Just In TimeEssay Preview: Just In TimeReport this essay1. IntroductionJust-in-Time (JIT) means different things to different people. Some believe it to be an approach to manufacturing production, control and purchasing; to others it is a methodology to achieve manufacturing excellence (Schonberger, 1986); some businesses even view JIT as a winning strategy in the highly competitive market place of the 1990s (Schniederjans, 1992). As an operational philosophy JIT has been developing extensively in the manufacturing sectors, from its early development in Toyota Motor Co., to todays wide spread employment.
However, the JIT philosophy is being increasingly and seriously questioned by some academics and practitioners. For example, the slow demand and simultaneous surge in inventories during the second quarter of 1994 was interpreted, by the Wall Street Journal as an end to the “wishful nature” of the JIT theory of production management (Norris, 1994).Roy Shapiro, Professor of Operations Management Harvard Business School, states that “companies run into trouble” when they stress “squeezing out the last iota of inventory” above the more important goals of quality and process improvement (Bleakley, 1994). Shapiro also notes that even firms in Japan, where JIT practices were first heavily developed, increased their inventory levels as they learned more about the inefficiencies of small order/lot quantities (Bleakley, 1994).
Yet, as noted above, this approach is an even more difficult or impossible to implement. In Japan, which has no centralized system of supply management, small order quantities of a particular product are more prevalent than in most other countries in Western Europe and North America (Hirano, 1994a).
And the cost of production can be highly volatile.
According to a study by R.M. Moseley (1990) in New Zealand, small or heavy-duty items such as wheat or soy could be replaced almost daily, at one-third of the cost. The cost of the equivalent of more than 4,000 lbs of a grain in the country was ~$11,250 (Moseley, 1990:10). A major aspect of the decision to make such an operation was the cost of the new products (Moseley, 1990:10).
So, as we have seen above, this does not necessarily mean that all the necessary tools in and of themselves can be utilized correctly” and as such, small orders and “goods” must be ordered on a per-unit basis and purchased from a trusted source. However…” products often need to be purchased at the store that their manufacturer’s suppliers use only. The store that employs the supplier, who then buys the product from our source, provides it from their customers and does a thorough process of verifying the quality and safety of the merchandise. However, if an item from our source had deteriorated over the course of the purchase, the supplier could not guarantee its safety. This is only a small part of the problem, and it will likely cause some customers to switch to better-priced and more experienced suppliers. Furthermore, if the quality of the manufactured product does not improve over time, demand for our new source of supply declines. Therefore, if the product that is made by the supplier falls in price and the supply is too expensive to keep up, customers will switch back to the supplier in exchange for less expensive production. Even with all this in place, we think the end result will be that some consumers will go with a less-expensive supplier and will return more money.
Given this situation, we urge you to take out loans with some or all of the above mentioned alternatives to our $8,250 monthly loans. For example, if you have used our $8,250 monthly loans, you might consider this option:
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There you have it. The answer is a matter of no means of discouraging people from using our JIT® and other products, and of no practical use to consumers of non-JIT products. You will not be harmed by a mistake made by the company or any of our other vendors, including any mistakes made by our suppliers. You will still face the same problems as in my previous book.