The relationship between JIT manufacturing and performance in Mexican plants affiliated with U.S. companies

Lawrence, John J.; Hottenstein, Michael P.

doi:10.1016/0272-6963(95)00018-n

Cited by 85 publications

(81 citation statements)

References 7 publications

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“…Lawrence and Hottenstein (1995) find a positive association between JIT and performance in their analysis of Mexican plants affiliated to USA companies. The study uses proxies for performance (quality, lead-time, productivity and customer's services) and for JIT management practices (extent of employees' participation, suppliers' participation and management commitment).…”

Section: Jit/ Tqm and Productivitymentioning

confidence: 96%

“…At firm-level, both JIT and TQM have been found to have mixed effects, ranging from positive, to none or even to negative effects (though the latter was only slightly significant and only in the case of JIT) (Callan et al 2000; Brox and Fader 1996Kaynak 2003;Kaynak and Pagan 2003;Sale and Imman 2003;or Callan et al 2005). Only one relevant plant-level study has been found in our review, and it reports a positive impact of JIT on productivity (Lawrence and Hottenstein 1995).…”

Section: Jit/ Tqm and Productivitymentioning

confidence: 99%

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Enhancing Productivity: The Role of Management Practices

et al. 2008

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There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (OM) and Human Resource Management (HRM) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms.

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Section: Jit/ Tqm and Productivitymentioning

confidence: 96%

Section: Jit/ Tqm and Productivitymentioning

confidence: 99%

Enhancing Productivity: The Role of Management Practices

et al. 2008

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“…Companies tried to guarantee customer satisfaction and reliability by managing the characteristics of their goods and services [8]. Thus statistical management for quality, not simply increasing output, became a main research subject [28]. The management of human resources grew in importance, along with an increased focus on effective processes and production methods.…”

Section: Figure 3: Increase In Manufacturing Productivity-related Stumentioning

confidence: 99%

“…Investment in flexible manufacturing systems (FMS) led to reduced payrolls and other costs, and to lower production lead-times with increased output and flexibility [8]. Lawrence and Hottenstein [28] asserted that the just-in-time (JIT) production method in particular had a positive effect on improved productivity, quality, lead-time, and customer service. Several researchers suggested that companies needed to improve quality and productivity [4,33,35].…”

Section: The 'Quality' Eramentioning

confidence: 99%

An Empirical Analysis of Issues and Trends in Manufacturing Productivity Through a 30-Year Literature Review

Lee

Leem

2016

SAJIE

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This paper analysed the keywords in manufacturing productivityrelated studies over the last 30 years to consider the change in the concept of 'productivity', a longstanding and important factor in studies about manufacturing. After first identifying 110,269 keywords in related research through 11,237 academic papers, we narrowed them down to 97 in nine categories by applying certain criteria. Most of the previous studies dealt with productivity in the context of corporate data; but this study investigated the change in the concept of manufacturing productivity by analysing the keywords of many studies of this concept. We classified the 30 years from 1980 to 2009 into five eras of productivity, according to their representative characteristics, using the analysed keywords. We expect that this study will serve as a practical guideline for managers in industry, and as an academic foundation for future research into productivity. OPSOMMINGDie sleutelwoorde in die navorsingstudies oor vervaardigingsproduktiwiteit oor die afgelope dertig jaar is geanaliseer om die verandering in die definisie van produktiwiteit as konsep te verstaan. Nadat 110,269 sleutelwoorde in 11,237 navorsingsartikels geïdentifiseer is, is die sleutelwoorde verminder tot 97 wat in nege kategorieë gesorteer is. Dit is gedoen deur sekere kriteria toe te pas. Die meeste van die vorige studies het met produktiwiteit gehandel binne die konteks van korporatiewe data, maar hierdie studie ondersoek die verandering in die konsep van vervaardigingsproduktiwiteit deur die sleutelwoorde van studies oor hierdie konsep. Die tydperk van 1980 tot 2009 is in vyf eras van produktiwiteit geklassifiseer. Die verwagting is dat hierdie studies kan dien as 'n praktiese riglyn vir bestuurders in die industrie en as 'n akademiese grondslag vir toekomstige navorsing oor produktiwiteit.

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“…Following table reviews of articles dealing with the discussion of the relationship between the operations of JIT in manufacturing activities to organization performance: [25] √ Table 1 indicates that Just in Time (JIT) has been used by many manufacturers to improve organization performance in various perspectives. Instead of figures out the relationship between JIT and those three main perspectives of the company, other studies also found the relationship of JIT practices on a specific area such as productivity, quality, lead time, and customer service [26,27]. Chang and LEE [28] used financial accounting data to determine organizational performance.…”

Section: Just In Time Practices and Organization Performancementioning

confidence: 99%