The production performance benefits from JIT implementation

The intense competition in the current marketplace has forced firms to reexamine their methods of doing business. The US manufacturers have struggled with growing trade deficits and outsourced operations, while strong market competitors have emerged, using superior manufacturing practices in the form of just-in-time (JIT) and continuous process improvement. Although proponents cite the many benefits of JIT adoption, its implementation rate in the US has been relatively conservative. This study uses survey responses from executives at 95 JIT-practicing firms to better understand the benefits that firms have experienced through JIT adoption, and whether a more comprehensive implementation is worthwhile. The research results demonstrate that implementing the quality, continuous improvement, and waste reduction practices embodied in the JIT philosophy can enhance firm competitiveness. JIT implementation improves performance through lower inventory levels, reduced quality costs, and greater customer responsiveness. This study indicates that JIT is a vital manufacturing strategy to build and sustain competitive advantage.     

Efficient approach to health care industry material resource management: an empirical research

The feasibility of JIT implementation in the health care industry was examined through in-depth case studies and survey research. Specifically, this research examined two different groups in the health care industry: health care institutions that have introduced JIT philosophy into their operations and those that have not. Based on this classification, the research reveals the different impacts that the introduction of JIT philosophy has had on the health care industry's inventory management, service quality, and competitiveness. According to the research result, the introduction of the JIT philosophy in the health care industry's material management system improved that system and reduced implementation problems even though the differences between the JH and the NJH were not high. However, this research found that great potentials exist for the successful implementation of JIT philosophy for material management even though most of the JIT in the health care industry is still in its early stages. Moreover, with the maturing of the stockless material management system, differences between the JH and the NJH groups will be even more significant.     

我国制造企业实施JIT的风险及对策研究

JIT生产模式追求尽善尽美,追求零库存、高效率、持续改善是其主要特征。然而,我国制造企业实施JIT存在内外部风险因素,成功实施JIT应具备科学的应对策略。     

基于JIT的纺织企业战略成本管理

JIT战略成本管理是将JIT与战略成本管理两者的优势结合在一起,以生产必要数量的所需产品为原则,以持续改进和不断完善产品质量为核心,以降低成本和提高效益为根本目的战略成本管理模式。目前我国纺织企业还处于低端发展阶段,传统成本管理手段落后是企业滞后发展的一个重要因素。结合我国纺织企业成本管理的现状,通过对纺织企业的战略定位、价值链和成本动因分析,论述了JIT的战略成本管理在纺织企业应用中的优越性和必要性。     

汽车制造行业零部件仓储与配送WPSPI模式研究

汽车制造行业目前普遍采用以主机厂为核心的JIT生产模式,但在JIT模式具体应用的过程中由于种种原因并没有实现在整个供应链内消除库存,大多数情况下只是实现了库存从主机厂向供应链供应商的转移,这种转移无疑增加了供应商的仓储库存成本,鉴于上述情况经过对某大型汽车制造企业上游供应链典型企业的研究,提出了全过程货架托盘一体化物流模式(简称WPSPI,即Whole Process goods Shelf&Pallet Integration模式),该模式旨在减少供应链物流中的包装转换及对仓储设施的购置费用,同时实现整个供应链物流效率的提高和物流成本的降低。     

JIT采购方式对公司净现值的影响

本文通过分析比较JIT采购方式与传统采购方式的不同,得出JIT采购方式的优点,并得出其对公司净现值增值的积极影响。原料采购是企业全部经营活动的起点,这一环节对企业整体经营活动效率的提高非常重要。JIT采购方式是上世纪七十年代由日本丰田集团创造的一种新型的管理方法,在西方发达国家受到了普遍重视,并在实践中取得了良好的效果。目前我国有很多企业正逐步意识到这种管理方法的先进性,并开始把这种管理思想应用到企业价值链的各个环节中去。由净现值公式NPV=-C+PV,我们可以得出JIT采购方式通过使企业最大限度地降低成本,使企业净现值增加,使企业价值增值。     

先进制造技术在汽车零部件上的应用

文章以实际产品为例,说明先进制造技术在汽车零部件生产过程中的重要意义。先进制造技术的应用,提高了产品质量及生产效率,降低了成本,实现了多样产品共线生产,大大提高了产品在市场上的竞争力。     

The adoption of international best practices in a Western culture: East meets West

Contemporary organizations facing changing economic and strategic realities have considered many models of organizational performance, in particular those based on ‘actices’odels of best practice have emanated from the USA, some European countries and Japan; however, the question remains –ternational best practices be transferred to Australia or elsewhere? Since companies in Japan, in particular, have been seen as harbingers of these best practices, we compare the level of adoption in Japanese and non-Japanese companies in three Australian industries. Differences between Japanese and non-Japanese companies were more apparent in the automotive industry with only a few differences found for the information and tourism industries. The main differences between the two ownership categories were in areas of unionization and management–elations, that is, areas that may be influenced more by institutional arrangements than by cultural differences. Perhaps the most interesting finding from the comparative research was that there were relatively few differences between the Japanese and non-Japanese companies. These characteristics include: organizational structure, labour turnover, teams as part of the organizational structure, levels of training, use of ringi-style decision making, security of employment, employee welfare schemes, the use of and success with performance appraisal and performance-related pay, and a wide range of quality systems. The key pillars of Japanese management are not being transferred, and we cannot expect to see identical arrangements regarding other management practices. But the differences between Japan and western countries such as Australia are very gradually declining.     

研究制造业工艺装备管理

为了能够进一步提高制造业的市场核心竞争能力,核心内容就是在合理降低成本的基础上,提高产品的质量与产品的生产效率,从而缩短交货的时间。而对于生产效率、产品生产质量以及生产成本来说,其都与工艺装备有直接的关系,只有通过有效的工艺装备管理,才能够切实提高企业的市场核心竞争能力,促进制造业的发展。基于此,论文主要对制造业工艺装备管理进行分析,以供参考。     

Job autonomy, trust in leadership, and continuous improvement: An empirical study in health care

This research examines the influence of autonomy in day-to-day work on commitment of frontline employees to continuous improvement. Our hypothesized model links the job characteristics theory of work design that associates job autonomy with responsibility for outcomes, and the total quality management perspective that advocates empowering employees in order to generate commitment to continuous improvement. Further, as leadership is known to have a role in shaping job behaviors, and is considered important for the success of total quality management, the influence of trust in leadership on the relationship between job autonomy and commitment to continuous improvement is also examined. We test our hypotheses on data collected from individual employees working for an outpatient health care organization that is applying lean principles for managing and improving work processes. Based on our results, we present implications for organizations implementing continuous improvement initiatives such as lean, particularly in service environments such as health care.     

Integrating MRP (materiel requirements planning) into modern business

Time is the commodity of the '90s. Therefore, we all must learn how to use our manufacturing systems to shorten lead time and increase customer satisfaction. The objective of this article is to discuss practical ways people integrate the techniques of materiel requirements planning (MRP) systems with just-in-time (JIT) execution systems to increase customer satisfaction. Included are examples of new ways people use MRP systems to exemplify the process of continuous improvement--multiple items on work orders, consolidated routings, flexing capacity, and other new developments. Ways that successful companies use MRP II for planning and JIT for execution are discussed. There are many examples of how to apply theory to real life situations and a discussion of techniques that work to keep companies in the mode of continuous improvement. Also included is a look at hands-on, practical methods people use to achieve lead time reduction and simplify bills of material. Total quality management concepts can be applied to the MRP process itself. This in turn helps people improve schedule adherence, which leads to customer satisfaction.     

Just-in-time in the infrastructure

We know that just-in-time (JIT) manufacturing is a set of philosophies, not a set of techniques. These same philosophies are embraced by the total quality management (TQM) school. The most important element of this philosophy is that of continuous improvement--the acceptance of constantly changing objectives as a departure from reliance on standard requirements. This fundamental concept drives other philosophical aspects such as improving utilization of resources (employee involvement, reduction of waste) and long-term success (customer focus, vendor partnerships). Clearly, these philosophies are applicable to all organizations and functions. Perhaps some of these philosophies are manifest by certain JIT principles that we might consider when we design organizational routines and practices. Why not apply what has been proven in the factory to the seemingly bureaucratic behaviors in the office.     

How to unlock the benefits of MRP (materiel requirements planning) II and Just-in-Time

Manufacturing companies need to use the best and most applicable parts of MRP II and JIT to run their businesses effectively. MRP II provides the methodology to plan and control the total resources of the company and focuses on the processes that add value to their customers' products. It is the cornerstone of total quality management, as it reduces the variability and costly activities in the communication and subsequent execution of the required steps from customer order to shipment. JIT focuses on simplifying the total business operation and execution of business processes. MRP II and JIT are the foundations for successful manufacturing businesses.     

大数据环境下服装企业管理信息化建设

先进的信息技术带来的不仅是企业生产能力的提升,还使企业的管理更加科学化、高效化。在此基础上结合大数据进行分析就能够加强企业的管理。管理信息化对于服装企业来说能够提供强大的市场竞争力,根本在于服装企业信息化可以完善企业管理制度、实现部门间的有效交流、优化生产管理质量。结合当代市场现状,服装行业正趋于信息化、电子化、数据化,所以服装企业管理信息化是符合社会发展趋势的必然。     

Product waste in the automotive industry: Technology and environmental management

In this article the changes in technology and industry structure forced by waste management in the automotive industry are explored. The analysis is based on (1) a characterisation of corporate response to environmental issues, and (2) the management of technology applied to the car manufacturing industry. It is argued that a more elaborate view of company reactions to governmental regulation of environmental issues has developed in recent years. Companies respond with pro-active strategies. Because of this active attitude environmental concerns influence other aspects of company policy, such as the management of technology. New strategies emerge which are not only a response to environmental problems, but might also influence the industrial structure for the future. The analysis is not only relevant for the automotive industry, but for other manufacturing industries as well. Government action puts waste management issues on the agenda of an increasing number of manufacturing firms that have to develop solutions for these in close cooperation with their suppliers and customers.     

An empirical analysis of green supply chain management in the German automotive industry

The purpose of this paper is the empirical investigation of the status quo of green supply chain management in the German automotive industry from a practitioner's point of view. Several aspects of green supply chain management, such as the point of time of implementation, the driving forces, the relevance of intended goals and their particular realization and the adoption of eco‐programs with suppliers and customers as well as internal and external barriers are analyzed. Furthermore, the link to different performance criteria is tested by inductive statistics in order to show the potential of green supply chain management for competitiveness. For this study, managers from the automotive supply industry in Germany were asked about their estimations in this regard. The main conclusion is that managers express the need for green supply chain management on the one hand but also see corresponding problems in terms of required resources on the other hand. Furthermore, the analyses show that green supply chain management leads to higher performance in terms of several performance criteria. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment.     

生产物流公司中仓库管理系统的研究

通过对生产物流公司中仓库管理系统WMS（Warehouse Management System）的运行效率、运行中问题的思考,以及对WMS的体系构架、功能模块、数据流程和信息技术进行研究,发现问题并提出相应的改进措施,使WMS更加适应生产物流公司的运行状况和经营理念,提高企业在市场中的竞争力,同时体现出现代物流业的发展趋势。     

计算机在招标代理企业管理中的应用

随着企业现代化的发展,信息化管理越来越普及,招标代理企业可利用信息技术和网络技术实现管理创新,完成企业的信息化转变,最终在激烈的市场竞争中提高服务质量和效率,降低成本,增强企业的竞争力。因此,加强计算机技术在招标代理企业管理中的应用,通过信息化管理,提升核心竞争力,实现持续创新,对招标代理企业的发展具有重要的意义。     

CLEANER PRODUCTION ASSESSMENT IN NORWAY: EXPERIENCES AND POLICY IMPLICATIONS

Experience from programmes introducing cleaner production assessments in Norwegian industry were studied and the results from 67 cleaner production assessments categorized and analysed. A quantitative analysis is presented of options for economic and environmental improvements that have been identified through these assessments. The analyses verify that ‘pollution prevention pays’. The study also indicates that additional grants to emphasize energy conservation in the assessments generate additional profit and benefits to the environment. Continuous efforts towards a long-term goal of clean production and clean products is the future challenge. Cleaner production can become part of a continuous environmental improvement process. An understanding of cleaner production as a procedure for interactive learning and collective entrepreneurship is established. In the companies, an environmental management system where cleaner production assessments are an integral part can be the point of departure for continuous learning in the process towards sustainability. How governments make use of their role to define the room for ‘innovative manoeuvre’ to promote cleaner production throughout industry is the basic question to be addressed for government institutions.