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Tuesday, 11 September 2012 14:00

Just-in-Time in practice at Toyota

In reaction to a race to ‘best practice’ -- as reflected in initiatives such as TQM, JIT, re-engineering, and ‘lean manufacturing’ -- Hayes and Pisano (1994) encouraged managers to re-focus on achieving strategic fit by configuring production systems ‘through a series of interrelated and internally consistent choices [that reflect] the priorities and trade-offs in its competitive situation and strategy’. This had to be grounded in ‘a collection of evolving capabilities … which provide the flexibility needed to embark in new directions’. This admonition fit well in the organizational theory, i.e., Lawrence and Lorsch (1967), and operations management literature, i.e., Skinner (1974), which had encouraged ‘contingent’, ‘focused’ organizational forms.

Published in Best Practices
Monday, 23 November 2009 19:35

Just-In-Time principles

Lean manufacturing has its roots in the Toyota Automobile of Japan where waste was to be avoided at all cost: the waste in time caused by having to repair defective products, the waste of investment in keeping high inventories, and the waste of having idle workers. Lean manufacturing is now a major components of the Supply Chain management.

Published in Operations Management
Tuesday, 24 November 2009 16:06

The Kanban approach

Kanbans are the heart of just-in-time production. Kanban is a Japenese word meaning card and these cards are the means of communication within to, and from a work center.

Published in Operations Management

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