Assessment on the factors affecting future of just in time as a tool for

inventory management on automobile field in India.

Joel Karleth George

B00486063
 Table of Contents
1. INTRODUCTION..........................................................................................................................3
2. LITERATURE REVIEW..............................................................................................................5
2.1. Staff Involvement and Commitment...............................................................................6
2.1.1. Staff Participation.....................................................................................................7
2.1.2. Employee Attitude and Awareness...........................................................................8
2.1.3. Training and Education...........................................................................................10
2.2. Supplier Relationships...................................................................................................11
2.2.1. Delivery in Short Time...........................................................................................11
2.2.2. Reduction in Paperwork..........................................................................................12
2.2.3. Consistent Supply of Good Quality Materials........................................................13
2.3. Level of Inventories.......................................................................................................14
2.3.1. Reduction in Raw Material Inventory....................................................................15
2.3.2. Reduction in Finished Goods Inventories...............................................................16
2.4. Quality and Waste Reduction Aspects..........................................................................17
2.4.1. Improvements in Product Quality...........................................................................18
2.4.2. Waste Reduction Protocols.....................................................................................18
2.4.3. Reduction of Defects..............................................................................................20
2.5. Production Aspects........................................................................................................21
2.5.1. Improvements in Productivity................................................................................21
2.5.2. Improvement of Process Capacity..........................................................................22
2.6. Recent Advancements In JIT.........................................................................................23
2.7. Gap Identified in The Literature Review.......................................................................25
REFERENCES..................................................................................................................................26

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 1. INTRODUCTION

Companies in the Indian automotive industry is always searching for methods to enhance
their operations using a variety of industrial technologies. Just-in-Time is one of the industry's
most prominent approaches used to establish the norm. However, JIT must be evaluated in order
to improve industry standards, quality, working environment, kind of work system, and
inventory levels. Simply JIT is a corporate concept that emphasises time and cost reduction, as
well as the elimination of poor quality in manufacturing and non-manufacturing processes.
Sometimes referred to as lean or short-cycle manufacturing. In a variety of sectors, JIT tools and
methods have been extensively used. Several sectors have attempted to establish unique business
strategies in order to maintain a favourable market reputation in today's competitive market.
Automobile manufacturing companies must investigate the importance of low-cost, high-
quality goods, a reduced time to setup, waste reduction, and zero inventory. For JIT's basic
components and instruments, an assessment of the JIT system for the targeted industry is
necessary. However, these methods are often used to shrink the skills gap. To take advantage of
available skill and demand, businesses must be inventive in their JIT evaluations. There are
several studies on the assessment of JIT in management literature, however evaluations of JIT in
the automobile sector are few. This research enhances the automobile industry's assessment
system and contains an overview of JIT's fundamental components and tools which makes the
research relevant.
The aim of the master thesis is to assess the factors affecting future of sustainable just in
time as a tool for inventory management on automobile field in India.
The key objectives are as follows:
 To conduct a detailed literature assessment on factors affecting future of just in time as a
tool for inventory management on automobile field in India.
 To conduct an online survey to determine the variables influencing the future of just-in-
time as a solution for inventory management in the Indian automobile industry.
 To undertake a factor analysis with the purpose of identifying particular factors that have
an impact on just-in-time inventory management in India's vehicle industry.
 To offer recommendations for the future on the basis of the data that will be supplied.
The research questions are as follows:
RQ1- What are the variables that will influence the future of just-in-time inventory
management in the automobile industry in India?

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RQ2- What can be done for improving the quality of inventory management in the
automobile industry of India?
This study paper explores the elements impacting the future of JIT as a tool in upgrading
the Manufacturing process in an Automobile Industry of India. Through a comprehensive
literature research, the author performs an intensive study on the issues impacting the future of
JIT in the car sector of India. The chapters of this master’s research are mentioned below.
The study is exploratory in nature. Several contributing aspects of JIT at various
automakers in India will be evaluated utilising descriptive research methodologies such as
structured questionnaires. The bulk of essential material may be discovered in research papers,
academic publications from online sources, magazines, and university library databases. This
research lasted 80 days, including 20 days for the survey. A factor analysis is done on the survey
results, and a model for improvement of the quality of inventory management is provided.
The first chapter is dedicated to a detailed literature review on the components that
affect the future of JIT. The literature review covers the findings of 32 articles. The literature
review indicates the gap, which is later utilised to establish the study subject and question.
The second chapter outlines the methodology employed.
In the third chapter, the outcomes of the data collection were provided with an analysis
and summary. The survey findings are utilised to undertake a factor analysis.
The fourth chapter is dedicated to discussions. By referencing theoretical concepts
developed in the literature review, this chapter cultivates analytic and critical thinking about
primary data and analysis. The development of a paradigm for improving the quality of
inventory management in the car industry.
In the conclusion and suggestions section of the study, the most significant findings are
presented. The findings reveal the answers to the research questions and the consequences of the
investigation. In conclusion, the questionnaire is shown in the Annex.

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 2. LITERATURE REVIEW

In recent years, the traditional principles of quality and customer pleasure have been
brought into doubt. These concepts have been called into question because: Alterations have also
been occurring continuously in the preferences and perspectives of customers. The "Just in
Time" idea, which is based on the premise of creating just what is required at the time, is one of
the many advancements in manufacturing processes and management that were pioneered by
Japanese manufacturers. This concept is just one of several. The term "just-in-time" (JIT)
manufacturing refers to a set of processes that are designed to lessen the amount of waste
produced by a product while also raising the level of that product's overall quality. (Huang
2016).
These organisational strategies include the whole logistical flow of products, beginning
at the moment of purchase and continuing all the way through to the point where they are
delivered. Some of the components of just-in-time manufacturing include shared product design
with customers and suppliers, a shift toward single sourcing, close proximity of suppliers and
customers to each other, reduced set-up times, preventive maintenance (including the use of
analytical tools to identify sources of defects), and plant optimization layout (re)configurations.
In recent years, businesses located all over the world have started to focus more of their
emphasis on just-in-time (JIT) manufacturing methods. (Frati, 2016). The following table 1
shows the advantages and disadvantages of JIT.
Table 1
Advantages and Disadvantages of JIT Manufacturing (Created by author)
Advantages Disadvantages
Less inventory implies less storage space, which There is limited space for error, since small
reduces rent and insurance expenses. inventory is held for reworking defective goods.
Due to the fact that inventory is only purchased as If inventory is not delivered on time, the whole
required, less working capital is tied up in stock. manufacturing schedule might be pushed behind.
There is a reduced probability of inventory expiring, JIT is a highly responsive style of manufacturing,
becoming outdated, or being out of date. despite the fact that there are no completed goods on
Avoids the accumulation of unsold completed goods hand to fulfil unanticipated orders since all goods are
that might result from unexpected shifts in demand. manufactured to order.
Less time is spent verifying and redoing the work of
others since the focus is on getting the job done
correctly the first time.

The concrete advantage of JIT is the accomplishment of high production and quality
standards. To get the most potential advantage from JIT deployment in Indian businesses, Indian

5
managers must first prioritise probable JIT methodologies. It is crucial for a manufacturing
facility to embrace the advantages of just-in-time delivery in order to maintain operations lean
and adaptive to changing market circumstances in light of the increasing variety of products for
sale, as well as customization and fluctuating customer expectations. The Indian Automobile
Industry: Approximately 40 million vehicles are on the roads of India at any one moment.
Automobile sales in India surpassed 100,000 units per month for the first time in February 2009.
The Indian automotive sector has a bright future due to the present low penetration of private
autos, rising affluence, and increasing affordability of private vehicles, as well as the importance
of exports. Tata Motors, Maruti Suzuki, and Mahindra & Mahindra are among a handful of
Indian automobile manufacturers whose local and international operations have expanded in
recent years. (Qi, 2018). The following paragraphs describes in detail regarding the factors
affecting the future of JIT in automobile sector in India. The following figure 1 gives an
overview of the factors affecting the future of JIT as a tool for manufacturing in Indian
automobile Industry.

Staff
Involvement
and
Commitment

Production Supplier
Aspects Relationships
Factors
Affecting
the Future
of JIT

Quality and
waste Level of
reduction Inventories
aspects

Figure 1 Factors Affecting the Future of JIT (Created by the author).

The following paragraphs discusses in detail about the factors identified during the
literature evaluation.

2.1. Staff Involvement and Commitment

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 JIT companies depend on the seamless collaboration of all workers, who are entrusted
with a high level of autonomy and responsibility for resolving issues and completing the quality-
production process. JIT requires the proper mindset, employee participation, and continual
development because of this. Commitment to work, also known as work commitment, is the
passion an individual feel for the responsibilities allocated to him or her at work. It is a person's
sense of obligation toward the aims, purpose, and vision of the organisation with which he or she
is affiliated. (Huang, 2016).
High levels of employee satisfaction in a business are associated with high levels of job
commitment and staff engagement. This leads to greater company performance, which in turn
increases profitability, productivity, staff retention, and the general quality of the work
environment. (Huang, 2016).

2.1.1. Staff Participation

Participation in the workplace instils workers with a feeling of pride and job security.
Companies with superior attitudes and efforts achieve more success. Employees are able to
produce new ideas and improve their problem-solving abilities, and the degree of accountability
for all employees has been elevated. Employees working under JIT do a range of crucial tasks,
and for JIT to be successful, they must be really regarded and valued. JIT companies depend on
the seamless collaboration of all workers, who are entrusted with a high level of autonomy and
responsibility for resolving issues and completing the quality-production process. JIT requires
the proper mindset, employee participation, and continual development because of this.
Traditional push system staff often complete their duties automatically. In JIT, manufacturing
staff are the exact opposite: They are actively involved in achieving the company's objectives.
For this, it depends on cross-functional worker abilities, which refer to the capacity to do several
jobs on many computers. When transitioning from push production to pull production, worker
training must be meticulously planned. Continuous improvement is dependent on the knowledge
and abilities of those closest to the operation. They are one's top options for enhancing their
employment. (Qi, 2018).
Employee engagement is the direct participation of personnel in activities that assist the
organisation in achieving its purpose and objectives. Importantly, it involves including workers
in the business's management and decision-making processes. Along with the leadership, this
strategy holds workers accountable for the growth of the firm, the achievement of business KPIs,
and the resolution of organisational difficulties. (Qi 2018). Following figure 2 shows the
importance of staff involvement and commitment in Success of JIT.

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 Staff Participation
Employee Attitude aand Awareness
Success
Training and Education
of JIT

Improves the
Staff Involvement
and Commitment

Figure 2 Importance of Staff Involvement and Commitment in JIT (Created by author).

Employees use their skills, inventive ideas, and efforts to make whatever contribution
they can. And in this way, employee participation fosters a feeling of community and family
inside the organisation. Better performance is the result of more motivated workers, particularly
when all employees are involved in staff management. It is not the firm or the compensation that
drives employees out, but rather their boss. It also operates in the other direction. Employee
retention and motivation are a result of their managers. Employee participation is essential to the
success of continuous improvement; nevertheless, the contribution of workers to continuous
improvement is contingent not only on their desire and interest in participating, but also on their
personal competencies in relation to continuous development. Therefore, it is crucial that staff
feel prepared with the pertinent knowledge, skills, and abilities to participate in continuous
improvement efforts. In fact, equipped staff feel empowered and are more engaged in
development efforts, which is essential for continuous improvement programmes. Training
equips workers with the skills and information required to engage in continuous improvement
initiatives, hence encouraging more participation in continuous improvement. (Lamb 2019).

2.1.2. Employee Attitude and Awareness

Employee awareness is a local concern that caters to the specific requirements of the
business unit. Although security subjects may be offered from outside the business unit, the
training focuses mostly on increasing awareness of internal security concerns. When individuals
understand themselves, they are more emotionally in control and alter their behaviour with
others so that everyone may work in a stress-free and pleasant setting. When each member of a
firm collaborates rather than competes with one another, it is much simpler to achieve the

8
organization's objectives and vision. We have already examined the correlation between satisfied
employees and improved job quality, production, and customer service. Employees with self-
awareness are able to analyse events and people's reactions objectively and stay cognizant of the
fact that their co-workers may have differing views that need respect. In order to promote a
healthy work environment, it would be beneficial for businesses to assist their workers in
developing and maintaining self-awareness. (Muller et al., 2018).
It is fairly unusual for a business to have one or two workers with a reputation for having
a pessimistic outlook on their employment. Unfortunately, the bad attitude of a few employees
may negatively affect the whole workforce and even the profitability of the firm. Given
sufficient time, this sort of attitude might inflict irreparable harm, resulting in the departure of
additional employees as well as clients who choose to do business elsewhere. For this reason, it
is advisable to address any issues about an employee with a bad attitude as soon as possible in
order to minimise the effect it has on others. The attitude of an employee may impact his or her
personal and professional life. People who work in a friendly atmosphere are more responsive to
their bosses and more content with their job. Furthermore, these employees showed less
unfavourable views toward their family and co-workers due to their job satisfaction. (Bezak et
al., 2018).
With so much competition, a spike in technology, and demanding consumers, it should
come as no surprise that businesses must continuously consider inventive ways to maximise
their resources, including human resources. It may sound philosophical to go into the topic of
self-awareness, yet developing self-awareness in workers is increasingly a must for businesses.
Employees are now expected to go above and beyond their allotted jobs, continually think
creatively, and generate ideas that will benefit the organisation. It is common practise for firms
to realign and reassign particular responsibilities to individuals who they feel have more control
over themselves, can communicate with others more readily, and have regularly shown the
capacity to think wisely and proactively. Such possibilities are a terrific method to recognise
students for their work and achievement, resulting in their loyalty and long-term commitment to
the organisation. Therefore, properly fostering self-awareness in workers is mainly advantageous
for the organisation, as it results in a motivated, intelligent, and customer-conscious staff.
(Fortune et al., 2018).
Employees that are aware of their traits are often more self-assured and hence more
inclined to be receptive to new ideas and concepts. Such an open-minded attitude is a popular
and well-liked trait that endears a person to bosses, co-workers, and even customers.
Additionally, clarity of mind and acceptance of one's flaws accompany self-awareness. These

9
personnel are more likely to participate in challenging projects and tasks and enrol in self-
development training programmes. In turn, this allows them to acquire other talents and
advances their careers. A corporation would profit from being able to "grow" leaders from
within rather than expending extra time, money, and effort to recruit from the outside. (Pinto et
al., 2018).

2.1.3. Training and Education

It is essential to understand that training is distinct from learning. Training is a method of

communication that may result in the acquisition of knowledge and/or a shift in attitudes or
behaviour. Training often elicits passive engagement, such as workshop attendance, while
learning needs some amount of active participation, resulting in altered attitudes or behaviour.
Almost typically, an investment is made in training, but learning is an entirely other thing.
Training is a classic emphasis of human capital theory, which says that companies engage in
skills development when they anticipate that higher employee productivity would balance
training expenses such as paying an instructor, purchasing materials, and downtime. (Saunders et
al., 2017).
Historically, industrial organisations' training efforts have been informal, limited, and
unstructured. In reality, on-the-job training (OJT) is the predominate mode of training used by
the majority of businesses since it represents a focus on the rapid usage of a large labour pool.
Low cost, instant production, little training time, and concurrent trial term are the benefits of on-
the-job training. Most advantageous when just fundamental abilities are needed. Integrated
manufacturing, such as JIT, necessitates people with a broader range of advanced abilities,
which necessitates more formal and extensive training. Under integrated manufacturing, more
frequent and lengthier training sessions and more organised programmes are anticipated to
facilitate the learning of multiple skills. To execute well, employees require knowledge and
technology, and their potential is limited by the degree to which their work partners, including
bosses and colleagues, are helpful. It is now generally acknowledged that employee talent,
motivation, and opportunity are inescapable mediators in any model. A transition to a more
demanding production system, such as the Just-in-Time (JIT) system, may be relevant to the
AMO variables: "to improve the quality of performance results, management will need to spend
more in HRM than is necessary for mass production." Success will rely on whether or not
employees react favourably to the implementation of these factors. (Roseman et al., 2019).
Workers under JIT who are used to their new duties, well-trained, and devoted to the
company's objectives become more productive and acquire an interest in and initiative to solve

10
issues as they are given the power and responsibility over their own work. Once an employee is
valued, feels comfortable, and is a vital part of the company's decision-making and work
process, he becomes a lifelong and, in many instances, permanent employee. (Barazza et al.,
2017).

2.2. Supplier Relationships

Under conventional inventory-based production procedures, companies place large

orders with wholesalers for supplies, and several products may be manufactured from a single
shipment. As production exhausts the original supply of raw materials, a new order is sent to
provide an adequate time cushion states Lamb (2019). On-demand manufacturing necessitates
that businesses seek suppliers that are able to fulfil modest, recurring orders on very short notice,
which often entails using regional suppliers to save shipping time and costs. Every supply chain
breakdown may result in delivery delays and unhappy customers if there is no product or supply
stockpile. A quick increase in the price of raw materials due to difficulties with material
procurement, shortages, natural disaster, or political instability (known as a supply shock) may
pose a significant threat to a company's ability to effectively service its customers.
(Schwerdfeger, 2018)
Large orders may cost a firm money, but the JIT method has extra, equally or even more
significant, but less evident expenses. However, if a company produces fewer products for sale,
it may finish up paying more for raw resources. Economies of scale are advantageous for firms
that manufacture a large quantity of items. The average cost of producing each item decreases as
output increases. This is partly owing to the fact that huge discounts based on quantity are
occasionally offered with large wholesale purchases. Smaller, more frequent purchases that do
not qualify for price concessions may incur a higher unit price for enterprises using the JIT
production model. A large financial and environmental impact, as well as a negative impact on
the environment, may result from more frequent ordering. (Schwerdfeger, 2018).
Modern firms collaborate with a diverse array of suppliers, and supply chains are
becoming more complex. As the demand to reduce costs for consumers grows, profit margins
are being stretched like never before. And in order to retain profitability and increase efficiency,
many businesses are turning to supplier relationship management as a regulated and methodical
method for acquiring the necessary products and resources. Supplier relationship management
has several advantages, all of which contribute to a healthy bottom line. (Schwerdfeger, 2018).

2.2.1. Delivery in Short Time

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 The rate of order delivery is a component of supply chain management that is under
growing scrutiny, especially as customer expectations for same-day and next-day delivery and
other features continue to grow. Just-In-Time (JIT) delivery is a technique for inventory
management that helps expedite order fulfilment, with specific applications in raw materials
orders and manufacturing. (Aoki 2019).
Since manufacturing for just-in-time delivery occurs only for particular client orders,
just-in-time services differ from conventional supply chain fulfilment in that items are pulled
rather than pushed through the supply chain. Therefore, the manufacturing process starts only
when a client places an order, and inventory is provided just when necessary . JIT delivery may
increase earnings by decreasing the number of supplies kept in stock. Just-In-Time services
involve the process of producing and delivering finished goods at the time they are needed for
sale, semi-finished goods at the time they are needed for assembly into finished goods, parts and
components required for semi-finished goods, or the raw materials required to produce those
parts. (Carnerud et al., 2018).
Assembly and packing activities in the supply chain do not hold materials in on-site
warehouses; supplies are only received when they are ready to be incorporated in outbound
orders. Therefore, just-in-time logistics enables supply chain management organisations to
reduce inventory costs and free up additional storage space for components bought with more
variability. While just-in-time delivery allows supply chain organisations to cut expenses
associated with inventory storage and administration, it also poses the issue of precisely
predicting demand (Frati, 2016).
Forecasting demand is secondary to achieving customer expectations, and modern clients
(whether end consumers or corporate customers that support end consumers) place a high
premium on flexibility and response. It is not sufficient to just make processes more efficient in
order to minimise expenses. For instance, many consumers value the just-in-time inventory
company's capacity to provide more supplies on short notice (especially when a delivery wasn't
arranged in advance) or meet sudden fluctuations in demand (Frati, 2016).

2.2.2. Reduction in Paperwork

The majority of small and medium-sized companies (SMBs) would prefer to eliminate
paper from their business operations in order to save time, money, and decrease security issues.
Switching to mobile forms and data gathering tools may have a beneficial effect on the
development and efficiency of your organisation (Hugh, 2017).

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 In the absence of a digital procedure, data acquired in the field on a paper form must be
returned to the office prior to analysis. If the document is not posted immediately, it must be
filed correctly so that it may be examined later. Paper documents are readily lost, misplaced, or
destroyed. Regardless of sector, digital technologies have vastly enhanced information flow and
administration. Now that even the tiniest businesses can afford technology, becoming paperless
is no longer a luxury; it is a necessity. Eliminating paper from your organization's procedures
will have several positive effects (Tubbs, 2016). 
Mobile technology has had a tremendous influence on the supply chain industry's
profitability over the last decade, and it has vastly increased accuracy and decreased delivery
times. Working with digital files and mobile forms eliminates the need for personnel to deal with
boxes or containers full of paper. Data transport and storage, as well as data sharing and
collaboration, will be simplified. All of these elements will increase efficiency (Tubbs, 2016).
Paperwork elimination may drastically cut the costs. After conducting two studies on the
costs and advantages of paper-based and paperless solutions, the Association for Information
and Image Management (AIIM) determined that the majority of firms (84 percent) had higher
return on investment (ROI) from a paperless office software project (Tubbs, 2016).
By eschewing paper documents in favour of cloud storage and hard drives, you may
optimise space, save money, and store voluminous data in a small area. The primary difficulty
with paper documents is that they are difficult to locate amid stacks of paper, and the
information is not readily available. Up to forty percent of employees' time in organisations with
paper-based procedures is spent searching for papers, and around seven percent of documents
are lost or misfiled. This also results in considerable time loss and processing delays. Digital
methods simplify and expedite access. (Serpanos et al., 2018).

2.2.3. Consistent Supply of Good Quality Materials

A just-in-time supply chain transfers materials just before they are required in the
production process. The strategy lowers the need to keep large quantities of goods in a
warehouse, and it works most effectively when each action is precisely coordinated with the
next. By optimising the timeliness of ordering supplies, the just-in-time supply chain strives to
eliminate timing delays and costs. The objective is to have no more or less materials than
necessary at any one time. This simplifies operations, decreases storage costs, and compels
businesses to have a thorough awareness of their supply chain. This is how the Just in Time / JIT
approach determines the stock level. By using the appropriate application, the company's

13
productivity, quality, and dependability will grow. The distribution and manufacturing processes
must be synchronised such that very little inventory is required. (Stamatis, 2016).
Suppliers and customers profit from Just in Time / JIT: the supplier has a solid awareness
of his customer's demands and knows precisely how much of a product is required and when it
must be delivered. In the case of perishable commodities, this results in cheaper stock costs and
the assurance that inventory is constantly current and fresh. It provides a direct contribution to
production and requires no storage. (Weschke, 2016).
A manufacturing business maintains a steady supply of raw materials and completed
goods. Just in Time / JIT is based on the principle of working with the smallest feasible
inventory. As a consequence, providers will send smaller amounts more often. These amounts
are matched to the industrial process' output. However, both the supplier and the manufacturer
must do an analysis in order to maintain costs as low as feasible. Ultimately, it is not cost-
effective to increase transportation fees. In this instance, it may still be advantageous to use a
bigger stock. The quantity of raw materials required is contingent on the quantity of items
requested by clients. This process is controlled by the demand for the end product. (Wallach,
2021).
In addition, the delivery distance must be considered while estimating the delivery
quantity. When the distance is too great, it may be financially prudent to place a bigger order.
Just in Time / JIT is error-free because it operates with very accurate margins. Suppliers are
obligated to swiftly reply to the producing company's request. The client wants to maintain a
minimum quantity of inventory. In order to profit from production continuity, it is crucial that
the supplier maintains a security stock (safety stock). The provider can then swiftly send the
required supplies upon request. This places a significant burden on the provider of the materials.
In order to simplify the procedure, it is prudent to install an electronic inventory system. (Guo et
al., 2016).
This will guarantee that the present stock and incoming supply are complementary.
Typically, an inventory system comprises of a host computer and a local computer that are
connected in real-time. Each computer has its own database, allowing data to be modified and
distributed to other computers about Just in Time / JIT stock components. The computer that
gathers all of this information may utilise it to update the stock level states. (Guo et al., 2016).

2.3. Level of Inventories

JIT inventory management guarantees that inventory arrives precisely when it is required
for manufacturing or to fulfil customer demand, and no earlier. The objective is to minimise

14
waste and improve operating efficiency. JIT needs long-term relationships with dependable
suppliers since the primary focus is often quality and not pricing states. (Vermesan et al., 2016).
JIT is a so-called lean management technique. All components of a manufacturing or
service system, including people, are integrated in JIT. They are interdependent and mutually
reliant on producing good results. The foundation of this method is Kaizen, a Japanese phrase
that means "improvement." Originating in Japan, the corporate strategy aims to continually
improve operations and engage all employees, from assembly line workers to the CEO. As with
JIT, the objective is to eliminate waste and enhance quality . Just in Time / JIT is error-free
because it operates with very accurate margins. Suppliers are obligated to swiftly reply to the
producing company's request. The client wants to maintain a minimum quantity of inventory. In
order to profit from production continuity, it is crucial that the supplier maintains a security
stock (safety stock). The provider can then swiftly send the required supplies upon request. This
places a significant burden on the provider of the materials. In order to simplify the procedure, it
is prudent to install an electronic inventory system. (Luis, 2018).
This will guarantee that the present stock and incoming supply are complementary.
Typically, an inventory system comprises of a host computer and a local computer that are
connected in real-time. Each computer has its own database, allowing data to be modified and
distributed to other computers about Just in Time / JIT stock components. The computer that
gathers all of this information may utilise it to update the stock level. (Zhong et al., 2018).

2.3.1. Reduction in Raw Material Inventory

Ideally, the fundamental advantage of a JIT buying or manufacturing system is the

elimination of inventory. Inventory reduction will reduce the cost of material handling and
storage. It will also free up space that may be used for less expensive endeavours. The just-in-
time inventory approach allows producers to cut overhead costs while assuring that components
are constantly accessible for product production. This helps a corporation to better service its
clients while also reducing its operating expenses. (Frati, 2016).
Excess inventory storage may be quite costly. Inventory reduction may help lower
carrying costs. Companies using the just-in-time inventory strategy may be able to abolish their
warehouses entirely or minimise the number of warehouses they possess. (Frati, 2016).
An effective supply chain may result in decreased production costs, which can
subsequently be passed on to the consumer, so making the company's goods cheaper. This aids
the organisation in increasing its market share and gaining a competitive advantage. By
decreasing inventory, JIT frees up firm resources for use elsewhere. Using JIT, a retail shop may

15
modify its warehouse space to provide more retail floor area without physically extending the
store. (Luis, 2018).
A firm may increase output by converting a portion of its warehouse into manufacturing
space. JIT also enables the employees to concentrate on essential activities, like as producing
items and engaging with consumers, as opposed to storing materials. With JIT, producers would
know when workers are required at various assembly stations to match the demand at certain
phases of production. (Luis, 2018).
A more flexible workforce can concentrate on producing high-quality goods with fewer
defects, so reducing costs and enhancing customer satisfaction. Through make JIT feasible,
management must reimagine the company's whole work flow, from the receipt of raw materials
to the final product. Similarly, supply-chain partnerships may need many suppliers, nearby
locations, and suppliers who can offer items with short notice. The fact that JIT will need smaller
orders is a disadvantage. Consequently, further discussions may be necessary due to minimum
order requirements. Even if a somewhat greater price is paid, the inventory cost might outweigh
the difference. (Zhong et al., 2017).
The greatest advantage of just-in-time manufacturing is the removal of raw material,
inventory, and product storage expenses. Historically, raw materials and completed products
inventories were considered assets. Due to JIT, inventory is now seen as a waste or a dead
investment, which incurs extra expenditures. (Zhang et al., 2017).

2.3.2. Reduction in Finished Goods Inventories

The finished products inventory is the entire amount of stock that can be sold to
customers. Using the formula for completed goods inventory, retailers may determine the worth
of their products for sale. A seller's completed items may become a buyer's raw materials.
Finished Goods Inventory is the ultimate stage of inventories that have finished the production
process and consists of commodities that have acquired their final form and are suitable for sale
to end consumers. (Guo et al., 2016).
The cost of completed products inventory is considered a short-term asset since these
things are expected to be sold within a year. On the balance sheet, the entire quantity of
completed products inventory on hand at the conclusion of a reporting period is aggregated with
the expenses of raw materials and work-in-process and presented as a single "Inventory" line
item. Consider a company that operates its internal production processes according to a just-in-
time approach, but keeps an inventory of completed items as a buffer against sporadic client
needs. In order to quantify the trade-off between inventory costs and schedule stability, the

16
inventory of completed items may be analysed using the tools of classical inventory theory.
(Vermesan et al., 2016).
Formula for Calculating Finished Goods Inventories
There are two sorts of finished goods inventories: one at the beginning and one at the
conclusion of each accounting period. When discussing the calculation of completed products
inventory, one always refers to ending finished goods inventory (Hyari et al., 2020).

Figure 3 Formula for calculating Finished Goods Inventories (Asia nikkei, 2020).

Calculating the value of finished products inventory may assist company managers
comprehend the worth of their inventory and record it as an asset on the balance sheet.
Understanding the real worth of produced stock is crucial for minimising material waste,
assessing profitability, and optimising inventory management operations (Hyari et al., 2020).

2.4. Quality and Waste Reduction Aspects

Just-in-time, or JIT, refers to the production of products and services precisely when they
are required, such as when a new business begins making steering shafts for vehicles. Under the
JIT system, the corporation will set up the machines to generate the tasks sequentially, from
those who collect the metals at one end to those who ship the output at the other. The individuals
at each station, upon receiving the product, accept the task order, execute their responsibilities
on the product, and then transmit the product to the next station upon completion of their work.
Along the route, the product is inspected for defects, and if any are found, the production line is
halted until the flaw is corrected. The shipping agency will ultimately receive the item and send
it to the consumer. Throughout the whole process, manufacturing did not begin until the order
was received, and the items were not held in inventory awaiting the completion of a previously
created item (Prayuda, 2020).

17
 JIT's core idea is the constant elimination of waste, making it broadly applicable. Clearly,
the method in which JIT concepts are implemented in various businesses will differ. Examples
of possible JIT applications in the process industries include implementation vendor
development and JIT buying. In addition, the essential principle of JIT manufacturing is
delivering the right product at the right location at the right time. This is accomplished by
synchronising the supply chain such that as soon as one batch is processed, another batch is
awaiting processing. (Garcia et al., 2018).

2.4.1. Improvements in Product Quality

JIT-Driven Quality management is a mix of inventory control, quality control, and

production management tasks that makes two serious attempts to enhance quality. It focuses first
on the philosophical side of quality improvement by making quality everyone's responsibility,
and then on the application of effective quality control procedures. It recognised that an
organization's most precious resources are its employees, and that employees perform best when
they are motivated, respected, encouraged to participate, and let to make their own choices. In
accordance with this method, workers examine the product's quality after each activity. Along
with managers, they are taught in the development and interpretation of process control charts.
Managers urge employees to choose quality above output pace. The employees have the power
to stop the manufacturing line or cell if quality issues are discovered. (Barazza et al., 2017).
In addition, the JIT manufacturing strategy requires the purchase of components in small
quantities. Small lots demand less room and time. Less space and time need fewer personnel and
resources to achieve the same task states Carnerud et al., (2018). Moreover, small batches are
simple to check, and faults may be identified rapidly. Thus, components that are consistently
acquired in small lot sizes and delivered often contribute to greater quality and productivity via
reduced inventory and scrap levels, cheaper inspection costs for incoming parts, and early defect
identification. In conclusion, JIT-based techniques have the potential to significantly enhance
product quality and productivity, but businesses must implement its concepts in a manner that is
compatible with their organisational structure, design, and procedures. According to Aoki (2019)
the JIT manufacturing makes product improvements by:
 Any activity that does not add value to the product should be eliminated.
 Devising systems to spot issues.
 Simpler systems may be easier to comprehend, easier to administer, and less prone to error.

18
 A product-oriented arrangement reduces the amount of time spent transporting supplies and
components.
 Quality control at the source – each employee is accountable for the quality of his or her own
product.
 Regular preventive maintenance, Total productive maintenance entails ensuring that all
machinery and equipment performs flawlessly when needed and continuously enhancing it.

2.4.2. Waste Reduction Protocols

JIT inventory management guarantees that inventory arrives precisely when it is required
for manufacturing or to fulfil customer demand, and no earlier. The objective is to minimise
waste and improve operating efficiency. JIT needs long-term relationships with dependable
suppliers since the primary focus is often quality and not pricing. (Roseman et al., 2019).
JIT is a so-called lean management technique. All components of a manufacturing or
service system, including people, are integrated in JIT. They are interdependent and mutually
reliant on producing good results. The foundation of this method is Kaizen, a Japanese phrase
that means "improvement." Originating in Japan, the corporate strategy aims to continually
improve operations and engage all employees, from assembly line workers to the CEO. As with
JIT, the objective is to eliminate waste and enhance quality. The JIT inventory approach
employs a range of strategies to facilitate operating efficiency. The lean technique emphasises
organisation optimization, attention to detail, small lot sizes, increased transparency, cell
production, and a pull (rather than push) approach. (Saunders et al., 2017).
Just in Time production is a concept of manufacturing centred on the intentional
reduction of waste and the ongoing development of efficiency. It includes the effective execution
of all manufacturing operations necessary to make a finished product, from design engineering
through delivery, as well as all stages of conversion from raw material forward. The major goals
of Just-in-Time are to have just the necessary inventory when it is needed; to enhance quality to
zero defects; to shorten lead times by decreasing setup times, queue lengths, and lot sizes; and to
achieve these goals at the lowest possible cost. It is a manufacturing system whose objective is
to optimise processes and procedures by seeking waste reduction incessantly. JIT's fundamental
principle is to substantially minimise work-in-progress inventories throughout the whole
production chain. Thus, items move from suppliers to production to consumers with little or no
delays or disruptions, other than the time they spend in manufacturing work centres. Before the
advantages of JIT can be realised, the plant and the way it is handled must undergo
modifications. (Pinto et al., 2018).

19
 Strong worldwide competition drove the Indian automobile sector to prioritise the
adoption of new technology, which allowed manufacturers to enhance their processes and
products. Just-in-time (JIT) production, mass customisation, "zero mistake production," and
cycle time reduction are significant projects in the automobile industry. Automotive
manufacturers increasingly depend on information technology to manage operations in order to
achieve these goals. Although the Indian Automotive Industry has achieved significant gains in a
number of areas, supply chain management remains an area with enormous room for growth.
(Turner et al., 2018).
The Just-in-time (JIT) principle is beneficial in the majority of contexts, including India.
Its fundamental tenets are waste identification and elimination and ongoing development. In a
nation like ours, where resources are few, this is crucial. There are car component manufacturers
in India who have excelled in JIT implementation. In the inbound (supply side) portion of the
supply chain, several businesses have used JIT inventory management. Utilizing just-in-time
inventory management, the vehicle sector has achieved considerable productivity increases.
(Fortune et al., 2018).

2.4.3. Reduction of Defects

During the manufacturing process, faults often occur due to production interruptions and
order fulfilment delays. JIT maintains a continuous production flow, minimises waste, and
reduces the failure rate. Cooperation with suppliers and consumers on quality development
strengthens the bonds between businesses and their external partners. This thereby promotes JIT
delivery. Strong worldwide competition drove the Indian automobile sector to prioritise the
adoption of new technology, which allowed manufacturers to enhance their processes and
products. Just-in-time (JIT) production, mass customisation, "zero mistake production," and
cycle time reduction are significant projects in the automobile industry. Automotive
manufacturers increasingly depend on information technology to manage operations in order to
achieve these goals. Although the Indian Automotive Industry has achieved significant gains in a
number of areas, supply chain management remains an area with enormous room for growth.
(Bryde et al., 2019).
A manufacturing problem arises when a product's production process is flawed. This
happens when a product is created in a manner inconsistent with its original design. It is possible
for manufacturing faults to develop if the product's maker utilises the inappropriate materials or
if the required quality controls are not implemented. Errors, whether human or mechanical,
result in product defects in industry. Ultimately, the manufacturing quality is compromised,

20
which has a detrimental effect on consumer satisfaction. Product liability law recognises a
number of distinct sources of product problems. Despite the fact that a defect may develop at
any stage of a product's lifetime (from the product's design to the labels that warn customers of
possible risks), manufacturing mistakes account for a considerable part of faulty product claims.
(Muller et al., 2019).
Manufacturing mistakes arise when a product's design is fairly safe and buyers are
advised about any possible hazards associated with utilising the product, yet a defect nonetheless
occurs as a result of improper manufacturing. In every business, from medicines to automobiles,
production mistakes may occur for a number of reasons. (Belassi et al., 2019).
For instance, a manufacturer may choose a material that is excessively flimsy for its
intended usage, hence increasing the likelihood of its breaking. Or, while building a product,
producers may not adhere as precisely as they should to the design. In the end, engineering is a
precise, difficult discipline that demands careful calculation. When manufacturers fail to adhere
to design specifications, the repercussions may be severe. (Wallach, 2021).
Unfortunately, cost-cutting strategies are sometimes responsible for these blunders. A
manufacturer may attempt to save money by compromising a product's design, or it may fail to
implement enough quality controls to guarantee that each product is safe for purchase. (Wallach,
2021).

2.5. Production Aspects

The JIT method aims to reduce waste and increase efficiency by simplifying production
operations and reducing inventory. JIT entails producing just what is needed, when it is needed,
and in the desired amount at a certain time. It is a demand-pull system, as opposed to the
conventional production-push method. Improving response and delivery times with suppliers
and customers is another essential component of Just-in-time. (Stamatis, 2016).

2.5.1. Improvements in Productivity

The implementation of a comprehensive lean manufacturing system reduces cycle, flow,

and throughput times. This productivity improvement expedites product delivery to the market,
resulting in reduced expenses and increased customer satisfaction. Additionally, an efficient JIT
system helps businesses to react quickly to changing situations. Inventory is an expense. In
addition to obsolescence, businesses must pay for storage, delivery, handling, insurance, and
warehouse rentals. In addition, difficulties with inventory management might result in
bottlenecks and shortages of critical components. (Stamatis, 2016).

21
 Thus, any system that can match inventory demand and supply yields several operational
benefits. Carrying the bare minimum of inventory helps with cash flow, storage costs, and
carrying costs. In lean production, output is dictated by real consumer demand, which reduces
the requirement for warehoused inventory. (Serpanos et al., 2018).
Another advantage of JIT is its compatibility with other common techniques to
productivity development. These include Toyota's Kanban system for continuous improvement
and TQM, or total quality management. Clearly, any JIT system requires highly organised and
timely information flows to guarantee that the whole system is optimised. It needs, for example,
a system to monitor, analyse, interpret, and report essential metrics. Fortunately, such a system
exists. In manufacturing, production costs and time to market may make or destroy a
corporation. Just-in-time (JIT) manufacturing is a workflow approach that aims to reduce flow
times inside production systems as well as supplier and customer reaction times. (Lamb, 2019).

2.5.2. Improvement of Process Capacity

JIT aids service providers in their attempts to more precisely plan and manage capacity.
This reduces total capital expenditures and operating expenditures while ensuring service
quality. JIT capacity planning may be used to expedite business and IT operations in wireline,
mobile, and cloud data centres to decrease time to market and time to revenue overall. Regarding
capacity planning, it is adaptable, dependable, rapid, and cost-effective. (Tubbs, 2016)
Given the pace of demand growth, service providers in the telecom sector are now
attempting to deploy a Just-In-Time Capacity Management Solution. In addition to effective
traffic control, it decreases operating expenses. This enables the reduction and/or reallocation of
capex to new services elsewhere in the network, hence enhancing the overall customer
experience. This necessitates novel methods to network operational planning and execution in
order to minimise time to market for new services and safeguard the competitive position of
service providers. The rising demand for data services has caused telecom service providers to
incur more expenses. A solution such as just-in-time (JIT) in capacity planning may aid in
resolving expense issues (Tubbs, 2016).
There is a gap between the demand for next-generation services and the network's
capacity to adapt and provide them swiftly and effectively. For the majority of telecom
operators, the greatest obstacle in network design is the administration of user plans that are
always changing. This necessitates that network designers account for eventualities, such as a
sudden shift in the adoption and use of new services. Traditionally, a strategy to increase speed

22
or any other metric requires a high level of public acceptance to justify the cost of designing and
marketing the change (Hugh, 2017).
These are the results of changes in assumptions on the uptake and use of new services,
budget and budget allocations, equipment requirements, vendor selection, and technical or
operational issues identified throughout the rollout process.
The delivery process difficulties have a significant effect, necessitating a re-planning of
the network construction and distribution, which is a resource-intensive and time-consuming
operation. The JIT technique demands service providers to properly and promptly estimate
demand. A significant disadvantage of this method is that it disrupts the whole telecom service
chain. If there is a failure at a single point of transmission, it may severely impede the delivery
of the service, or perhaps shut down the whole chain (Huang et al., 2016).

2.6. Recent Advancements In JIT

Japanese administrative management technology, particularly the Toyota Production

System, has made the most significant contribution to our world in recent decades.
Manufacturing quality control known as "JIT" (Just in Time) was employed to ensure the great
performance of this system. There are several examples of a well-known and well-respected
corporation faltering because of unforeseen quality difficulties. This background necessitates an
upgrade in Japanese administrative management technology. Global marketers who want to
flourish in the 21st century must establish a top-notch quality management system that can wow
customers while delivering high-quality goods on schedule via corporate management for
manufacturing. (Serphanos et al., 2018). The following figure 4 shows the recent advancements
in JIT.

23
 New TDS

New TMS

Scientific SQC

Advancements
Management SQC
in JIT
Integrated SQC

New TPS

TQM-S

Figure 4 Advancements in JIT (Created by author).

To accomplish manufacturing that puts the demands of the customer first, it is necessary
to build a key foundational technology before reforming the business process for the
technological development of divisions tied to engineering design. In the manufacturing sector,
however, new production technologies and process management must be created and applied in
order for global supply chains to be established. The following table 2 outlines the factors
identified from the literature review.
Table 2
Summarization of Overall Factors from the Perspectives of Literatures (Created by author).
Main Factors Subfactors References
Staff Involvement Staff Participation Huang, (2016), Qi, (2018)
and Commitment Employee Attitude and Awareness Lamb (2019), Muller et al., (2018)
Training and Education Bezak et al., (2018), Fortune et al.,
(2018), Pinto et al., (2018),
Saunders et al., (2017), Roseman
et al., (2019), Barazza et al.,
(2017).
Supplier Delivery in Short Time Lamb (2019), Schwerdfeger,
Relationships Reduction in Paperwork (2018), Aoki (2018)
Consistent Supply of Good Quality Material Carnerud et al., (2018), Frati

24

Level of Inventories Reduction in Raw Material Inventory
Reduction in Finished Goods Inventory
Quality and Waste Improvements in Product Quality
Reduction Aspects Waste Reduction Protocols
Reduction of Defects
Production Aspects Improvements in Productivity
Improvements of Process Capacity
(2016), Hugh, (2017), Tubbs,
(2016), Serpanos et al., (2018),
Stamatis, (2016), Weschke, 2016
Wallach, (2021), Guo et al.,
(2016).
Vermesan et al., (2016), Luis,
(2018), Zhong et al., (2018)
Frati (2016), Luis (2018), Zhong
et al., (2017), Zhang et al., (2017)
Guo et al., (2016), Hyari et al.,
(2020), Asia nikkei, (2020)
Prayuda, (2020)
Garcia et al., (2018), Barazza et
al., (2017), Aoki (2019), Roseman
et al., (2019), Saunders et al.,
(2017), Pinto et al., (2018), Turner
et al., (2018), Fortune et al.,
(2018), Bryde et al., (2019),
Muller et al., (2019), Belassi et al.,
(2019), Wallach, (2021)
Stamatis, (2016), Serpanos et al.,
(2018), Lamb, 2019
(Tubbs, 2016), Hugh, (2017)
Huang et al., (2016)

There are three core elements of "Total Development System (TDS), Total Production
System (TPS), and Total Marketing System (TMS)" in the "New JIT," or New Management
Technology Principle, hardware and software systems that are proposed for transforming
manufacturing management. These are "TQM-S, TQM by using Science SQC, New Quality
Control Principle," or "Science TQA, New Quality Management Principle." (Serphanos et al.,
2018).

2.7. Gap Identified in The Literature Review

By taking into account the points of view of a variety of authors, the author, in the course
of doing the literature review, comes to the conclusion that there is a gap in the previously
published material. The author comes to the conclusion that there is a lack of coverage in other
literatures of the elements Staff Involvement and Commitment, Supplier Relationships,
Inventory Levels, Quality Aspects, and Production Aspects, which are demonstrated to impact
the JIT implementation process in the automobile industry. Additionally, there is a lack of
coverage in other literatures of the future positive improvements of JIT. These all findings make
this research work unique. The following conclusions can be drawn from this section.
 A brief history of JIT is provided.

25
 Why As a response to the study question 1: What factors will impact the future of just-in-
time inventory management in the Indian vehicle industry? From a comprehensive
examination of the literature, the author identified five major characteristics that influence
the quality of service in the Indian Textile Industry. In addition to these three primary
determinants, 13 subfactors were also found. The following are the primary factors:
 Factors at the employee level that influence JIT in the car sector have been examined in
depth.
 The role of Supplier Relationship in the implementation of Just-In-Time (JIT) is
investigated.
 The significance of the Level of Inventories, Quality and Waste Reduction Aspects, and
Production Aspects impacting Just-In-Time (JIT) is explored.
 Recent developments in JIT are discussed.

3. METHODOLOGICAL PART

3.1. Research Design and Overall Approach

Research method refers to the precise techniques or strategies that are employed in order
to seek, select, analyse, and evaluate material relevant to a given subject issue. If the
methodology portion of a research paper is well-written, it will help the reader to objectively
assess the overall validity and dependability of the study under discussion. While writing the
technique section may appear to be basic, it could be complex because each component is

26
connected with the others and one must explain the application of each approach, which can be
tricky. A well-structured section that includes all of the important components of the research
paper acts as the blueprint for the rest of the research paper. The following is a recommended
framework for the methodological portion of an empirical study, spanning from the most general
to the most specialised elements:
 The Inquiry's Logic (Qualitative or Quantitative) - Indicate whether an inductive or
deductive logic of inquiry was utilised. One should be able to quickly determine if the study
is qualitative or quantitative. Justify their technique selection by linking it to the research
issue and demonstrating its appropriateness. Methodology tends to expand to all other
components, and the encompassing component tends to do the same.
 Participants and research surroundings - Describe in the context of your study any unique
aspects or traits of your target group. Include any contextual information pertinent to the
study's objectives when characterising the research environment. Describe the sample
strategy and method that will be utilised to recruit participants for the research.
 Methods and procedures for data collection are explored in depth - In most situations,
data is acquired via formal and unstructured interviews and surveys. Describe the methods
used to obtain information from participants. This will provide the reader a better
understanding of the reasoning behind the research team's choice to choose some techniques
over others.
 Methods and techniques for data analysis are covered in this section Required are specific
instructions on how the transcribing and data analysis were conducted. Instead of actual data,
this section demonstrates how data was examined. Quantitative research utilises content and
topic analysis, while qualitative research uses statistical analysis.
In order to get the desired results, firms collect primary data via a comprehensive survey
of their quality engineers and automobile engineers. In India, a province in South Asia, the
author decided to undertake a systematic online survey utilising Google Forms or a similar
platform. The emphasis of this component of the study was the experience of vehicle-
manufacturing companies situated in Kerala. The third strategy to this study is exploratory
analysis, which is a good method for getting outstanding data for this article. Systematic study
primarily uses a descriptive method to explore the many factors impacting the future of
sustainable Just in Time as a tool for inventory management in the automobile industry in India.

27
 Figure 5 Overall Methodological Approach of the Research (Created by author)

In order to perform an online survey, the primary information is gathered using a social
media site. The author performed the research by emailing questions to quality engineers and
automobile engineers using Google forms. Science Direct and Google Scholar provide access to
secondary sources from scholarly publications.

3.2. Data Collection- Primary

Primary data refers to information collected by researchers directly from original sources
or via direct inquiry. Google forms are used to deliver a self-structured questionnaire and a
survey form to quality engineers and automobile engineers in order to collect the main data. The
following figure 6 outlines the overall design of the questionnaire.

28
 Section I- Respondent Demographic Questions
Name of Respondents Gender of Respondents Age of Respondents Profession

General Questions

Section II- Staff Involvement and Commitment

5 Statements

Section III- Supplier Relationship

3 Statements

Section IV- Level of Inventories

3 Statements

Section V- Quality and Waste Reduction Aspects

3 Statements

Production Aspects
3 Statements

Figure 6 Overall Structure of the Questionnaire (Created by author).

There were 204 responses to the survey, and 130 were chosen as a representative sample
size based on the selection criteria.
Instructions for the Survey
A self-structured questionnaire is prepared with the assistance of numerous specialists in
the automobile industry. The questions were aimed to elicit responses about the variables
influencing the future of sustainable just in time as a tool for inventory management in the
Indian automobile industry. In a Google form, there are 21 questions organised into distinct
parts. The survey is administered online with the assistance of research-related social media
groups. The respondents must be quality engineers or car engineers. The survey will be
administered for twenty days. The methods for conducting the survey are described in detail
below.
 Participants should consist of a quality engineer or an automotive engineer.
 Participants must be familiarized with the various inventory management approaches.
 Participants should be aware of the advantages and disadvantages of Just-in-Time (JIT).

29
2.3 Sample Size, Selection and Calculation

Sample selection is the process of choosing a representative sample from the studied
population. To conduct the survey, Google Forms are used to construct the questionnaire, which
is then sent to respondents through social media platforms such as Email and Facebook.
Response Rate
The participation rate is calculated by dividing the total number of survey questions
received by the total number of full responses. Table 3 presents the complete findings of the data
analysis. The author of the thesis sent out 130 invites, which were accepted by 130 individuals.
The empirical assessment of this work is summarised in Table 3. It is vital to have a
significant (or suitable) research return rate to guarantee that the results are representative of the
target population and that the questionnaire is functioning properly. The sample is selected by a
non-probabilistic approach of convenience sampling. Participants with no prior experience with
JIT in the automobile industry were omitted from the overall population or response. The
respondents should be quality engineers or automobile engineers.

30
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