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Several studies indicate that a JIT implementation process is contingent and a kind of “do‐it‐yourself‐procedure”. Addresses the issue of JIT implementation by integrating the findings from recently published articles from a number of professional journals. The conclusion strongly supports the notion that a JIT implementation process is contingent in nature. Despite a great diversity of elements mentioned in the JIT implementation articles, the quality‐related, the vendor‐related, and the production‐related practices seem to play an important role in JIT implementation. Also, there is an increasing number of articles that specifically deal with the human‐related practices such as communication and co‐worker relations.

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This paper explores the cultural, managerial, and human resources dimensions of implementing JIT in the United States. JIT is introduced and its origins are summarized in the next section. Then the cultural and human factors which might affect implementation strategies are discussed. This is followed by an examination of the characteristics of the changes required for American industries to consider JIT. Then specific methods for implementing JIT are developed. This is followed by a brief summary, and then a bibliography for further reading.

This paper reports on a survey of 308 IT managers and non IT managers from large organisations operating in Australia which examined the impact of end-user participation during information system development on the perceived quality of the data produced from the resultant systems. Degree of end-user involvement was found to have a significant effect upon the managers’ perception of data quality. Correlation of specific types of user involvement against aspects of data quality such as accuracy, timeliness and completeness revealed that these effects are not uniform. Based upon these findings strategies for optimising level and type of user participation throughout the systems development process are suggested.