Upgrading Jit Technology Merged

“A STUDY ON UPGRADING JUST IN TIME
TECHNOLOGY IN HM MOTORS”
PROJECT REPORT
Submitted by
NAVINA. T
Registration No: 212222410068
in partial fulfilment of requirement for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
FACULTY OF MANAGEMENT SCIENCES

ANNA UNIVERSITY
CHENNAI 600025
APRIL 2024
BONAFIDE CERTIFICATE
This is to certify that the project report entitled “AN ORGANISATIONAL STUDY
ON UPGRADING JUST IN TIME TECHNOLOGY IN HM MOTORS” submitted by
Navina. T (Registration Number: 212222410068), Department of Management Studies,
Saveetha Engineering College, Chennai for the award of the degree of Master of Business
Administration, is a record of bonafide work carried out by her under my supervision during
the period, 29.01.2024 to 31.03.2024, as per the Saveetha Engineering College code of
academic and research ethics. The contents of this report have not been submitted and will not
be submitted either in part or in full, for the award of any other degree or diploma in this
institute or any other institute or university. The thesis fulfills the requirements and regulations
of the University and in my opinion meets the necessary standards for submission.
Supervisor Head of the Department
Submitted to Project Viva Voce held on………………..
Internal Examiner External Examiner

i
Declaration
I hereby declare that the project report entitled “An Organisational Study on
upgrading Just in Time Technology in HM motors" submitted by me, for the award of the
degree of Master of Business Administration to Department of Management Studies, Saveetha
Engineering College, Chennai is a record of bonafide work carried out by me under the
supervision of Dr. Venith Vijay.M. I further declare that the work reported in this thesis has
not been submitted and will not be submitted, either in part or in full, for the award of any other
degree or diploma in this institute or any other institute or university.
Place : Chennai Navina. T

Date : 04/04/2024
iii
ACKNOWLEDGEMENT
I am gratitude to numerous people who have helped me in completing this project. I take
this privilege to express my sense of gratitude to my beloved parents who have helped and
guided me throughout the project.
I would like to express my deep thanks to ‘Saveetha Engineering College’ management

for helping me in the successful completion of my project. Many thanks also go to our
Director, Dr. S. Rajesh for his invaluable support.
I am grateful to our principal Dr. Vijaya Chamundeswari and Dr. P. Rajkumar, the Head
of the Department of Management Studies for providing the required platform for
successful completion of our project.
I am thankful to our project coordinator Dr.Deepa Manokaran, Assistant Professor,

Department of Management Studies, and project guide Dr. Venith Vijay .M, Assistant
Professor, Department of Management Studies, for being instrumental in making my
project a successful one, his valuable assistance was present in all the steps of my work.
I am thankful to “HM Motors” and all teaching and non-teaching staff members of the
Department of Management Studies for their constant encouragement.
Navina. T
iv
CONTENTS
Page No.
Abstract Vi
List of Figures Vii
List of Tables ix
1. INTRODUCTION 1
1.1 Introduction 1
1.2 Objectives of the study 5
1.3 Statement of the Problem 5
1.4 Significance of the Study 6
1.5 Scope of the study 6
1.6 Company / Organization Profile 7
2. LITERATURE REVIEW 10
2.1 Review of Literature 10
2.2 Research Gap 20
3. RESEARCH METHODOLOGY 21
3.1 Nature of Research 21
3.2 Research Design 21
4. DATA ANALYSIS AND INTERPRETATIONS 24
5. FINDING AND CONCLUSIONS 58
5.1 Finding 58
5.2 Suggestions 59
5.3 Limitation of the study 60
5.4 Conclusion 60
REFERENCES 61
APPENDIX 63
v
ABSTRACT
This study investigates the implementation of Just-in-Time (JIT) methodologies within the
automobile industry, focusing on demographic insights and employee perspectives. JIT
production, synonymous with lean manufacturing, disrupts traditional production norms by
prioritizing precision, productivity, and waste minimization. Operating on the principle of
producing precisely when and in quantities demanded by customers, JIT streamlines inventory
management, slashes waste, and boosts customer responsiveness. The research delves into how
JIT fosters streamlined workflows, optimal resource utilization, and heightened product quality
by synchronizing production with demand and eliminating inefficiencies across the production
chain. By emphasizing the importance of grasping organizational needs and hurdles in
procurement, inventory management, production scheduling, and order fulfillment, the study
identifies technological gaps and suggests strategies for upgrading technology infrastructure to
bolster JIT operations effectively. Recommendations include investing in scalable cloud
technology, facilitating comprehensive employee training, and exploring funding avenues to
align upgrades with JIT principles. Furthermore, the research underscores JIT's role in curbing
inventory levels, enhancing cash flow, and amplifying operational efficiency, emphasizing the
criticality of real-time tracking technologies and routine maintenance for seamless
performance. Despite limitations such as potential bias in employee responses and sample size
constraints, the study underscores JIT's transformative potential in modern manufacturing and
supply chain management. It advocates for meticulous planning, ongoing maintenance, and
robust support to ensure the triumph and sustainability of technology upgrades, enabling JIT
practices to meet evolving market needs. In summary, the research champions a holistic JIT
implementation approach, considering organizational requisites, technological capabilities, and
employee sentiments, to fortify operational efficiency, minimize waste, and sustain
competitiveness in dynamic market landscapes.
vi
LIST OF FIGURES
FIGURES TITLE PAGE NO
4.1 AGE 24
4.2 GENDER 25
4.3 DEPARTMENT 26
4.4 EDUCATION QUALIFICATION 27
4.5 WORKING EXPERIENCE 28
4.6 INCOME LEVEL 29
4.7 EFFICIENT PRODUCTION SCHEDULING 30
DIRECT CORRELATION BETWEEN WORK

4.8 31
SCHEDULE
4.9 USER FRIENDLY TOOLS AND SOFTWARE 32
4.10 NOTICEABLE INCREASE 33
REAL TIME DATA ACCURATE DECISION

4.11 34
MAKING
4.12 OCCURRENCE OF OVER PRODUCTION 35
4.13 REDUCED EXPENSE OF INVENTORY STORAGE 36
4.14 TIMELY MATERIAL AVAILABILITY 37
4.15 ACCURATELY FORECAST DEMAND 38
vii
LIST OF FIGURES
FIGURES TITLE PAGE NO
4.16 EMPHASIZING QUALITY OVER QUANTITY 39
4.17 SUPPLIERS ADAPTABILITY 40
4.18 LONG TERM PARTNERSHIPS WITH SUPPLIERS 41
4.19 IMPROVE EFFICIENCY 42
4.20 REGULAR SUPPLIER PERFORMANCE REVIEWS 43
4.21 PROCUREMENT PROCESS STREAMLINED 44
4.22 IMPROVED PURCHASE CASH FLOW 45
PRODUCTION AND PROCUREMENT TEAM WORK

4.23 46
TOGETHER
4.24 MAXIMIZING USE OF AVAILABLE RESOURCES 47
4.25 CUT OUT NON-VALUE-ADDED TASK 48
4.26 IMPROVED DEMAND FORECASTING 49
COST SAVINGS IN LOGISTICS AND

4.27 50
TRANSPORTATION
4.28 VENDOR RELATIONSHIPS IMPROVED 51
4.29 EASIER TO TRACK AND MONITOR 52
IMPROVED PURCHASE ORDER AND ORDER

4.30 53
PROCESSING PROCEDURES
viii
LIST OF TABLES
TABLES TITLE PAGE NO
4.1 AGE 24
4.2 GENDER 25
4.3 DEPARTMENT 26
4.4 EDUCATION QUALIFICATION 27
4.5 WORKING EXPERIENCE 28
4.6 INCOME LEVEL 29
4.7 EFFICIENT PRODUCTION SCHEDULING 30
DIRECT CORRELATION BETWEEN WORK

4.8 31
SCHEDULE
4.9 USER FRIENDLY TOOLS AND SOFTWARE 32
4.10 NOTICEABLE INCREASE 33
REAL TIME DATA ACCURATE DECISION

4.11 34
MAKING
4.12 OCCURRENCE OF OVER PRODUCTION 35
4.13 REDUCED EXPENSE OF INVENTORY STORAGE 36
4.14 TIMELY MATERIAL AVAILABILITY 37
4.15 ACCURATELY FORECAST DEMAND 38
ix
LIST OF TABLES
TABLES TITLE PAGE NO
4.16 EMPHASIZING QUALITY OVER QUANTITY 39
4.17 SUPPLIERS ADAPTABILITY 40
4.18 LONG TERM PARTNERSHIPS WITH SUPPLIERS 41
4.19 IMPROVE EFFICIENCY 42
4.20 REGULAR SUPPLIER PERFORMANCE REVIEWS 43
4.21 PROCUREMENT PROCESS STREAMLINED 44
4.22 IMPROVED PURCHASE CASH FLOW 45
PRODUCTION AND PROCUREMENT TEAM WORK

4.23 46
TOGETHER
4.24 MAXIMIZING USE OF AVAILABLE RESOURCES 47
4.25 CUT OUT NON-VALUE-ADDED TASK 48
4.26 IMPROVED DEMAND FORECASTING 49
COST SAVINGS IN LOGISTICS AND

4.27 50
TRANSPORTATION
4.28 VENDOR RELATIONSHIPS IMPROVED 51
4.29 EASIER TO TRACK AND MONITOR 52
IMPROVED PURCHASE ORDER AND ORDER

4.30 53
PROCESSING PROCEDURES
x
CHAPTER – 1
INTRODUCTION
Just-in-time (JIT) production, which is frequently associated with lean

manufacturing, challenges conventional production paradigms by placing an emphasis on
accuracy and productivity. JIT places more emphasis on producing things precisely when
needed, in the precise quantities requested by customers, than it does on keeping big stockpiles.
This strategy cuts down on waste, lowers the cost of inventory, and improves customer
responsiveness. JIT promotes efficient workflows, optimal resource usage, and enhanced
product quality by matching production with demand. Additionally, it encourages ongoing
improvement by locating and removing inefficiencies throughout the production process,
which eventually generates competitive advantage in the fast-paced markets of today.
Just-In-Time pulls parts through production based on customer demand instead of

pushing parts through production based on projected demand. Relies on many lean tools, such
as Continuous Flow, Heijunka, Kanban, Standardized Work, and Takt Time. Just-In-Time is
highly effective in reducing inventory levels. Improves cash flow and reduces space
requirements.
Just in Time helps to:
• Reducing wasteful actions

• Optimizing employee actions and tasks
• Creating protocols for quality control checks and machine maintenance
• Prioritizing simplicity
A system known as just-in-time manufacturing enables producers to start producing

goods only after a client has placed an order. Because of this, businesses are spared the need to
accumulate needless inventory, which reduces the possibility that certain parts or goods may
be overstocked or harmed in transit.
A scheduling technique called Kanban is frequently combined with Just-In-Time

(JIT) to prevent work-in-progress overcapacity.
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Reliable suppliers, consistent production, well-maintained machinery, and no machine failures
are all necessary for the JIT production process to succeed.
Just-In-Time (IT) is a problem-solving and inventory management technique that is

used to schedule or replenish labor, supplies, and finished goods as needed throughout the
production process. This manufacturing approach allows companies to preferentially create
things as orders come in rather than holding surplus inventory. JIT, then, is a management
philosophy that advocates for constant and enforced problem-solving.
The term "customer" meant anyone who was making a final purchase of a product or
someone else in the production process. It meant producing things to precisely, in time, quality,
and quantity fulfil customer demand. Producing with the least amount of waste is now what it
means.
A lean methodology called just-in-time inventory management was developed

specifically to boost organizational effectiveness, cut down on wasteful spending associated
with inventory, and guarantee that supplies only arrive when needed. Many internal and
external risk variables, such as inflation, technological failure, policy changes, intense
2
competition, and shifting customer tastes and preferences, must be taken into account in order
to put this plan into action.
A new approach to supply chain management and production, just-in-time (JIT)

technology seeks to maximize productivity, cut waste, and improve efficiency. JIT, which has
its roots in the Toyota Production System and has spread throughout numerous industries
globally since the 1970s, is revolutionizing the way businesses handle their inventory and
production operations.
The fundamental idea of Just-In-moment (JIT) technology is to supply the appropriate

amount of goods at the appropriate moment to minimize inventory holding costs, shorten lead
times, and maximize resource use. Just-in-time (JIT) production stresses lean production,
where materials and components are purchased and used just in time for production, avoiding
extra inventory and related expenses. This is in contrast to traditional manufacturing systems,
which rely on huge inventories as buffers against uncertainties.
JIT CONCEPT INTRODUCED
JIT is a Japanese management concept that has been used in numerous Japanese manufacturing
organizations from the early 1970s. Taiichi Ohno initially created and refined it within Toyota
production facilities in order to meet customer demands as quickly as possible.
1973: JIT spreads in Japan
In 1973, Japan faced an ‘oil shock’; an economic and political crisis which emerged from
export restrictions during the Middle East war.
1977-1980s: JIT enters the United States
Starting in 1977 through to 1980, articles in English began to emerge from Japan detailing the
JIT method, which the US quickly began to adopt, as well as other western countries
1988: JIT rebrands to ‘lean manufacturing’
In 1988, John Krafcik, CEO of Waymo, coined the term ‘lean production’ in an ‘MIT Sloan
Management Review’. Krafcik was using the term in reference to both Ford and Toyota
production systems.
3
1996: General Motors publishes its Global Manufacturing System
Based on the ‘Toyota Production System’, General Motors’ system provided the company with
flexible layouts and production processes designed so that all manufacturing facilities globally
could build high-quality vehicles at a competitive cost.
A major change in perspective and operating procedures is necessary for the use of
JIT technology, necessitating strong collaboration between production teams, suppliers, and
other supply chain participants. Organizations can achieve considerable improvements in
efficiency, quality, and customer satisfaction by eliminating waste throughout the value chain
and coordinating production schedules with customer demand.
This introduction lays the groundwork for a more thorough examination of the
fundamentals, advantages, and difficulties of JIT technology. This study attempts to offer
important insights into the revolutionary potential of Just-In-Time (JIT) technology in
contemporary manufacturing and supply chain management through a thorough analysis of its
essential elements, methodologies for implementation, and practical applications.
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1.2 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVES
➢ The primary objectives are upgrading Just in Time Technology within the HM Motors.
SECONDARY OBJECTIVES
➢ To Investigate and analyze the specific organizational needs and challenges in

procurement, production scheduling, and order fulfilment processes.
➢ To Examine how JIT technology affects the effectiveness of production scheduling
and how it shortens lead times across a range of industries.
➢ To Examine how well JIT technology works with various organizational models to cut
down on overproduction and inventory storage costs.
1.3 STATEMENT OF THE PROBLEM
➢ To Upgrading existing systems and integrating new software can be complex and
expensive, particularly for organizations with outdated technology infrastructure.
➢ To Upgrading manufacturing infrastructure for Just in Time To Understanding the
technological barriers and adoption challenges faced by the Just in Time Technology.
➢ To Upgrading software and infrastructure to fit with JIT methods is hard, making it
tough to adopt Just in Time.
➢ Technology poses costly and time-consuming challenges.
➢ The continued operation of JIT technology necessitates regular maintenance and
support, which raises the overall implementation and administration costs.
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1.4 SIGNIFICANCE OF THE STUDY
According to this research, the revolutionary potential of just-in-time (JIT) technology can
completely change manufacturing and supply chain processes and increase productivity, cost
savings, and competitive advantage. This study aims to provide valuable insights into
optimizing production processes, reducing costs, improving product quality, and enhancing
customer satisfaction. This study helps to JIT-enabled efficient production scheduling can
result in shorter lead times, quicker setup times, and better resource use, all of which can raise
productivity and profitability in the long run.
1.5 SCOPE OF THE STUDY
➢ The scope includes investigating the impact of combining production scheduling with
JIT technology on operational efficiency.
➢ The scope includes evaluating how inventory control under JIT ensures timely material
availability and reduces stockouts.
➢ It will assess the improvement in vendor relationships resulting from JIT technology
implementation.
➢ The study will investigate how JIT technology enhances tracking and monitoring of
purchase orders.
➢ It will analyze how JIT technologies improve purchase order and order processing
procedures in terms of effectiveness and efficiency.
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1.6 COMPANY PROFILE
H M Motors is a 14 years 2 months old Partnership Firm incorporated on 06-Dec-2009, having

its registered office located at No 3, Ganapathy Nagar, Porur, Arcot Road, Chennai, Tamil
Nadu.
The major activity of H M Motors is Services, Sub-classified into Wholesale and retail trade
and repair of motor vehicles and motorcycles and is primarily engaged in the Wholesale or
retail sale of parts and accessories of motorcycles mopeds scooters and three wheelers.
H M Motors is classified as small enterprise in the financial year 2023-24. It has its unit situated
at Chennai, Tamil Nadu.
Type of Enterprise
• Small 2023-24 (09-May-2023)

• Small 2022-23 (26-Jun-2022)
• Small 2021-22 (21-Oct-2021)
Organisation Type
• Partnership
Date of Incorporation
• 06-Dec-2009
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FOUNDER OF HERO COMPANY
The founder Dr. Brijmohan Lall Munjal of the Hero Group was your classic first-generation
entrepreneur. He was a man who started small, dreamt big and used a combination of grit and
perseverance to create one of the country's largest corporate groups and the World's No.1
manufacturer of motorcycles and scooters. Instinctive from a young age, Dr. Brijmohan Lall
Munjal started his life in the late 1920s, when he walked into a newly opened Gurukul (Indian
heritage school) near his home in Kamalia. He was only six years old then.
There began an extraordinary tale of courage and perseverance. Dr. Brijmohan Lall Munjal
began his business story after India gained Independence from British Rule in 1947, when he
and his brothers relocated to Ludhiana. The family set up a company that provided people with
basic transport (cycles). Three decades later, as India evolved, he added a second crucial
chapter - which visualized affordable and technologically superior transport to millions of
middle-class Indians. The rest is history.
POLICIES
➢ A company that believes in maintaining ecological standards along with business

standards.
➢ "We must do something for the community from whose land we generate our wealth."
- Chairman Dr.Brijmohan Lall Munjal.
➢ At Hero MotoCorp, our goal isn't limited to business but encompasses the broader
spectrum of serving humanity through social initiatives. Hero MotoCorp takes a stand
as a socially responsible enterprise respectful of its environment.
➢ Hero MotoCorp has been strongly devoted not only to environmental conservation
programs but also expresses the increasingly inseparable balance between economic
concerns, environmental and social issues faced by business. A business must not grow
at the expense of mankind but must serve humankind at large.
OUR VISION
“BE THE FUTURE OF MOBILITY”
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OUR MISSION
CREATE
➢ Re-define mobility through the creation of a mobility roadmap.

➢ Set best practice and benchmarks for the industry.
COLLABORATE
➢ Leverage partnerships and exhibit Teamwork.

➢ Co-create solutions that benefit the community, while caring for both the internal and
external environmental ecosystems and support sustainability.
INSPIRE
➢ Move forward with purpose.

➢ Inspire our colleagues, customers and communities.
OUR VALUES
➢ PASSION - We have the ‘JOSH’– we are driven to deliver our best every day; loving
what we do, be bold and have fun
➢ INTEGRITY - Our behavior is ethical and do the right thing when no one is watching.
➢ RESPECT - We show regard and appreciation for everyone; celebrate diversity, act
with confidence yet humility.
➢ COURAGE - We are Risk-takers, pioneers, unafraid to question the status-quo.
➢ RESPONSIBLE - We are Accountable for our actions and performance; delivering
outcomes as a team, caring for each other and the environment.
9
CHAPTER 2
REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE
Callen, J. L., Morel, M., & Fader, C. (2003). Comparing Just-In-Time (JIT) manufacturing
versus traditional non-JIT manufacturing, this study examines the risks and profitability of JIT
manufacturing. It appears that JIT manufacturing is more profitable based on prior qualitative
and quantitative evaluations. This research endeavors to determine if the increased profitability
of just-in-time (JIT) manufacturing outweighs the associated operational hazards. The study's
results quite significantly refute the notion that JIT profits only balance risks. On the contrary,
they show that risk and profitability are inversely connected, especially for JIT factories.
Furthermore, the sample's JIT plants were discovered to be more profitable than non-JIT
facilities, even when risk concerns were taken into consideration. It would seem from this that
just-in-time (JIT) manufacturing works better than traditional techniques not only for risk
mitigation but also for actual cost and revenue reduction. Thus, the study provides evidence for
the efficacy of JIT procedures in improving overall manufacturing performance and supports
the idea that JIT production is preferable in terms of both profitability and risk management.
Sakakibara, S., Flynn, B. B., & Schroeder, R. G. (1993) The study uses 41 U.S. plants in a
variety of industries to validate a comprehensive instrument, addressing the need for strict
measurement procedures in evaluating the impact of Just-in-Time (JIT) manufacturing. The
study, which encompasses various roles within each plant and has a participation rate
exceeding 60%, guarantees representation from both managerial and operational levels. It
offers a theoretical framework with sixteen dimensions for just-in-time (JIT), offering a solid
foundation for more study and the development of hypotheses. In addition to providing a
methodological guide for operations management researchers and a useful self-evaluation tool
for manufacturing managers to compare against industry standards, this validated instrument
helps researchers evaluate JIT implementation and its relationship with plant performance.
Fullerton, R. R., & McWatters, C. S. (2001) Since the 1970s, worldwide competition has
pushed the adoption of Just-in-Time (JIT) manufacturing with the goal of lowering costs and
increasing operational efficiency. JIT is still widely used and has prompted numerous studies
despite conflicting research results regarding its effects. A meta-analysis covering empirical
research on JIT's direct relationship with performance from 1992 to 2008 identified knowledge
10
gaps brought about by insufficient data and moderating factors. To address a variety of
practices and measurement approaches, it proposes investigating the effects of simultaneous or
sequential JIT implementation and providing clarification on JIT conceptualizations. It
advocates for a more nuanced understanding that goes beyond single-item measures. To fully
understand JIT's effectiveness and applicability in a variety of scenarios, more research is
required.
Singh, G., & Ahuja, I. S. (2014) Manufacturing organizations must prioritize quality,
availability, maintainability, and reliability in their systems due to increased global
competition. JIT's role in addressing competitive challenges was highlighted in a study that
surveyed 60 organizations and focused on the implementation of JIT in medium- and large-
scale Indian industries. The study demonstrates the importance of Just-In-Time (JIT) in
enhancing manufacturing performance in the Indian context through a thorough questionnaire
that has been validated by experts. It emphasizes how JIT affects crucial success factors and
improves manufacturing performance, and how top management can help ensure successful
implementation by providing frameworks, incentive programs, and resource allocation. The
study highlights the potential of Just-In-Time (JIT) to improve organizational competencies in
the face of dynamic market environments.
White, R. E., & Prybutok, V. (2001). This study defines JIT as a system that includes a variety
of management practices and looks at how it is implemented in US manufacturers. Focusing
on knowledgeable middle and upper-level managers with practical JIT experience, it seeks to
offer a fair assessment of efficacy. The study, which employs survey methodology in various
manufacturing environments, concludes that systems with repetitive production exhibit a more
widespread application of Just-In-Time (JIT) practices in comparison to those without
repetition. According to odds ratios analysis, there is a significant correlation between the type
of production system and the implemented JIT practices. Kanban and quality circles are more
common in repetitive systems, which is consistent with JIT's roots in Toyota's repetitive
production system. Nonrepetitive systems lag behind in implementing uniform workload
practices, even though both system types show over 50% utilization of most JIT practices.
Huson, M., & Nanda, D. (1995) The lack of empirical research on the relationship between
JIT manufacturing and accounting performance metrics and how it affects firm value creation.
The process of gathering data involved obtaining JIT adoption dates from a variety of sources,
such as trade journals, newspapers, and direct company questionnaires. Adoption of JIT
11
eventually improves earnings per share (EPS) through decreased inventory and increased sales,
despite initial increases in unit costs and decreased margins. In particular, in sectors such as
automotives that are subject to competitive pressure and changing customer demands, the study
uses simultaneous equation estimation to isolate the true impact of just-in-time (JIT) on firm
performance while taking market dynamics and production technology changes into account.
Sriparavastu, L., & Gupta, T. (1997). In order to fill in the gaps in the literature about the
variables that contribute to both implementation failures and successes, this study empirically
tests theories about the adoption and application of JIT and TQM philosophies in American
industries. Results indicate that when compared to those that do not use these strategies, units
that adopt both JIT and TQM strategies see notable improvements in quality, productivity,
employee involvement, management commitment, supplier participation, and cost reduction.
Additionally, units that combine TQM and JIT demonstrate higher productivity levels and
better quality levels than those that only use TQM. The study highlights how integrating JIT
and TQM strategies in manufacturing operations can have a synergistic effect that improves
multiple organizational dimensions.
Fawcett, S. E., & Pearson, J. N. (1990) Although results vary, leading American
manufacturers in industries like electronics and automotive, including Hewlett Packard and
Texas Instruments, have embraced Just-In-Time (JIT) techniques to boost efficiency and
competitiveness. While just-in-time (JIT) manufacturing is advantageous for high-volume,
repetitive products, it is unclear how well it applies to non-repetitive settings, which are typical
of small-firm manufacturers. Despite inherent limitations, small manufacturers can use the
focused factory concept to increase efficiency by focusing resources on a single or similar
product group. Even though implementing Just-In-Time (JIT) in small businesses can be
difficult, with complete dedication and careful application of JIT techniques, risks can be
minimized and benefits like better quality, lower costs, and increased flexibility can be
obtained. In light of the growing competition, JIT implementation is becoming an appealing
option for all businesses.
Ahmadi, Rostami, and Hosseini (2019) The study on just-in-time (JIT) manufacturing
systems, emphasizing the advantages and difficulties of the approach. Just-in-time
manufacturing is a production method that delivers goods or materials exactly when they are
needed in the manufacturing process, with the goal of decreasing waste and increasing
efficiency. The writers examine a number of JIT system facets, stressing both positive and
12
negative features. The report lists a number of JIT manufacturing techniques' advantages.
These include lower expenses for inventories, higher productivity, better quality control, and
more adaptability in meeting client needs. Because JIT systems reduce waste and streamline
workflows, they also help to create a leaner manufacturing process.The authors do, however,
also list a number of difficulties with JIT manufacturing. These difficulties include the
requirement for exact production scheduling and planning, reliance on trustworthy suppliers,
possible supply chain disruptions, and a higher susceptibility to manufacturing setbacks in the
event that materials are delayed. All things considered, the paper offers insightful information
about the advantages and difficulties of just-in-time (JIT) manufacturing systems, presenting a
thorough grasp of the elements that affect their effective application in commercial settings.
Nakamura, M., Sakakibara, S., & Schroeder, R. (1998). When Japanese manufacturing
industries such as auto, electronics, and machinery demonstrated their global competitiveness
in the 1980s through Just-In-Time (JIT) manufacturing, North American manufacturers
became interested. However, because of disparities in quality management, industrial relations,
and inventory control, bringing JIT from Japan to North America was not without its
difficulties. In order to evaluate JIT adoption and plant performance, a study conducted in 1989
sampled 40 operating plants from the U.S. machinery, electronics, and auto parts industries.
The plants included both American- and Japanese-owned businesses. Despite obstacles, JIT
techniques quickly spread from Japanese transplants to American manufacturers. American
companies concentrated on creating JIT systems that were specifically tailored to their unique
requirements and environments, demonstrating the adaptability and flexibility of JIT practices
outside of Japan.
Cotteleer, M. J., & Bendoly, E. (2006). This article demonstrates how putting enterprise
systems, such as ERP, into place can improve business operations. It illustrates how ERP
increases order fulfillment speed and keeps getting better over time with the help of Tristan
Corporation. The conclusion emphasizes how crucial it is to track these advancements over
time in order to fully comprehend their significance. It suggests that in order to close the
knowledge gap between theory and practical application, more extensive and sustained
research is necessary, and that this strategy can offer valuable insights to both businesses and
academics.
13
Bhat, S. (2008). This study looks into how various part ordering strategies impact a
manufacturing cell's performance when employing lean manufacturing methods, which
minimize waste and boost productivity. Through simulation analysis, it looks at different
approaches such as Kanban systems and periodic reviews in a multi-stage manufacturing setup.
Important performance indicators, such as flow time, delivery on time, and inventory levels,
are examined to determine how well these tactics perform at varying degrees of supplier
dependability and customer demand. The results imply that, although periodic-review
procedures are generally effective, they may result in surplus inventory, which is at odds with
lean concepts. Conversely, stable demand and dependable suppliers are conducive to the
optimal performance of inflated Kanban systems. The study suggests more investigation to
improve these tactics and modify them for various contexts.
Ocheoha, I. A., & Moselhi, O. (2013). This research examines how Building Information
Modeling (BIM) can enhance Just-In-Time (JIT) material delivery in construction projects,
focusing on improving efficiency and reducing material management costs. While previous
studies have highlighted BIM's benefits in construction, none have specifically addressed its
impact on JIT in construction. The study introduces a methodology for selecting reliable
material vendors and integrates BIM with scheduling software to determine material quantities
and delivery times. This integration aims to streamline processes, minimize delays, and
optimize productivity by reducing idle time for equipment and labor on job sites. Additionally,
4D visualization is employed to coordinate JIT material deliveries and alleviate congestion at
job sites. Case studies on JIT material deliveries are presented to assess the impact of BIM
implementation on reducing material management costs. The study also evaluates the
combined effects of BIM and JIT on quality control, waste reduction, inventory management,
and relationships with material vendors through data analysis and comparison. Furthermore, a
methodology using multi-attribute decision criteria is proposed for modeling the selection
criteria for material vendors, enabling the ranking of vendors based on cost, quality, and
reliability in delivering materials on time. Overall, the research emphasizes how BIM
integration can optimize JIT material delivery processes and improve overall project efficiency
in construction projects.
Ward, P. T., & Duray, R. (2000). Ward and Duray delve into the context within which
manufacturing strategy operates, examining the interplay between the environment,
competitive strategy, and manufacturing strategy. They argue that manufacturing strategy
should not be developed in isolation but rather be aligned with broader organizational goals
14
and external factors. The authors emphasize the importance of considering the external
environment, including market conditions, technological advancements, and regulatory
frameworks, when formulating manufacturing strategy. They assert that understanding these
external influences is critical for developing strategies that are responsive and adaptable to
changing circumstances. the need for alignment between competitive strategy and
manufacturing strategy. They argue that manufacturing capabilities should be aligned with the
organization's competitive positioning in the marketplace. For example, firms pursuing cost
leadership strategies may prioritize manufacturing efficiency and cost reduction initiatives,
while those pursuing differentiation strategies may focus on product innovation and flexibility.
Through empirical research and case studies, Ward and Duray illustrate how the alignment of
manufacturing strategy with both the external environment and competitive strategy can lead
to improved organizational performance and competitive advantage.
Adnan, A. N. B., Jaffar, A. B., Yusoff, N. B., & Halim, N. H. B. A. (2013) This study
emphasizes the advantages of putting the Kanban system into practice, a technique used by
businesses to effectively manage inventory and production operations. By guaranteeing that
the appropriate items are produced in the appropriate quantities and delivered at the appropriate
time and location, the Kanban system assists businesses in effectively responding to changes
in demand and consumer requirements. Businesses can lower inventory levels, improve
manufacturing flexibility, and save operating expenses by implementing Kanban, all of which
will strengthen their ability to compete in the market. Kanban cards are the means by which
the Kanban system functions. They act as signals to start production in response to real client
demand. The process of creating a Kanban system is covered in the research. This includes
creating the Kanban flow, gathering manufacturing data, figuring out the ideal Kanban levels,
putting pull mechanisms and regulations in place, and assessing system performance using lean
metrics. At a nearby auto component manufacturer in Malaysia, the BLM Cylinder Head Cover
production process benefited from the application of Kanban, which cut lead times, eliminated
floor inventory, and maximized storage space. Overall, the study finds that Kanban enhances
manufacturing processes and makes Just-In-Time production easier to implement.
Gunasekaran, A. (1999) This research delves into Just-in-Time (JIT) purchasing, an approach
that emphasizes streamlining the procurement procedure to lower inventory levels and boost
overall effectiveness. It boosts production productivity by fusing total quality management
with just-in-time (JIT) concepts. Not only has JIT purchasing proven successful in Japan, but
also in a number of other nations, including South Korea, Taiwan, the United States, the United
15
Kingdom, Germany, France, and Hong Kong. In order to create a framework for improving the
purchasing function's efficacy, the study examines the body of research already done on just-
in-time (JIT) purchasing. It investigates the effects of just-in-time (JIT) purchasing on
manufacturing, logistics, and bookkeeping. The paper also makes recommendations for future
research to enhance JIT purchasing procedures even more. In summary, it provides insights
into how JIT purchasing can be adjusted for greater performance in a variety of industries and
contexts, while also highlighting the advantages and broad applicability of this strategy.
Cook and Frank (2007) looked at how mass customization and process-level performance
were affected by time-based manufacturing techniques. Time-based manufacturing procedures
include tactics designed to shorten lead times for production and accelerate manufacturing
operations. The study concentrated on how these behaviors impact businesses' capacity to
adopt mass customization, which entails creating personalized goods in an economical and
efficient manner. To find out how time-based manufacturing techniques relate to process-level
performance and mass customisation, the authors carried out empirical research. According to
their research, companies that utilize time-based manufacturing techniques have superior
capabilities for effectively executing mass customization. In particular, these companies
showed enhanced adaptability and promptness in their manufacturing procedures, enabling
them to effectively meet changing client demands and tastes. The study found that process-
level performance metrics like cycle time reduction, throughput improvement, and inventory
reduction were positively impacted by time-based manufacturing processes. This shows that
putting time-based manufacturing techniques into practice can help businesses operate more
efficiently and perform better overall.
Mackelprang, A. W., & Nair, A. (2010). Within operations management, one of the most
frequently studied subjects is just-in-time (JIT) manufacturing. Using a meta-analysis of
correlations methodology, this study investigates the relationship between JIT manufacturing
practices and performance outcomes. The results of this meta-analytic investigation support a
positive relationship between JIT manufacturing practices and aggregate performance, based
on a thorough analysis of literature from 1992 to 2008. The results, however, imply that not
every single JIT practice is linked to every kind of performance result. This study underlines
the importance of moderating factors in the relationship between JIT practices and
performance, as well as the JIT practices that have the biggest impact on individual
performance outcomes. There is discussion of the theoretical and managerial ramifications as
well as future theory development directions in JIT.
16
Bhushan, U., Aserkar, R., Kumar, K. N., & Seetharaman, A. (2017) This study explores
the difficulties businesses encounter when putting Just-In-Time (JIT) techniques into practice,
highlighting the necessity of employee and management commitment to guarantee successful
implementation and long-term performance gains. The research endeavors to yield actionable
insights to prevent and mitigate risks associated with JIT adoption by identifying potential
vulnerabilities, thereby facilitating smoother implementation processes. Prior studies
conducted by Mehra and Inman identified operational strategies and management commitment
as crucial components of JIT success. Empirical data also demonstrated a strong correlation
between JIT strategies and performance. Furthermore, case studies emphasize the significance
of elements like communication, teamwork, education, and quality in JIT implementation,
highlighting its advantages in a number of areas like quality enhancements, profitability, and
inventory reductions. Thus, even though JIT isn't a perfect solution, its significant advantages
make it worthwhile to take into account in organizational strategies to improve competitiveness
and long-term performance, particularly in service industries where JIT applicability needs
more investigation.
Hemapriya, S., & Uthayakumar, R. (2016). Businesses must manage their supply chains in
competitive markets, particularly when using just-in-time (JIT) purchasing. Inventory is
decreased, quality is raised, and expenses are decreased with JIT. Stability is guaranteed by
keeping up long-term supplier relationships. Lead time reduction increases competitiveness
and productivity. Economic advantages can be obtained through integrated inventory systems
between buyers and sellers. Research focus on ways to improve service, cut down on stockouts,
and lower ordering costs and lead times. Industry adaptation requires strategic decisions about
production, design, and inventory management because manufacturing is vital to the world
economy. In addition to offering models to reduce costs for vendors and buyers, this study
optimizes supply chain decisions. Future research could examine more intricate supply chain
configurations and cost-cutting techniques.
Pai, R. R., Hebbar, S., Kamath, V., & Kamath, G. (2013). The Just-In-Time (JIT) production
approach and other elements of manufacturing systems, including product design and
commercial strategies, are examined in this study. Although just-in-time (JIT) is recognized
for lowering material inventories and related expenses, there is more nuance to the relationship
between JIT and these additional elements than is commonly recognized. The assembly
processes based on production estimates are the subject of the article, which focuses on
modeling and simulating manufacturing processes. The study intends to investigate how lead
17
time and manufacturing cycle time might be taken into account to optimize the Finished Goods
Inventory of the assembly process using the System Dynamics methodology. To put it another
way, the study explores the relationship between JIT methods and different manufacturing
processes and employs simulations to learn how lead and cycle times can be changed to
maximize inventory management in assembly operations. This provides insights into
increasing productivity and cutting costs in production processes, as well as illuminating the
complexities of integrating JIT into manufacturing systems.
Womack, Jones, and Roos (1990) Lean manufacturing was first popularized by the
groundbreaking book "The Machine That Changed the World: The Story of Lean Production."
The International Motor Vehicle Program (IMVP) at the Massachusetts Institute of Technology
(MIT), which examined the automobile industry internationally, produced the conclusions that
are presented in this book. The writers looked at how Toyota used lean production methods to
transform manufacturing, emphasizing efficiency and reducing waste. They created the phrase
"lean production" to characterize Toyota's creative strategy and set it apart from conventional
mass production techniques that are widely used in the West. Womack, Jones, and Roos proved
the improved performance and competitiveness of lean manufacturing systems through in-
depth investigation and case studies. They emphasized just-in-time production, respect for
people, and continual improvement (kaizen), which are essential components of lean
manufacturing. The Toyota Production System (TPS), which is Toyota's production method,
was built on these tenets. In addition to making lean production more widely known, "The
Machine That Changed the World" encouraged companies all over the world to implement lean
techniques in order to increase output, quality, and customer happiness. The ideas presented in
the book have influenced manufacturing and operations management in a significant and long-
lasting way, changing how businesses handle supply chain management and production
procedures.
Zaid, M. K. S. A., Migdadi, M. M., Alhammad, F. A., & Al-Hyari, K. A. (2016) Lean
manufacturing and just-in-time (JIT) supply chains, which prioritize waste reduction and
efficiency improvement, are essential for maintaining global competitiveness in today's
competitive environment. The JIT-production, JIT-purchasing, and JIT-selling dimensions are
all included in total just-in-time (T-JIT), which has a positive effect on financial results and an
inverse relationship with inventory levels. Current research examines how internal and external
JIT bundles complement one another, emphasizing how interdependencies must be managed
for the best possible operational performance. JIT techniques produce major benefits like
18
increased productivity, decreased costs, and improved quality. They also aim to eliminate waste
and improve productivity, quality, and worker participation in production systems. The purpose
of this study is to examine how Just-In-Time (JIT) practices affect supply chain integration.
The results show that JIT production has a positive effect on both purchasing and selling, and
that the relationship between JIT production and operational performance is mediated by JIT
selling practices. The complex dynamics between various JIT practices and their effects on
operational performance are highlighted by the fact that JIT purchasing practices neither
mediate this relationship nor have a direct impact on it.
Lin, R. J. (2005). Examines how Just-in-Time (JIT) concepts can be used in the banking
industry to shorten service lead times. Lin focuses on the service sector, especially banking,
and examines how just-in-time (JIT) approaches that are based on manufacturing techniques
might improve productivity and simplify processes. Lin investigates the use of JIT
methodologies in banking institutions using case studies and empirical research. He talks about
many methods and strategies used to reduce service lead times, like streamlining workflows,
allocating resources better, and boosting customer support. Lin's study emphasizes how
important JIT concepts are for cutting down on service lead times, which is critical in the
fiercely competitive banking industry where efficiency and customer satisfaction are critical.
Banks want to optimize internal operations to reduce waste and enhance resource efficiency
while offering their clients faster and more responsive service by implementing Just-In-Time
(JIT) techniques. In order to address the changing expectations of consumers in the
contemporary banking scene, Lin's research highlights the significance of continuous
improvement in service delivery and illuminates the possible advantages of incorporating JIT
principles into banking operations.
Aradhye, A. S., & Kallurkar, S. P. (2014). The study highlights how critical it is to apply
Just-In-Time (JIT) principles—which have proven extremely effective in manufacturing—to
the service industry in order to alleviate waiting lines or queues, which are a frequent cause of
annoyance for patrons. While just-in-time (JIT) manufacturing has historically been linked to
waste reduction and increased operational efficiency, it can also be successfully implemented
in service activities. JIT provides advantages including waste reduction and quicker reaction
times, which are critical in both the manufacturing and service industries, by concentrating on
optimizing processes rather than particular goods. The report uses a case study to show how
JIT is implemented in the service sector and how it may greatly improve overall operations and
decrease waiting times. The results show that the case industry benefits greatly from using a
19
JIT approach, demonstrating the value of JIT principles in enhancing customer satisfaction and
service delivery. Accordingly, the report emphasizes how service-related companies can
benefit from using Just-In-Time (JIT) techniques to reduce wait times and boost productivity.
2.2 RESEARCH GAP
The investigation of Just-In-Time (JIT) technology's effects on supplier relationships and

suppliers' ability to adjust to JIT systems represents a major research gap in the field. The
literature currently in publication frequently emphasizes the value of cooperative relationships
with suppliers in just-in-time (JIT) settings, but it does not thoroughly examine the particular
difficulties and approaches associated with encouraging supplier adaptation to JIT procedures.
It is essential to comprehend how JIT deployment affects supplier responsiveness, behavior,
and desire to adhere to JIT principles in order to maximize supply chain efficiency and
minimize disruptions. Furthermore, not much study has been done on how long-term supplier
collaborations can achieve JIT goals like cost savings and quality enhancement By filling this
research void, supply chain resilience and efficiency can be improved and important insights
into the dynamics of supplier relationships in Just-in-time (JIT) environments can be gained.
20
CHAPTER - 3
RESEARCH METHODOLGY
3.1 NATURE OF RESEARCH
This research is empirical and analytical in character. Real-world data must be gathered and
analyzed in order to reach insightful findings. Through the use of organized and systematic
data collection techniques, the study aims to provide answers to specific research questions or
test hypotheses. Surveys, tests, observations, or the examination of pre-existing datasets may
be included. The objective is to find patterns, connections, and trends in the data so that the
topic under study can be understood more thoroughly. Because the conclusions are supported
by empirical data, they have more validity and dependability. The research is also analytical in
that it requires reasoning, interpretation, and the use of statistical or other analytical methods
to analyze the data that has been gathered. Overall, this study tries to advance knowledge in a
given topic by offering findings and insights supported by data.
3.2 RESEARCH DESIGN
Research involves a planned approach to unravel the mystery or unexplained. A researcher has
to plan his work in advance so as to anticipate any obstacles in the course of research. Such a
plan would also help the researcher to make decisions relating to sample size, the type of data
to be collected, the analytical tools to be applied, etc. Hence, a research design could be defined
as the blueprint specifying every stage of action in the course of research. Such a design would
indicate whether the course of action planned will minimise the use of resources and maximise
the outcome. Research design is the arrangement of conditions for the collection and analysis
of data in a manner that aims to combine relevance to the research purpose with economy in
procedure.
SOURCE OF DATA
The study was based on primary and secondary data.
• Primary data was collected through a questionnaire

• Secondary data was collected through company records and pamphlets of the company.
21
SAMPLING TECHNIQUES
The sampling technique used in this project is random sampling.
SAMPLING SIZE
The sample size of the study is 100.
PROCESSING THE DATA
The data collected were classified, analysed, tabulated and statistical tools used for processing
the data were percentage analysis.
3.3 RESEARCH METHODS
DESCRIPTIVE VS. ANALYTICAL
Descriptive research includes surveys and facts – finding enquiries of different kinds. The
major purpose of descriptive research is description of the state affairs as it exists at present. In
social science and business research, we quite often use the term ‘Ex post facto research’ for
descriptive research studies. The main characteristic of this method is that the researcher has
no control over the variable, he can only report what has happened or what is happening. Most
Ex post facto research projects are used for descriptive studies in which the researcher seeks to
measure such items as, for example, frequency of shopping, preference of people, or similar
data. Ex post facto studies also include attempts by researchers to discover cause even when
they cannot control the variables. The method of research has to use facts or information
already available and analyse these to make a critical evaluation of the material.
ANALYSIS OF VARIANCE (ANOVA):
When the effect that one factor has on one dependent variable is studied, one – way ANOVA
is used to compare the means of several different groups. It is a generalization of student’s t-
test which compares means of two groups. The null hypothesis that is tested with an ANOVA
is that there is no difference between the group means, and a low p-value indicates that the null
hypothesis should be rejected.
There are four basic assumptions used in ANOVA.
1) The expected values of the errors are zero.
22
2) The variances of all errors are equal.
3) The errors are independent.
4) They are normally distributed.
Here in the research only one way ANOVA is applied.
APPLIED VS. FUNDAMENTAL
Applied research aims at finding a solution for an immediate problem facing a society or an
industrial/business organisation, whereas fundamental research is mainly concerned with
generalisation and with the formulation of a theory. Gathering knowledge for knowledge’s sake
is termed fundamental research. Research concerning some natural phenomenon or relating to
pure mathematics are examples of fundamental research. Similarly, Research studies
concerning human behaviour carried on with a view to making generalisations about human
behaviour are also examples of fundamental research. However, research aimed at certain
conclusions facing a concrete or business problem is an example of applied research. Research
to identify social, political or economic trends that may affect a particular institution, marketing
research, evaluating research are examples of applied research. Thus, the central aim of applied
research is to discover a solution for some pressing practical problems, whereas basic research
is directed towards finding information that has a broad base of application and thus, adds to
the already existing organized body of scientific knowledge.
QUANTITATIVE VS QUALITATIVE
Quantitative research is based on the quantitative measurements of some characteristic. It is

applicable to phenomena that can be expressed in terms of quantities. Qualitative research, on
the other hand, is concerned with qualitative phenomenon, i.e.., phenomena relating to or
involving quality or kind. For instance, when we are interested in investigating the reasons for
human behaviour. We quite often talk of ‘Motivation Research’, an important type of
qualitative research. This type of research aims at discovering the underlying motives and
desires using in-depth interviews for the purpose. Other techniques of such research are word
association tests, sentence completion tests, story completion tests and similar other projective
techniques. Attitude or opinion research is i.e.., research designed to find out how people feel
or what they think about a particular subject or institution is also qualitative research.
Qualitative research is especially important in behavioural science where the aim is to discover
the underlying motives of human behaviour.
23
CHAPTER 4
PERCENTAGE ANALYSIS
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
TABLE SHOWING THE AGE GROUP OF THE RESPONDENTS
S.NO PARTICULARS NO OF THE PERCENTAGE (%)

RESPONSE
1 20 – 30 Years 70.7 70.7%
2 31 – 40 Years 24.2 24.2%
3 41 – 50 Years 3 3%
4 51 – 60 Years 2.1 2.1%
5 Above 60 - -
TOTAL 100 100%
CHART 4.1
CHART SHOWING AGE GROUP OF THE RESPONDENTS
INTERPRETATION
Table 4.1.1 shows the age group of the respondents. Out of 100 respondents, 70.7 respondents
forming 70.7 percent are 20 – 30 years and 24.2 respondent forming 24.2 percent is 31-40 years
and 3 respondents forming 3 percent are 41-50 years and 2.1 respondent forming 2.1 percent
is 51-60 years.
24
TABLE 4.2
TABLE SHOWING GENDER OF RESPONDENTS

RESPONSE
1 Male 60.6 60.6%
2 Female 39.4 39.4%
TOTAL 100 100%
CHART 4.2
CHART SHOWING GENDER OF RESPONDENTS
INTERPRETATION
Table 4.2.1 shows the gender of the respondents. Out of 100 respondents, 60.6
respondents forming 60.6 percent are male and 39.4 respondent forming 39.4 percent is female.
25
TABLE 4.3
TABLE SHOWING DEPARTMENT OF RESPONDENTS

RESPONSE
1 Customer Service & Sales 31.3 31.3 %
2 Finance & Accounting 39.4 39.4 %
3 Human Resources 22.2 22.2 %
4 Procurement & Quality 5.1 5.1 %
Assurance
5 Dispatch & Maintenance 2 2%
TOTAL 100 100%
CHART 4.3
CHART SHOWING DEPARTMENT OF RESPONDENTS
INTERPRETATION
Table 4.3.1 shows the department of the respondents. Out of 100 respondents, 39.4
respondents forming 39.4 percent are Finance & accounting and 31.3 respondent forming 31.3
percent is customer service & sales and 22.2 respondents forming 22.2 percent are human
resources and 5.1 respondent forming 5.1 percent is procurement & quality assurance and 2
respondents forming 2 percent is dispatch & maintenance.
26
TABLE 4.4
TABLE SHOWING EDUCATION QUALIFICATION OF
RESPONDENTS
RESPONSE
1 High School 2 2%
2 Diploma 8.1 8.1 %
3 Bachelors Graduation 27.3 27.3 %
4 Post Graduation 62.6 62.6 %
TOTAL 100 100%
CHART 4.4
CHART SHOWING EDUCATION QUALIFICATION OF
RESPONDENTS
INTERPRETATION
Table 4.4.1 shows the educational qualification of the respondents. Out of 100
respondents, 62.6 respondents forming 62.6 percent are PG and 27.3 respondent forming 27.3
percent is UG and 8.1 respondent forming 8.1 percent is diploma and 2 respondent forming 2
percent is high school.
27
TABLE 4.5
TABLE SHOWING WORKING EXPERIENCE OF RESPONDENTS

RESPONSE
1 0 – 1 Years 60.6 60.6 %
2 2 – 5 Years 31.3 31.3 %
3 6 – 10 Years 6.1 6.1 %
4 Above 10 Years 2 2%
TOTAL 100 100%
CHART 4.5
CHART SHOWING WORKING EXPERIENCE OF RESPONDENTS
INTERPRETATION
Table 4.5.1 shows the working experience of the respondents. Out of 100 respondents, 60.6
respondents forming 60.6 percent are 0 - 1 years and 31.3 respondent forming 31.3 percent is
2-2 years and 6.1 respondents forming 6.1 percent are 6-10 years and 2 respondent forming 2
percent is Above 10 years.
28
TABLE 4.6
TABLE SHOWING THAT INCOME LEVEL OF RESPONDENTS

RESPONSE
1 Rs.10000 – Rs.15000 33.3 33.3 %
2 Rs.15001 – Rs.20000 21.9 21.9 %
3 Rs.20001 – Rs.30000 27.1 27.1 %
4 Rs.30001 – Rs.40000 5.2 5.2 %
5 Above 40,000 12.5 12.5 %
TOTAL 100 100%
CHART 4.6
CHART SHOWING INCOME LEVEL OF RESPONDENTS
INTERPRETATION
Table 4.6.1 shows the income level of the respondents. Out of 100 respondents, 33.3
respondents forming 33.3 percent are Rs.10000-Rs.15000 and 27.1 respondent forming 27.1
percent is Rs.20001 – Rs.30000 and 21.9 respondents forming 21.9 percent are Rs.15001 –
Rs.20000 and 12.5 respondent forming 12.5 percent is Above Rs.40000 and 5.2 respondent
forming 5.2 percent is Rs.30001 – Rs.40000
29
TABLE 4.7
TABLE SHOWING THAT EFFICIENT PRODUCTION SCHEDULING
OF RESPONDENTS

RESPONSE
1 Strongly Agree 37.4 37.4 %
2 Agree 34.3 34.3 %
3 Neutral 17.2 17.2 %
4 Disagree 8.1 8.1 %
5 Strongly Disagree 3 3%
TOTAL 100 100%
CHART 4.7
CHART SHOWING EFFICIENT PRODUCTION SCHEDULING OF
RESPONDENTS
INTERPRETATION
Table 4.7.1 shows the efficient production scheduling of the respondents. Out of 100
respondents, 37.4 respondents forming 37.4 percent are strongly agree and 34.3 respondent
forming 34.3 percent is agree and 17.2 respondents forming 17.2 percent are neutral and 8.1
respondent forming 8.1 percent is disagree and 3 respondent forming 3 percent is strongly
disagreed.
30
TABLE 4.8
TABLE SHOWING THAT DIRECT CORRELATION BETWEEN
WORK SCHEDULE OF RESPONDENTS

RESPONSE
2 Agree 37.4 37.4 %
3 Neutral 22.2 22.2 %
4 Disagree 13.1 13.1 %
TOTAL 100 100%
CHART 4.8
CHART SHOWING DIRECT CORRELATION BETWEEN WORK
SCHEDULE OF RESPONDENTS
INTERPRETATION
Table 4.8.1 shows the direct correlation between work schedule of the respondents. Out of 100
respondents, 37.4 respondents forming 37.4 percent are agree and 24.2 respondent forming
24.2 percent is strongly agree and 22.2 respondents forming 22.2 percent are neutral and 13.1
disagreed.
31
TABLE 4.9
TABLE SHOWING THAT USER FRIENDLY TOOLS OF
RESPONDENTS

RESPONSE
2 Agree 31.3 31.3 %
3 Neutral 25.3 25.3 %
4 Disagree 10.1 10.1 %
TOTAL 100 100%
CHART 4.9
CHART SHOWING USER FRIENDLY TOOLS OF RESPONDENTS
INTERPRETATION
Table 4.9.1 shows the user-friendly tools and software of the respondents. Out of 100
forming 31.3 percent is agree and 25.3 respondents forming 25.3 percent are neutral and
10.1respondent forming 10.1 percent is disagree and 2 respondent forming 2 percent is strongly
disagreed.
32
TABLE 4.10
TABLE SHOWING THAT NOTICEABLE INCREASE OF
RESPONDENTS

RESPONSE
2 Agree 27.3 27.3 %
3 Neutral 28.3 28.3 %
4 Disagree 17.2 17.2 %
TOTAL 100 100%
CHART 4.10
CHART SHOWING NOTICEABLE INCREASE OF RESPONDENTS
INTERPRETATION
Table 4.10.1 shows the noticeable increase in operational efficiency of the respondents. Out of
100 respondents, 28.3 respondents forming 28.3 percent are netural and 27.3 respondent
forming 27.3 percent is agree and 24.2 respondents forming 24.2 percent are strongly agree
and 17.2 respondent forming 17.2 percent is disagree and 3 respondent forming 3 percent is
strongly disagreed.
33
TABLE 4.11
TABLE SHOWING THAT REAL TIME DATA ACCURATE DECISION
MAKING OF RESPONDENTS

RESPONSE
2 Agree 30.3 30.3 %
3 Neutral 20.2 20.2 %
TOTAL 100 100%
CHART 4.11
CHART SHOWING REAL TIME DATA ACCURATE DECISION
MAKING OF RESPONDENTS
INTERPRETATION
Table 4.11.1 shows the real time data accurate decision making of the respondents. Out of 100
forming 30.3 percent is agree and 20.2 respondents forming 20.2 percent are neutral and
disagreed.
34
TABLE 4.12
TABLE SHOWING THAT OCCURRENCE OF OVER PRODUCTION
OF RESPONDENTS

RESPONSE
2 Agree 31.3 31.3 %
3 Neutral 29.3 29.3 %
TOTAL 100 100%
CHART 4.12
CHART SHOWING OCCURRENCE OF OVER PRODUCTION OF
RESPONDENTS
INTERPRETATION
Table 4.12.1 shows the occurrence of over production of the respondents. Out of 100
29.3 percent is neutral and 27.3 respondents forming 27.3 percent are strongly agree and
disagreed.
35
TABLE 4.13
TABLE SHOWING THAT REDUCED EXPENSE OF INVENTORY
STORAGE OF RESPONDENTS

RESPONSE
2 Agree 28.3 28.3 %
3 Neutral 24.2 24.2 %
4 Disagree 18.2 18.2 %
TOTAL 100 100%
CHART 4.13
CHART SHOWING REDUCED EXPENSE OF INVENTORY STORAGE
OF RESPONDENTS
INTERPRETATION
Table 4.13.1 shows the reduced the expense of inventory storage of the respondents. Out of
100 respondents, 28.3 respondents forming 28.3 percent are agree and 26.3 respondent forming
disagreed
36
TABLE 4.14
TABLE SHOWING THAT TIMELY MATERIAL AVAILABILITY OF
RESPONDENTS
RESPONSE
2 Agree 29.3 29.3 %
3 Neutral 35.4 35.4%
4 Disagree 12.1 12.1 %
TOTAL 100 100%
CHART 4.14
CHART SHOWING TIMELY MATERIAL AVAILABILITY OF
RESPONDENTS
INTERPRETATION
Table 4.14.1 shows the timely material availability of the respondents. Out of 100 respondents,
35.4 respondents forming 35.4 percent are neutral and 29.3 respondent forming 29.3 percent is
agree and 20.2 respondents forming 20.2 percent are strongly agree and 12.1 respondent
forming 12.1 percent is disagree and 3 respondent forming 3 percent is strongly disagreed.
37
TABLE 4.15
TABLE SHOWING THAT ACCURATELY FORECAST DEMAND OF
RESPONDENTS
RESPONSE
2 Agree 21.2 21.2 %
3 Neutral 30.3 30.3 %
4 Disagree 15.2 15.2 %
TOTAL 100 100%
CHART 4.15
CHART SHOWING ACCURATELY FORECAST DEMAND OF
RESPONDENTS
INTERPRETATION
Table 4.15.1 shows the accurately forecast demand of the respondents. Out of 100 respondents,
30.3 respondents forming 30.3 percent are neutral and 29.3 respondent forming 29.3 percent is
strongly agree and 21.2 respondents forming 21.2 percent are agree and 15.2 respondent
forming 15.2 percent is disagree and 4 respondent forming 4 percent is strongly disagreed.
38
TABLE 4.16
TABLE SHOWING THE EMPHASIZING QUALITY OVER QUANTITY
OF RESPONDENTS

RESPONSE
2 Agree 28.3 28.3 %
3 Neutral 27.3 27.3 %
4 Disagree 15.2 15.2 %
TOTAL 100 100%
CHART 4.16
CHART SHOWING EMPHASIZING QUALITY OVER QUANTITY OF
RESPONDENTS
INTERPRETATION
Table 4.16.1 shows the emphasizing quality over quantity of the respondents. Out of 100
27.3 percent is neutral and 26.3 respondents forming 26.3 percent are strongly agree and 15.2
disagreed
39
TABLE 4.17
TABLE SHOWING THAT SUPPLIERS ADAPTABILITY OF
RESPONDENTS

RESPONSE
2 Agree 33.3 33.3 %
3 Neutral 29.3 29.3 %
4 Disagree 13.1 13.1 %
TOTAL 100 100%
CHART 4.17
CHART SHOWING SUPPLIERS ADAPTABILITY OF RESPONDENTS
INTERPRETATION
Table 4.17.1 shows the suppliers adaptability of the respondents. Out of 100 respondents, 33.3
respondents forming 33.3 percent are agree and 29.3 respondent forming 29.3 percent is neutral
and 21.2 respondents forming 21.2 percent are strongly agree and 13.1 respondent forming
13.1 percent is disagree and 3 respondent forming 3 percent is strongly disagreed.
40
TABLE 4.18
TABLE SHOWING THAT LONG TERM PARTNERSHIPS WITH
SUPPLIERS OF RESPONDENTS

RESPONSE
2 Agree 28.3 28.3 %
3 Neutral 23.2 23.2 %
4 Disagree 10.1 10.1 %
TOTAL 100 100%
CHART 4.18
CHART SHOWING LONG TERM PARTNERSHIPS WITH SUPPLIERS
OF RESPONDENTS
INTERPRETATION
Table 4.18.1 shows the reducing cost and raising quality through long term supplier partnership
of the respondents. Out of 100 respondents, 35.4 respondents forming 35.4 percent are strongly
agree and 28.3 respondent forming 28.3 percent is agree and 23.2 respondents forming 23.2
percent are neutral and 10.1 respondent forming 10.1 percent is disagree and 3 respondent
forming 3 percent is strongly disagreed.
41
TABLE 4.19
TABLE SHOWING THAT IMPROVE EFFICIENCY OF
RESPONDENTS

RESPONSE
2 Agree 30.3 30.3 %
3 Neutral 30.3 30.3 %
4 Disagree 16.2 16.2 %
TOTAL 100 100%
CHART 4.19
CHART SHOWING IMPROVE EFFICIENCY OF RESPONDENTS
INTERPRETATION
Table 4.19.1 shows the speeds up and improve the efficiency of the respondents. Out of 100
disagreed.
42
TABLE 4.20
TABLE SHOWING THAT REGULAR SUPPLIER PERFORMANCE
REVIEWS OF RESPONDENTS
RESPONSE
2 Agree 31.3 31.3 %
3 Neutral 27.3 27.3 %
4 Disagree 13.1 13.1 %
TOTAL 100 100%
CHART 4.20
CHART SHOWING REGULAR SUPPLIER PERFORMANCE
REVIEWS OF RESPONDENTS
INTERPRETATION
Table 4.20.1 shows the of the regular supplier performance of the respondents. Out of 100
disagreed.
43
TABLE 4.21
TABLE SHOWING THAT PROCUREMENT PROCESS
STREAMLINED OF RESPONDENTS
RESPONSE
2 Agree 27.3 27.3 %
3 Neutral 24.2 24.2 %
4 Disagree 23.2 23.2 %
TOTAL 100 100 %
CHART 4.21
CHART SHOWING PROCUREMENT PROCESS STREAMLINED OF
RESPONDENTS
INTERPRETATION
Table 4.21.1 shows the of the procurement process streamlined of the respondents. Out of 100
24.2 percent is neutral and 23.2 respondents forming 23.2 percent are disagree and 21.2
respondent forming 21.2 percent is strongly agree and 4 respondent forming 4 percent is
strongly disagreed.
44
TABLE 4.22
TABLE SHOWING THAT IMPROVED PURCHASE CASH FLOW OF
RESPONDENTS

RESPONSE
2 Agree 29.3 29.3 %
3 Neutral 26.3 26.3 %
4 Disagree 12.1 12.1 %
TOTAL 100 100 %
CHART 4.22
CHART SHOWING IMPROVED PURCHASE CASH FLOW OF
RESPONDENTS
INTERPRETATION
Table 4.22.1 shows the of the improved purchase related cash flow of the respondents. Out of
100 respondents, 29.3 respondents forming 29.3 percent are agree and 29.3 respondent forming
disagreed.
45
TABLE 4.23
TABLE SHOWING THAT PRODUCTION AND PROCUREMENT
TEAM WORK TOGETHER OF RESPONDENTS

RESPONSE
2 Agree 24.2 24.2 %
3 Neutral 26.3 26.3 %
4 Disagree 17.2 17.2 %
5 Strongly Disagree 5.1 5.1 %
TOTAL 100 100%
CHART 4.23
CHART SHOWING PRODUCTION AND PROCUREMENT TEAM
WORK TOGETHER OF RESPONDENTS
INTERPRETATION
Table 4.23.1 shows the of the Production and procurement teams work together more
effectively of the respondents. Out of 100 respondents, 27.3 respondents forming 27.3 percent
are strongly agree and 26.3 respondent forming 26.3 percent is neutral and 24.2 respondents
forming 24.2 percent are agree and 17.2 respondent forming 17.2 percent is disagree and 5.1
respondent forming 5.1 percent is strongly disagreed.
46
TABLE 4.24
TABLE SHOWING THAT MAXIMIZING USE OF AVAILABLE
RESOURCES OF RESPONDENTS

RESPONSE
2 Agree 25.3 25.3 %
3 Neutral 29.3 29.3 %
4 Disagree 19.2 19.2 %
TOTAL 100 100 %
CHART 4.24
CHART SHOWING MAXIMIZING USE OF AVAILABLE RESOURCES
OF RESPONDENTS
INTERPRETATION
Table 4.24.1 shows the of the maximizing use of available resources of the respondents. Out
of 100 respondents, 29.3 respondents forming 29.3 percent are neutral and 25.3 respondent
strongly disagreed.
47
TABLE 4.25
TABLE SHOWING THAT CUT OUT NON-VALUE-ADDED TASK OF
RESPONDENTS
RESPONSE
2 Agree 23.2 23.2 %
3 Neutral 29.3 29.3 %
4 Disagree 17.2 17.2 %
TOTAL 100 100 %
CHART 4.25
CHART SHOWING CUT OUT NON-VALUE-ADDED TASK OF
RESPONDENTS
INTERPRETATION
Table 4.25.1 shows the of find and cut out non-value-added task of the respondents. Out of 100
respondents, 29.3 respondents forming 29.3 percent are neutral and 26.3 respondent forming
26.3 percent is strongly agree and 23.2 respondents forming 23.2 percent are agree and 17.2
disagreed.
48
TABLE 4.26
TABLE SHOWING THAT IMPROVED DEMAND FORECASTING OF
RESPONDENTS

RESPONSE
2 Agree 28.3 28.3 %
3 Neutral 29.3 29.3 %
4 Disagree 15.2 15.2 %
TOTAL 100 100 %
CHART 4.26
CHART SHOWING IMPROVED DEMAND FORECASTING OF
RESPONDENTS
INTERPRETATION
Table 4.26.1 shows the of improved demand forecasting of the respondents. Out of 100
respondents, 29.3 respondents forming 29.3 percent are neutral and 28.3 respondent forming
28.3 percent is agree and 24.2 respondents forming 24.2 percent are strongly agree and 15.2
disagreed.
49
TABLE 4.27
TABLE SHOWING THAT COST SAVINGS IN LOGISTICS AND
TRANSPORTATION OF RESPONDENTS

RESPONSE
2 Agree 27.3 27.3 %
3 Neutral 27.3 27.3 %
4 Disagree 21.2 21.2 %
TOTAL 100 100 %
CHART 4.27
CHART SHOWING COST SAVINGS IN LOGISTICS AND
TRANSPORTATION OF RESPONDENTS
INTERPRETATION
Table 4.27.1 shows the of Cost savings in logistics and transportation of the respondents. Out
of 100 respondents, 27.3 respondents forming 27.3 percent are neutral and 27.3 respondent
strongly disagreed.
50
TABLE 4.28
TABLE SHOWING THAT VENDOR RELATIONSHIPS IMPROVED OF
RESPONDENTS

RESPONSE
2 Agree 29.3 29.3 %
3 Neutral 23.2 23.2 %
4 Disagree 18.2 18.2 %
TOTAL 100 100 %
CHART 4.28
CHART SHOWING VENDOR RELATIONSHIPS IMPROVED OF
RESPONDENTS
INTERPRETATION
Table 4.28.1 shows the of vendor relationships improved of the respondents. Out of 100
26.3 percent is strongly agree and 23.2 respondents forming 23.2 percent are neutral and18.2
disagreed.
51
TABLE 4.29
TABLE SHOWING THAT EASIER TO TRACK AND MONITOR OF
RESPONDENTS

RESPONSE
2 Agree 32.3 32.3 %
3 Neutral 31.3 31.3 %
4 Disagree 17.2 17.2 %
TOTAL 100 100 %
CHART 4.29
CHART SHOWING EASIER TO TRACK AND MONITOR OF
RESPONDENTS
INTERPRETATION
Table 4.29.1 shows the of easier to track and monitor purchase order of the respondents. Out
of 100 respondents, 32.3 respondents forming 32.3 percent are agree and 31.3 respondent
forming 31.3 percent is neutral and 16.2 respondents forming 16.2 percent are strongly agree
and17.2 respondent forming 17.2 percent is disagree and 3 respondent forming 3 percent is
strongly disagreed.
52
TABLE 4.30
TABLE SHOWING THAT IMPROVED PURCHASE ORDER AND

ORDER PROCESSING PROCEDURES OF RESPONDENTS

RESPONSE
2 Agree 27.6 27.6 %
3 Neutral 25.5 25.5 %
4 Disagree 17.3 17.3 %
5 Strongly Disagree 3.1 3.1 %
TOTAL 100 100 %
CHART 4.30
CHART SHOWING IMPROVED PURCHASE ORDER AND ORDER

PROCESSING PROCEDURES OF RESPONDENTS
INTERPRETATION
Table 4.30.1 shows the improved our purchase order and order processing procedures
effectiveness of the respondents. Out of 100 respondents, 27.6 respondents forming 27.6
percent are agree and 26.5 respondent forming 26.5 percent is strongly agree and 25.5
respondents forming 25.5 percent are neutral and17.3 respondent forming 17.3 percent is
disagree and 3.1 respondent forming 3.1 percent is strongly disagreed.
53
ANOVA
Implementing JIT technology successfully and cutting lead times requires efficient
production scheduling.
Sum of Squares df Mean F Sig.

Square
Between 14.590 4 3.647 3.445 0.011
group
Within 101.628 96 1.059

group
Total 116.218 100
Null Hypothesis (H0): There is no significant difference in production scheduling efficiency

among different groups implementing JIT technology.
Alternative Hypothesis (H1): There is a significant difference in production scheduling

efficiency among different groups implementing JIT technology.
INTERPRETATION
The ANOVA test reveals a significant difference in effectiveness and efficiency among
different technology groups for purchase order and order processing (F = 3.445, p = 0.011).
The substantial between-group variance (SS = 14.590) indicates notable variability attributed
to group differences, suggesting diverse impacts of technologies on procurement processes.
This underscores the importance of technology selection in optimizing operational
performance.
54
Real-time data analytics used in production scheduling enables more accurate decision-
making.

Square
Between 24.536 4 6.134 6.402 0.000

Groups
Within 91.979 96 0.958

Groups
Total 116.515 100
Null Hypothesis (H0): There is no significant difference in effectiveness and efficiency among
different groups (technologies) for purchase order and order processing.
Alternative Hypothesis (H1): There is a significant difference in effectiveness and efficiency

among different groups (technologies) for purchase order and order processing.
INTERPRETATION
The ANOVA results indicate a significant difference in effectiveness and efficiency among
different technology groups for purchase order and order processing (F = 6.402, p < 0.001).
The substantial between-groups variance (SS = 24.536) underscores notable variability
attributed to group differences, implying diverse impacts of technologies on procurement
processes. These findings reject the null hypothesis, suggesting that at least one group mean
significantly differs from others, emphasizing the importance of technology selection in
optimizing operational performance.
55
just-in-time technology works to help us find and cut out non-value-added tasks from our
order processing?

Square
Between 16.437 4 4.109 3.265 0.015
Groups
Within 120.810 96 1.258

Groups
Total 137.248 100
Null Hypothesis (H0): There is no significant difference in effectiveness and efficiency among
different groups (technologies) for purchase order and order processing.
Alternative Hypothesis (H1): There is a significant difference in effectiveness and efficiency

among different groups (technologies) for purchase order and order processing.
INTERPRETATION
The ANOVA results suggest a significant difference in effectiveness and efficiency among
different technology groups for purchase order and order processing (F = 3.265, p = 0.015),
indicating that at least one group mean differs significantly. The substantial between-groups
variance (SS = 16.437) emphasizes notable variability attributed to group differences, while
within-groups variance (SS = 120.810) reflects variations within each group. These findings
support rejecting the null hypothesis and highlight the importance of technology choice in
procurement processes.
56
I think just-in-time technologies have improved our purchase order and order processing
procedures in terms of effectiveness and efficiency?

Square
Between 18.824 4 4.706 3.986 0.005

Groups
Within 113.335 96 1.181

Groups
Total 132.158 100
Null Hypothesis (H0): There is no significant difference in the improvement of purchase order
and order processing procedures in terms of effectiveness and efficiency among different
groups utilizing just-in-time technologies.
Alternative Hypothesis (H1): There is a significant difference in the improvement of purchase

order and order processing procedures in terms of effectiveness and efficiency among different
groups utilizing just-in-time technologies.
INTERPRETATION
The ANOVA results (F = 3.986, p = 0.005) indicate a significant difference in effectiveness

and efficiency among various purchase order and order processing technologies. The
significant F-value suggests that technology choice impacts procurement processes. The lower
within-groups variance (SS = 113.335) compared to between-groups variance (SS = 18.824)
underscores the importance of technology selection in enhancing operational performance.
Therefore, rejecting the null hypothesis suggests that just-in-time technologies likely contribute
to improved effectiveness and efficiency in procurement processes.
57
CHAPTER – 5
FINDINGS AND CONCLUSIONS
5.1 FINDINGS:
➢ 70.7% of the employees belong to the age group 20 – 30 years.

➢ 60.6% of the employees are male in this organisation.
➢ 39.4% of the employees belong to the department of finance & Accounting.
➢ 62.6% of the employees are graduate upon PG.
➢ 60.6% of the employees have 0 – 1 years of experience.
➢ 33.3% of the employees have receiving Rs.10000 – Rs.15000 of income level.
➢ 37.4% of the employees are strongly agreed with the efficient production scheduling of
the organization.
➢ 37.4% of the employees were agreed with direct correlation between work schedule.
➢ 31.3% of the employees are strongly agreed and agreed with user-friendly tools and
software.
➢ 28.3% of the employees are neutral with noticeable increase in operational efficiency.
➢ 38.4% of the employees are strongly agreed with real time data accurate decision
making.
➢ 31.3% of the employees agreed with occurrence of over production
➢ 28.3% of the employees are agreed the reduced the expense of inventory storage in the
organization.
➢ 35.4% of the employees are neutral timely material availability in the organisation.
➢ 30.3% of the employees are neutral with accurately forecast demand the organization.
➢ 28.3% of the employees are agreed emphasizing quality over quantity the organization.
➢ 33.3% of the employees are agreed with suppliers’ adaptability the organization.
➢ 35.4% of the employees are strongly agreed with long term partnerships with suppliers
the organization.
➢ 30.3% of the employees are agreed and neutral with improve the efficiency the
organization.
➢ 31.3% of the employees are agreed with regular supplier performance the organization.
➢ 27.3% of the employees are agreed with procurement process streamlined the
organization.
58
➢ 29.3% of the employees are strongly agreed and agreed with improved purchase related
cash flow the organization.
➢ 27.3% of the employees are strongly agreed with Production and procurement teams
work together more effectively the organization.
➢ 29.3% of the employees are neutral with maximizing use of available resources the
organization.
➢ 29.3% of the employees are neutral with find and cut out non-value-added task the
organization.
➢ 29.3% of the employees are neutral with improved demand forecasting the
organization.
➢ 27.3% of the employees are agreed and neutral with Cost savings in logistics and
transportation the organization.
➢ 29.3% of the employees are agreed with vendor relationships improved the
organization.
➢ 32.3% of the employees are agreed with easier to track and monitor purchase order the
organization.
➢ 26.5% of the employees are strongly agreed with improved our purchase order and
order processing procedures effectiveness the organization.
5.2 SUGGESTIONS
➢ Before any upgrade, thoroughly assess current systems to identify technological gaps,
outdated infrastructure, and potential integration issues with new software. This will
help in prioritizing upgrades that align with JIT methodologies.
➢ With the use of cloud technology, JIT operations can be supported by scalable and
adaptable infrastructure without requiring a substantial upfront investment in physical
hardware.
➢ Making sure that employees are properly taught and at ease using new systems is crucial
to the success of technology adoption. Provide funds for in-depth training initiatives.
➢ Invest in technologies that enable real-time tracking of inventory and production
processes. This is crucial for the JIT model to function effectively
➢ Plan routine maintenance for your technology infrastructure to avoid interruptions. To
control expenses and guarantee that systems are constantly up and running, think about
outsourcing your IT assistance.
59
5.3 LIMITATIONS
➢ The study focuses primarily on perceptions and opinions related to the

implementation of JIT technology in the automobile industry, neglecting other
potential factors or external influences that could impact operational efficiency and
lead times.
➢ Some of the employees have answered in a biased manner.
➢ Some of the employees were not interested to answer the questionnaire.
➢ The study relies on self-reported perceptions and opinions, which may be subject to
recall bias or social desirability bias, affecting the accuracy and reliability of the
responses provided.
➢ Absence of quantitative data restricts assessing statistical significance or magnitude
of JIT technology's impacts.
➢ The study may have a limited sample size, potentially restricting the generalizability
of findings to a broader population within the automobile industry
5.4 CONCLUSION
In conclusion, the data presented highlights key demographics and employee perceptions
relevant to the implementation of Just-in-Time (JIT) methodologies within the organization. It
underscores the importance of understanding organizational needs and challenges in
procurement, inventory management, production scheduling, and order fulfillment. The
suggestions provided offer practical steps for upgrading technology infrastructure to support
JIT operations effectively, emphasizing the need for thorough assessment, employee training,
investment in scalable cloud technology, and seeking funding opportunities. By prioritizing
upgrades that align with JIT principles and leveraging advanced technologies for real-time
tracking and process optimization, the organization can enhance operational efficiency and
responsiveness to meet evolving market demands. However, careful planning, maintenance,
and ongoing support will be essential to ensure the success and sustainability of technology
upgrades in facilitating JIT practices.
• Maintenance of software
• Order processing
• Operational efficiency enhancement
60
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systems: Benefits and challenges. Computers & Industrial Engineering, 137, 106015
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manufacturing methods at US-and Japanese-owned plants: some empirical evidence. IEEE
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13. Ocheoha, I. A., & Moselhi, O. (2013). Impact of building information modeling on just-
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Implementation of just in time production through Kanban system. system, 3(6), 11-21.
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empirical examination of total just-in-time impact on operational performance: insights
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industry.
62
APPENDIX
Department of Management Studies,

Questionnaire
Saveetha Engineering College,
(Affiliated oi Anna University, Chennai),
Conducted by
Navina. T Saveetha Nagar, Thandalam, Chennai 602105
1. Age
o 20-30
o 31-40
o 41-50
o 51-60
o above 60
2. Gender
o Male
o Female
3. Department
o customer service & sales

o Finance & Accounting
o Human Resources
o Procurement & Quality Assurance
o Dispatch & Maintenance
4. Education Qualification
o High School
o Diploma
o Bachelor graduation
o Post Graduation
63
5. Experience
o 0 - 1 year
o 2 - 5 years
o 6 - 10 years
o Above 10 years
6. Monthly Income
o Rs.10,000 - Rs.15,000
o Rs. 15001 - Rs. 20,000
o Rs. 20,001 - Rs. 30,000
o Rs. 30,001 - Rs. 40,000
o Above 40,000
7. Implementing JIT technology successfully and cutting lead times requires efficient
production scheduling.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
8. I think direct correlation between our work schedule and reduced material, time, and effort
waste?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
64
9. Our operational goals are supported by the user-friendly tools and software used for
production scheduling in Just-In-Time (JIT) environments.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
10. I think production scheduling is combined with Just-In-Time (JIT) technology, there is a
noticeable increase in operational efficiency.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
11. Real-time data analytics used in production scheduling enables more accurate decision-
making.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
12. With JIT technology, production scheduling has greatly decreased the occurrence of
overproduction.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
65
13. I believe that using JIT has significantly reduced the expense of inventory storage.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
14. Inventory control under just-in-time (JIT) ensures timely material availability and
effectively reduces stockouts, in my opinion
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
15. JIT technology has improved inventory management by improving our ability to accurately
forecast demand, in my opinion.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
16. JIT implementation has necessitated a cultural shift in our inventory control strategy,
emphasizing quality over quantity.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
66
17. One of our JIT system's main advantages is the suppliers' adaptability to our demands for
production in real-time.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
18. Reducing costs and raising material quality have been achieved through long-term
partnerships with suppliers, in my opinion
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
19. Having our primary suppliers nearby speeds up and improves the efficiency of our Just-In-
Time (JIT) system.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
20. Regular supplier performance reviews are a crucial component of our JIT operations'
ongoing efforts to improve.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
67
21. I believe that the procurement process has been streamlined by just-in-time technology.
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
22. I think just-in-time technology has improved purchase-related cash flow management?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
23. I think just-in-time technology helped our production and procurement teams work together
more effectively?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
24. Do you think just-in-time technology is a useful tool for maximizing the use of available
resources?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
68
25. just-in-time technology works to help us find and cut out non-value-added tasks from our
order processing?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
26. I think just-in-time technologies have improved demand forecasting accuracy?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
27. I think cost savings in logistics and transportation since just-in-time technology was
implemented?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
28. I think our vendor relationships improved as a result of just-in-time technology

implementation?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
69
29. I think just-in-time technology made it easier to track and monitor purchase orders?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
30. I think just-in-time technologies have improved our purchase order and order processing
procedures in terms of effectiveness and efficiency?
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
70

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Upgrading Jit Technology Merged

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“A STUDY ON UPGRADING JUST IN TIME

in partial fulfilment of requirement for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

FACULTY OF MANAGEMENT SCIENCES

Supervisor Head of the Department

Submitted to Project Viva Voce held on………………..

Internal Examiner External Examiner

Place : Chennai Navina. T

I would like to express my deep thanks to ‘Saveetha Engineering College’ management

I am thankful to our project coordinator Dr.Deepa Manokaran, Assistant Professor,

1.2 Objectives of the study 5

1.3 Statement of the Problem 5

1.4 Significance of the Study 6

1.5 Scope of the study 6

1.6 Company / Organization Profile 7

2.1 Review of Literature 10

2.2 Research Gap 20

3.1 Nature of Research 21

3.2 Research Design 21

4. DATA ANALYSIS AND INTERPRETATIONS 24

5. FINDING AND CONCLUSIONS 58

5.3 Limitation of the study 60

FIGURES TITLE PAGE NO

4.4 EDUCATION QUALIFICATION 27

4.5 WORKING EXPERIENCE 28

4.6 INCOME LEVEL 29

4.7 EFFICIENT PRODUCTION SCHEDULING 30

DIRECT CORRELATION BETWEEN WORK

4.9 USER FRIENDLY TOOLS AND SOFTWARE 32

4.10 NOTICEABLE INCREASE 33

REAL TIME DATA ACCURATE DECISION

4.12 OCCURRENCE OF OVER PRODUCTION 35

4.13 REDUCED EXPENSE OF INVENTORY STORAGE 36

4.14 TIMELY MATERIAL AVAILABILITY 37

4.15 ACCURATELY FORECAST DEMAND 38

FIGURES TITLE PAGE NO

4.16 EMPHASIZING QUALITY OVER QUANTITY 39

4.17 SUPPLIERS ADAPTABILITY 40

4.18 LONG TERM PARTNERSHIPS WITH SUPPLIERS 41

4.19 IMPROVE EFFICIENCY 42

4.20 REGULAR SUPPLIER PERFORMANCE REVIEWS 43

4.21 PROCUREMENT PROCESS STREAMLINED 44

4.22 IMPROVED PURCHASE CASH FLOW 45

PRODUCTION AND PROCUREMENT TEAM WORK

4.24 MAXIMIZING USE OF AVAILABLE RESOURCES 47

4.25 CUT OUT NON-VALUE-ADDED TASK 48

4.26 IMPROVED DEMAND FORECASTING 49

COST SAVINGS IN LOGISTICS AND

4.28 VENDOR RELATIONSHIPS IMPROVED 51

4.29 EASIER TO TRACK AND MONITOR 52

IMPROVED PURCHASE ORDER AND ORDER

TABLES TITLE PAGE NO

4.4 EDUCATION QUALIFICATION 27

4.5 WORKING EXPERIENCE 28

4.6 INCOME LEVEL 29

4.7 EFFICIENT PRODUCTION SCHEDULING 30

DIRECT CORRELATION BETWEEN WORK

4.9 USER FRIENDLY TOOLS AND SOFTWARE 32

4.10 NOTICEABLE INCREASE 33