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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.

MRP is a priority‐planning technique, not an execution tool. Waste can be avoided through the use of JIT as an execution tool, where only those materials which are actually needed on the factory floor are “pulled”, when they are needed. Describes a hybrid manufacturing system which incorporates the traditional MRP system and the Japanese JIT system in a single framework. The rationale is not whether MRP or JIT is better; it is how they complement each other in a hybrid system. Specifically, this framework attempts to integrate both MRP and JIT production. The integrated hybrid system can provide better production planning, scheduling and control. It employs the logic of MRP and JIT, but it eliminates some of the inherent problems and drawbacks in both systems.

Just‐in‐time (JIT) production has received a great deal of attention worldwide in the last couple of decades. Most research has examined the effects of the JIT philosophy and practice in developed countries (such as the USA, Canada, and Australia). Barring a couple of studies, not much attention has been paid to the study of the implementation of JIT in less developed countries. Based on a survey of 48 manufacturing firms in Ghana, this paper examines the implementation of JIT production systems in a developing country. The results suggest that Ghanaian manufacturing firms which have invested in JIT production systems are different from firms that have not invested in JIT production in terms of their efforts in employees’ training, setup time reduction, cellular manufacturing, continuous quality improvement, and supplier partnership. At the same time, JIT firms are not significantly different from non‐JIT firms with regard to the use of measurement systems.

Provides a comprehensive review of various modelling approaches related to Just‐in‐Time (JIT) manufacturing. JIT is essentially a philosophy for reducing lead time as well as excessive work‐in‐progress inventories. Based on this concept a number of techniques have been developed for the design, planning, scheduling and control of JIT manufacturing systems. Reports on a comparative study of these approaches for JIT manufacturing along with the conventional manufacturing approaches and alternative systems for JIT manufacture. Explores future research areas.

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.

Many consider that Japanese manufacturing management techniques are among several factors which have contributed to Japan's superior quality and high growth rate of productivity. Just‐In‐Time (JIT) is one of the best known Japanese production management systems amongst management in the Western industrialised nations. In this paper the JIT manufacturing system and its key features are discussed. The important prerequisites and factors that are required for implementation of JIT in Western industrialised nations are then elaborated on. It is concluded that proper implementation of the JIT production system requires many changes in the organisation; yet successful implementation results in improved productivity and higher quality.

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.

Part of a research programme being undertaken in Italy on the applicability of the just‐in‐time (JIT) approach. The programme includes both the development of methodological concepts to evaluate JIT applicability and an extensive survey of the value of JIT implementation as seen by Italian industry. Two levels of performances are identified: o First, the various performances at system level (critical manufacturing tasks) where the dimensions and measurement of productivity, service, quality and flexibility are defined; o Second, “operating conditions” being the variables describing the characteristics of single production factors and their interconnection (such as efficiencies, capability, process flexibility and lead times) The set of JIT techniques in the area of product, process, organisation, planning and control and supply are classified, the ways the techniques impact on operating conditions and, through them, on performance at production system level are analysed. A paradigm of JIT approach results, which explains the changes in the traditional trade‐offs within overall performance.

The purpose of this paper is to investigate the relationships among just-in-time (JIT), total quality management (TQM) and production operations performance (POP) based on the survey data from Chinese manufacturing firms, provide managerial implications of effectively implementing JIT and TQM for firms in developing countries.

Questionnaires were collected from 173 Chinese manufacturing firms. Three hypotheses on the relationships among JIT, TQM and POP were first established based on literature review. Empirical study method of structural equation modeling using SPSS and AMOS as data processing tools is employed to test the hypotheses.

The results show that, on one hand, JIT positively influences TQM and POP; on the other hand, although TQM also has positive relationship with POP, the relationship is not significant at a given significant level. Meanwhile, the author survey also shows that JIT and TQM have complementary relationship, i.e., JIT and TQM can benefit each other in a firm.

TQM is a base of implementing JIT, it is valuable to concurrently implement JIT and TQM in manufacturing firms in order to improve the POP.

It is believed that this research reveals new insights about the JIT and TQM implementation in Chinese manufacturing firms; it has practice value for firms to improve the implementation performance of JIT and TQM.

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.