International Journal of Applied Engineering Research, ISSN 0973-4562 Vol.7 No.

11 (2012)
© Research India Publications; http://www.ripublication.com/ijaer.htm

ANALYSIS OF JIT ELEMENTS: A CASE STUDY

Ashif Ali
Assistant Professor, Department of Mechanical Engg.
Dev Bhoomi Group of Institute, Saharanpur (U.P.)
ashifali777@gmail.com

Dr. P.C. Tewari

Associate Professor, Department of Mechanical Engineering
National Institute of Technology, Kurukshetra (Haryana), INDIA
pctewari1@rediffmail.com

Mohd Javed
Assistant Professor, Department of Mechanical Engg.
National Institute of Technology Kurukshetra (HR), INDIA.
mohdjavaid0786@gmail.com

Abstract: JIT is a system designed to make an organization operate

Just in Time (JIT) is a system designed to make an
organization operate efficiently and with a minimum number
of human and mechanical resources. JIT also improves
quality, reduces inventory levels, and provides motivation to
solve problems as soon as they occur. JIT can be defined as a
system designed to eliminate waste in an organization. Waste
is anything that does not add to the value of the product or
service. JIT introduces no advanced technology or
complicated principles, but instead, strives to eliminate the
unnecessary burdens of complexity. Making the complex
system simple not only in manufacturing but in other
departments of an organization is the main goal of JIT.
JIT means doing the job right at the first time and
permanently solving problems as soon as they appear. It also
means efficient use of resources and fixing deficiencies in the
system. The central theme is that no matter what is being done
in business, it can be done better by adopting strategies of JIT.
In this dissertation, a survey of 25 technical institutions
followed by a case study has been carried out. The purpose of
this work is to study the feasibility of JIT in technical
institutions. JIT is a philosophy which carries wide range of
techniques which eliminates in Indian context has been
identified.
Keywords: just in time a case study.
1.0 INTRODUCTION:
Recently number of Indian Educational Institutions has
increased enormously. The effective management of
Institutions and Universities is of prime importance to the
general welfare and prosperity of the society. Moreover with
growing global (domestic and international) competition some
researchers attempt to improve the management techniques to
increase productivity of service sector. It is, therefore,
necessary for Indian Institutions to adopt modern management
thinking and strategies if they wish to compete effectively in
the market place by providing high quality service at a
competitive cost. Japanese Just in Time (JIT) system is one of
such management strategies.
efficiently and with a minimum number of human and
resources. JIT also improves quality, reduces inventory levels
and provides maximum motivation to solve problems as soon
as they occur. JIT can be defined as a system designed to
eliminate waste in an organization. Waste is anything that
does not add directly to the value of the product.
JIT is a revolutionary concept that challenges by its very
simplicity. It introduces no advanced technology or
complicated principles but instead strives to eliminate the
unnecessary burdens of complexity.
Making the complex system simple is one of the main
goals of JIT not only in manufacturing but in other
departments of an organization. JIT means doing the job right
the first time and permanently solving problems as soon as
they appear. It also means efficient use of resources and fixing
deficiencies in the system. The central theme is that no matter
what is being done in business, it can be done better by
adopting strategies of JIT and continuous improvement.
However literature shows that JIT is suited to
manufacturing as well as service and administrative work
situations.
2.0 RESEARCH METHODOLOGY
The objectives of research work with respect to technical
Institutions in Uttarakhand are as follows:
1. To find out those elements which are important in
technical Institutions?
2. To find out those elements which are easy to
implement in Indian context?
3. To identify those elements which are highly
difficult to implement?
4 To find out the scope of JIT implementation in
technical Institutions by way of a case study.
2.1 LITERATURE REVIEW
Ebrahimpour and Schonberger (1984) identified problems
of developing countries like India, where stress is on
 International Journal of Applied Engineering Research, ISSN 0973-4562 Vol.7 No.11 (2012)
© Research India Publications;
maintaining efficiency rather than reducing cost in contrast
to developed countries where better infrastructure and
practices automatically result in efficiency. They have also
suggested JIT and TQC (Total Quality Control) for
developing countries to solve such problems.
Gupta and Haragu (1991) had shown that, JIT is not just a
way to reduce inventory but it is a mean of solving problems
that block the building of an excellent manufacturing
organization. Its applications and benefits apply not only to
the shop floor but also to the marketing, purchasing and
accounting aspects. But benefits from this system cannot be
achieved overnight. It is a slow process and takes 5 to 10
years to obtain optimum results.
Mahesh Mathur (1994) presented the design and operation
of a computer simulation model developed on a SLAM
SYSTEM to compare the buildup of set up costs and
inventory carrying costs with varying lot sizes. While
reduction of lot sizes is a necessary step towards
implementation of 'Just-In-Time' (JIT) in a job shop
environment, a careful cost study is required to determine
the optimum lot size under the present set up conditions.
Banerjee and Kim (1995) have presented an integrated JIT
inventory model with a single buyer and supplier showing
that a point optimal integrated inventory replenishment
policy, as opposed to independently derived policies for one
buyer and supplier, results in significant economic benefits
for both parties.
Nassimberi (1995) has analyzed nature of the relationship
between principal operational JIT practices, i.e. the practices
that create the link between buyer’s and supplier’s operation
chains. The study was carried out on the basis of a survey of
457 respondents in different areas from 50 Italian plants.
The study has demonstrated that the practices considered
show 3 main underlying factors: delivery synchronization,
design and interaction on quality. Each of these factors is
partly independent from-others and can be interpreted as a
distinct type of buyer supplier interaction.
Zhiwei Zhu and Paul H. Meredith (1995) defined the
critical elements in JIT implementation. The objective of
their research was to fill the gap by organizing an overall
picture of a JIT implementation process from the views of
both practitioners and academicians and by comparing
2.2. ELEMENTS OF JIT:-
Sr.
NO. ELEMENT SCORE
1 Automation
2 Administrative Efficiency (ERP)
3 Buffer stock removal
4 Continuous improves
5 Communication and information
6 Curriculum utilizing Visual and
Information Literacy’s
http://www.ripublication.com/ijaer.htm
findings based on studies employing different research
methods.
Huan Neng Chiu (1995) identified the problem of
determining a best order-up-to-level and review interval
policy for a fixed-life perishable product under the
assumption that the lead time is positive. After the analysis
of the behavioral pattern of the perish ability process, a
simple yet good approximation to the expected outdating is
developed. Two extended bounds on the expected outdating
and the total expected costs of holding inventory, ordering,
backlogging are derived to construct a heuristic (R, T)
model.
R. S. M. Lau (2000) revealed that the synergistic effects of
joint JIT-TQM were more obvious when comparing to those
companies with no JIT or TQM. Companies implementing
both JIT and TQM were also found to be superior when
comparing to those JIT companies. However, the synergistic
benefits of joint JIT-TQM were found marginal, at best,
when comparing to TQM companies. He also suggested that
JIT companies might tend to focus more on the technical
aspects rather than human aspects of implementation.
Cua et al. (2001) presented an integrating framework and
helped to untangle the overlapping manufacturing practices
of TQM, JIT and TPM. This was done by specifying a
common set of human and strategic practices that were
shared by all three programs. This left a set of basic
techniques that were unique to each of the three programs.
This study was one of the few to empirically demonstrate the
importance of joint implementation of manufacturing
programs. The findings from these empirical analyses
demonstrated the importance of implementing the practices
and techniques belonging to all three programs. Each
component of integrating framework represented a different
aspect of improvement initiatives aimed towards product,
process, and equipment development.
Yan Dong et al. (2001) developed a model and tested it to
determine whether the use of JIT purchasing reduces
logistics costs for both suppliers and buyers. The results
indicated that JIT purchasing directly reduces costs only for
buyers. An indirect path, however, was found between JIT
purchasing and logistics costs for suppliers. To the extent
that JIT purchasing may result in suppliers adopting JIT
manufacturing techniques, then suppliers too can benefit, at
least indirectly, from JIT purchasing.
DEGREE OF DEGREE OF
IMPORTANCE DIFFICULTIES
4 3 2 1 0 4 3 2 1 0
 International Journal of Applied Engineering Research, ISSN 0973-4562 Vol.7 No.11 (2012)
© Research India Publications; http://www.ripublication.com/ijaer.htm

7 Design for service

8 Expansion of syllabus contents with
adding of modern technique
9 Education and training if staff
10 Expert Lectures
11 Employees involvement in decision
making
12 Flow layout
13 Group technology
14 Job satisfaction
15 Motivation of students for
Entrepreneurship
16 Preventive maintenance of lab
equipment
17 Process improvement
18 Research and development
19 Student faculty ration

Top management support

20
21 Value edition program

3.0 METHODOLOGY
A secondary research method has been used to collect the
published articles dealing with the vendor managed JIT issue
from various professional Journals during the period 2000 to
2012.
Also this topic has been discussed with various scholars
from the research field and technical professionals from the
industries.
3.1 DEGREE OF IMPORTENCE AND DIFFICULTIE
OF JIT ELEMENTS IN TECHNICAL INSTITUTIONS
Table 4.1 indicates that research and development has got
the maximum value, hence is the most important element of
JIT for institutions and administrative efficiency got 67 as
mean, which is at second most important element of JIT
whereas, flow layout got 21 as mean, which is the least one,
hence it can be termed as least important in technical
Institutions in Uttarakhand context.
Flow layout is the physical layout of production facilities
arranged so that the process flow is streamlined, i.e., for each
component, the proportion of value added time should be
more, there should be minimum queuing and non value added
time should be more, there should be minimum queuing and
non value added times. Use of dedicated lines, U-shaped or
parallel lines, use of small machines is preferred.
From Table 4.1, other most important elements are
education and training of staff, process improvement, top
management support, communication and information sharing,
customer care, customer satisfaction, housekeeping employee
involvement in decision making etc.
Table 4.1 indicates that the least important elements are
Flow layout, Motivation of students for Entrepreneurship, Top
management support, Communication and information
Employees involvement in decision Making, Preventive
maintenance of lab equipment etc.
From Table 4.2, the most difficult elements are Continuous
improves, Student faculty ration, Job satisfaction, Expansion
of syllabus contents with adding of modern technique, Design
for service etc.
The least difficult elements from Table 4.2 are Preventive
maintenance of lab equipment, Research and development,
Value edition program, Employees involvement in decision
making, Communication and information, Automation, Buffer
stock removal etc.
Table 4.1 and 4.2 shows the degree of importance and degree
of difficulties respectively.

TABLE 4.1 DEGREE OF IMPORTANCE OF JIT ELEMENTS IN TECHNICAL INSTITUTIONS OF UTTARAKHAND

S.NO. ELEMENTS SCORE Mean

4 3 2 1 0 Score
(0-100)
1. Automation 6 5 3 3 8 48
2. Administrative Efficiency (ERP) 8 9 3 2 3 67
3. Buffer stock removal 1 2 4 3 15 21
4. Continuous improves 4 5 2 7 7 42
5. Communication and information 3 2 3 10 7 34

6. Curriculum utilizing Visual and Information 5 5 2 1 12 40

 International Journal of Applied Engineering Research, ISSN 0973-4562 Vol.7 No.11 (2012)
© Research India Publications; http://www.ripublication.com/ijaer.htm

Literacy’s
7. Design for service 5 7 8 5 0 62
8. Expansion of syllabus contents with adding 6 6 10 3 0 65
of modern technique
9. Education and training if staff 7 5 6 3 4 58
1.0 Expert Lectures 4 3 8 5 5 46
11. Employees involvement in decision making 3 5 5 3 9 40
12. Flow layout 8 7 5 4 1 67
13. Group technology 5 7 6 7 0 58
14. Job satisfaction 6 8 4 2 5 58
15. Motivation of students for Entrepreneurship 2 1 2 7 13 22
16. Preventive maintenance of lab equipment 4 5 4 3 9 42
17 Process improvement 4 3 7 7 4 46
18. Research and development 3 3 7 12 0 47
19. Student faculty ration 7 4 4 8 2 56
20. Top management support 3 2 3 10 7 34
21. Value edition program 3 5 5 3 9 43
Grand Mean Score 47.4285

TABLE 4.2 DEGREE OF DIFFICULTIES OF JIT ELEMENTS IN TECHNICAL INSTITUTE OF UTTARAKHAND

S.NO. ELEMENTS SCORE RESPONSE Mean Score (0-100)

4 3 2 1 0
1. Automation 2 3 6 8 6 34
2. Administrative Efficiency (ERP) 6 4 7 4 4 54
3. Buffer stock removal 5 4 3 4 9 42
4. Continuous improves 10 5 6 4 0 71
5 Communication and information 1 0 10 7 7 31
6. Curriculum utilizing Visual and Information 5 6 8 6 0 54
Literacy’s
7. Design for service 5 9 3 2 6 55
8. Expansion of syllabus contents with adding of 8 4 3 6 4 56
modern technique
9. Education and training if staff 8 5 6 2 4 53
10. Expert Lectures 3 7 6 4 5 49
11. Employees involvement in decision making 2 4 5 6 8 36
12 Flow layout 5 6 1 7 6 47
13. Group technology 2 3 4 7 9 32
14. Job satisfaction 5 5 7 8 0 57
15. Motivation of students for Entrepreneurship 4 3 6 4 8 41
16. Preventive maintenance of lab equipment 3 2 8 7 5 31
17. Process improvement 6 5 7 7 0 53
18 Research and development 3 2 5 8 5 36
19. Student faculty ration 8 6 5 5 1 65
20. Top management support 2 6 7 3 7 43
21. Value edition program 4 3 6 4 8 41
Grand. Mean Score 46.7142

XY scatter chart is drawn between importance as abscissa and
difficulty as ordinate. The axis crosses at their relative value of
population mean (µ) i.e. for x axis it is 47.43 and for y axis its
value is 46.71.
In Figure 4.1, the lower right quarter i.e. Part-1 shows those
elements which are highly important and are very easy to
implement.
The upper right quarter i.e. Part-2 shows those elements which
are highly important but are difficult to implement.
 International Journal of Applied Engineering Research, ISSN 0973-4562 Vol.7 No.11 (2012)
© Research India Publications; http://www.ripublication.com/ijaer.htm

The upper left quarter i.e. Part-3 shows those elements which keeping, and process simplification are highly important and
are less important and very difficult to implement in technical easy to implement.
Institutions. Whereas continuous improvement, customer care, cost cutting,
The lower left quarter i.e. Part-4 shows those elements which customer satisfaction, employee involvement in decision
are less important but are easy to implement. making, flexible workforce, automation, process
Figure 4.1 shows that elements like administrative efficiency, improvement, research and development, standardization,
education and training of staff, preventive maintenance, house

SCATTER CHART

XY SCATTER CHART
50
100

80
DEGREE OF DIFFCULTIES

4
19

60 14
2 6 7 8
17 9
10
12 50
3 20
21 15
40 18 11 1
5 16 13

20

0
0 20 40 60 80 100
DEGREE OF IMPORTANCE

Figure 4.1 Importance and Difficulties on XY Scatter Chart

1. Automation, 2. Administrative Efficiency (ERP), 3. Buffer
stock removal, 4. Continuous improves, 5. Communication
and information, 6. Curriculum utilizing Visual and
Information Literacy’s, 7. Design for service, 8. Expansion of
syllabus contents with adding of modern technique, 9.
Education and training if staff, 10. Expert Lectures, 11.
Employees involvement in decision making, 12. Flow layout,
13. Group technology, 14. Job satisfaction, 15. Motivation of
students for Entrepreneurship, 16. Preventive maintenance of
lab equipment, 17. Process improvement , 18.Research and
development,19. Student faculty ration,20. Top management
support,21. Value edition program.
Technical support, top management support and waste
reduction are those elements which also highly important but
are relatively very difficult to implement in technical
Institutions.
Quality function deployment, quality circles, JIT purchasing,
group technology, design for service, buffer stock removal,
storage space elimination etc. are those elements which are
highly difficult and also less important in context of Indian
technical Institutions.
Elements like bar code technology, communication and
information sharing, flow layout, inventory reduction, lead
time reduction, process flexibility, schedule team work,
smooth flow etc are those elements which are less important
but at the same time are less difficult to important.
It is recommended that those elements, which are highly
important and easy to implement should be applied at the
initial stage and only after successful implementation of these
elements one should go for those elements which are highly
important but difficult to implement.
4.0. CONCLUSION
This chapter gives some important conclusions obtained
from present work. Present work has analyzed some vital
issue of JIT implementation on the basis of a case study. The
following conclusions are drawn: It is observed from
 International Journal of Applied Engineering Research, ISSN 0973-4562 Vol.7 No.11 (2012)
© Research India Publications; http://www.ripublication.com/ijaer.htm

literature that JIT means doing the job right the first time and
permanently
Solving problems as soon as they appear. It also means
efficient use of resources and fixing deficiencies in the
system.
.It is concluded that technical Institutions have different
priorities with respect to important and difficult elements for
JIT implementation.
.Most important elements for technical Institutions are
education and training of staff, process improvement, top
management support, communication and information sharing,
customer care, customer satisfaction, housekeeping employee
involvement in decision making etc.
.It has been observed in case study that four elements were the
most important and relatively less difficult to be implemented.
These are Administrative efficiency (ERP), Preventive
maintenance of Lab Equipments, Research and development
(Uutilization of lab facilities for Consultancy & Student
projects), Student faculty ratio.
It is recommended that Polytechnic Institutions should
implement most important and less difficult elements at the
initial stage.
5.0. SCOPE FOR FUTURE WORK
Present work is exploratory in nature. JIT concept is very
vast. There is a lot of scope for future research in this area.
Some important issues identified for future research are as
follows:
.Some elements of JIT are difficult to implement in
Uttarakhand technical Institutions as identified by the survey
results. The reason for these difficulties should be found out
to solve the problems of implementation.
[7] Billesbach, T. and Schniderjans, M. (Third quarter,
1989), “Applicability of JIT Techniques in
administration”, Production and Inventory
management, pp. 40-45.
[8] Billesbach, T.J. (1991), “A study of the
implementation of just in time in the United states”,
Production and Inventory Management Journal,
vol. 2, No. 3, pp.1-4.
[9] Chandra, S. and Kodali, R. (1998), justification of
just-in-time manufacturing systems for Indian
industries”, Integrated Manufacturing Systems,
Vol. 9, No. 5, pp.314-323.
[10] Chase, R.B., and Gravin, D.A. (July-Aug 1989),
"The service factory", Harvard Business Review,
pp. 61-69.
[11] Demmy, W.S. and Constable, G.K. (1988), "Major
elements of Just-In-Time production", IEEE, PP.
161-164.
[12] Dickson GW. An analysis of vendor selection
systems and decisions. Journal of Purchasing 1966;
2:5–17.
[13] Dorene Lynch, B.S. (1991), " Just-in-Time and
stockless programs for hospitals: fad or trend?"
Hospitals Material Management Quarterly Vol.12,
No.4, pp.17-21.
[14] Duffuaa, S.O. and Andijani, A.A. (1,999), "An
integrated simulation model for effective planning
of maintenance operations for Saudi Arabian
airlines (SAUDIA)", Production planning and
Control, Vol.10, No.6, pp.579-584.

More in depth case studies in technical Institutions must be

carried out to have useful in depth insights.

REFERENCE
[1] Alonso, R.L. and Frasier, c.w., (1991), "JIT hits
home: a case study in reducing Management
delays", Sloan Management Review, pp.59-67.
[2] Ansari, A. (1986b), "Survey identifies critical
factors in successful implementation of Just in
Time purchasing techniques ", Industrial
Engineering, October, pp.46-50.
[3] Banerjee, A. and Kim, s. (1995), " An integrated
JIT inventory model”, International Journal of
operations and production Management, 15,
pp.237-244.
[4] Behara, R.S., Fisher, W.W. and Lemmink, Jos
G.A.M. (2002), “Modeling and evaluating service
quality measurement using neural networks”,
International Journal of operations and production
Management, vol.22, No.10, pp.1162-1185.
[5] Benson, Randall J. (1986), "JIT: Not just for the
factory”, APICS 29th, Annual International
Conference proceedings, pp. 370-374.
[6] Berling, R'J' and Geppi, J.J. (1989), "Hospitals can
cut materials cost by managing supply pipeline",
Journal of the Hearth Care Financial Management
Association, Vol.43, No.4, pp.19-26.