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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.

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.

Sets out to determine whether or not JIT methods are applicable to Australian manufacturers and if so, how they can be implemented successfully. Presents a brief review of the literature and highlights various definitions of JIT. Summarizes the aims and conclusions of 1980s research in Australian manufacturing. Examines the JIT experiences of 30 manufacturers, documenting programme details and the factors which contributed to their success. Offers recommendations for step‐by‐step JIT implementation in an Australian context.

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can observe proper implementation of lean manufacturing tools and practices such as just-in-time, work teams, cellular manufacturing, lean layout, etc. The goal of lean production is to minimize the waste producing activities while offering the same or enhanced quality to customers.

The aim of this research is to investigate the implementation degree of lean manufacturing and its tools and practices focusing on the case of an SME in Albania as a concrete example. Higher attention is given to some of the pillars of lean manufacturing such as just-in-time and cellular manufacturing.

In this case study, researchers observed a variety of features of lean production. Just-in-time was implemented to a certain extent and cellular manufacturing at a more surprising level, which was facilitated especially by the U-shaped facility layout designs observed during the site visits. The value stream mapping showed a proper group technology in place and the management displayed signs of engagement and future advancement desire regarding this philosophy.

Just‐in‐time manufacturing is a Western adaptation of an influential Japanese idea: the existence of inventory is a way of covering up inefficiencies of procurement, production and marketing. JIT in a western context will often be an extension of the advanced manufacturing techniques introduced in recent years, including computer‐based management methodologies, such as MRP‐II. The steps necessary to establish a JIT environment are indicated, with emphasis on the strategies which overcome the four classic problems of manufacturing management: excessive supplier lead times, inflexible production planning, large batch sizes and long queue times. The article provides an in‐depth discussion on the development of closer customer‐supplier relationships, one of the major bases of JIT. For JIT to function effectively, production planning must be accurate, timely and flexible and the best way of achieving that is with a closed‐loop MRP‐II computerised management system.

Discusses the misconceptions about just‐in‐time (JIT) manufacturing which have developed since its inception in the mid‐1960s and with respect to its application to at least four different manufacturing strategies: scale‐based, focused factories, variety‐driven and, now, time‐based. Outlines the core elements of the JIT concept and several of the primary misconceptions. Introduces a production‐distribution model to illustrate JIT practices in the context of industrial dynamics. If the essential paradigm of JIT and industrial dynamics is missed, this will lead many firms to erroneous application and conclusions about JIT′s effectiveness. JIT manufacturing in the EC has that potential. Provides a forecast of the probable effects and conditions within the Common Market.

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.

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.