浅议准时化(JIT)生产方式

JIT生产方式是一种高质量、低成本、并富有柔性的生产方式。其核心思想是追求零库存、零缺陷,并消除一切浪费,实现最大利润。同时,JIT是一种追求高质量、低成本的生产方式,进行全面质量管理,通过提高质量来满足消费者需求。在企业中成功实施JIT,能够提高企业核心竞争力,加快发展,促进经济。     

基于JIT的水电工程物流质量管理研究

文章基于JIT在水电物流质量管理的创新性应用,树立JIT思想观念,实施实时化物流管理,创建水电工程物流“拉动”式管理机制,从而达到追求零库存、零缺陷、零浪费和降低成本的目的。     

基于供应链管理视角下JIT供货的应用研究——以江铃汽车为例

在供应链管理模式下,作为JIT生产方式中最重要的一环,JIT供货简单说来就是在准确的时间,准确的地点,提供满足需求的准确数量、准确质量的物料。本文从分析JIT生产入手,介绍了JIT供货的基本原理,探讨了实施JIT供货的必要性与可行性,研究了JIT供货在江铃的运作方案,对江铃实施JIT供货的效果进行评价总结经验,并提出JIT供货发展前景。以期增加企业效益,助力企业发展,进一步促进JIT供货在国内的推广应用和发展创新。     

采购成本视角下JIT采购在企业中遇到的困境

JIT采购在日本和美国等发达国家都取得很大的成功，在中国实施JIT采购却很少有企业取得很好的效果。国外已经实施JIT采购的企业在中国实施JIT也遇到很多困难。本文从采购成本的角度解析JJT采购为什么在中国企业采购中会遇到困境，为将实施和正在实施JIT采购的企业提供参考。     

准时生产制在中小型企业中的应用

中小企业由于受自身规模、资金和场地等因素限制,在推行JIT时困难重重。中小企业虽不能在短期全面推行JIT,但通过部分实施JIT,也能为企业带来可观的效益。针对这一状况,提出了在中小企业部分实施JIT的一些思路和办法。     

JIT采购在建筑行业中的实施分析

JIT采购是一种灵活地适应市场需求变化的采购方式,本文分析了JIT采购在建筑行业中的实施过程,对JIT采购在建筑行业的实施效果进行分析,指出JIT采购在建筑行业中的实施应用可有效降低企业物料库存,提高建筑物料采购活动的质量与水平。     

JIT的变通形式--代储制

JIT(JUST IN TIME)(及时供应制)有很多好处,如零库存、最大节约、零废品等,但对需方的要求也十分严格,必须做到看板生产、看板供货。目前很多企业还做不到看板生产,更列不出供应商看板供货的清单,无法实施JIT。本文试图解决这样一个问题,在需方没有条件实施JIT的情况下,如何达到实行JIT的目的,即对供应商实施“代储制”。     

JIT Ⅱ革新传统应链

JIT是Just In Time的简称,而JIT Ⅱ是JIT的衍生和革新.论文介绍了JIT向JIT Ⅱ的革新,实施JIT Ⅱ对于供需双方的显著好处,以及如何对JIT Ⅱ合作过程进行有效的控制.JIT Ⅱ将越来越流行,因为它充分反映出无边界企业的运作模式,革新了传统的供应链,实现了采购供应合作双方的共赢.     

JIT Ⅱ革新传统供应链

JIT是Just In Time的简称，而JIT Ⅱ是JIT的衍生和革新。论文介绍了JIT向JIT Ⅱ的革新，实施JIT Ⅱ对于供需双方的显著好处．以及如何对JIT Ⅱ合作过程进行有效的控制。JIT Ⅱ将越来越流行，因为它充分反映出无边界企业的运作模式．革新了传统的供应链．实现了采购供应合作双方的共赢。     

JIT的管理原理与措施——资源消耗会计概述

JIT(JustInTime)即准时制,其含义是指将需求方所必需的商品只以其必需的数量,在其所必需的时间,正好送达需求的地点。其核心是追求一种无库存的生产系统,或追求一种使库存达到最小的生产系统。美国著名企业管理专家(RichardSchonberge)称誉JIT理论是日本产品称雄世界的法宝之一;著名管理学者余世维也对丰田汽车的JIT模式推崇倍至,认为JIT可以大幅度的降低制造成本,增强企业的竞争力;很多业界专家也认为,成功运用JIT管理是世界一流制造企业的标志之一。JIT思想认为,在生产经营活动投入的生产成本中,对产品不起增值作用或不增加产品…     

Comparative study on the relationship between just-in-time production practices and operational performance in manufacturing plants

This study analyzes the differences in approaching JIT production across countries in order to identify alternative paths to high manufacturing performance. We applied ANOVA and regression techniques to the database of High Performance Manufacturing Project to examine the similarities and differences across countries in JIT implementation and the effect of JIT production practices on operational performance. The results indicated that JIT production practices were implemented in different ways across the countries. We found that the relationship between JIT production practices and plant performance is contingent on the national context and infrastructure practices in quality and workforce management. JIT delivery by suppliers, JIT layout, and setup time reduction were found to be the most effective approaches to improve cost, delivery, and flexibility. This study highlights the important role of shop-floor communication and information sharing, which should be focused for maximizing the benefits of JIT implementation.     

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.     

Just-in-time: maximizing its success potential

The effective implementation and use of JIT manufacturing practices depends largely on the education, training, and commitment of all levels of management to a fundamental quality-first policy. Management must transfer and demonstrate that commitment to every level and extension of the manufacturing endeavor. As a company establishes and reaches toward that goal, the move to JIT manufacturing practices becomes rational and justifiable. Failing to establish and commit to a quality directive greatly diminishes the potential benefits of JIT. If all levels of manufacturing participate in the JIT planning, implementing, and maintenance procedure, the realization of positive change and improvement drives the process. Total participation makes the task of JIT implementation not only possible, but practical. Enhanced mutual respect for all concerned is a likely consequence, advancing the productive environment.     

Just-in-time inventory systems innovation and the predictability of earnings

Firms that adopt just-in-time (JIT) inventory practices do so in order to realize cost savings and improve product quality, but an unexpected benefit to such firms could be a more predictable earnings stream. We examine the relationship between implementation of just-in-time inventory practices and the predictability of future quarterly earnings for a matched-pair sample of 82 firms, half of which have publicly announced that they have adopted JIT inventory practices. We find that one- and four-step-ahead forecasts of quarterly earnings, using either a Brown–Rozeff [Journal of Accounting Research (1979) 179–189] ARIMA or a seasonal random walk expectation model, are more accurate for the firms that have adopted JIT.     

Management initiatives and just-in-time manufacturing

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.     

Relationships between implementation of TQM, JIT, and TPM and manufacturing performance

Research on Total Quality Management (TQM), Just-in-Time (JIT) and Total Productive Maintenance (TPM) generally investigates the implementation and impact of these manufacturing programs in isolation. However, many researchers believe and argue conceptually the value of understanding the joint implementation and effect of manufacturing programs. This study investigates the practices of the three programs simultaneously. We find that there is evidence supporting the compatibility of the practices in these programs and that manufacturing performance is associated with the level of implementation of both socially- and technically-oriented practices of the three programs.     

临港产业区VMI Hub运作模式与供应链协同研究

VMI Hub具备物料集配功能,是临港产业区大型制造企业实现JIT生产与供应商管理库存的可行方案。针对临港产业区的特定环境,根据物料集配方式的不同将VMI Hub的运作总结为直达和混合两种模式。并以联想VMI Hub为例,分析了VMI Hub实施的前提条件、运作流程以及对制造商、供应商和第三方物流等供应链各方的影响。