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Just‐in‐time manufacturing is one of the most important management developments of the last decade and a half. Articles on the subject have virtually flooded the business periodical literature. Yet despite the proliferation of this literature, there are indications that the fundamental implications of this concept as an effective competitive strategy have not been fully grasped by U.S. manufacturers. This article attempts to integrate the manufacturing strategy of just‐in‐time with an important element of the firm's marketing strategy—the price element of the marketing mix. Given the competitive pressures on many U.S. firms, price becomes an increasingly important competitive weapon. Only when the benefits deriving from just‐in‐time show up in a firm's marketing strategy will U.S. firms demonstrate an ability to translate an effective manufacturing strategy into a significant competitive edge.

Teaching students basic differences among various production systems, such as the American JIC (Just‐in‐case) system, the Japanese JIT (Just‐in‐time) system and the latest OPT (Optimised‐Production‐Technology) system, is not a simple task. Students can be taught basic principles, but whether they truly understand and appreciate what makes one technique superior to another is questionable. After considerable experience in teaching JIC, JIT and OPT, and because of the above concerns, this author has designed a human simulation, called the Production Walk Games. Through these production walks, students not only learn, but also experience, three production methods. The production techniques are briefly discussed and how they are simulated for the students through their production walk games is explained. Two sets of results of these walks are presented and briefly analysed.

A management system which has been used in Japan's Toyota Motor Company for many years is described. The system is applicable to the assembled goods industry and is widely used in such circumstances in that country. It extends well beyond production and inventory control and incorporates a number of features of a decidedly Japanese nature. Dominant among these is just‐in‐time production which is examined at some length. Also described is Kanban, and several of its elements, which is an essential aspect of just‐in‐time production.

This article examines the impact of introducing computer technology in just‐in‐time (JIT) systems. Literature review has generally supported the notion that introducing computers within JIT production systems may enhance productivity. Also, the productivity of a computer integrated manufacturing (CIM) system may be enhanced by integrating it with the just‐in‐time (JIT) production system. This integrated production system is called the computer integrated just‐in‐time (CIJIT) production system. This empirical study provides strong evidence that integration of CIM and JIT can significantly improve a firm′s productivity and competitiveness.

This paper sets out to test the claim made in the lean production literature that the lean production system is universally applicable. The proponents of the lean production model insist that it will supersede both mass production and specialised batch production; but this paper argues that, whilst lean production practices have been adopted and adapted by many producers, batch production has an enduring value from both a work design and a manufacturing process design perspective. The paper reviews the evidence for the persistence of batch production and of craft work methods in both luxury vehicle manufacture and specialty component manufacture and highlights the conditions under which batch production remains viable.

This issue contains abstract under the following headings: Logistics & Distribution Strategy; Supply Chain Management; IT in Logistics & Distribution; Just‐in‐Time Management; and Accounting for Logistics.

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.

Noting moves towards just‐in‐time production methods in the UK passenger vehicle industry, the impact of such moves at the retail and distribution end of the supply chain is considered. Based on interviews with a number of vehicle retailers selling cars manufactured both in the UK and overseas, it appears as if little progress towards true just‐in‐time (as practised by Toyota in Japan) is occurring.

Successful manufacturing applications of the Just‐in‐time (JIT) management philosophy have been well documented in the literature. Utilisation of JIT techniques within manufacturing offers the potential for significant operational improvements beyond inventory reduction. JIT‐related improvements include increases in quality, improved employee productivity, decreases in stockouts, and reductions in customer response time. Relatively little research has focused on the transferability of JIT concepts to other functional areas. The article explores the application of JIT concepts to a specific logistics function – transportation. Although review of the literature suggests that JIT systems significantly impact on the transportation function, no methodology was identified for incorporating the just‐in‐time philosophy within a transportation firm in a totally integrated manner. Therefore, two models are proposed illustrating the authors′ conceptualisation of the phased development and implementation of JIT.

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.