The relationship between JIT practices and type of production system

After World War II, the Japanese incrementally applied new management practices to improve their global competitiveness. With refinement and systematic integration of these new practices the Japanese achieved a new manufacturing paradigm and, by the 1970s, a competitive superiority in the marketplace. In an effort to emulate the success achieved by Japanese manufacturers, US managers began to apply these new management practices in their organizations. These management practices were introduced as just-in-time (JIT) manufacturing. US managers have progressed through a series of trial and error efforts to apply these new management practices and still do not understand many of the issues associated with JIT implementations. This study attempts to address some of the misunderstandings associated with JIT implementations. A systems approach is utilized for collecting data and analyzing pertinent relationships associated with JIT implementations in US manufacturers. Findings from the study suggest that an association exists between implemented JIT practices and type of production system. In addition, this is the first study to show that the benefits attributed to JIT implementation as a function of implementation status of specific JIT management practices and type of production system.