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.     

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.     

JIT的管理哲学借鉴与思辨

理论界对JIT这一思想的研究已有几十年的历史．一些企业也在这一思想的指导下进行了成功的运作．然而我们国家的企业在JIT运作方面成功的非常少。究其原因,并不完全是西方管理工具的水土不服．其中很大一部分原因是我们没有真正掌握JIT管理的实质,作者从结构化运作、与企业战略的调度拟和、浪费的动态界定三个方面探讨JIT中蕴涵的管理哲学。     

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.     

基于供应链的准时化采购方式在制造企业中的应用研究

文中针对我国制造型企业采购管理现状,对传统采购模式进行分析,发现其中的问题所在,并基于供应链管理环境,将流行的准时化采购模式引入企业物流系统中,分析其优点及与传统采购模式的区别。通过上海通用汽车有限公司的案例说明着重探讨制造企业如何采用准时化采购方式,以解决现存问题,达到降低成本、提高效率的目的。     

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.     

Total quality in health care

Quality is at the top of American consumers' demand list, and consequently American manufacturing companies have been forced to assign priority to the development of high-quality products. To improve the quality of what they offer, many manufacturers use the management philosophy known as total quality management (TQM), and now the service sector is following in their footsteps. The health care industry is a good example of a service industry that can benefit greatly from TQM, and it is the purpose of this article to show how a health care provider can implement TQM and evaluate its effects.     

Just-in-time and stockless programs for hospitals: fad or trend?

The JIT and stockless approach to provider-supplier relationships has proven to be a win-win proposition for the partners that have implemented it in many manufacturing industries and health care organizations as well. This strategy will fundamentally impact the entire cost structure within the hospital supply distribution chain. rewards have proven attainable and more comprehensive than had been hoped in the health care applications. The sweeping changes the health care industry experienced during the 1980s are leading creative materiel managers to seize the initiative to improve the current operating costs of their hospitals. They do not want to be left behind "holding the inventory."     

及时制在企业供应链管理中的作用

21世纪市场竞争已由是企业之间的竞争逐步拓展为整个供应链之间的竞争,但供应链管理在运作时往往存在反应迟缓,信息失真等弱点,文章通过探讨及时制的核心思想及实施方法,指出了供应链管理中运用及时制理念的可行性和迫切性。同时通过分析Dell公司的案例,总结出供应链管理中实现及时制的几个要点,为企业间供应链管理的顺利实施提出了一些启发性的意见。     

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.     

管理精细化价值最大化——以管理精细化促发电企业实现价值最大化

发电企业作为技术密集型和资本密集型重点行业,在其不断发展壮大的过程中,逐步形成了一套科学、完整的管理体系和实践经验。但随着电力市场竞争加剧,发电企业原有的粗放式经营管理体系越来越难以满足市场竞争的需求。本文通过对精细化管理理念的引入,就精细化管理相对与发电企业的意义,及发电企业中实施精细化管理的方法进行了探讨,从而为发电企业实施精细化管理提供借鉴。     

A JIT-type stocking system for hospital pharmacies: the stockless method

During the past few years, hospitals have been actively evaluating the use of newer-type stocking systems for their pharmacies. While "stockless," a just-in-time (JIT) variation, appears to be emerging as perhaps the most promising method, it is far from being accepted as the industry standard. Because of growing concern for health care reform, with its cost containment component, it may well be anticipated that both the pace and profoundness of these efforts will continue to intensify.     

Strategies for materiel management executives

With a more centralist political philosophy emulating on Capital Hill, this article focuses on potential effects on materiel management executives of a half-competitive (managed care) and a half-regulatory (Medicare and Medicaid) environment in organizing and financing health services. It predicts a far more contentious field; further cutbacks in nonpatient care personnel, including senior positions for material management executives; the centralization of tertiary services; and the possibility of additional regulatory approaches to protect the public.     

A mutually beneficial supply partnership at Columbia Hospital for Women Medical Center

Columbia Hospital's variation of the JIT system to support its repetitive-type surgical procedures performed by the L&D and OR departments has proven to be the right system for this specialty care hospital to ensure that the right product at the right price is available at the right place and time. This system established by the cooperative efforts of the three partners involved (the hospital, manufacturer, and distributor) has been a win-win system for all. The manufacturer and distributor receive a profitable return for their products and services, and the hospital receives reimbursement for the products it utilizes to provide quality care to its ultimate customer, the patient. Columbia's supply flow system, as described herein, is a creative example of the many variations of the stockless or JIT supply systems being established in the world of hospital materiel management today.     

快速消费品行业应对VMI的策略分析

随着市场竞争的加剧,快速消费品供应链管理越来越引起人们的重视,如何使需求信息在链上有效流通,使上游供应商及时掌控消费者需求信息是企业获得竞争优势的重要方面。VM I是一种新的库存方式,对改善供应链的绩效有积极的作用,该策略有效实施能够使快速消费品行业及时掌握消费者的需求信息,提高市场响应速度,加大其市场份额。文中在分析快速消费品行业实施VM I优势的基础上,指出实施VM I面临的一些挑战,并给出了应对这些挑战的策略分析。     

基于大数据挖掘的油气田企业全产业链精准管理

中国石油天然气股份有限公司华北油田分公司基于国家能源行业发展趋势及企业深化改革促发展的需要,确立了基于大数据挖掘的精准管理指导思想和实施思路。通过建立基于大数据挖掘的精准管理实施体系,将上游(油气勘探、油气开发生产)、中游(交通物流运输)、下游(炼化、市场销售)各领域信息全方位整合,有效实现了企业上下游全产业链业务环节与大数据信息的实时交互,彻底改变了能源系统以往传统粗放的产业管理模式,大幅度提升了企业资金运作效率和管理效率。     

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.     

Mission impossible? The boss wants to double our inventory turns.

Despite the prolific implementation of manufacturing systems, JIT principles, Kaizen events, and cycle time reduction programs over the past few years, high inventories still plague many companies. The assumption that implementing these principles and techniques will automatically result in inventory levels that satisfy management frequently proves to be false. Events like mergers, introduction of new competition, and a dropoff in business often trigger edicts to cut inventories. The cost of inventories also extends beyond the traditional accounting measurements to include hidden operating costs that everyone should want to eliminate. This article looks at the reasons for inventories and explores strategies for reducing them.     

论建筑工程施工现场职业健康安全管理

建筑行业作为高危行业,其职业健康安全工作越来越引起人们的关注。文章介绍了建筑施工企业职业健康安全管理的基本概念、管理内容、管理体系,并提出了加强建筑施工企业职业健康安全管理工作的途径。     

Hospital material management in Taiwan: a survey

The new insurance policy that began in 1995 for all people in Taiwan and severe competition within the health care industry are some of the pressing issues forcing hospitals to improve their operational efficiency. A primary productivity improvement for hospitals is the reduction of the cost of material management because the materiel function on average controls 30-40 percent of the operating dollars in a Taiwan hospital. In this article, a fuzzy clustering method is used to classify the different types of materiel management systems within Taiwan hospitals. Inventory turnover rates and fill rates are compared among those different types of systems by using multivariate analysis of variance. The results show that the differences in both inventory turnover rates and fill rates are statistically significant among different material management systems.