Abstract
Abstract A case study on the implementation of a just-in-time lJITr production system by a Canadian manufacturer in the heavy machinery industry is presented. Many hurdles and difficulties were encountered during implementation and the way in which these problems were resolved is reported. While the successful implementation of a JIT system depends on a host of technical and human factors, this study suggests that the people involvement factor is the most crucial. It is seen that the key elements to securing people involvement are institution leadership, company-wide education and training and mutual understanding, trust and respect among employees. The moral of this study is that without employee involvement nothing will happen and no result will be achieved.
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