Just-in-time production (JIT) is receiving widespread recognition among US executives as the manufacturing system that helped make Japan a major competitor. With its proven capacity to streamline the manufacturing process, lower inventory, and improve product quality, JIT may be the basis for a renaissance in American manufacturing. This book details exactly what JIT is, how to implement it, and how to make it work in the context of American business and culture. The authors discuss how to assess opportunities for change with JIT, how to develop and plan the necessary changes in production and management, and ways of motivating middle management and other employees in a JIT system. Relying on examples of companies that have implemented JIT, such as Hewlett-Package, the text clears up several misconceptions about the process while providing managers with models for putting it into action.
