Japanisation as mythology

Manufacturing management texts describe ‘just-in-time’ production as an innovative paradigm for manufacturing control, originally developed in Japan, which when implemented by Western companies will enable them to remain internationally competitive. This article describes how manufacturing techniques observed in Japan have been radically modified to suit Western organisations, and discusses the significance of continuing to describe them as ‘Japanese’.     

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.     

Achieving factory automation through Group Technology principles

This article illustrates the use of Group Technology (GT) principles for integrating the various elements of Computer Integrated Manufacturing (CIM). Several observations are made regarding the current state of batch manufacturing in the U.S. in light of these principles. Following a brief historical background, the various elements of GT are described as they occur in the manufacturing cycle. Since the main prerequisite to GT is part family identification, the various classification and coding systems for identifying part families, and also non-codification systems, are briefly described.The benefits of design rationalization and variety reduction are then explained in the context of CAD, CAM, and CAPP. Next, cellular manufacturing, currently the major problem area in the U.S. regarding GT, is discussed. The discussion includes new production technologies and concepts such as economies of scope. Materials management and operation scheduling are discussed next, highlighting the GT/MRP interface. The effect of GT and other new technologies on quality is then addressed and the significant impacts here are noted. Next, the effects on related areas such as personnel and accounting are described, including worker satisfaction, incentive schemes, and cost tracking.Last, an assessment of the current status of batch manufacturing is undertaken. Academic approaches, as well as industry crusades such as just-in-time (JIT) production, are reviewed and the current problems in adopting cellular layouts are addressed.     

Integrating MRP (materiel requirements planning) II and JIT to achieve world-class status

The concepts and principles of using manufacturing resource planning (MRP II) for planning are not new. Their success has been proven in numerous manufacturing companies in America. The concepts and principles of using just-in-time (JIT) inventory for execution, while more recent, have also been available for some time, and their success in Japan well documented. However, it is the effective integration of these two powerful tools that open the way to achieving world-class manufacturing status. This article will utilize a newly developed world-class manufacturing model, which will review the aspects of planning, beginning with a business plan through the production planning process and culminating with a master schedule that drives a materiel/capacity plan. The importance and interrelationship of these functions are reviewed. The model then illustrates the important aspects of executing these plans beginning with people issues, through total quality control (TQC) and pull systems. We will then utilize this new functional model to demonstrate the relationship between these various functions and the importance of integrating them with a total comprehensive manufacturing strategy that will lead to world-class manufacturing and profits.     

Getting from “just-in-case” to “just-in-time”: Insights from a simple model

Many factory managers are hesitant about implementing a just-in-time system due to concern about the dip in productivity that occurs. Here, a simple analytic model is used to study the trade-off between disruption and learning/improvement on a production line. While simple, the model is shown to capture many of the effects of just-in-time mentioned in the literature.Using insights from the model, an attempt is made to identify those factors to which successful implementation of just-in-time is most sensitive.     

LIFE IN THE CELL: SUPERVISION AND TEAMWORK IN A ‘MANUFACTURING SYSTEMS ENGINEERING’ ENVIRONMENT

David Buchanan, Professor of Human Resource Management and Diane Preston, Lecturer in Organisational Behaviour, at the University of Loughborough Business School present the findings of a case study which explores the implications of manufacturing systems engineering (MSE) for the role of foremen and for shopfloor autonomy in an engineering company, Moore Components. MSE is a currently fashionable socio-technical systems approach to production facility design, combining aspects of group technology, cell autonomy, ‘facilitative’ supervision, and just-in-time workflow. The case is used to identify key aspects of emerging new manufacturing methods, to indicate the potential of these methods for developments in work organisation and management practice, and to demonstrate how specific HRM policies can inhibit or facilitate the changes in supervision and teamwork which MSE ostensibly encourages.     

Manufacturing strategy implementation and cost management systems effectiveness

The fit between manufacturing strategy and the use of cost management systems that could effectively support a firm's information needs in strategic and operational decision-making is prerequisite for a firm's ability to attain desired objectives in its value chain. The primary purpose of this study is to examine the relationship between the use of just-in-time and electronic data interchange systems, as an important dimension of a firm's manufacturing strategy, and the perceptions of top financial officers about the effectiveness of cost management systems in supporting strategic and operational decision needs. The results for the research hypothesis, which was examined using a sample of 604 manufacturing organizations in the USA, provided some support for the argument that perceptions of effectiveness of a firm's CMS can be a valid indicator of how well is the CMS designed to support strategic and operational decision needs that are necessary for the implementation of a firm's manufacturing strategy.     

Selection and Training for Integrated Manufacturing: The Moderating Effects of Job Characteristics

This study examined the conditions under which aspects of integrated manufacturing (e.g. advanced manufacturing technology, total quality management, just-in-time inventory control) lead to selection and/or training for technical and problem-solving skills of employees. Results from our study of 74 plants showed main effects of advanced manufacturing technology and total quality management on training for technical and problem-solving skills, but no main effects on selection. In addition, employee job characteristics were studied to examine the degree to which they might moderate the effects of integrated manufacturing. Several interaction effects were found as they related to staffing and training practices. In general, staffing was used less in response to integrated manufacturing when employees' jobs involved high levels of task uncertainty and interdependence. In contrast, the effects on training remained steady or increased under conditions of task uncertainty. Based on this, we conclude that staffing and training are emphasized under different circumstances and, therefore, should not be simply viewed as substitutes for one another in responding to the demands of integrated manufacturing. Our results are discussed in terms of their theoretical and practical implications.     

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 "the best" companies use MRP (materiel requirements planning) and just-in-time for successful manufacturing

A study of production planning and control methods used in six leading companies found that a blending strategy is more effective than reliance on a single system. The blending of just-in-time and materiel requirements planning and other approaches allowed companies to select methods that best fit the unique characteristics of their production environments.     

Operating decisions, supplier availability and quality: An empirical study

In the just-in-time (JIT) philosophy, purchasing strategies advocate the use of fewer sources of supply to enable a firm to improve the quality of its products. However, there is paucity of empirical evidence in support of the theory. We develop a model by integrating concepts from manufacturing, marketing, and business strategy to better understand the links between operating decisions of the firm, supplier availability, and product quality. We empirically test the hypotheses using cross-sectional PIMS data. Our analysis shows that operating decisions and environmental factors such as wider product lines, lower levels of competition, and greater frequency of product changes increase the likelihood of a firms' reduction of supplier base, which in turn raises quality levels.     

Hierarchical composition heuristic for asymmetric sequence dependent single machine scheduling problems

We present the Hierarchical Composition (HICOM) heuristic procedure for single machine scheduling with sequence dependent setups that minimizes the total setup time. The heuristic is a two-stage procedure that takes advantage of the natural product groupings, and can be used in a group technology environment. Computational results show that HICOM requires negligible solution time for all cases tested with various sizes. More importantly, when benchmarked against the general purpose solver CPLEX, HICOM shows advantages in both CPU time and solution quality for large size problems. Thus, HICOM is highly valuable in practice when quick and good solutions are preferred in scheduling dynamics under the just-in-time lean manufacturing environment. Furthermore, when commercial software is not available, as often is the case for small to medium manufacturers, HICOM becomes a viable option because it is easy to understand and implement.     

An examination of the literature relating to issues affecting the human variable in just-in-time environments

There has been an extensive body of research conducted into the technical aspects of the just-in-time (JIT) manufacturing methodology, particularly prior to 1990. It is only in more recent times that the focus has turned toward the more subtle people-related aspects. The recognition of JIT as a truly holistic approach to managing manufacturing operations has led to an appreciation of the importance of the role played by the human variable as well as an emphasis on the impact that organisational structure and management style can have on successful operation. This article examines and analyses the content of a wide range of articles related to issues such as: the need for change in corporate culture, the role of organisational structures, factors significantly impacting chances of success, the importance of employee involvement, how best to involve employees, the importance of training, how/whom/when to train, different team-based organisational structures, the impact of changing roles on various levels of the organisation and the appropriateness of particular change management strategies. An overall picture of the current state of thinking on these issues is thus developed and the importance of these factors to the successful implementation and operation of JIT highlighted. Opportunities for further research in this important area are identified.     

Decentralized environmental regulations and plant‐level productivity

Using the framework provided by the Porter hypothesis, we study the impact of environmental regulations and enforcement policies on plant‐level green total factor productivity (TFP) growth and its components related to efficiency change and technical change. The detailed microdata we use are from Sweden and for the pulp and paper industry. This industry is the source of significant amounts of water and air pollution and is one of the most heavily environmentally regulated manufacturing industries. Sweden has a unique decentralized regulatory structure where the manufacturing plants have to comply with plant‐specific regulatory standards stipulated at the national level, as well as decentralized local supervision and enforcement. Our empirical results point to beneficial impacts of the environmental policies on plants' green TFP growth and sustainable production practices. We also find that political economy considerations are important, as the presence of the Green Party and aspects like plant size (with corresponding local and regional economic effects) matter in enforcement of the standards.     

MANUFACTURING REFORM AND THE CHANGING ROLE OF THE PRODUCTION SUPERVISOR: THE CASE OF THE AUTOMOBILE INDUSTRY*

This research assesses current changes in the nature of the supervisory role in the automobile industry. It locates these changes in the context of a transition from mass production to lean or just-in-time production. the emergence of a supervisory role, with supervisors performing critical functions as effective managers of integrated work areas is explored by focusing on two lean producers, Nissan UK and Mazda's Flat Rock plant in the US. Noting the increased responsibility of the supervisor under lean production, the extent of the supervisors’enhanced status and authority are considered. However, a case study of an established vehicle producer in the UK, involving interviews with a sample of forty supervisors draws out the structural and organizational difficulties faced by existing manufacturers in their attempts to reformulate the role of the supervisor.     

Controlling inventory performance in a just-in-time environment

This article will enable the reader to: 1) discover how to implement a cycle counting system to ensure inventory accuracy, 2) learn how to modify a cycle counting system to be successful in a point-of-use/backflush system, and 3) discuss the roles of production, materiel, engineering, and quality in a successful just-in-time cycle counting system.     

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.     

The road to business process improvement--can you get there from here?

Historically, "improvements" within the organization have been frequently attained through automation by building and installing computer systems. Material requirements planning (MRP), manufacturing resource planning II (MRP II), just-in-time (JIT), computer aided design (CAD), computer aided manufacturing (CAM), electronic data interchange (EDI), and various other TLAs (three-letter acronyms) have been used as the methods to attain business objectives. But most companies have found that installing computer software, cleaning up their data, and providing every employee with training on how to best use the systems have not resulted in the level of business improvements needed. The software systems have simply made management around the problems easier but did little to solve the basic problems. The missing element in the efforts to improve the performance of the organization has been a shift in focus from individual department improvements to cross-organizational business process improvements. This article describes how the Electric Boat Division of General Dynamics Corporation, in conjunction with the Data Systems Division, moved its focus from one of vertical organizational processes to horizontal business processes. In other words, how we got rid of the dinosaurs.     

International best practice,quality management anf high performance: inferences from the Australian automotive sector

The adoption of international ‘best practice’ (IBP) has been presented widely as a strategy for organizations to improve productivity and competitiveness. The most prominent best practices include total quality management, continuous improvement programmes and just-in-time (JIT) production. Two key measures of competitiveness are quality and efficiency, and we examine those IBPs that lead to high levels of quality and efficiency in the Australian automotive industry. Our findings are based on a survey of the Australian automotive industry, and they suggest that the successful implementation of JIT and continuous improvement programmes can influence efficiency; this corresponds with recent discussions of IBP. However, our analyses also indicate that certain areas of human resource management, such as performance appraisals, performance-related pay, welfare schemes and testing during selection, can have an important influence on efficiency and quality and should also be considered as important forms of best practice.