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Presents survey results describing the effect that adopting Just‐in‐Time (JIT) manufacturing methods had on the job attitudes of production line workers at a Hewlett‐Packard plant. JIT manufacturing is one of the latest Japanese management techniques to be adopted and implemented by Western companies. The operational benefits of adopting JIT have been widely documented; however, uneasiness has occasionally been expressed concerning the human impact of changing from a traditional manufacturing structure to a JIT philosophy. Unfortunately, little empirical evidence is available concerning the effect on workers of changing to a JIT manufacturing scheme. Workers on an electronic assembly line completed written questionnaires in the late 1980s when JIT was begun, and again two years later after the production line had stabilized. Even though drastic changes occurred in the work environment, generally positive changes in attitudes occurred during the implementation period. In addition, no significant drop‐off in attitudes was detected after two years of operating in a JIT environment.

There is widespread interest and discussion of Just‐in‐Time (JIT) manufacturing but little is known about the actual uptake and pattern of use of JIT and its constituent techniques. This article reports the results of a survey of UK manufacturing companies. The survey examined the level of consideration of JIT in the UK, the nature of the JIT effort, the JIT techniques used and not used, the effectiveness of the various techniques and the benefits reported from JIT. The data are reviewed by industry, sector, size and parent company and conclusions are developed concerning the nature of the application of JIT in the UK. The data indicate that though the overall level of interest in JIT is high, there are a number of causes for concern in the way in which it is being implemented.

Presents the findings of a comprehensive survey conducted among a wide variety of US machine shops. The objectives of the study were to develop the literature‐based just‐in‐time (JIT) machine shop model and to study empirically the changes taking place in the operation of machine shops in response to increasing demands by customers for JIT deliveries of products. Determines basic facility operating characteristics, machine operator characteristics, shopfloor control policies, and overall shop performance characteristics of machine shops having a significant level of sales to JIT customers. Discusses these findings with respect to the JIT machine shop model described in the previous literature. Supplies descriptive information for machine shops having little or no sales to JIT customers, to identify operating differences between the two classes of machine shops.

The just‐in‐time (JIT) production and inventory philosophy coupled with manufacturing automation in the form of computer integrated manufacturing (CIM) and its related facets are considered by many as great competitive weapons. The birth of JIT and its positive influence on the global strategic posture of Japanese firms is well‐documented. In the 1980s many US manufacturers regarded JIT manufacturing as a peculiar Japanese contrivance, suited only to the oriental culture. However, as more companies with ever more diverse manufacturing environments successfully applied its principles, manufacturers recognized its inherent wisdom. Today, most US manufacturers have come to regard JIT as vital to their survival. This study examines the problems associated with the implementation of JIT in manufacturing environments and attempts to identify hindering factors for its success. An implementation strategy is proposed so that the organization will achieve the benefits of JIT and ultimately improve its strategic posture.

Investigates empirically the impact of the different facets of manufacturing subsystems on just‐in‐time (JIT) success. Uses a sample of 130 large US manufacturing firms to test research hypotheses derived from an extensive literature review and a field study conducted by the authors. Discusses results and implications in the context of a consideration of the role of JIT as a strategic response to the changing manufacturing environment.

Central Scotland has been successful in replacing many of its traditional industries with a network of over 300 electronics manufacturers and suppliers creating the area popularly known as “Silicon Glen”. Silicon Glen appears to be a very suitable site for the implementation of just‐in‐time (JIT) production systems with both electronics manufacturers and suppliers concentrated in the same geographical area. Contrasts the theory and practice of JIT implementation in “Silicon Glen” and assesses its success in six companies currently operating JIT production systems. The main conclusion is that JIT has been implemented in a variety of forms, with companies selecting the aspects of JIT that are most suitable for their manufacturing process and competitive strategy. JIT is proving highly successful and is bringing substantial gains in quality and efficiency.

Impressed by the remarkable improvement in productivity by Japanese manufacturing companies, many leading American counterparts are implementing their Just‐in‐time (JIT) systems. There are still several key issues to be answered for successful implementation. The results of a field survey on the implementation of JIT systems in US firms are described and some major findings are discussed.

A comparison of the impact of Just‐in‐Time (JIT) manufacturing programmes on corporate transport requirements between American and French firms is provided. Five major areas were addressed: (1) changes in carrier portfolios; (2) carrier selection and evaluation criteria; (3) internal and external information flows; (4) impediments encountered; and, (5) financial implications. The results indicate that the implementation of JIT manufacturing programmes introduce major changes for the logistics function in both countries. Responses from both groups were very similar in terms of the types of changes required. However, the manner in which firms in the two groups reacted to these changes differed in many cases due to country‐specific factors. While the findings of the survey question‐naire must be considered tentative, due to the size of the samples, they provide further evidence that JIT programmes can be applied in transport/ logistics across different cultures wherever firms develop and maintain the necessary commitment.

The positive impact of just‐in‐time (JIT) programmes on production performance is well documented. JIT programmes consist of a number of different elements including change‐over reduction, kanban methods, and preventive maintenance programmes. Some researchers have proposed lists of elements they believe are critical to JIT success. However, there is a lack of consensus among researchers as to which items should be included in the list of critical elements. Reports research, consisting of a survey of manufacturers known to be active in JIT exploration, and an in‐depth case study to improve the understanding of the critical components in JIT programmes. Results from the survey were compared with existing research to determine better the elements critical to JIT success.

The objective of this paper is to assess the use of performance measurement systems in firms implementing just‐in‐time (JIT). A mail questionnaire, with a response rate of 85 percent, was sent to larger New Zealand manufacturing companies. A total of 36 percent of the sample of companies had implemented a JIT programme. JIT firms were found to use non‐financial performance indicators to a greater extent than non‐JIT firms. For JIT firms there was a significant positive correlation between use of non‐financial performance indicators and organisation performance. A significant positive correlation was also found between the use of non‐financial performance indicators and organisation performance for all firms in the survey. Results from this study suggest that there are benefits in adapting the accounting performance measurement system to support and enhance JIT implementation. The study indicates potential benefits from the use of non‐financial performance measures for both JIT and non‐JIT firms.