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Christine A. Swanson: State University of West Georgia, Carrollton, Georgia, USA
William M. Lankford: State University of West Georgia, Carrollton, Georgia, USA
Introduction
William J. Stevenson, in Production/Operations Management, defines the term just-in-time manufacturing as "a repetitive production system in which processing and movement of material and goods occurs just as they are needed, usually in small batches" (Stevenson, 1996). However, just-in-time (JIT) is more than an inventory system. JIT manufacturing is a philosophy by which an organization seeks continually to improve its products and processes by eliminating waste (Ptak, 1997). Since one purpose of JIT manufacturing is to reduce any waste and inefficiencies that do not add value to a product, it should come as no surprise that the JIT approach was developed in Japan - a country with scarce resources and space limitations. Organizations wanting to use the JIT approach to manufacturing must have several building blocks in place. These building blocks were first established in the early 1950s by T. Ohno, former Executive Vice President of Toyota Motor Company (Ansari and Modarress, 1990). The building blocks include:
company-wide commitment;
proper materials at the right time;
supplier relationships;
quality;
personnel.
The JIT manufacturing approach can give organizations the necessary benefits required to survive, and perhaps even prosper, in an economy with increasingly scarce resources.
Company-wide commitment
Proper planning before implementation of a JIT manufacturing system is essential and begins with a commitment from top management. Knowledge of key items such as the cost of converting to a JIT system, how long the conversion will take, and expected results can aid upper management's decision to support the JIT endeavor. Additionally, a financial commitment is necessary during the early stages of development and implementation of JIT manufacturing. Without the commitment of upper management, the JIT manufacturing plans for an organization will not get off the ground (Galhenage, 1997).
Besides the commitment of top management, the implementation of JIT requires support from all facets of an organization. This support takes the form of dedication and trust to ensure that all parties meet the required production schedules. If one party fails to meet their schedule, the entire JIT system can crumble. Everyone in the organization must believe in and strive to meet JIT's ultimate goal - continuous...