The Experts below are selected from a list of 309 Experts worldwide ranked by ideXlab platform
Roger G Schroeder - One of the best experts on this subject based on the ideXlab platform.
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A FRAMEWORK AND MEASUREMENT INSTRUMENT FOR Just-in-Time Manufacturing
Production and Operations Management, 2009Co-Authors: Sadao Sakakibara, Barbara B. Flynn, Roger G SchroederAbstract:While Just-in-Time (JIT) Manufacturing has emerged as one of the major tools to enhance Manufacturing competitiveness, no attempt has been made to develop a reliable and valid measurement instrument for empirical research in JIT. Without such an instrument, generalization beyond the immediate sample is difficult or misleading. We have proposed a JIT framework and developed a valid and reliable instrument with 16 summated scales for dimensions that capture essential aspects of JIT useful in assessing its impact in Manufacturing environments. In addition, we discuss in detail the interactive nature of JIT practice. And, we propose a step-by-step approach to reliability and validity testing. Four JIT practices (equipment layout, pull system support, supplier quality level, and Kanban) are identified as major contributing factors to JIT performance.
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Adoption of Just-in-Time Manufacturing methods at US- and Japanese-owned plants: some empirical evidence
IEEE Transactions on Engineering Management, 1998Co-Authors: Masao Nakamura, Sadao Sakakibara, Roger G SchroederAbstract:Since the early 1980s, when Japanese Manufacturing firms in a number of industries-including auto, electronics, and machinery-achieved high levels of international competitiveness, Japanese Manufacturing practices-particularly those associated with Just-in-Time Manufacturing (JIT)-have attracted considerable attention in North America. Transfer to the United States of JIT is characterized by special production management practices involving inventory and quality control, industrial relations, and supplier-manufacturer relationships. Because so many different aspects of plant operation are involved, the transfer of JIT requires a substantial effort on the part of US manufacturers. Despite this barrier, anecdotal evidence suggests that substantial transfer of Japanese production methods has taken place and that this transfer has had a significant impact on the performance of US Manufacturing plants. However, there is little empirical evidence of this process that is based on broad samples of plants and workers from various Manufacturing industries. The purpose of this paper is to help fill this gap in the literature. Using a sample of US and Japanese-owned Manufacturing plants in the United States in three different industries, we show that the implementation of JIT has improved many of the performance measures for these US Manufacturing plants.
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The Impact of Just-in-Time Manufacturing and Its Infrastructure on Manufacturing Performance
Management Science, 1997Co-Authors: Sadao Sakakibara, Barbara B. Flynn, Roger G Schroeder, William T. MorrisAbstract:We consider Just-in-Time JIT to be an overall organizational phenomenon. Accordingly, we developed and tested a model that includes both JIT practices and the infrastructure practices hypothesized to provide an environment in which JIT practices perform more effectively. Canonical correlation analysis was used to test five hypotheses. The results indicated that: 1 there was not a significant relationship between the use of JIT practices, alone, and Manufacturing performance, 2 there was a very strong relationship between JIT practices and infrastructure practices; 3 the combination of JIT management and infrastructure practice was related to Manufacturing performance; 4 infrastructure, by itself, is sufficient to explain Manufacturing performance; and 5 Manufacturing performance was related to competitive advantage. These findings provide support for the notion that JIT is an overall organizational phenomenon, rather than limited to strictly shop floor practices, and that at least part of its effect on Manufacturing performance may be through providing a set of improvement targets and discipline for the entire organization. In addition, the analysis highlights the areas of infrastructure practice most relevant for future research.
Ron Mclachlin - One of the best experts on this subject based on the ideXlab platform.
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Internal plant environment and Just-in-Time Manufacturing
International Journal of Manufacturing Technology and Management, 2004Co-Authors: Ron MclachlinAbstract:This paper considers the implementation of Just-in-Time Manufacturing in relation to aspects of the internal plant environment. A case-based research methodology was employed using data from six plants, each of which claimed to be engaged in Just-in-Time approaches to Manufacturing. The data were both qualitative and quantitative, obtained mainly via interviews and questionnaires. The results support propositions that a more complete implementation of Just-in-Time Manufacturing is associated with a clan-like plant culture (comprised of low power distance, collectivism, and cultural congruence), with employee influence over day-to-day work, and with good employee–management relations. The best and worst JIT plants highlight these results.
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Management initiatives and Just-in-Time Manufacturing
Journal of Operations Management, 1997Co-Authors: Ron MclachlinAbstract:Abstract Numerous benefits have been claimed for firms that implement Just-in-Time (JIT) approaches to Manufacturing. While a fair number of Western firms have been successful at such implementations, other firms that could benefit appear to be addressing only a few features rather than the overall philosophy and system. This paper considers whether each of a number of management initiatives is necessary for the implementation of Just-in-Time Manufacturing. A case-based research methodology was used for theory testing at six plants, each which claimed to be implementing Just-in-Time Manufacturing. Data were obtained via interviews, questionnaires, direct observation, and collection of documents. Of six management initiatives considered, four were supported as necessary conditions for both JIT flow and JIT quality, as well as for employee involvement. These four are: (1) promotion of employee responsibility, (2) provision of training, (3) promotion of teamwork, and (4) demonstration of visible commitment. The other two management initiatives were rejected as necessary conditions. These are: (1) provision of workforce security, and (2) use of group performance measures. The results also indicated that employee involvement plays a central role in JIT implementation.
Ahmet Şatır - One of the best experts on this subject based on the ideXlab platform.
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A kanban-based simulation study of a mixed model Just-in-Time Manufacturing line
International Journal of Production Research, 1995Co-Authors: I. H. Yavuz, Ahmet ŞatırAbstract:Abstract The kanban-based operation of a mixed model Manufacturing line is studied. Features of the hypothetical Manufacturing line modelled are presented in terms of general structure, major components and operational characteristics. Simulation model developed is described and parameters of the base model are given. Experimental design features are discussed with respect to simulation related issues, performance measures, statistical analysis and experimental design clusters. Statistical findings are summarized in tabular format. Non-intuitive behaviour observed in each experiment set is interpreted.
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Proceedings of the International Conference on Just-in-Time Manufacturing Systems : operational planning and control issues : held at Ritz-Carlton Hotel, Montréal, Québec, Canada, October 2-4, 1991
1991Co-Authors: Ahmet ŞatırAbstract:Sections: I. Conceptual and Organizational Issues. The conceptual foundations of Just-in-Time (L. Heiko). A study of the organizational impact of the Just-in-Time production system (P.R. Duimering, F. Safayeni). Employee involvement in Just-in-Time Manufacturing (R. McLachlin, C. Piper). Applications of Just-in-Time Manufacturing concepts at Northern Telecom (Canada) - Emphasis on human factors issues (R. Pouraghabagher, A.H. Young). II. Operational Modelling. Design and analysis of a Just-in-Time production line (S. Meral, N. Erkip). A reference approach based procedure for designing quasi Just-in-Time systems (J. Macedo). Operation policies for Just-in-Time Manufacturing (S. Durmusoglu). Comparison of push and pull systems in a cellular Manufacturing environment (M.B. Durmusoglu). Just-in-Time practices in an unstable environment: A simulation study (A. Ramudhin, R. Rochette). Modeling of Just-in-Time systems using a rapid modeling technique (L. Brennan et al.). Order release mechanisms: A step towards implementing Just-in-Time Manufacturing (S. Lingayat et al.). Decomposition and optimal design of Kanban systems (Hunglin Wang, Hsu-Pin Wang). Kanban allocation to serial production lines in a stochastic environment (A.A. Andijani, G.M. Clark). Routing selection for a Kanban card in a flexible Manufacturing environment (R. Sharma, G. Don Taylor). Evaluation of the goal-chasing method to achieve mixed-model sequencing in a Just-in-Time production environment (K.N. Balasubramanian, C.A. Nova). A dual-criteria performance evaluation model for vendors operating in a Just-in-Time environment (A.L. Guiffrida et al.). Applying six sigma methodologies and Just-in-Time principles to material flow processes (T.H. Rockwell, G.D. Taylor). Minimizing the cycle time of a Just-in-Time Manufacturing process with a single materials handling transporter (Lei Lei et al.). The value of time in production/inventory systems (W.G. Vendemia et al.). III. Adoption and Implementation. Feasibility of Just-in-Time practices: A cost analysis perspective (P. Del Grande, A. Satir). Variety reduction by design: A key element to successful Just-in-Time implementation in a custom Manufacturing environment (C. Couvrette et al.). A preliminary study on managing and synchronizing the transit between final assembly and shipping in a Just-in-Time Manufacturing system (P. Lefrancois et al.). Application of world class Manufacturing at Texas Instruments: A case study (N.E. Fisher, M.C. Roe). The "Bank Concept" for spare parts procurement and distribution (L.M. Godbout, R.R. Lussier). IV. Regional Surveys Success measure of Just-in-Time: Shifting Manufacturing trade-offs. A field research in Italy (M. Perona et al.). Status and structure of Just-in-Time Manufacturing in the UK (A.Z. Keller et al.). Issues in Just-in-Time implementation: A survey of Western Michigan firms (F. Chen). Author Index. Keyword Index.
Chris Fader - One of the best experts on this subject based on the ideXlab platform.
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The profitability-risk tradeoff of Just-in-Time Manufacturing technologies
Managerial and Decision Economics, 2003Co-Authors: Jeffrey L Callen, Mindy Morel, Chris FaderAbstract:Qualitative survey studies and a recent quantitative study by Callen et al. (2000) indicate that JIT Manufacturing is more profitable than conventional non-JIT Manufacturing. This study tests the hypothesis that the excess profitability of JIT Manufacturing just compensates for the additional operational risks of JIT technology relative to conventional Manufacturing. An often-suggested alternative hypothesis is that JIT Manufacturing dominates conventional Manufacturing in reducing costs and increasing revenues and that risk is not an issue. The multivariate results unambiguously reject the hypothesis that excess JIT profits are compensation for additional risk. We find that profitability is inversely related to risk, especially for JIT plants. We also find that the JIT plants in our sample are more profitable than non-JIT plants even after adjusting for risk, consistent with the dominance argument. Copyright © 2003 John Wiley & Sons, Ltd.
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The profitability‐risk tradeoff of just‐in‐time Manufacturing technologies
Managerial and Decision Economics, 2003Co-Authors: Jeffrey L Callen, Mindy Morel, Chris FaderAbstract:Qualitative survey studies and a recent quantitative study by Callen et al. (2000) indicate that JIT Manufacturing is more profitable than conventional non-JIT Manufacturing. This study tests the hypothesis that the excess profitability of JIT Manufacturing just compensates for the additional operational risks of JIT technology relative to conventional Manufacturing. An often-suggested alternative hypothesis is that JIT Manufacturing dominates conventional Manufacturing in reducing costs and increasing revenues and that risk is not an issue. The multivariate results unambiguously reject the hypothesis that excess JIT profits are compensation for additional risk. We find that profitability is inversely related to risk, especially for JIT plants. We also find that the JIT plants in our sample are more profitable than non-JIT plants even after adjusting for risk, consistent with the dominance argument. Copyright © 2003 John Wiley & Sons, Ltd.
Ruth Rama - One of the best experts on this subject based on the ideXlab platform.
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Spatial patterns of adoption of just‐in‐time Manufacturing *
2011Co-Authors: Adelheid Holl, Rafael Pardo, Ruth RamaAbstract:In this paper we study the spatial pattern of Just-in-Time (JIT) adoption for a sample of medium-sized and large Spanish Manufacturing firms. The recent literature has shown that location plays a significant role in the adoption of advanced technologies. We argue that the particular role location characteristics play for technology adoption depends on the type of technology. JIT differs from other advanced Manufacturing technologies because it relates directly to the spatial coordination of a firms’ internal production organisation with its external productive environment and depends on the quality of the transport system. Our results confirm the distinctive role of location for JIT adoption even after controlling for industry and plant-specific differences. We find that JIT adoption is greater in smaller cities but with higher accessibility indicating that urban congestion in larger urban areas likely reduces the benefits that firms may obtain from JIT implementation.
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Spatial patterns of adoption of Just-in-Time Manufacturing *
2011Co-Authors: Adelheid Holl, Rafael Pardo, Ruth RamaAbstract:In this paper we study the spatial pattern of Just-in-Time (JIT) adoption for a sample of medium-sized and large Spanish Manufacturing firms. The recent literature has shown that location plays a significant role in the adoption of advanced technologies. We argue that the particular role location characteristics play for technology adoption depends on the type of technology. JIT differs from other advanced Manufacturing technologies because it relates directly to the spatial coordination of a firms’ internal production organisation with its external productive environment and depends on the quality of the transport system. Our results confirm the distinctive role of location for JIT adoption even after controlling for industry and plant-specific differences. We find that JIT adoption is greater in smaller cities but with higher accessibility indicating that urban congestion in larger urban areas likely reduces the benefits that firms may obtain from JIT implementation.
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Spatial patterns of adoption of Just-in-Time Manufacturing *
2011Co-Authors: Adelheid Holl, Rafael Pardo, Ruth RamaAbstract:Financial support from the Spanish Ministerio de Ciencia e Innovacion [ECO2010-17485], CSIC [200910I105] and Fundacion BBVA is gratefully acknowledged.
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Spatial patterns of adoption of Just-in-Time Manufacturing *
Papers in Regional Science, 2011Co-Authors: Adelheid Holl, Rafael Pardo, Ruth RamaAbstract:[EN] We study the spatial pattern of Just-in-Time (JIT) adoption for a sample of medium-sized and large Spanish Manufacturing firms. JIT differs from other advanced Manufacturing technologies because it relates directly to the spatial co-ordination of firms’ internal production organisation with the external productive environment and depends on the quality of the transport system. Our results confirm the distinctive role of location for JIT adoption even after controlling for industry and plant-specific differences. We find that JIT adoption is greater in smaller cities but with higher transport accessibility indicating that urban congestion in larger urban areas likely reduces the benefits that firms may obtain from JIT implementation.[ES] En este artículo estudiamos el patrón espacial de la adopción del método Justo aTiempo (JAT) por parte de una muestra de empresas manufactureras españolas de tamañomediano y grande. El método JAT es diferente de otras tecnologías avanzadas de fabricación,debido a que relaciona directamente la coordinación espacial de la organización de produccióninterna de las empresas con el entorno productivo externo y depende de la calidad del sistemade transporte. Nuestros resultados confirman el papel singular que tiene la localización en laadopción de JAT incluso después de controlar por tipo industria y por diferencias específicas dela planta. Encontramos que la adopción de JAT es mayor en las ciudades más pequeñas pero conuna mayor accesibilidad del transporte, lo que indica que es probable que la congestión urbanade las grandes ciudades y áreas metropolitanas reduciría los beneficios que las empresas puedenobtener con la implantación de JAT.Financial support from Fundación BBVA is gratefully acknowledgedPeer reviewe
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Spatial patterns of adoption of Just-in-Time Manufacturing
2011Co-Authors: Adelheid Holl, Rafael Pardo, Ruth RamaAbstract:We study the spatial pattern of Just-in-Time (JIT) adoption for a sample of medium-sized and large Spanish Manufacturing firms. JIT differs from other advanced Manufacturing technologies because it relates directly to the spatial coordination of a firms' internal production organisation with its external productive environment and depends on the quality of the transport system. Our results confirm the distinctive role of location for JIT adoption even after controlling for industry and plant-specific differences. We find that JIT adoption is greater in smaller cities but with higher transport accessibility indicating that urban congestion in larger urban areas likely reduces the benefits that firms may obtain from JIT implementation.
