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Essay / Research Paper Abstract
An 8 page paper. The first part of this essay discusses the just-in-time (JIT) philosophy, including its origin, elements and benefits and an example of a plant that made the change. The second part of the essay discusses resistance to change with ideas about the causes of resistance and techniques to manage it, using the example of the plant manager in the first section. Bibliography lists 7 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGjitch.RTF
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Unformatted sample text from the term paper:
it would not work if it was not embraced and practiced by every employee was committed to the technique (The Institute for Manufacturing, 2007). Every plant needed to be arranged
and organized for the process (The Institute for Manufacturing, 2007). Quality programs also had to be maintained and production programs had to be scheduled for the JIT approach (The Institute
for Manufacturing, 2007). The Japanese work culture was well-fitted to the adoption of JIT. Workers are already motivated towards higher and higher quality improvements, there is a focus on group
effort, work takes precedence over everything else and employees are more likely to stay at the same company, given a choice (The Institute for Manufacturing, 2007). JIT has evolved from
being a mere technique to reduce waste to becoming a management philosophy that focuses on continuous improvement (Kotelnkov, 2008; The Institute for Manufacturing, 2007). The general theme is producing whatever
the product is with little waste and waste is broadened to include time, resources, materials, space and so on (Kotelnkov, 2008; The Institute for Manufacturing, 2007). The key element in
JIT is continuous improvement, which follows along Demings Total Quality Management theories and, in fact, the elements of JIT incorporate many of Demings principles. Continuous improvement is described as
attacking any fundamental problems in the process that do not add value, establishing systems that will identify any problems, always striving for simplicity rather then complex systems, quality is
controlled at the source, which means each worker takes reasonability for the quality of their work (Kotelnkov, 2008; The Institute for Manufacturing, 2007). The process also includes changing the layout
of the facilities so that it productivity is not delayed due to equipment or materials being in the wrong place and performing preventative maintenances on all equipment so they do
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