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Social networking can address this issue and support the need for learner involvement by narrowing the gap between learning and application. A learning solution Social networking, the broad term that [...]

[ILLUSTRATION OMITTED] Just in time delivery works just fine when everything runs according to schedule. But when your customer--whether half-way around the world or a few hours away--has an unexpected […]

AS MORE COMPANIES ADOPT THE PRACTICE OF ADAPTIVE manufacturing, suppliers must learn to adapt and adjust to changes in customer demands quickly. The push for suppliers to adapt to changes [...]

Retail customers are demanding more variety, more features and quicker order response times from manufacturers. Furniture production systems have had to become more flexible to respond to the variety of styles, fabrics and patterns offered by retailers. In this make-to-order environment, the orders received must be grouped into specific, logical batches whose short-cycle operations require close coordination and monitoring throughout the facility. For upholstered furniture, each batch may be unique because it consolidates orders having fabrics of different colors, texture or style. In recliner chair and similar production systems, the parallel component subassembly lines must maintain synchronization within each line and between the lines for components to simultaneously reach final assembly. The simulation developed represents an existing production system. It generates expected outputs under conditions of operation variability, queue lengths (buffers) and batch changeover (set-up) times over a range of 3 uniform and feasible batch sizes. Thus, the real-time status and location of components and subassemblies consigned to a specific production batch is essential for maintaining and improving quality and utilization of personnel, space, material and other resources. Keywords: Just-in-time; Synchronized/parallel assembly; Agile production; Quick response, Uniform batch size; Simulation

Although the concept of just-in-time (JIT) production systems has been proposed for over two decades, it is still important in real-world production systems. In this paper, we consider minimizing the total weighted earliness and tardiness with a restrictive common due date in a single machine environment, which has been proved as an NP-hard problem. Due to the complexity of the problem, metaheuristics, including simulated annealing, genetic algorithm, tabu search, among others, have been proposed for searching good solutions in reasonable computation times. In this paper, we propose a hybrid metaheuristic that uses tabu search within variable neighborhood search (VNS/TS). There are several distinctive features in the VNS/TS algorithm, including different ratio of the two neighborhoods, generating five points simultaneously in a neighborhood, implementation of the B/F local search, and combination of TS with VNS. By examining the 280 benchmark problem instances, the algorithm shows an excellent performance in not only the solution quality but also the computation time. The results obtained are better than those reported previously in the literature. Keywords: Scheduling: Variable neighborhood search; Tabu search; Common due date; Weighted earliness/tardiness

The implementation of JIT (Just-in-time) concept as strategic philosophy by Egyptian manufacturing industries to overcome obstacles in operations is presented.

Three types of JIT ordering systems used for supply chain management were quality tested, the Kanban, the original constant work-in-process (CONWIP), and a synchronized CONWIP. The synchronized CONWIP system is described for its ability to handle complicated supply chains, which consist of assembly stages with different lead times. In the system, orders for each process are released while adjusting the lead time of the subsequent process, and the released and processed orders are synchronized during the assembly stages. Practical questions, that is, which system is superior and which parameter affects superiority, were investigated for the three types of systems. Keywords: Supply chain management; Just-in-time; Kanban; CONWIP; Synchronized CONWIP

In this paper, the implications for lean production systems of the Internet are explored. Does the World Wide Web facilitate the implementation of Just-In-Time (JIT) production systems, or alternatively, can it serve as a substitute for JIT? The possible effects on supply chains, production scheduling, inventory control, procurement, quality improvement, and the workforce are some of the issues addressed. Some case examples of use of the Internet for these purposes are presented. Constraints on the use of the Web to foster leanness are discussed and recommendations for integrating the Internet into production systems offered. Keywords: Production; Lean production; JIT; Internet; Supply chain management

Long gone are the days in automotive manufacturing when pioneers such as Henry Ford pumped out tens of thousands of identical Model-T's. Increasingly, today's automakers are building cars to order, [...]

AMERICAN MANUFACTURERS HAVE BEEN UNDER pressure to cut costs. This is particularly critical for industries that are facing competition from low-labor-cost countries such as China. To counter the competition, many [...]

This paper examines the role of infrastructure practices in the effectiveness of JIT practices using data obtained from factories based in the U.S., Italy, and Japan. The paper shows that with the exception of manufacturing strategy, all other infrastructure practices, individually moderate the relationship between JIT practices and plant competitiveness.

This study was aimed at investigating the effects of reducing set-up/processing time variability on the production performance of a job shop environment with demand-pull production control. Simulation was employed as the modelling tool. It was found that reducing processing time variability is more effective for a cellular layout than for a functional layout where parts are transported and processed piece by piece within cells. On the other hand, reducing setup time variability should be given a higher priority for a functional layout or a cellular layout where parts are moved by batches within cells. In addition, set-up or processing time variability hardly affected the selection of appropriate configuration of a job shop with demand-pull production control. Keywords: Just-in-Time; Kanban; Job shop; Simulation modelling

A structural equation model, is developed to evaluate the impact of enterprise-wide information systems, along with four operational processes, on manufacturing firm's inventory processes. The results indicate, that use of just-in-time (JIT) operation processes, help to meet improved performance objective.

A future successful global marketer must develop an excellent quality management system that impresses users and continuously provides excellent, quality products in a timely manner through corporate management. The author proposes New JIT, a new management technology principle for manufacturing in the 21st century. New JIT contains hardware and software systems as next-generation technical principles for transforming management technology into the management strategy. The hardware system consists of the Toyota Marketing System (TMS), Toyota Development System (TDS) and Toyota Production System (TPS). These are the three core elements required for establishing new management technologies in the marketing, engineering and production divisions. To improve work process, quality of all divisions concerned with development, production and sales, the author proposes Toyota Total Quality Management utilizing Science SQC (TQM-S) as the software system. The author believes that New JIT's effectiveness has been demonstrated as described herein based on the author's experience at Toyota. Keywords: New JIT; Three core elements (TMS, TDS, TPS); TQM-S; Science SQC

The shift to world-class manufacturing strategies has necessitated complementary changes in management accounting systems (MAS). Using survey data obtained from top manufacturing executives at 253 US firms, this study empirically examines the relationship between the level of just-in-time (JIT) practices implemented by US manufacturing firms and the performance measures and incentive systems that are incorporated in their MAS. The statistical tests provide empirical evidence that the use of non-traditional performance measures such as bottom-up measures, product quality, and vendor quality, as well as incentive systems of employee empowerment and compensation rewards for quality production are related to the degree of JIT practices implemented. reserved.

In many make-to-order environments lead times to customers are based on MRP-driven cumulative lead times. In a world of increasing competitive pressure, often lead time can define a company's position in a market. This case study considers what one company did to reduce its MRP-dependent lead time and thus its lead time to its customers. The company's use of a tandem combination of MRP and kanban to manage selected long-lead-time components is described., ENVIRONMENT In a market environment that increasingly stresses service, sometimes lead times to customers can define a supplier's competitive advantage (or disadvantage). In many cases the ability to shorten lead [...]

This paper reports on the design of a suitable production management system (PMS) for a manufacturing company, located in Western Australia. The company was experiencing problems in scheduling and plant layout leading to further problems in materials flow, labour control, inventory and purchasing, material handling system, and production space. Group technology (GT) was used to design a new plant layout. A G.T. algorithm was developed to minimise machine duplications. A Kanban system was designed to assist execution of scheduling based on a pull system. The design was tested by simulation using actual data collected on existing operations. Keywords: Just in time; Kanban system; GT layout

The fundamental ideas of prerequisites of scorecards suitable for use in production-operations are presented. Crucial elements and pointers that to be included according to the production strategy are provided.

Implementing total quality management, total productive maintenance and just-in-time inventory systems together can increase the productivity of a manufacturing operation. All three programs are compatible and greater productivity results from ensuring the technical and social aspects of each program are implemented.

A study of the effect that information technology (IT) is having on service and manufacturing functions is presented, with focus on the contrast between Japanese and Western approaches to the use of IT.

A real-time inventory system is the most effective way to inform a customer about whether a product on a website is in stock. Such a system theoretically enables a company to track every product it sells, from the time of the product's manufacture to the time it reaches the buyer. Industry observers say competition will force most companies to adopt real-time inventory. According to a Jupiter Communications survey, about 40 percent of respondents plan to integrate their websites with their inventory systems in the next 12 to 18 months.

A key driver for manufacturing change in the 1990s is that of customer choice, whereby customers are demanding new, more innovative products with greater variety. The attributes of quality, price and level of technology are seen as 'qualifiers', which allow the manufacturers entry into a market sector. To maintain or increase market share, manufacturers seek product differentiation through other attributes such as availability and variety. This paper examines the role that customer demand, especially changes in demand, plays in influencing supply chain structures, in terms of flexibility, responsiveness and resource utilisation, as they become more customer focused. It considers the ability of JIT Manufacturing to match customer demand more closely than conventional manufacturing strategies and highlights some weaknesses in the JIT approach. By the use of three case studies, the paper then explains how in certain circumstances, this can be improved by focusing on individual customers through customer focused cells.

Steel manufacturers are improving their delivery systems by exchanging information with their customers which helps in minimizing inventory, streamlining the distribution process and reducing material handling. Armco Inc has improved its on-time delivery by accessing customers' computer systems and checking inventory levels and production schedules. In the same manner, Wheeling-Pittsburgh, US Steel and other steel manufacturers are planning their transportation and production practices based on the order forecasts of their clients., Armco's on-time delivery has improved from 89 to 97 percent. The Regional Steel Distribution Center of Michigan begins delivering steel to General Motors Steelmakers such as Armco, U.S. Steel, and [...]

Traditionally, production control in Just-in Time (JIT) systems is designed to replace an item that has been consumed at a downstream work center by 'pulling' a new item through the manufacturing process to that center. However, when information on future customer orders or production requirements is available, there is no reason the system can't pull an item through the process to satisfy a future need. This article compares these two approaches to the design of a kanban-controlled pull system for a manufacturing cell. The cell is patterned after one that produces engine blocks that feed directly onto the assembly line at a European plant manufacturing large diesel engines. A simulation model is used to evaluate the cycle times, capacity utilization, and output rates for the two approaches. The comparison is conducted for a number of inventory, uncertainty, and protective capacity levels in the cell. The results show that a JIT system that anticipates future needs is superior to one that replaces items as they are used. In addition, the results suggest that, in either approach, variance reduction and capacity increases in the non-bottleneck stations are serious alternatives to using inventory for buffering.

Unless the production process is capable of supporting it, a pull system (producing only as demanded or to replace consumed production) will be ineffective and inferior to a push system (producing according to a schedule planned in advance). Usually process improvements can make the system amenable to pull systems, but it's a mistake to implement a pull system before the process improvements are made. This article itemizes some of the process improvements that should be prerequisites to implementing a pull system and identifies situations that are not amenable to pull systems.

Henry Ford's book Today and Tomorrow introduced the principles of Just-in-Time production in 1926, but it took more than 50 years for the U.S. automobile industry to adopt the principles of waste reduction, quality, supplier partnering, and innovative transport that characterize today's best practices. This article examines the condition of the industry before JIT, the period of change knows as the 'Japanese Revolution', JIT's role in the industry today, some of the disadvantages of the JIT philosophy, and a look at the future.

The focus of this article is how JIT manufacturing techniques can be tailored with a MRP system for a carpet manufacturer. The new production system with JIT and MRP working side by side enables the firm to produce two product lines, standardized and customized carpet tiles, with short manufacturing lead times.

This article presents legal guidelines for managers to use in the development and use of self-directed work teams, including quality circles. The National Labor Relations Act is applicable to most business organizations using self-directed work groups - either alone or as part of a Just-in-Time program. Research into the law and judicial opinions shows that an employee team may be illegal if management is not properly informed.

In this article we present the development, implementation, and results of a successful improvement project based on the integration of Just-in-Time (JIT) philosophy and material requirements planning (MRP) techniques in a multinational printed circuit board (PCB) manufacturing company. The authors have developed an integrated JIT/MRP system which combines the planning strengths of MRP with the control strengths of JIT manufacturing.

In this study, a project management approach is used, in order to implement some elements of the Just-In-Time philosophy to a small-sized manufacturing firm. The objective of this applied research was to overcome some of the problems that most of small firms are facing when implementing JIT, such problems are: lack of materials and human resources, high employees turnover, lack of influence over suppliers, etc. In order to overcome those obstacles, a project management approach was used. As a result of this project, productivity and quality went up, and lead time went down from six to less then two months. KEYWORDS: JIT, Kanban, Production management, Project management

The high mix-low volume production feature of construction projects creates a substantial problem for the application of just-in-time materials management methodologies. The technique presented requires a large investment in terms of project infrastructure for both personnel and technology to make the process feasible. However, since the project owners will benefit from a faster project completion date, funds can be made available for such purposes.

The application of both just-in-time (JIT) concept and total quality management (TQM) in production management leads to significantly higher performance levels of US firms. Manufacturing firms using both frameworks achieved higher level of quality standards than those firms using only JIT strategies. Increased employee and supplier involvement and management commitment also resulted from the implementation of both JIT and TQM strategies.