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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 and control.
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The Chapter Examples In The Book

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 - 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 the customer.

LITTLE CHEF (Mentioned In Chapter) - Unavailable

Temple 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

Ideal 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 Chapter

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

CURTIN - 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 technique.

John 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.

Just 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.

Just-in-Time 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. Under Articles

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.

The Sections
Main Page - Operations Management
Section 1 - Introduction
Section 2 - Design
Section 3 - Planning & Control
Section 4 - Improvement
Section 5 - The Operations Challenge