Expert Advice for JIT Implementation

Abstract

Describes an expert system which goes some way towards providing detailed advice for implementing Just‐in‐Time (JIT) concepts in a manufacturing environment. Advises managers as to which techniques should be realized in order to begin implementation of JIT, or to achieve further improvement if a commitment has already been made to JIT implementation. Specifically, focuses on small‐to‐medium manufacturing companies producing high volume discrete components. The advice is based on an expanded two‐stage process for JIT implementation.

Partial and iterative Lean implementation: two case studies

“…So RQ1 = how does a company use the ideology to achieve their strategic objectives? ; ii) Mistry (2005), Papadopoulou & Özbayrak (2005), Salaheldin (2005) and Fiedler et al (1993) state the lean philosophy can be implemented in stages according to the requirements of the organization, whereas others (including Srinidhi and Tayi, 2004, Yasin et al, 2004, Im and Lee, 1989, and Lieberman, 1989 believe that for lean adoption to be successful, then full implementation is necessary. This helps to explore whether a partial implementation of lean is sufficient, or whether such attempts only serve to undermine the very philosophy behind the concept?…”

“…Furthermore, that the manufacturing origins and context are necessary in terms of development. Also, in the literature review the ad-hoc nature of implementation is highlighted (Bamford, Fiedler et al 1993) and this could suggest that every implementation be considered partial. Nonetheless, we suggest that our review is representative of the available cross-section of literature and that our own conceptual representation (Degrees and Cycles of Lean Implementation) develops this point.…”

“…Yang et al (2011) and Sohal et al (1993) agree that any move towards lean will yield short term goals, and that individual companies will approach the quest for better performance and increased competitiveness in a way that is achievable for these organizations. Fiedler et al (1993) took a different perspective in their analysis of lean implementation. They argued that, due to the complexity of the methods involved, the myriad of JIT and broader lean techniques cannot all be implemented at once.…”

“…Lean is best implemented as a progression (Fiedler et al, 1993;Salaheldin, 2005, Papadopoulou & Özbayrak, 2005White et al, 2009) rather than once-for-all total adoption (Srinidhi and Tayi, 2004;Yasin et al, 2004, Im andLee, 1989;Lieberman, 1989). Lean has multi-faceted application within organizations.…”

“…are difficult to implement in some types of operation, such as upstream continuous processing industries or complex transactional processes. It is argued here that organizations will partially adopt the lean philosophy and a package of relevant techniques to positively improve the effectiveness of their value streams dependent upon specific situations (see Soriano-Meier and Forrester, 2002;Mistry, 2005;Papadopoulou & Özbayrak, 2005;Salaheldin, 2005;Fiedler et al, 1993).…”