Just-in-time Practices Research Articles

The Quality Performance of Manufacturing Companies in West Java: SCM, TQM, and JIT Impact

This study aims to analyze the impact of supply chain management (SCM), total quality management (TQM), and just-in-time (JIT) practices on the quality performance of manufacturing companies in Jawa Barat, Indonesia. The manufacturing sector in Jawa Barat plays a crucial role in the regional economy, making it imperative for companies to maintain high-quality standards to remain competitive. Data were collected through surveys and interviews from a sample of 40 manufacturing companies in Jawa Barat. The analysis included statistical techniques such as t-tests and F-tests to examine the relationships between SCM, TQM, JIT, and quality performance. The results indicated that SCM, TQM, and JIT practices have a significant positive influence on quality performance. The calculated t-values and F-value were found to be greater than the critical values, indicating statistical significance. Furthermore, the Adjusted R Square value of 0.669 suggests that 66.9% of the variance in quality performance can be attributed to the combined influence of SCM, TQM, and JIT. These findings underscore the importance of implementing effective SCM, TQM, and JIT practices to enhance quality performance in manufacturing companies. By optimizing supply chain processes, fostering a culture of continuous improvement, and implementing lean production methods, companies can achieve higher product quality, customer satisfaction, and operational efficiency.

Relationship between Just in Time, Lean Manufacturing, and Performance Practices: a meta-analysis

Abstract: Companies strive for superior results. Focusing on return, performance, and profitability is mainstream; this reasoning is constantly present in the decisions of the strategic operational management of companies. Based on this assumption, the objective of this work is to evaluate empirically whether the degree to which a company implements a combination of Just in Time (JIT) or Lean Manufacturing practices systematically affects the company's operational, financial, and/or organisational performance. For this, a meta-analysis was carried out; the final sample consisted of 28 articles, with 41 studies and 12,708 included subjects who provided the effects that explain the proposed relationship. The data were collected in the Web of Science, EBSCO, and Science Direct databases, with an open period, considering all works available until July 2020. Among the main findings, JIT practices and the company's operational performance present a positive, significant, medium effect. Lean manufacturing practices demonstrate a positive and significant relationship in operational, financial, and organisational performance, all with an average impact on the effect size. No direct relationship was found between the JIT variables and organisational performance (financial, operational, and environmental), based on the TBL. Additional research is needed regarding the relationship of JIT and Lean Manufacturing practices with the organisational performance (financial, operational, and environmental) based on the TBL, as well as an in-depth analysis of previous research related to green Lean practices and their relationship with organisational performance, based on the TBL.

Integrated Vendor–Buyer Lot-Sizing Model with Transportation and Quality Improvement Consideration under Just-in-Time Problem

This paper deals with the problem of transportation and quality within a Just-in-Time (JIT) inventory replenishment system. Formerly, transportation and quality problem are often modelled separately in most integrated inventory lot-sizing models. Hence, this paper develops an integrated vendor-buyer lot-sizing model by considering transportation and quality improvements into a JIT environment. The model is developed for minimising a total vendor–buyer system cost by optimising decisions such as delivery quantity, production batch, number of shipments, and process quality. Numerical examples and sensitivity analysis are provided to illustrate the proposed model. The developed model was also compared with an enumeration method to analyse the effectiveness of the proposed model to find the optimum solution. The results emphasise that the proposed model contributes to a new approach and obtains a near optimum solution for inventory replenishment decisions. The results are also beneficial to JIT practices as the model can improve the transport payload and reduce the chance of defective products and improving quality-related costs.

Impact Of Just-In-Time, Total Quality Management And Supply Chain Management On Organizational Performance: A Review Perspective

The purpose of this article aims to examine literary the relationship and practices of Just-in-Time (JIT), Total Quality Management (TQM) and Supply Chain Management (SCM) on firms and their impacts on operational performance, which in turn impact organizational performance. The method used in this work is by gathering information relating to the practices of JIT, TQM, and SCM from different journals and articles based on the survey of various researchers. The source of articles used in this study is popular journal databases such as Google scholar, EBSCO Host, science direct, Emerald, Springer Link and Scopus. From the databases, 65 articles related to those three major operations management components are collected and reviewed. The results showed that JIT, TQM and SCM practices in both manufacturing and service industry individually and jointly impact organizational performance.

Impact Of Just-In-Time, Total Quality Management And Supply Chain Management On Organizational Performance: A Review Perspective

The purpose of this article aims to examine literary the relationship and practices of Just-in-Time (JIT), Total Quality Management (TQM) and Supply Chain Management (SCM) on firms and their impacts on operational performance, which in turn impact organizational performance. The method used in this work is by gathering information relating to the practices of JIT, TQM, and SCM from different journals and articles based on the survey of various researchers. The source of articles used in this study is popular journal databases such as Google scholar, EBSCO Host, science direct, Emerald, Springer Link and Scopus. From the databases, 65 articles related to those three major operations management components are collected and reviewed. The results showed that JIT, TQM and SCM practices in both manufacturing and service industry individually and jointly impact organizational performance.

Just-in-time theory: the panacea to the business success?

The paper investigates the effects of just-in-time (JIT) practices on the financial performance of Greek companies. First, a qualitative method was applied to identify the key elements of JIT and their implementation level. Then, a quantitative method was applied to investigate if these JIT practices affect the business performance positively. The results of this study suggest that there is not a strong link between JIT and zero-level inventories management key elements and practices and financially-based performance indicators even though the companies have remarkably applied these practices during the last years. Therefore, it is proved that the examined investigation must be viewed from the viewpoint of various business areas and dimensions.

Toward a continuum of measurement scales in Just-in-Time (JIT) research – an examination of the predictive validity of single-item and multiple-item measures

We compare the predictive validity of single-item and multiple-item measures utilized in Just-in-Time (JIT) research. The study examines if single-item measures could be used for some of the JIT practices, especially if the object of inquiry is concrete singular and if the attribute to be researched is concrete. Arguments are developed for the concrete nature of the JIT practice of “set-up time reduction” and we examine the ability of a single-item measure of this variable to predict the criterion variable (delivery performance). In addition, the study also examines the efficacy of using multiple-item measures for variables that are abstract in nature, and thereby attempts to develop a continuum of JIT constructs ranging from concrete to abstract. The results obtained by analyzing two sets of survey data show that multiple-item measures are not necessarily more valid than single-item measures for all constructs. The findings provide evidence that multiple-item measures and single-item measures for scale development should be contingent upon the nature of constructs. For concrete constructs, single-item measures are as valid as multi-item measures. Meanwhile, for abstract constructs it is important to ensure that multiple items are considered to capture the multi-dimensional nature of these constructs. Results also reveal that JIT practices display significant differences in terms of abstract/concrete perceptions. The paper presents theoretical and practical implications of the findings, and offers directions for future research.

The impact of organization ownership structure on JIT implementation and production operations performance

PurposeThe purpose of this paper is to empirically explore the relationships among organization ownership structure, implementation of just‐in‐time (JIT), and production operations performance.Design/methodology/approachA theory model for explaining the relationships among ownership, manufacturing strategy and performance was constructed, and then several hypotheses were tested using statistical analysis models based on questionnaire responses from Chinese manufacturing firms.FindingsThe results show that organization ownership not only impacts the implementation of JIT and operations performance, but also impacts the relationship between JIT implementation and operations performance. Moreover, the results show that, for firms operated in China, the implementation frequency of JIT practices varies with organization ownerships; the foreign and joint venture firms (JVFs) were found to have a higher level of JIT implementation and can also achieve better performance from JIT implementation than state‐owned and private‐owned firms (POF). Also, JIT implementation was found to have a significantly positive relationship with operations performance in all types of ownership firms, with the exception of private ownership firms.Research limitations/implicationsThe research only covers manufacturing firms in China. Further research is needed to test the wide implications of this research in other countries or industries.Practical implicationsThis paper provides insights into how to improve JIT implementation performances, especially in various organization ownership structures.Originality/valueThe paper appears to be one of the first studies of relationship between ownership structure and JIT implementation in China manufacturing environment.

Assessing the impact of just-in-time on operational performance at varying degrees of repetitiveness

Just-in-time (JIT) practices are very useful to improve operational performance. These practices, that represent the core of Lean management methodology, were firstly developed in Toyota, where the production is highly repetitive, and for many years researchers have thought that this methodology could be applied in contexts characterised by repetitive manufacturing systems only. Recently some authors have refuted this view, providing empirical evidence that JIT practices can be successfully implemented also in non-repetitive contexts. However, this evidence came from descriptive and anecdotal case studies, whereas in the literature, studies based on large sample lack, which analyse JIT impact on performance at varying degrees of repetitiveness. This paper aims at investigating the impact of JIT on efficiency and responsiveness performance, and the moderating effects on these relationships of some pivotal characteristics of non-repetitive manufacturing contexts, i.e. product customisation and demand variability. A questionnaire-based international survey was used to investigate the research questions. Data from a sample of 244 plants were analysed using a structural equation modelling (SEM) procedure. The analyses demonstrate that product customisation does not significantly moderate the impact of JIT on performance. Instead demand variability negatively moderates the relationship between JIT and responsiveness, whereas it does not significantly moderate the relationship between JIT and efficiency.

Strategies and success factors for overcoming challenges in JIT implementation in Indian manufacturing industry

The purpose of this study is to evaluate the doubts before Indian manufacturing organisations for adapting to Just-in-Time (JIT) initiatives. The aim of this research is to significantly examine the factors affecting the implementation of JIT practices in the Indian manufacturing industry. The strong points of JIT implementation initiatives affecting organisational performance measures are highlighted in the study. The focus of study is the identification of hindrances in JIT implementation and to work out success factors required for improving manufacturing performance in Indian industry through JIT initiatives. The study highlights the obstacles faced by Indian manufacturing organisations while implementing JIT initiatives. The study reveals that implementing JIT is by no ways an easy task, it is heavily burdened by organisational, fi nancial, cultural, behavioural, operational, technological and departmental barriers. The study formulates the critical success factors for overcoming obstacles to successful JIT implementation in order to improve organisational competencies with regard to its preparedness to face global competition.

A three-stage fuzzy DEA approach to measure performance of a serial process including JIT practices, agility indices, and goals in supply chains

In this paper, a generic process in which just-in-time (JIT) practices are changed into agility indices, and agility indices are converted into performance measurement in supply chain has been supposed in form of a conceptual model. Then, a three-stage data envelopment analysis (TSDEA) model has been proposed to measure the relative efficiency of aforementioned process and sub-processes. The uncertainties of criteria in the processes were modelled through linguistic terms parameterised using fuzzy sets. Afterwards, the TSDEA had been developed in fuzzy environment. In proposed fuzzy TSDEA, each decision making unit (DMU) has been supposed to make up of three serially connected sub-DMUs. Mathematical modelling of proposed fuzzy TSDEA resulted in great reduction of computational efforts. Moreover, fuzzy TSDEA associated an interval efficiency score to each DMU and sub-DMU. DMU and sub-DMU were classified based on interval efficiency scores. Solving, the proposed fuzzy TSDEA resulted in establishing managerial view into the modules and sub-modules which required improvement in a multi-stage process. The proposed approach has been applied in real case study of dairy supply chains.

Strategic Alliances In The Food And Beverage Industry

<p class="MsoFootnoteText" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-family: Times New Roman; font-size: x-small;">Strategic Alliances are an important component of an effective Total Quality Management program (TQM) and of business growth.<span style="mso-spacerun: yes;">  </span>The Food and Beverage industry was studied as part of a long-term longitudinal research program, covering diverse industries, to determine the extent of penetration and effectiveness of strategic alliances and TQM. The results indicated that 62% of respondents participate in strategic alliances and 82% practice TQM. Over 74% of firms that did participate reported achieving or exceeded alliance goals and, significantly, 73% experienced increased business revenue. Approximately 11.84% of participants reported that costs exceeded expectations while 15.13% enjoyed lower costs. Some methods to enhance strategic alliance effectiveness are discussed.</span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;"> </span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Total Quality Management (TQM) is a philosophy that includes the idea that to achieve the highest level of quality one must extend the quality system and program as far back in the Supply Chain as possible, i.e., to the supplier(s), the supplier’s supplier and beyond if applicable (first, second, third, etc., tier suppliers), and as far forward as possible, i.e., to customers<sup>1</sup>.<span style="mso-spacerun: yes;">  </span>TQM also embraces the following five concepts namely; continuous improvement<span style="mso-spacerun: yes;">  </span>(a never ending search for perfection), bench-marking (learning from the “best-of-the best or “best-in-class”), use of empowered employee teams<sup>6</sup>, just-in-time practices (JIT) (use of strategic alliances and few suppliers<sup>2</sup>), and knowledge of tools (at least 51 tools including Statistical Quality Control<sup>3</sup>).</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;"> </span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">JIT practices include the use of strategic alliances; which may be with first, second and third tier suppliers and/or with customers; to achieve competitive advantages as well as to improve quality throughout the business system of an enterprise.<sup>2</sup><span style="mso-spacerun: yes;">   </span>A Strategic Alliance is a formal agreement to supply a good(s) or services(s) and to jointly expand knowledge, develop applications and commercialize new products, with the rights of co-ownership, and commercial exploitation of the inventions within the boundaries of the Alliance particulars. Alliance partners work together to serve the ultimate consumer by doing together what each partner could not do alone. The Strategic Alliance agreement includes Supply, Technology, Intellectual Property, Legal and Termination/Disengagement sub-agreements and, generally, has a term of at least 3 years but not usually more than 5 years. The objective of a Strategic Alliance is to achieve competitive advantage for each partner through productivity and quality improvements and significant innovation.<sup>2</sup></span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;"> </span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">This research was undertaken to determine the penetration of TQM and strategic alliances in the Food and Beverage industry.<span style="mso-spacerun: yes;">  </span>The intent is to re-study this industry in about 4 to 5 years to understand the evolution of TQM and strategic alliances from the baseline reported herein. The authors comprise the Strategic Alliance Research Group that expects to study a broad array of US industries on these subjects.<sup>5</sup> The reader is referred to the authors’ Web site at www.tsarg.com for the organization’s vision, mission, objectives and recent research.</span></span></p>

Just-In-Time: Case Studies Of Supplier Relationships Across Industries

<p class="MsoBlockText" style="margin: 0in 27pt 0pt 0.5in;"><span style="font-style: normal; mso-bidi-font-size: 10.0pt; mso-bidi-font-style: italic;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;">Just-in-time (JIT) is a well-established philosophy that seeks to sustain a competitive advantage and result in greater overall returns through waste elimination and variability reduction.<span style="mso-spacerun: yes;">  </span>One component of the philosophy is the relationships with suppliers.<span style="mso-spacerun: yes;">  </span>These relationships are vital to the success of organizations regardless of the industry.<span style="mso-spacerun: yes;">  </span>The automotive, electronic, healthcare, and steel industries engage in JIT practices in differing fashions but all seek the same goal of sustaining a competitive advantage over the competition.<span style="mso-spacerun: yes;">  </span>The automotive and electronic industries rely heavily on information sharing.<span style="mso-spacerun: yes;">  </span>A critical component of the healthcare industry is seeking out long-term contracts with suppliers in order to assure quality and timeliness of deliveries.<span style="mso-spacerun: yes;">  </span>The steel industry has elements of the JIT philosophy but has been forced to vertically integrate many of its productions due to the rising costs of raw materials.<span style="mso-spacerun: yes;">  </span>Depending on the industry a firm competes in, and the relationship it has with its suppliers determines the manner in which it practices the JIT philosophy.</span></span></span></p>

Measuring efficiency of just in time implementation using a fuzzy data envelopment analysis approach: real case of Iranian dairy industries

In this paper, a procedure based on data envelopment analysis has been developed to measure the efficiency of complicated process in which just in time (JIT) practices transformed into operational and firm performance indices. A given organisation has been associated with a decision making unit (DMU) in which JIT practices are assumed to be inputs and operational and firm performance indices are considered. The fuzzy sets have been selected to measure the vague nature of JIT practices and performance indices. The proposed fuzzy DEA caused proper reduction in computational efforts. Real case study of Iranian dairy industry, as a proper testimonial in which high level of JIT practices play essential role, has been supplied to investigate the robustness of proposed approach.

Comparing Kanban with CONWIP in a make-to-order environment supported by JIT practices

Adaptation of constant work-in-process (CONWIP) in make-to-order (MTO) environments essentially depends on the support of three key just-in-time (JIT) practices, i.e. unidirectional flow (UF), one-piece flow (OPF), and set-up time reduction (STR) induced by cellular manufacturing. Their impacts on the performance difference between CONWIP and Kanban were investigated by simulation experiments. CONWIP was found to be more adaptable to the dynamic shop environment since it outperforms Kanban regardless of the scenarios of the key JIT practices. The importance of UF in support of CONWIP was highlighted for a smaller STR. While a larger STR extends the effectiveness of UF, the advantage of UF in favor of CONWIP lessens at the same time. To justify the practice of OPF, an 80% or larger STR is required and CONWIP along with UF should be adopted. This study complements the current literature by establishing essential guidelines for coordinating the key JIT practices to enhance the functioning of CONWIP in MTO environments.

The present status of quality and manufacturing management techniques and philosophies within the Libyan iron and steel industry

PurposeThis paper aims to investigate the present status of the implementation levels of total quality management (TQM), just‐in‐time (JIT) and manufacturing resource planning (MRPII) within the iron and steel industry in Libya and the management implications for this industry.Design/methodology/approachA survey methodology was applied in this investigation using an extensive questionnaire and one‐to‐one interviews within the correspondent Libyan iron and steel industry.FindingsBased on the analysis of the questionnaire survey and the one‐to‐one interview responses, the results show that the strategies applied by the executive management body towards most of the areas that are considered as being crucial in any successful implementation of the investigated quality and manufacturing management techniques and philosophies are not well planned. The actual implementation levels of the TQM, JIT and MRPII practices were found to be in the modest levels within the surveyed industry. The paper has identified limitations within the iron and steel industry in terms of the investigated quality and manufacturing techniques and philosophies, and has pointed to areas where the senior managers need to take action in order to achieve an effective and successful implementation of these techniques and philosophies within their business areas. This is an important finding for the future success of the surveyed industry within Libya.Research limitations/implicationsFuture research could be applied to cover other industries within Libya in order to investigate how widely these quality and manufacturing management techniques and philosophies from this research are reflected in other Libyan industries.Originality/valueThis paper investigates the present implementation status of TQM, JIT, and MRPII within the Libyan iron and steel industry, not covered in previous research. It makes a contribution by providing an insight into what extent the TQM, JIT and MRPII are understood and implemented within the Libyan iron and steel industry.

A competitive progression perspective of JIT systems: evidence from early US implementations

This study investigates the holistic implementation of just-in-time (JIT) manufacturing. We contend that the most important elements of holistic JIT systems – focused factory, reduced setup times, group technology, total productive maintenance, multifunction employees, uniform workload, just-in-time purchasing, Kanban, total quality control and quality circles – should be implemented in a sequential manner for a firm to reap sustainable operational gains. The right sequence of implementation of JIT practices is derived using the theory of competitive progression and based on four JIT practice bundles – conformance quality related practices, delivery reliability related practices, volume flexibility related practices and low cost related practices. Data collected in a cross-sectional field study of US manufacturers are used to test the suggested implementation sequence of JIT practices and the impact of the JIT practice bundles on improvement in non-value added performance. The results indicate that implementations of JIT management practices should be in the order – first, conformance quality related practices; second, delivery reliability related practices; third, volume flexibility related practices and; finally low cost related practices. In addition, significant improvement in operational performance, as reflected in improvement of non-value added performance, is achieved via the cumulative capability building.

Relationship between just-in-time manufacturing practices and performance: A meta-analytic investigation

Just-in-time (JIT) manufacturing is among the most commonly researched topics in the area of operations management. This study examines the relationship between JIT manufacturing practices and performance outcomes by means of meta-analysis of correlations approach. Based on an in-depth analysis of literature spanning from 1992 to 2008, the results of this meta-analytic investigation support a positive relationship between JIT manufacturing practices and aggregate performance. However, the findings suggest that not all individual JIT practices are associated with all types of performance outcomes. This study highlights the JIT practices that have the greatest impact on individual performance outcomes and emphasizes the role of moderating factors in the relationship between JIT practices and performance. Theoretical and managerial implications are discussed and directions for future theory building in JIT are presented.

REVIEWING MANAGING THROUGH PERFORMANCE MEASUREMENT

Performance measurement is a control of a company for track progress. In traditional measure that focus only financial measure and ignore all factors that not associated with financial. According to Kaplan and Norton (1996), the balanced scorecard emphasizes that financial and non-financial measures must be part of the information system for employees at all levels of the organization. The process of blending all measures is the most important factor in managing the organization performance measurement system.First of all, this conceptual will explained regarding the main performance measurement, the need of performance measurement, the roles of performance measurement, critics of having performance measurements, and types of performance measurements that including financial and non-financial measures. Because of in this new era, the nonfinancial measurement will be significantly used in management and measurement. It will focus on usefulness and deficiency of financial and non-financial measures. Financial measures are stressed on using profit, Return on Investment (ROI), Economic AddedValue (EVA) and the applicant in Just In Time (JIT) practices. Non-financial measures will stress on JIT practices, manufacturing, investor and analyst, and management compensation. This is because not all management use financial as a main measure.Further research will be done regarding performance measurement system in Government Link Companies (GLCs).

Design of a performance measurement system for just-in-time production: a methodological framework

In this era of globalisation and fierce competition amongst businesses there is a need to implement new manufacturing strategies to enhance business performance. Time-based competition is a multidimensional approach and Just-in-Time (JIT) philosophy designed to achieve high volume production using minimum inventory at the right time based on planned elimination of all wastes and continuous improvement, now plays an increasingly prominent role in manufacturing environment. However, there is no evidence in the literature of any mechanism for quantitatively relating JIT techniques to measurable performance in manufacturing environment. This paper describes the methodological framework to understand the impact of key JIT drivers on performance and hence develop a generic model to identify and capture the strategic influences of JIT practices on performance. An application of this methodology in a JIT-enabled UK manufacturing company is presented.