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The inventory management system of a discount retail store was examined. A just‐in‐time inventory management model and a quantity discount model were used to determine the appropriateness of each model for the retail outlet. Based on the calculations performed, it was determined that utilizing a retail just‐in‐time (JIT) policy is unrealistic. Customer demands constantly change, and shortages due to stock‐outs can cause huge losses in profits, especially when customers are lost to competitors. Additionally, the quantity discount model provides the lowest total cost for a retail outlet. Not only are the prices cheaper when inventory is bought in large quantities, but shortages or stock‐outs are rare. The optimal solution for a retail store is implementing the quantity discount method.

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.

To analyze the impact of the adoption of just‐in‐time (JIT) production systems by different equipment manufacturers (OEMs) on the inventory profiles of their suppliers.

The research is designed to examine five financial measures of inventory management performance over the years 1994‐2004. Three specific industry sectors where OEMs have adopted and implemented JIT principles are studied. These sectors include the automotive, electronics, and aircraft industries. A one factor analysis of variance is employed to the five hypotheses and Tukey's post‐hoc test is used to interpret statistical pairwise differences between level means.

Overall, the research finds that OEM suppliers in the automotive, electronics, and aircraft sectors have shown mixed results in the impact JIT implementation has had on inventory performance measures.

The research focuses on three industrial sectors over approximately a ten year time frame that may limit its generalizability.

The processes that influence the reduction in inventory levels may be in fact more complex and strategic in nature than an OEM adopting a JIT inventory policy. In general, strategic changes within the supplier organization would have to drive process improvements that lead to inventory reductions.

The paper provides focused research in an area that has received little attention in the current literature and is very topical to all academics and business professionals interested or involved in the area of JIT systems.

The purpose of this paper is to develop an insight into the prevalent just-in-time (JIT) practices adopted in Indian manufacturing industry for realizing the development and growth of the industrial sector. The endeavor of Indian manufacturing organizations to achieve manufacturing performance enhancement through JIT implementation has been highlighted in the present study.

The present study has been conducted in the large- and medium-scale manufacturing industries of India that have successfully implemented or are in the various stages of implementing JIT. The approach of study has been directed toward assessment of JIT initiatives in Indian manufacturing industries.

From the present study it is apparent that Indian organizations have been reasonably successful in improving the business performance by implementing holistic JIT initiatives and have successfully reaped the benefits of JIT implementation. However, it is also revealed in present study that Indian manufacturing industries need to work more aggressively on managing few issues of JIT.

The value of paper is in calculation of percent point score for each issue of JIT in context to Indian manufacturing industry and to find out significant as well as issues that need to worked aggressively by Indian manufacturing industry to reap the benefits of JIT.

Describes one approach to meeting the health‐care cost reduction challenge through the hospital materials management function. Highlights the value of taking a proactive stance to meet the challenge; transferring technology across industry sectors, such as employing a just‐in‐time inventory management system in clinical areas of hospital materials management, and adopting a win‐win managerial philosophy. Features a case study to demonstrate the ideas in practice.

An objective, two‐tier quantitative model has been developed for assessing the presence of total quality in an organisation, and for determining the effectiveness of a company’s total quality management initiatives. This was based on the hypothesis that, since the necessary and sufficient conditions for just‐in‐time inventory management and total quality management are almost identical, inventory performance should be a good indicator of quality achievement. A stand‐alone inventory rating method was used initially, and was later combined with return on capital and employee value indicators to create a model for more detailed evaluation. The two methods were tested on 48 companies. It was found that the inventory performance rating is a reliable indicator of a total quality organisation, and that the multifactor method is useful in identifying areas of success or failure. Both indicators predicted changes in overall business performance.

The purpose of this paper is to create awareness of contributions made by just-in-time manufacturing (JIT) practice towards building performance measures in Indian manufacturing industry. Implications of JIT implementation issues in Indian manufacturing industry have been critically evaluated in this paper.

While conducting this study, survey of reasonable number of manufacturing organisations have been made so as to ascertain contributions made by JIT initiatives in the Indian manufacturing industries for achieving major performance measures. The correlations between various JIT implementation dimensions and performance parameters have been worked out by employing various statistical tools and bringing out significant factors contributing effectively towards achieving manufacturing performance measures.

The study divulges that attitude of management, participation of workers, relationship of organisation with suppliers and customers, adoption of latest manufacturing methods and successful adaptation of effective JIT initiatives can significantly contribute towards enhancing performance measures in the organisation. The study also reveals that the holistic JIT manufacturing methods outscore the traditional manufacturing practices towards improving the manufacturing performance. The study highlights that detailed JIT implementation over a reasonable period can greatly contribute towards achievement in performance of organisation.

The present study analyses the impact of JIT manufacturing method on performance of organisation and highlights the need for aligning organisational efforts in establishing manufacturing methods for attaining improvements in performance of manufacturing organisations. The paper highlighted the status of JIT manufacturing initiatives in the Indian context and the preparedness of Indian manufacturing industry to meet the challenges imposed by the Western world by employing aggressive JIT manufacturing strategies.

We have analysed the human resources management system in Japanese automobile companies, Toyota and Nissan, in their overseas production plants in the UK and have tried to analyse differences if any between their original human resources management system in Japan and in their foreign operations. We found out that these companies, as far as their internal operations are concerned, have tried to implement their original practices in spite of cultural differences. However, in the case of production management system they are not completely successful because of organisational differences in their foreign locations. We have analysed the effects of these novel practices on the industrial scene in the UK in general.

The purpose of this paper is to identify and prioritize prime just-in-time (JIT) elements in Indian healthcare sector based on the degree of importance and difficulty. This facilitates the implementation of JIT philosophy in healthcare services without any failure as well as provides quality services to patients at low cost.

JIT elements related to health care services have been sorted out from comprehensive literature survey. Moreover, important and difficult JIT elements have been ranked on the basis of score obtained by the quantitative method using statistical tools. Furthermore, validation and prioritization of important JIT elements based on the degree of importance have been computed using the analytical hierarchy process (AHP) and best worst method (BWM).

The present work provides important, difficult and easy to implement JIT elements in healthcare services. Besides, this work justifies the application of decision-making tool (AHP, BWM) for the prioritization of JIT elements in the health care sector.

The present study develops a deep understanding of JIT concepts in health care services. Furthermore, it motivates professionals for implementing JIT in healthcare services with healthy situation for both hospital and supplier.

The present work is beneficial for all the dimensions of sustainable development (social, economic and environmental). The implementation of JIT with a proper understanding of its elements results in an improved patient care, lesser cost of healthcare delivery, time and better management of associated medical items. This work also facilitates the proper management of inventory items together with the reduction in various Lean wastes with the proper implementation of JIT in healthcare. The reduction in various associated wastes leads to cleaner surrounding and lesser environmental degradation.

This paper outlines the need of a robust JIT approach in the healthcare sector for quality services. The efficacy of JIT, AHP and BWM has been explored to find out critical elements for successful JIT implementation in health care.

Millions around the world still cannot access safe, timely and affordable surgery. Considering access as a function of efficiency, this paper examines how the latter can be improved within the context of operating theatres. Carried out in France and Australia, this study reveals different types of waste in operating theatres and a series of successful tactics used to increase efficiency and eliminate wastefulness.

Data for this qualitative study were collected through 48 semi-structured interviews with operating theatre staff in France (n = 20) and Australia (n = 28). Transcripts were coded using a theory-driven thematic analysis to characterise sources of waste in operating theatres and the tactics used to address them.

The study confirmed the prominence of seven types of waste in operating theatres commonly found in industry and originally identified by Ohno, the initiator of lean: (1) underutilised operating rooms; (2) premature or delayed arrival of patients, staff or equipment; (3) need for large onsite storage areas and inventory costs; (4) unnecessary transportation of equipment; (5) needless staff movements; (6) over-processing and (7) quality defects. The tactics used to address each of these types of waste included multiskilling staff, levelling production and implementing just-in-time principles.

The tactics identified in this study have the potential of addressing the chronic and structurally embedded problem of waste plaguing health systems' operating theatres, and thus potentially improve access to surgical care. In a global context of resource scarcity, it is increasingly necessary for hospitals to optimise the ways in which surgery is delivered.