Implementing Just‐in‐Time Assembly Methods in a Medium‐sized Scottish Electronics Company

Abstract

There are both “Swedish” and “Japanese” models for the organization of final assembly. Discusses the theoretical and historical background to these models and the main practical differences between them. Provides an empirical study based on action research conducted in the final assembly area of a Scottish electronics company. The aims of the research were to effect change in the company by applying just‐in‐time (JIT) assembly methods, and to observe the process of change and the consequences for production of the cellular approach to assembly and the formation of assembly teams. Two projects were undertaken. In the first, a JIT cell was built for the assembly of a new product; this cell and an existing, conventional flowline operated in parallel for a period. In the second, a work team was formed, consisting of the operators assembling an older product on a machine‐paced line; the members of this team were given a significantly higher level of work autonomy than before. Provides a detailed account of the two projects.