Just In Time Management
Just in Time is also known as supply chain management or even Lean Production. ... “Supply chain management is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service, manufactures that product or service and delivers it to the customer.” This concept was first implemented by Toyota Japan, and the irony of the history of supply chain management, is that the ideas came from Ford in America. Henry ford, the creator of Ford cars described on his book ‘Today and Tomorrow’ (1998 Productivity press reprint edition) the elements of supply chain management (also know as Lean Production). They were: continuous flow, just in time, standardised work, quality and reduction of waste. Even though they were on Ford’s book his factory was not using it, these concepts were the foundation for Toyota to jump ahead and implement it and become one of the biggest if not the biggest car manufacturer at that time. Many other companies adopted Toyota’s lessons in quality, management, productivity and employees relations including Ford. ... You have to make sure they are delivered and not only that, they should be delivered in time and in good condition. ... Basically most supply chain management are softwares, but that’s exactly when the problem arises. ... Before the internet, supply chain management was created to smoothen the ability to predict demand and have enough stock and raw materials. ... Most companies do not want to disclose too much information which does not allow you to take full benefit of supply chain management. ... Even though we can clearly see that supply chain management brings you many benefits the beauty of it is only seen after it if fully working. ... Just like Wal Mark’s they do not worry at all with P&G product stocks because P&G does it for them. ... So if you workers to not know that they will think the system does not work properly and stop trusting it and then you are back into line number 2 which is to make workers trust and use the system, but this time with double challenge because they used and believe it is not good enough. ... In most cases you need to re-shape the ERP to best fit the supply chain management in order to achieve compatibility. ... ‘Top management does not understand the total picture of JIT and its advantages and often don’t support that change, and it happens that middle managers are the ones who try to implement it, but it has proven unworthy without the support of Top managers.