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Our goal of this study is to confirm whether manufacturing companies’ practicing JIT production system have positive effect on production performances and to confirm that manufacturing companies’ practicing SPC shows positive moderate effect on the relation between practicing JIT and their production performances. Based on empirical study to manufacturing companies nationwide, we can conclude that taking JIT practices of sample companies has positive effect on production performances and, moreover, practicing SPC has positive moderate effect on the relation between JIT practices and production performances. These conclusion represents managerial implication that concurrent practicing JIT and SPC could generate more improved production performances.

The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.

Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology.

JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually.

The sample is limited to US manufacturing managers, with a low response rate.

Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance.

The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services.

This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

The purpose of this paper is to study whether just in time (JIT) supply practices interact with JIT production practices by positively moderating the relationship between JIT production and efficiency/delivery performance.

In total, six hypotheses are developed on the relationships between JIT production, JIT supply, efficiency and delivery performance. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 207 manufacturing plants.

JIT production practices positively affect both efficiency and delivery. JIT supply practices positively moderate the relationship between JIT production and delivery, while there is no significant moderating effect when considering the impact on efficiency. The role of JIT supply as moderator is twofold. On the one hand, it strengthens the positive impact of JIT production on delivery through a complementary effect. On the other hand, low levels of adoption of JIT supply practices can hinder and – for extremely low levels – cancel the impact of JIT production practices on delivery.

When efficiency is the priority, companies should direct their efforts on JIT production. However, when their aim is to maximize delivery, they should invest on both JIT production and JIT supply. Results found advise managers to implement some JIT supply practices during the early stages of JIT production programs, because the total absence of any JIT linkages with suppliers can limit JIT production benefits on delivery performance.

This study elaborates on the mutual influence between JIT production and JIT supply practices and demonstrates that they have a different weight and contribute to different aspects of performance improvement. This can help managers involved in JIT implementation to better allocate scarce resources.

The just‐in‐time (JIT) production system represents a new technology that has been widely promoted by the Singapore government and which has been adopted by several organizations operating in this newly industrialized economy (NIE). Presents the first comprehensive study of JIT practices in Singapore. Describes the major survey findings on the profile of JIT companies, their pre‐implementation and implementation experiences, and the JIT practices targeted for future implementation. In this way, the study is similar to other such studies conducted in the USA, the UK, Europe, Australia, Hong Kong, Korea and Taiwan, and hence adds to the empirical database of actual JIT practices as published in the literature. Also seeks to provide empirical insights to three specific research issues pertaining to the strategic significance of JIT, the speedy and effective implementation of JIT, and the need for local suppliers to practise JIT. Such empirical insights derived from the JIT practices of companies operating within a successful NIE like Singapore could be helpful towards encouraging the rapid diffusion of the JIT technology in other developing economies.

This paper describes an exploratory research effort to analyze and classify emerging operations management practices in US manufacturing. Using a survey of senior materials and operations management professionals in the United States, this study investigates manufacturers' supplier assessment practices, new product design and development practices, just‐in‐time practices, and quality practices. This study also identifies practices that share common variance‐covariance characteristics and to what extent the observed practices are linked to their underlying factors by means of exploratory factor analysis. Finally, bivariate correlation analysis is used to examine the relationships of the factors.

This empirical study aims to explore the link between lean manufacturing practices (total quality management, just-in-time production, just-in-time purchasing, total productive/preventive maintenance), agile manufacturing, and operational and financial performance.

Data were collected from 205 Tunisian manufacturing firms, and the results were analyzed using structural equation modeling.

The results indicate that (1) lean manufacturing practices have a direct positive relationship with agile manufacturing except for just-in-time production, (2) agile manufacturing has a positive impact on operational performance and (3) lean manufacturing practices did not seem to contribute directly to operational performance. However, this relationship is significant when it is mediated through agile manufacturing.

This paper shows practitioners the importance of lean manufacturing practices to support agile manufacturing and the key role of agile manufacturing to ensure operational performance.

This paper presents an innovative approach since it studies simultaneously the three dimensions of lean manufacturing and their relationship with agile manufacturing and organizational performance.

This research focuses on the implementation of Just-in-Time (JIT) inventory management, drawing on a case study of a commercial livestock farm located in a swampy area of southern Nigeria.

The research adopts a qualitative approach. Interviews and workshops were used for data collection.

Findings from the study reveal that the commitment on the internal organisational members and skilful collaboration with supply chain partners are required for effective use of JIT, especially in an odd contextual situation such as the case in this study. This also justifies the embraced of additional cost of securing JIT inventory management practices such as the situation in the case study organisation that could not allow conventional inventory management.

It is suggested for further research to consider the topic from a mixed method approach as well as extend the focus on the possibility of legal regulations and government support to exceptional operational practices among organisations, especially those in the context of the food production sector, where this research was based.

JIT purchasing, like many other trends in supply management, is not applicable to just any circumstances; rather, its implementation responds to particular factors. Focusing on the characteristics of the purchased products, this paper contributes to identifying some of these factors. Seven variables – the volume, specificity, technological complexity, essentiality, fragility, variability and economic value of procured products – have been analysed and their effects on JIT purchasing implementation have been tested over a sample of 152 Spanish auto component manufacturers. In order to specify such effects, four dimensions of JIT purchasing have been distinguished: operational, relational, involvement, and quality practices. Results show that companies do not pursue the minimisation of inventory maintenance costs, but they seem to be motivated by objectives such as quality, responsiveness, innovation or minimisation of circulating capital. Thus, operational JIT purchasing practices are mainly applied to fragile and expensive products, whereas the other complementary practices are applied to specific, technologically complex and essential purchases.

To examine the changes in just‐in‐time (JIT) purchasing practices over time.

The evaluation of changes in JIT purchasing practices was done through a longitudinal study. The first study was performed in 1989. The second study was performed almost a decade later. The empirical studies measured the managerial perceptions of the importance of nine different areas of JIT purchasing activities. Regression and bootstrapping were used for comparison between time periods.

The study found similar results from a decade earlier on all but 17 out of a total of 103 JIT purchasing practices. The only significantly more important item was the contract provision for delivery frequency. It appears that purchasing professionals have learned and are more familiar with JIT purchasing practices. As a result four problem areas were significantly lower and 12 other practices deemed less important.

Sample size is a limitation for the study. The analysis suggested certain influences of SCM on JIT practices. More rigorous measurement of SCM needs to be undertaken to explore the degree of integration of JIT with SCM philosophy.

The study identifies best JIT practices from a decade of practice.

This is a longitudinal study. It tracks the changes in practices and identifies best practices for managers.

The purpose of this paper is to analyze which factors determine the use of just‐in‐time (JIT) in companies. More precisely, the paper aims to study the role played by two variables of organizational context (size and age) and three infrastructure practices (advanced manufacturing technologies – AMT, quality management, and work organization).

The hypotheses were tested using data collected from 203 manufacturing plants with at least 20 employees. Data were collected by means of personal interviews with plant managers. Regression analyses have been performed to test the hypotheses.

The results reveal the existence of diversity in the factors that affect the use of the different components of JIT. Infrastructure practices are shown to be more determining than contextual factors. This happens in particular with AMT, basic quality tools and the management of the relationships with suppliers and customers.

The main limitations of the research are those derived from the cross‐sectional character of the data and from information coming from surveys, especially when the measures are subjective.

The paper stresses the need to develop adequate infrastructures in technology management, quality management and work organization to obtain all the benefits of JIT implementation.

The paper highlights the role of organizational context and, especially, infrastructure practices in the incidence of JIT in the manufacturing industry. Moreover, the identification of different dimensions of JIT systems makes it possible to conclude that the influence of the different factors considered is not uniform across all JIT elements.