The role of organizational context and infrastructure practices in JIT implementation

Abstract

Purpose -The purpose of this paper is to analyze which factors determine the use of just-in-time (JIT) in companies. More precisely, the paper aims to study the role played by two variables of organizational context (size and age) and three infrastructure practices (advanced manufacturing technologies -AMT, quality management, and work organization). Design/methodology/approach -The hypotheses were tested using data collected from 203 manufacturing plants with at least 20 employees. Data were collected by means of personal interviews with plant managers. Regression analyses have been performed to test the hypotheses. Findings -The results reveal the existence of diversity in the factors that affect the use of the different components of JIT. Infrastructure practices are shown to be more determining than contextual factors. This happens in particular with AMT, basic quality tools and the management of the relationships with suppliers and customers.Research limitations/implications -The main limitations of the research are those derived from the cross-sectional character of the data and from information coming from surveys, especially when the measures are subjective. Practical implications -The paper stresses the need to develop adequate infrastructures in technology management, quality management and work organization to obtain all the benefits of JIT implementation. Originality/value -The paper highlights the role of organizational context and, especially, infrastructure practices in the incidence of JIT in the manufacturing industry. Moreover, the identification of different dimensions of JIT systems makes it possible to conclude that the influence of the different factors considered is not uniform across all JIT elements.

Implementation of 5S practices: A review

“…5S can link with total productive maintenance (TPM) (Ahuja & Khamba, 2008) and Japanese management approaches such as TPM, JIT and TQM (Gapp et al, 2008). Generally, the success of 5S implementation depends on organizational characteristics (Sousa &Voss, 2008) as this mentioned in many surveys (Bayo Moriones et al, 2008). Survey of one factory in Iran supports pervious findings in this field and indicates that 5S execution provides better condition for implementation of TPM (Moradi et al, 2011).…”

Advanced production practices and performance: empirical evidence from Spanish plants

“…One of the main findings is that Kanban has a significant effect on advanced manufacturing technologies (AMT), basic quality tools and the management of vertical relationships (Bayo-Moriones et al, 2008). Meanwhile, Danese et al (2012) proved that implementing JIT production (using the Kanban system as one of the indicators to measure its implementation) is directly related with enhanced delivery performance.…”

“…Fifteen studies in all have been found in the bibliography that use this indicator in the context of JIT (Sakakibara et al, 1997;Lieberman and Demeeter, 1999;Fullerton and McWatters, 2001;Fullerton and McWatters, 2002;Fullerton et al, 2003;Callen et al, 2003;Christiansen et al, 2003;Ahmad et al,2004;Cua et al,2001Cua et al, , 2006Ward and Zhou, 2006;Matsui, 2007;Bayo-Moriones et al, 2008;Inman et al, 2011;Danese et al, 2012).…”

Identificação e classificação de riscos na implantação da produção enxuta

“…Tais fatores têm sido discutidos em pesquisas com diferentes orientações metodológicas, como estudos de caso (Lima & Zawislak, 2003;Achanga et al, 2006;Scherrer-Rathje et al, 2009;Piercy & Rich, 2009) e surveys (Cua et al, 2001;White & Prybutok, 2001;Shah & Ward, 2003;Bayo-Moriones et al, 2008;Sim & Rogers, 2008;Freitas et al, 2014).…”