¶ … JIT Companies There are a number of instances where JIT manufacturing procedures would be totally inappropriate. For most companies in various types of service industry, JIT practices would seem inappropriate. This goes into play even more when considering the specialty foods service industry. JIT manufacturing depends on extreme consistency from suppliers; "even more taxing, suppliers have to deliver materials of uniformly high quality," where the demand is always asking for a uniform delivery of the same types of supplies (Hutchins & Slovak, 1986). In specialty food restaurants on service companies, which have been gaining popularity with an evolution in consumer trend demanding more local meats and products, companies get whatever their suppliers have on hand. The local butcher or fisherman simply brings in what they have for that day. There is no consistency and thus the principles of JIT would not work at all. Also, companies that utilize MRP II practices may want to avoid JIT manufacturing styles as well because it may "prevent...
MRP II is much more of a computer-based system, whereas JIT manufacturing relies more so on human-driven push systems. As such, JIT may interfere with the set up already put into place by the use of MRP II systems, making it inappropriate to use in such situations. One such company that has used MRP II for an extended period of time is Coca Cola. They always have a high demand, and thus MRP systems work better because it automates elements of inventory. They already have a steady pull system and thus do not need to try to estimate their weekly and monthly production in order to save in unused inventory because they have such a strong and steady demand for the product. They should not utilize JIT because there are relatively little fluctuations in supply and demand, and JIT would only confuse the already established and successful MRP II system already in place.
In order to satisfy the customer's needs, it is important to produce a product with value, but it is not important to include features that do not add value to said product. This constitutes waste, and costs time and money. Because many manufacturers are not aware of the exact nature of their productions, finding waste in their operations may require them to delve deep into the manufacturing process. Some
Strategic Management Oxford can change its product line without alienating existing customers by focusing product line turnover on its poorest-performing products. The company has a staple core of products that sell well and that have the highest loyalty, and those products should remain in the line. But there are, within any product line, going to be products that have either reached the end of their life cycle, did not perform well
" When JIT was newly introduced all the deliveries were done by bicycles which were handled by humans, although with the rise in scale came the adoption of van and lorries for the deliveries. And this in turn has other problems which were highlighted by Cusumano (1994). Firstly the time which is wasted while the vans are stuck in traffic jams, this can result in late deliveries, the inventory which
Furthermore, they do not demonstrate the sort of technological prowess and everyday excellence that will be necessary for me as plant manager not to worry. 3) Entrepreneur Magazine is geared towards startups, so the advice in this article is solid, basic advice. To an extent, the situations are oversimplified, but first-time businesspeople often overlook the importance of proper inventory management. They make these types of mistakes because they have not
Quality Parts Which of the changes being considered by the manager of Quality Parts Company are counter to the JIT philosophy? The most conspicuous proposed change is the manager's request that the industrial engineering department look into high-rise shelving to store parts coming off machine 4. Any parts coming off of any machine, not just machine 4, should be immediately sent to the next machine for further processing. Even though a 10%
Some manufacturers have sought to improve their profitability by becoming more horizontally integrated in their supply chain management operations, but it does not appear feasible for the company to acquire the vendors that supply its component parts so viable alternatives must be identified that can facilitate the supply chain management process vertically. As Choy, Lee and Lo (2003) point out, "Very few manufactures now own all the activities along the
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