Abstract
Implementation of JIT methods often begins in an assembly department with the introduction of kanban. Only when the implementation program begins in the fabrication areas supplying the assembly department do the most serious problems with JIT arise. The farther back in the supply chain JIT is implemented, the harder problems become, especially in the management of outside suppliers such as foundries where economics still requires the batching of jobs. Faced with supplying a tractor assembly line, department 500, a producer of heavy cast iron transmission cases using transfer lines and MRP, implemented kanban not only to supply the assembly area, but also back to their own supplying foundries. The results were positive and suggest a need for creativity in JIT implementation rather than a strict adherence to a cookbook approach.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.