The bottom line for us is the dependability of Toyota. And so we decided to make a move to go with Toyota. But we had a lot of downtime, a lot of problems with the lifts. “We were buying used equipment and were dealing with a lot of rentals, which is also used equipment. “We were running older equipment,” David Butcher, general manager at JIT, explains further. “Originally, we were invited on site to do an analysis of their fleet. We noticed that they had a wide range of equipment, causing increased maintenance and downtime, along with rising costs.” “Our relationship with JIT started back in 2013,” recalls John Sullivan of Toyota Material Handling Northern California. However, the movement of goods inside this facility was not always smooth. A combination of propane and electric forklifts do most of the heavy work, while powered and manual pallet jacks perform much of the loading and unloading of trailers. JIT now relies on Toyota forklifts to keep these products moving throughout its buildings. The facility operates 24 hours a day, seven days a week. These goods reflect what’s commonly produced in the area – electronics, computer products, solar panels, inverters and computer racking as well as clothing, shoes and other consumer goods. The Milpitas operation encompasses 600,000 square feet and handles products from about 100 different customers. It operates facilities in Reno, Sacramento, and Los Angeles as well as a Silicon Valley facility in Milpitas, near San Jose. The company has 120 over-the-road trucks in its fleet as well as some 200 trailers to reach locations up and down the West Coast. JIT is a freight forwarder and third-party transportation provider that also offers warehousing and distribution services. That is where a partner like JIT Transportation comes in. To be successful, you have to get it to market. New York: Simon and Schuster.JIT Transportation is a leading third-party distributor in the land of high tech.Ĭoming up with the newest high-tech gadget is one thing. ![]() International Journal of Operations and Production Management, 7(4), 46–52. Application of Just-in-Time manufacturing techniques in the United Kingdom. International Journal of Production Research, 15(6), 565–594. Toyota production system and Kanban system: Materialization of a Just-in-Time and respect for human system. Sugimori, Y., Kusonoki, K., Cho, F., & Uchikawa, S. Journal of Small Business Management, 29(3), 43–49. Customer and supplier linkages for small JIT manufacturing firms. International Journal of Production and Operations Management, 9(3), 15–25. International Journal of Production and Operations Management, 15(1), 38–49. A comparative analysis and review of JIT ‘implementation’. A categorized survey of the JIT literature. International Journal of Production and Operations Management, 9(8), 20–39. Impact of computer technology on the implementation of Just-in-Time production systems. The transferability of just-in-time concepts to American small business. Production and Inventory Management Journal, 20(2), 44–48. JIT implementation in small manufacturing firms. Computer integrated flexible manufacturing: Organizational, economic, and strategic implications. International Journal of Production Research, 36(3), 837–861. Meta-analysis applied to operations management: Summarizing the results of empirical research. Integrated Manufacturing Systems, 7(2), 67–76.įorza, C., & Di Nuzzo, F. Improvement initiative paths in operations. This process is experimental and the keywords may be updated as the learning algorithm improves.įilippini, R., Forza, C., & Vinelli, A. These keywords were added by machine and not by the authors. Also, the paper is valuable for its balance between scientific rigour and practical relevance. The commentary underlines that, although results are today outdated, the framework proposed by the paper is still very useful to study the evolution of JIT and its impact on performance. Through a wide empirical evidence of Italian companies in the metalworking industry, the authors were able to show the ability of JIT to shift the trade-off between productivity and service. On the other side, they studied the impact of JIT on two set of performance dimensions, the operating conditions and the external performance of the production system. While the general approach is long lasting and widely generalizable, the specific techniques might be more contingent. From the one hand, they distinguished the overall managerial approach and philosophy from the specific techniques used to implement it. In the original paper the authors performed an early study on this subject, recognizing the disruptive potential of this approach and proposing a solid framework for its analysis. ![]() Just in Time (JIT), as a wide philosophy to manage and control production activities, has dominated the way industry is run in the last decades.
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