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The perceived impact of JIT implementation on operations performance Evidence from Chinese firms

The perceived impact of JIT implementation on operations performance Evidence from Chinese firms Purpose – The purpose of this paper is to investigate the perceived impact of just‐in‐time (JIT) implementation on operations performance, identify the relationship between elements of JIT (integrated and individual) and performance metrics, and based on the results, present some helpful suggests for improving JIT implementation in manufacturing industry. Design/methodology/approach – Framework and hypotheses based on literature review were first constructed, then a questionnaire was developed to collect data from mainland China; in total, 224 information responses were obtained, then statistical analysis was carried out to test the hypotheses. Based on the data analysis results, conclusion and managerial insight were summarized. Findings – Results show that, no matter what kind of industry or scale of sale of the firm, implementation of an aggregate bundle of JIT elements can improve production operations performance. However, for individual elements of JIT, their impacts are different; some basic elements of JIT like 5S, multiple‐skill employee and JIT purchasing can play a more remarkable role than other elements. Practical implications – The conclusions of this paper can benefit firms in improving implementation of JIT in practice, especially for those firms in developing countries. Originality/value – Although a number of studies on JIT implementation have been reported in developed countries, little attention has been paid to the status of Chinese firms; this paper has value for examining the practice of JIT in China and reference value for other developing countries’ firms. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Advances in Management Research Emerald Publishing

The perceived impact of JIT implementation on operations performance Evidence from Chinese firms

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0972-7981
DOI
10.1108/09727981111175957
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to investigate the perceived impact of just‐in‐time (JIT) implementation on operations performance, identify the relationship between elements of JIT (integrated and individual) and performance metrics, and based on the results, present some helpful suggests for improving JIT implementation in manufacturing industry. Design/methodology/approach – Framework and hypotheses based on literature review were first constructed, then a questionnaire was developed to collect data from mainland China; in total, 224 information responses were obtained, then statistical analysis was carried out to test the hypotheses. Based on the data analysis results, conclusion and managerial insight were summarized. Findings – Results show that, no matter what kind of industry or scale of sale of the firm, implementation of an aggregate bundle of JIT elements can improve production operations performance. However, for individual elements of JIT, their impacts are different; some basic elements of JIT like 5S, multiple‐skill employee and JIT purchasing can play a more remarkable role than other elements. Practical implications – The conclusions of this paper can benefit firms in improving implementation of JIT in practice, especially for those firms in developing countries. Originality/value – Although a number of studies on JIT implementation have been reported in developed countries, little attention has been paid to the status of Chinese firms; this paper has value for examining the practice of JIT in China and reference value for other developing countries’ firms.

Journal

Journal of Advances in Management ResearchEmerald Publishing

Published: Nov 1, 2011

Keywords: China; Manufacturing industries; Just in time; Operations management; Operations performance; Manufacturing companies; Developing countries

References