fonctionnel régissant les interactions entre les parties concernées. À propos de l'implantation du JAT, bon nombre d'études soulignent l'impor tance de facteurs tels que l'implantation graduelle (Manoocheri, 1988 ;Vora et al, 1990 ;Mehra et Inman, 1992), la gestion participative (Safayeni et al, 1991 ;Hiltrop, 1992), le recours à une expertise externe (Mehra et Inman, 1992) et même l'utilisation d'un système d'aide à la décision (Malley et Ray, 1988 ;Mefford, 1991). Or, de façon générale, l'implantation du JAT en tant qu'élément de différenciation dans la recherche d'un avantage concurrentiel peut profiter des objectifs de pérennité et de croissance d'entrepreneurs cher chant à s'adapter à l'environnement en vue des changements à venir.…”

An approach for identifying value in business processes

“…Caution has to be taken in this approach. It is possible for companies to fail to progress past the labeling stage of their projects (Safayani et al, 1991;Plenert, 1993) and focus upon the adoption of organizational artifacts (Schien, 1984). Therefore, the strategy of benchmarking for improvement could be argued to be¯awed, as it is highly unlikely that the institutional and contextual variables of both companies will remain constant to permit the transfer of practice from one organization to another.…”