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This article assesses the appropriateness of lean supply and partnership relationship management policies as a means of invigorating industry, using the example of the UK pig and beef industry. The analysis assesses the extent to which it is operationally feasible, and with what commercial consequences, in UK pig and beef supply chains and markets. The analysis demonstrates that the lean and partnering approach is not always operationally feasible. Furthermore, when it is operationally feasible dominant players only – such as multiple retailers – appear to benefit commercially from its adoption. Given this, alternative policy options may be required in the future for such reinvigoration of industry. A framework to guide policy selection is provided. [ABSTRACT FROM AUTHOR]

Purpose - This paper aims to examine the introduction of Kanban production control, at a UK-based electronic product-manufacturing operation. Design/methodology/approach - The paper covers key implementation issues, including cultural factors, the reasons behind the adoption of an electronic Kanban system, and explains in detail the working and benefits gained from the changes introduced. Findings - Learning lessons from its previous lean implementation experiences, the company's adoption of Kanban was phased, and the final stage of gradually building up the parts under the control of the electronic Kanban was combined with broad involvement, widespread training and the addressing of cultural issues. This "pull" system has delivered the expected dramatic reductions in lead times and inventory but, having used Kanban to gain increased internal stability, the company is now planning to extend the system externally. Interestingly, to make this work, it will require the replacement of Kanban control in some internal areas of the plant with push control in the form of direct replenishment. Originality/value - The paper clearly shows how effective the progressive introduction of aspects of lean can be in terms of delivering long-term business benefits. It also confirms the importance of recognizing that even well organized businesses are liable to suffer pain when implementing lean. It is critically important not to blame the new system, but to find the real causes, and this requires understanding and training. Finally, in addition to explaining how the plant's new system operates, and observing some of the finer details of the electronic Kanban system, the paper looks at the interesting planned steps in the system's "evolution". [ABSTRACT FROM AUTHOR]

The article focuses on the need to educate everyone in an organization in humanities for both periods of post-bureaucracy and bureaucracy in response to the evaluation of management education system by John Hendry, a philosopher in Great Britain. Contrary to Hendry's evaluation, management education does not only need the economic goals but also other practices including total quality management, business process re-engineering and just-in-time management. These new practices are said to help go about productivity and competitiveness in the market.

The article provides an exploratory investigation into three major inbound logistics schemes in three vehicle assembly plants in Great Britain, covering a total of 670 suppliers. The key obstacle for not building an increasing percentage of vehicles to customer order is the vehicle manufacturer's inability to supply customized vehicles within timeframes customers find acceptable. Within new vehicle supply systems, two general types of logistics operations can be found: outbound logistics and inbound logistics. Outbound logistics or vehicle distribution from the vehicle assembly plant to the dealership directly contributes to the responsiveness of the overall vehicle supply system by representing the lead-time from the factory to customers. The second main logistics operation in the auto supply chain is between the component suppliers and vehicle assembly plants. Two key factors determine the structure or gestalt of the inbound logistics subsystem: the number of suppliers per manufacturer, and the average distance between suppliers and the vehicle assembly plants these are supplying into. A number of studies have further reported on the operations aspects of automotive logistics for example emphasizing the importance of product variety in the decision to implement Just-in-Time strategies.

Focuses on the developments in the automotive industry in Great Britain. Emphasis on manufacturing systems and just-in-time; Relationship between assemblers and its suppliers; Implications of the adoption of the Japanese model for information systems.

Japanese manufacturing methods such as just-in-time production and total quality control are serving as a model of manufacturing organization which many UK manufacturers are currently emulating. This article describes the implementation of just-in-time production and its supporting practices in two factories owned by the same company. Empirical evidence demonstrates a profoundly political dimension to these innovations, requiring a significant rewriting of organizations' political and cultural maps. [ABSTRACT FROM AUTHOR]

The article discusses the social ramifications which accompany Japanese "kanban" or just-in-time (JIT) production systems, specifically a model of shopfloor power used by M. Marchington to illustrate JIT systems from a power-control perspective. The article discusses just-in-time production; power, control, and technology; and contrasts Japanese and British corporations, management controls, and industrial relations. The author warns against the adoption of JIT systems without the consideration of the political and social implications, as the evidence of proceeding without these considerations has proven harmful in several corporations where strikes left corporations without materials for production.

The article examines the implications of just-in-time (JIT) manufacturing practices in Great Britain. The adoption of JIT marks improvements in the competitiveness and ability of the organization to respond to the rapid fluctuations in market demand. It is an approach to manufacturing based on waste reduction and rapid response to customer demand. Core elements of JIT focus on streamlining production flow and eliminating waste in materials and labor through substantial reductions in work in process (WIP). The practice of JIT in lowering WIP is a greater vulnerability on the production to quality problems. To overcome these problems, JIT has interlinked with total quality control and total quality management.

The article provides a survey that identifies the strategies of the Japanese manufacturers in Great Britain. A survey of companies in the USA, Europe and Japan has shown that the best performers were in Japanese companies. One of the strategies that the Japanese companies have mastered is the just-in-time (JIT) approach. A comparison has shown that Great Britain companies lag behind the U.S. companies when it comes to implementing JIT. In implementing JIT it has been shown there is also some similarity between JIT and total quality management. It is said that financial gains are a result of strategies, such as the JIT approach, which are implemented efficiently. Despite the proven record of these strategies, not all Japanese companies in Great Britain choose to mimic their parent companies in Japan. Instead some prefer to adapt to suit British style work practices. The survey explored the nature and extent of practices employed by these companies. A questionnaire was sent to 36 Japanese companies in Great Britain. From the 36 questionnaires that were sent, 25 useful questionnaires were received. This corresponds to 67 per cent which is considered to be a good response. Most of the respondents were classed as medium sized, that is, having between 100 and 1,000 employees.

Do managerial practices and perceptions in the United Kingdom and the United States have a significant influence on the adoption and implementation of just-in-time (JIT) manufacturing techniques? Although there is an increased interest in Japanese production systems, as evidenced by the plethora of articles, reports, and texts, much of the investigative and analytical effort has focused on comparisons with Japanese companies. It was perceived that the styles of management in the UK and US differ in terms of readiness to implement new ideas and the level of investment each was prepared to make in support of those ideas. This study provides a comparative analysis from which several conclusions are drawn. After preliminary tests and refinement, a large-scale questionnaire survey was undertaken in both the UK and the US. Approximately 1,300 questionnaires were distributed from which an initial return of 99 usable responses were included in this analysis. The complexity and length of the questionnaire reduced the likelihood of a higher response rate, but this was more than compensated for by the high level of detail obtained. Significant differences between the UK and US were identified by the use of predominantly non-parametic tests. (A statistical level of 0.05 was established for all analyses within this study.) Evidence exists for acceptance of the hypothesis that there are significant differences in managerial practices and perceptions between the two countries which impact on the adoption and implementation of JIT. [ABSTRACT FROM AUTHOR]

The Japanese have been highly successful in designing, manufacturing and marketing a wide range of products which have penetrated markets world-wide. The extent of this success has become so noticeable that there is now considerable interest in Japanese manufacturing techniques, of which those classified as "Just-in-Time" (JIT) techniques are perhaps the most widely discussed. There is currently little knowledge of the extent to which these techniques have been put into practice in the United Kingdom. This article reports the results of a survey of UK industry designed to develop knowledge of JIT application. In this research, a broad-based view of JIT is taken, encompassing JIT in manufacturing, purchasing and supply (see Appendix I). Objectives and Sample. The objective of the survey was to determine the extent of knowledge of the JIT concept in the manufacturing industries in the United Kingdom, together with the level of application of various JIT techniques and, if possible, to obtain some indication of the ranking of any perceived benefits that may have been derived from their implementation. The scope of the survey is limited to this assessment of JIT: thus, it is not proposed to judge whether the implementation of JIT would be either appropriate or effective in any particular manufacturing environment. The sample comprised addressees obtained from two sources: a list of 300 company representatives who had expressed interest in attending conferences in manufacturing technology and a random selection of 200 company representatives taken from a list of UK manufacturers. The aggregate list was checked to ensure that no duplication of companies occurred. A response of 123 good replies (25 per cent) was obtained. The survey was backed up with interviews in five companies known to be adopting JIT. [ABSTRACT FROM AUTHOR]

The article presents the author's view regarding the use of "lean" principle in service improvement in Great Britain. He mentions that the leadership course for National Health Services (NHS) provides service improvements to patients based on "lean" healthcare principles. He states that the "lean" principle represents avoidable wasted time and effort on the part of patients and staff through its end-to-end system.

Management resistance, lack of tangible benefits, and low success rates are the main obstacles to improving quality in British industry, says a survey out recently into the use of quality improvement programs in British factories. It shows that of 3000 companies surveyed, 91 per cent of those replying report that changing middle management attitudes is the single most difficult problem to overcome in putting in quality improvement programs such as quality circles, zero-based budgeting and just-in-time manufacturing.