Hsien-Ho Liao International Bachelor ’s Program of Agribusiness National Chung Hsing University‚ Taichung City‚ Taiwan Abstract The just-in-time (JIT) production system has been used in the United States for decades‚ often not to its full extent. Japan has also implemented JIT in many of their organizations both at home and in their manufacturing sites abroad. Many American companies that have adopted the JIT system both internally and externally did not receive outstanding results even after many
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concept of continuous improvement and elimination of waste. Just-in-time is a management philosophy that originated and was applied in manufacturing organizations in Japan since the early 1970’s. In its early stages‚ JIT was utilized as a means to meet customer demand and minimize delays. The emphasis of JIT referred to a process where the production of goods met customer needs for quality and quantity. The Japanese plants and processes were arranged for maximum output and improved efficiencies
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increased cost. With better manufacturing methods and superior quality‚ DJC would be able to snatch some portion of ACC’s market share. Some of the important factors that might tilt he balance in favor of DJC are: • Manufacturing excellence has been the strength of DJC‚ driven by continuous process improvement and careful attention to customer needs. Their cellular manufacturing approach by breaking the factory into small‚ homogeneous and cohesive productive units makes production and quality control easier
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Background Lotus car manufacturing facility is located at Hethel‚ Norfolk UK. The plant was established in 1960 and is the sole car manufacturing plant for Lotus. Recently‚ there has been a shift in ownership as Lotus was sold to a group of private investors and Proton Holdings Berhad‚ a Malaysian automobile manufacturer. Up until now‚ the plant has produced over 100‚000 cars and currently does not manufacture more than 5‚000 cars per year. This translates to an average daily production of 9 to 10 cars
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Fordism‚ it refers to the mass production of standardized goods using assembly line technology‚ involving few skills and repetitive work by employees. ‘Each company was composed of many different specialized departments‚ each producing components and parts that were eventually channeled towards the moving line for final assembly.’(Cohen & Kennedy 2007: 95 ) For instance‚ in 1900‚ there were 18 million horses‚ but only 8‚000 cars in America. For local people‚ car just was a bulky and expensive
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Caterpillar’s worldwide production running? To keep production running‚ Mr. Folley needs to quickly “re-route” the supply chain from his facility and disperse those demands to other locations. Because the Oxford plant is the only one owned by Caterpillar that produces these couplings‚ he needs to find outside sources that can produce the couplings to Caterpillar’s standard and get them contracted and trained so they can get couplings to the manufacturing plants and keep production running while Caterpillar
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trying to implement JIT Aylesbury pressing has been in business for over a century so their way of working and their pricniples followed with regard to manufacturing has always been creating buffer stock at every stage at their production area and their assembly only starts when all various products have accumalted and at the moment normal manufacturing lead times is 6-8 weeks. Implementing JIT is going to be a problem because at the moment people have set job functions and the JIT procedures and disciplines
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Suppliers & the Target Costing Process The manufacturing process of AAV relied on high "value-added systems suppliers". MB used their supplier linkages to ensure their systems suppliers were a part of the AAV development process from the concept phase to the production phase. Suppliers were required to produce components on time and within MB quality standards while remaining within their established cost targets. Decisions had to be made early in the development stages so suppliers were brought
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Busman notes: AOS3 -Operations Input: resources such as raw materials‚ labour‚ plant‚ equipment‚ capital‚ information used in any organisational production system Transformation process: the process involved in converting inputs into outputs Output: transformed inputs that are returned to the external environment as products or services Operations system: involves three stages; input‚ processing (transformation) and output Operations management: management of resources to achieve efficient output
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Introduction to Materials Management The efficiency of any manufacturing organisation depends on the availability of component parts and materials in the proper quantity‚ quality‚ price‚ range and time. Failure in any of these areas increases costs and decreases profit as certainly as outmoded production methods or ineffective selling techniques. This simple but obvious point has only recently come to be properly understood. This book presents the principles‚ methods and strategies that represent
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