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Examines Just‐in‐Time (JIT) from its evolution as a Japanese concept through to a review of its philosophy and implementation. Cites several techniques of implementation. Includes a review of the early work of various researchers and practitioners. Concludes that JIT is a very effective manufacturing philosophy which is universal in nature encompassing all aspects of manufacturing. Suggests a few deficiencies in current literature.

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.

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.

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.

The purpose of this study was to undertake a diagnostic investigation of the international health care logistical environment to determine if regulatory policies or industry procedures have hindered the implementation of just‐in‐time systems. The analysis was conducted in a systematic manner and compared the anticipated benefits with those validated in other industries from the implementation of just‐in‐time. The study also compared the health care industry environments of the USA, UK, and Germany with the manufacturing industry. The author focussed on answering: first, why has the health care industry not implemented just‐in‐time; second, is it feasible for a healthcare provider to implement a just‐in‐time logistical system; and third, what benefits will a health care provider achieve by implementing just‐in‐time. Concludes that controlling health care pricing requires reducing product cost or continues to place limits on product prices, quantities of services, or both. An alternative approach to controlling prices is to restructure the market for health services to encourage greater price competition among providers.

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.

Gives results of a survey on the application of the just‐in‐time (JIT) approach in Italy, based on a sample of 173 industrial companies. The methodological framework used to evaluate JIT application was described in a previous article (International Journal of Operations & Production Management, Vol. 9 No. 8, 1989). Interest in JIT is wide and is growing. The evidence shows the compatibility and complementarity of JIT with different classes of innovation; the need for an integrative approach emerges. Pull‐controlled flow, supply quality certification, preventive maintenance, job enlargement/enrichment and product modularization emerge as the core features of JIT, even though most are widely adopted in JIT implementation. In terms of operating conditions, the most significant improvements obtained by those who adopt JIT are: a speed‐up in production flow and synchronization between production and market and between the different productive and logistic phases. Consequently, major benefits in production system performance are achieved in terms of mix flexibility, working‐capital productivity and productivity of both direct and clerical labour. Success in JIT adoption seem not to be related to certain exogenous factors, such as company size and type and the nationality of ownership. As the strategic profile of a firm also seems irrelevant to the aims of JIT adoption JIT confirms itself as an instrument suitable for different application contexts and diverse strategic objectives.

This paper is a case history of the introduction of Just‐in‐Time (JIT) into a company in the electronic capital goods sector of the Scottish electronics industry. The case attempts to identify the company policies that led up to the introduction of JIT, the difficulties encountered and the benefits that the company has accrued in the short time since the introduction of JIT, with particular reference to the productivity/service trade‐offs. The company examined designs and manufactures complex, high technology, fairly high volume, short life‐cycle electronic products for international markets. Very high levels of quality and reliability are required by customers. Consideration is given to how the benefits that this company has accrued may be obtained by other companies both in the same environment and in other environments.

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.