Just-In-Time Planning And Control
- Chapter 14 of the book, (and the web page), covers MRP, one commonly used
approach to operations planning and control. This chapter examines a more
recent approach which tackles the same issue and the full implications of
which are still being discovered by operations managers. This approach goes
under the rather narrow name of 'just-in-time' (JIT). In the chapter in the
book, just-in-time is examined both as a philosophy and as a method of operations
planning and control. The web page will support the book by providing background
to the examples used in the text.
- For much of the chapter in the book, a relatively focused view of JIT is
taken and it concentrates on its planning and control aspects. In practice
however, it has much wider implications for improving operations performance.
In fact, many of the wider implications of JIT underlie much of the material
presented in this book.
The JIT principles which were a radical departure from traditional operations
practice have now themselves become the accepted wisdom in operations management.
In effect the chapter in the book addresses the question: 'What is JIT, and
how does it impact on operations planning and control?' Put another way, 'What
are the implications of arranging for the delivery of goods (and sometimes
services) literally "just-in-time" for them to be used by their
internal or external customers?'.
- Figure 15.1 illustrates the concept of JIT planning
- The Chapter Examples In The Book
FLEXIBILITY HELPS JIT AT L'OREAL
- L'Oreal - Relevance
Rating *** - Site Rating ***** - Recommended
- From this link the L'Oreal pages are available in both French and English.
There is a proportion of advertising but there are also several sections which
give a good insight into the company and their culture. There are however
no direct references to JIT and its application within L'Oreal. Although this
is the case there is still a lot of relevant information on production processes
and even a virtual tour of a L'Oreal laboratory. A very good site in general.
TOYOTA PRODUCTION SYSTEM - Relevance Rating
- Toyota - Relevance
Rating * - Site Rating **
- The Toyota site is only really concerned with advertising the products and
services of the Japanese car manufacturer. There are no references to JIT
or their production system, or anything other than what they can offer to
LITTLE CHEF (Mentioned In Chapter) - Unavailable
TEMPLE UNIVERSITY HOSPITAL (Mentioned In Chapter)
University Hospital, Pennsylvania - Relevance Rating * - Site Rating ***
- Temple University Hospital in the USA highlighted in the book is a 500 bed.
acute care, university affiliated teaching hospital. The example in the book
examines operating room allocation. Although no direct reference can be linked
to the example in the book the site serves as a good background to the example
and useful if a better understanding of the hospital is required.
RAINFORD GROUP (Personal Profile) - Unavailable
- JUST-IN-TIME AT JIMMY'S (Case Exercise) - Unavailable
AN IDEAL STANDARD OF INVENTORY - Relevance Rating
Standard - Relevance Rating * - Site Rating
- Advertising and information for customers of ideal
standard. Very comprehensive if wanting to buy a bathroom suite, or needing
some ideas or information on what is available, however, there is very little
relevant to the topic of inventory management (or anything else to do with
operations management for that matter) covered in the colour page. Only useful
for viewing the products.
Other Organisations Relevant To This
Daimler - Chrysler - Rating
Daimler Chrysler was formed by the merger of Daimler; one of Europe's largest
industrial companies, and the American based Chrysler. The organisation has
been included in this JIT section due to the information provided in an article
by the Detroit News
titled "Chrysler overhauls way it makes its vehicles" on the pre merger Chrysler
Corporation. This very a very interesting article concerning the introduction
of a new production system to compete with the Toyota Motor Corporation's quality
and efficiency. The Daimler Chrysler
homepage may also provide worthwhile information and background.
- Articles Relevant To This Chapter
- University of Technology, Perth, Western Australia - Rating *****
This is a report from CURTIN University of Technology in Perth. The report is
designed to introduce the concepts of Just-in-Time (JIT) manufacturing. This
is a very good report that provides the reader with a basic overview of this
Grouts Poke Yoke Page - Rating *****
This Poke Yoke homepage provides information on mistake proofing and failsafe
methods. A wealth of examples and detailed information can be found here in
this comprehensive illustrative guide to this technique.
In Time Manufacturing - From MIT JIT from MIT - Rating ****
This is a Just In Time webpage from MIT. It provides a brief description of
JIT and further links to the subject area. While the page only provides an introduction,
the links may be useful as background reading as they include different viewpoints
on the subject. ·
Under Fire - Rating ****
This is an article from 1995 by Tony Polito, University of Georgia. The article
is a critique of JIT highlighting some potential weaknesses of the technique.
Article Abstract: Though increasing usage of just-in-time techniques is reported,
academics, including Karmarkar at UCLA (Anderson) and Cusumano at MIT (Sloan),
as well as practitioners caveat the increasing popularity of JIT philosophy.
They suggest that pure JIT is appropriate only for limited economic environments,
that it is ineffective in some organizational cultures, that it is unattainable
by many suppliers, and that, in practice, it does not reduce global costs. ·
Just In Time
by Flemming Funch, 1995 - Rating **
This is a small article on the application of JIT principles to an office situation
in the USA. It is not a piece of extensive research but rather a discussion
that offers comment on the use of JIT principles in this scenario. It is however
thought provoking and provides interesting background reading.
- Main Page - Operations
- Section 1 - Introduction
- Section 2 - Design
- Section 3 - Planning
- Section 4 - Improvement
- Section 5 - The