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Focuses on the use of just-in-time (JIT) practices to lower inventory, improve efficiency and keep costs low. JIT operating principles; Problems encountered while adhering to JIT practices; Role of the transportation industry in helping companies meet JIT schedules; Suggested areas for improvement in the system.

Examines whether just-in-time (JIT) materials delivery practices can be fueled by the Internet and overcome troubling issues in the transportation industry. Key role played by transportation in the JIT process; Effectiveness of JIT in the United States manufacturing sector; Challenges facing JIT practices.

Focuses on the problems encountered by manufacturing companies in just-in-time (JIT) materials delivery in North America. Aims of the JIT systems; Failure of companies to implement material-flow and quality-management activities; Ways by which manufacturers can overcome JIT problems; Reasons for the resistance in adopting JIT practices.

Focuses on the adoption of the just-in-time (JIT) concept by businesses and supply chains, with emphasis on the automotive industry. Benefits of the JIT concept; Reference to the importance of the JIT concept in the automotive industry; Views of business executives on the JIT concept. INSETS: JIT speak;NUMMI at a glance.

Discusses issues concerning the implementation of just-in-time (JIT) systems in businesses in the United States. Problems encountered with the implementation of JIT; Growth of JIT; Use of JIT in the automotive industry; Tips on using JIT. INSET: Businesses change, but not enough yet..

Focuses on the popularity of just-in-time systems (JIT II) among industries in the United States. Advantages of empowering supplier partners within the operation; BOSE Corp.'s utilization of JIT II principles in 1986; Examples of companies which allow their suppliers to operate in various capacities; Risks associated with JIT II. INSET: The JIT II roadmap..

Reports the cost of operation problems faced by less-than-truckload (LTL) industry in the United States. Account on the rate hikes confronting manufacturers; Application of the hours-of-service ruling; Growth of the industry with electronic commerce trends; Dependence of LTL on just-in-time scheduling.

Looks at the implementation of Just-in-time (JIT) manufacturing system at Dell Computer Corporation. Description of the performance of Dell; What Dell sees as the key to JIT; Discission of the strategies implemented to acompany JIT; Information on Dell's continuous improvement plan.

Focuses on just-in-time (JIT) program revisions implemented by the purchasing profession. Modification of JIT to a total supply chain management process; Buyers' selection of suppliers; Trust in the supply base; Key processes of JIT programs; Quality issues; Elevation of purchasing from a price-oriented, transaction-based function to a contract management one.

The article reports on the measures initiated by Byrne Tool & Die to improve procurement. It notes that the firm needed a more responsive procurement system to keep pace with its increasing production system which was driven by its goal to expand. To streamline its procurement, Byrne developed a kanban system for its shop supplies and employed electronic ordering. It adds that the firm also worked with suppliers which can ensure timel divery and maintained personal relationship with them.

The article focuses on Monroe, Wisconsin-based Monroe Truck Equipment's purchasing strategy. Purchasing manager Roger Schulz has eliminated the company's purchase orders through a just-in-time daily delivery for manufacturing raw materials. He adds the company orders and receives the structural needs on a next day on just-in-time basis. He also mentions the benefits of not having purchase orders including a 96% reduction in the cost of accounts payable invoice review and processing.

Reports the impact of the New York terrorist attacks on businesses that rely on just-in-time delivery of materials and parts in the United States. Percentage of production that rely just-in-time delivery; Illustration showing the boosting of border delays; Cargo banning from passenger planes.

Reports the implementation of the kanban approach to suppliers by switch maker United Electric Controls in Watertown, Massachusetts. Consideration of suppliers as breadperson directly delivering to storage location; Determination of preset safety margin by the supplier; Notification of other suppliers to reach preset level.

Focuses on the growing use of small-package shipping services by companies to achieve just-in-time materials delivery. Commercial value attached to time-definite, small package shipments; Demand for such shipments; Factors driving the shift toward small package shipping. INSET: Briefs.

Identifies opportunities and challenges for purchasing managers arising from the growth of international air freight markets. Trends in the global economy contributing to the growth; Need for international transportation; Effects of manufacturers' interest in just-in-time systems on global air freight; Costs of international air freight.

Focuses on the adoption of the just-in-time II (JIT II) concept by American Corrugated Products (ACP), as a means of enhancing the sales practices of the company. Background information on the use of the JIT concept by ACP; Information on products sold by ACP.

Focuses on the implementation of the just-in-time (JIT) concept in processes which involve transportation, with emphasis on Sequent Compter Systems Inc. Information on the transportation industry can benefit from using the JIT concept; Specialization of Sequent company; Identification of some of the company's major clients.

Focuses on the use of transportation as a key to the success of Just-in-time (JIT) manufacturing system at Case Corporation. How the use of transportation has benefited Case; Description of the strategy of build-to-order basis; Detailed information on other strategies used by Case.

Focuses on Miller SQA Incorporated strategy of producing a wide variety of low-cost, quality office furniture on a build-to-order basis to Just-in-time manufacturing system (JIT). Description of the various strategies used to increase growth; Information on SQA JIT goals.

Presents information on the implementation of Just-in-time manufacturing system at Toyota Motor Corporation. Information Toyota being known as the founder of JIT manufacturing system; Admittance by Toyota that it has not mastered the JIT system; Description of the efforts to secure the implementation of JIT.

Describes the just-in-time (JIT) approach of General Motors Corp.'s (GM) Worldwide Purchasing group. Leaseway Logistics' management JIT parts deliveries to GM's plants; Dismantling of GM's inbound delivery network; Leaseway's dedicated fleet of tractors and trailers; Routing of all parts shipments through a cross-dock distribution center in Cleveland; Plan to operate more lean vision routes.

Reports that just-in-time (JIT) manufacturing, which keeps cost down and assembly lines running smoothly, requires plants to keep trim inventories and even the smallest glitch in the supply chain could stop production. JIT sensitivity to variances in supply; Speculation on the possibility of General Motors Corporation strike proving that JIT doesn't work; Benefits of JIT manufacturing.

Reports that every agricultural tractor or component that leaves John Deere Waterloo Works in Waterloo, Iowa, depends on regular inbound shipments of assembly parts from suppliers throughout the United States. Con-Way Central Express as plant's leading carrier.

Reports that General Motors Powertrain plants have opened production space at its 9-plant complex in Flint, Michigan and fit the LTL shipments into its just-in-time production system with a less-than-truckload carrier scheme.

Provides information on JIT II columns appearing in `Purchasing' periodical that feature American companies that have adopted some form of JIT II system. Reviews of basic steps and techniques associated with JIT II concept. INSET: JIT II at Intel (Lance Dixon)..

The reports on the impact of location on small business' just-in-time supply chains. According to a "Wall Street" report, small businesses are realizing that having a centralized distribution center in a city like Memphis, Tennessee can give them a competitive advantage. A comment from UPS chief executive director (CEO) Mike Eskew is presented.

Focuses on the use of just-in-time (JIT) II on-site suppliers. Roles of JIT II; Application in the engineering design cycle.

Discusses various aspects of the JIT II just-in-time onsite supplier relationships and techniques. Focus on controls, checks and balances; Implications for industrial purchasing.

Comments on the application of a just-in-time system called JIT II in a major United States company with facilities in Monterrey, Mexico. Location of suppliers to the customer manufacturing plant; Growing reputation of the area as a JIT II hub; Details of the consortium of suppliers situated in the are and serving different companies; Establishment of the consortium through the lead firm Du May Metals Ltd.

Offers tips for purchasing executives on how to find information and services related to just-in-time manufacturing system as of September 21, 2000. Contact information.

Discusses the just-in-time (JIT) II approach to business logistics and transportation management. Effectiveness of JIT II purchasing with or without the use of state-of-the-art computer systems; Potential of JIT II to improve responsiveness to market demand while lowering inventory investment.

Comments on purchasing professionals and supplier representatives' claim that just-in-time (JIT) materials delivery systems are ineffective. Contention that JIT materials delivery systems are effective; Toyota Motor Corp.'s success as proof of effectiveness of JIT; Ways by which companies can be successful in implementing JIT.

Focuses on the effects of combining Just In Time (JIT) II programs and downsizing in a company. Likelihood that purchasing staff and in-plant representatives may not work well together; Ways of correctly implementing JIT II; Consideration of JIT II when a company is growing and it is necessary to hire new buyers.

Enumerates ideas that should be considered when implementing just-in-time programs which require a supplier representative in the customer's location. Number of in-plants; Reporting structure; Location; Access to facilities, systems, and meetings; Workspace; Status; Compensation; Performance reviews.

Talks about the development of a relationship framework as a necessary step in the implementation of just-in-time (JIT) II programs. Formation of internal commodity teams by customer companies; Need for a process mapping effort; Elements of the relationship framework that must be agreed upon.

Reports the recommendation of NABS Inc., a distributor of components to computer and electronic industries, that just-in-time (JIT) manufacturing method is a way to reduce costs through business-process reengineering and information sharing. Comment from Toni Pickett, vice president of sales; How NABS regards implementation process of JIT II.

Provides tips on how to select employees to implement the just-in-time (JIT) II programs. Steps involved in the selection process; Popular personality traits that will help the implementation of JIT II programs; How the characteristics of an in-plant representative vary.

Presents information on the utilization of just-in-time systems by Johnson Controls Inc. (JCI). Specializations of JCI; Information on JCI; Reference to the winners of the Shingo Prize; Information on the decrease in customer returns experienced by JCI.

Gives information on the implementation of JIT II trail blazers at Motorola, Automotive Industrial Electronics Group (AIEG). Views of Mike Leather, Materials Manager on the why he implemented the system; Description of the different stages of implementation; How JIT II has benefited the company.

Discusses the need for businesses to innovate and improve their output in order to stay competitive, and the concept of just-in-time (JIT) II. JIT II seen as a tool that can help logistics professionals plan a fast and fluid workplace; Situations in which JIT II should be considered.

Presents the basic steps and techniques associated with just-in-time II, or insourcing, in the United States. Includes supplier's reassignment of its sales representative to new duties; Customer empowerment of in-plant representative; Controls and checks to the system.

Discusses how to provide efficiency in just-in-time (JIT) insourcing relationships. Importance of good relationship between customer and supplier; JIT II Education Center's information services.

Cites a research program in JIT II techniques by BOSE JIT II Education & research Center together with the ISBM Institute. Objective of the program; Call for interested parties; Contact information.

Reports on the holding of the NAPM Electronics Group Conference in San Jose, California which focused on just-in-time (JIT) II, the concept of having a supplier representative reside at an original equipment manufacturer's (OEM) plant. Lance Dixon as proponent of the idea; Benefits of the system; Application of the system; Other highlights of the conference.

Discusses applications of just-in-time (JIT) II concept. Management of acquisition of temporary; Placement of an in-plant supplier representative at a customer's location; Application in transportation.

Features the implementation of JIT II (just-in-time), a registered service mark of BOSE Corp. Companies who are at the leading edge in JIT II applications; Standard JIT II; Additional enhancements and features to the basic technique.

Focuses on issues related to just-in-time systems in the United States. Three components of total cost of office products; Share of process cost in total product cost; Scheme at BT Office Products International.

Discusses requirements for just-in-time (JIT) systems in the United States. Role of trust in JIT; Reason for large inventory imbalances under JIT; Need for close long-term relationships with suppliers; Need for production to reflect true costs.

Features the JIT II, a just-in-time customer/supplier relationship concept created by BOSE Corp. Features; Coverage.

Discusses the stages to full just-in-time (JIT) implementation in the United States. Elements of JIT II; Material planning and purchasing; Establishment of liaison office; Bona fide order placing; Supplier consigned inventory programs; Operation of min/max material replenishment programs.