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Even if manufacturers use the most efficient processes, they can't change lead to gold without good product design. Manufacturing managers and design engineers need to work together from the start.

The ability of small businesses to make and adjust to the paradigm shift needed to benefit from the Japanese production theory has been questioned in the literature. Zangwill (1992) questioned the limits of the Japanese Production Theory (JPT) and in a subsequent paper (Zangwill, 1994) held on to his argument about the limits of the Japanese Production Theory. In this paper, the Japanese Production Theory is first discussed, followed by a discussion of the consistency between the traditional EOQ theory and the Japanese production theory, critique of the Zangwill’s argument, and issues related to the relevance of the Japanese production theory to small businesses.

Words like “marriage,” “mutual trust” and “partnership” are often used to describe buyer‐supplier relationships in a Just‐in‐Time environment. Using a transaction cost economics framework, we contend that this structure is and will continue to be the most efficient arrangement for both parties, as long as the balance of power is maintained. However, as the relationship evolves over time, the balance of power can shift and “cooperation” can turn into abuse.

Under acute global competitive pressure, many companies have viewed product diversification as a strategic weapon with which to win market shares. Nevertheless, product diversification increases costs and sometimes degrades product quality. Many businesses today confront the dilemma of whether to broaden product lines or to focus production. This article explores both theoretically and empirically the possible impacts of product diversification. The emerging technologies and adaptive manufacturing strategies, potentially meeting a variety of customer needs while enhancing other competitive advantages, are examined.

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.

British operations management should place greater emphasis on maintaining employee relations. Advanced manufacturing systems pose people problems as well as technical problems. People may have to be managed in a different way to maximise business advantage. Failure to manage people alongside technological development will result in poor financial results and increasing disillusionment of managers and employees with new technology. Key trends in technology, their impact on employment and their subsequent consequences for operations management are considered. New management techniques of Just‐in‐Time (JIT), Quality Circles (QC) and Operation Process Control (OPC) are discussed. The future role of operations management of human resources is discussed and indicates that there is a need to move from a control to a commitment orientation in the workplace.

A number of authors have used terms such as “world‐class manufacturing”, “high performance manufacturing” and others to describe comprehensive approaches to manufacturing performance improvement. They have broken new ground by introducing the notion of broad, organization‐wide improvement approaches, involving many complex interrelationships. However, testing the associated relationships is just beginning. The WCM Project seeks to articulate the practices which are associated with world‐class manufacturing and their interrelationships. In this attempt, a number of studies have been conducted, using the comprehensive database developed for the project. Provides a detailed examination of the development and verification of the database, which contains perceptual and objective information about quality, JIT, technology, strategy, organization characteristics and human resource management practices of 42 plants in the machinery, electronics and transportation components industries. It also provides a brief overview of three of the studies conducted as part of this project, dealing with: manufacturing process innovation; the relationship between quality practices and performance; and the relationship between TQM and JIT. Each of these highlights specific practices which are related to performance, as well as relevant infrastructure characteristics.