This paper investigates the application and adaptability of just-in-time (JIT) in
the largest Malaysian automobile manufacturing company (Proton). The main
objective of this paper is to develop an understanding of a Malaysian version of
JIT in its automobile industry and to examine the concept of JIT in a Malaysian
manufacturing setting. This is especially interesting and important since
Malaysia has not gone through the usual stages of a craft era (labour intensive,
highly-skilled workers) followed by Fordism (mass production of single
products, semi-skilled workers) and post-Fordism (mass customisation, multiskilled
workers) (see Wilson, 1992). Although, some might argue that they have
actually gone through these stages but over a very short time, thus giving scope
to manufacturing management for a variety of approaches (Womack et al.,
1990). There are other ways of looking at the development of manufacturing
and operations management (Monks, 1987; Sykes et al., 1997). For example,
Monks (1987) suggests a framework based on US experiences with a Handicraft
era (circa 1700-1800), Industrial Revolution (circa 1800-1890), Scientific
Management era (1890-1940) and Operations Research and Computerised
Systems era (1940-present). However, these ideas seem even less applicable to
developments at Proton.
The secondary objectives of this paper are to:
• Determine the amount of JIT activity in the company.
• Look at the structure of the buyer-supplier relationships that support the
JIT system.
• Draw out the factors that support and hinder the successful
implementation of JIT in the company.
• Identify where the Malaysian version of JIT differs, if indeed it does, from
the conventional Japanese form of JIT.
Mike Simpson, Geoff Sykes and Adini Abdullah
Sheffield University Management School, Sheffield, UK
To save document
the largest Malaysian automobile manufacturing company (Proton). The main
objective of this paper is to develop an understanding of a Malaysian version of
JIT in its automobile industry and to examine the concept of JIT in a Malaysian
manufacturing setting. This is especially interesting and important since
Malaysia has not gone through the usual stages of a craft era (labour intensive,
highly-skilled workers) followed by Fordism (mass production of single
products, semi-skilled workers) and post-Fordism (mass customisation, multiskilled
workers) (see Wilson, 1992). Although, some might argue that they have
actually gone through these stages but over a very short time, thus giving scope
to manufacturing management for a variety of approaches (Womack et al.,
1990). There are other ways of looking at the development of manufacturing
and operations management (Monks, 1987; Sykes et al., 1997). For example,
Monks (1987) suggests a framework based on US experiences with a Handicraft
era (circa 1700-1800), Industrial Revolution (circa 1800-1890), Scientific
Management era (1890-1940) and Operations Research and Computerised
Systems era (1940-present). However, these ideas seem even less applicable to
developments at Proton.
The secondary objectives of this paper are to:
• Determine the amount of JIT activity in the company.
• Look at the structure of the buyer-supplier relationships that support the
JIT system.
• Draw out the factors that support and hinder the successful
implementation of JIT in the company.
• Identify where the Malaysian version of JIT differs, if indeed it does, from
the conventional Japanese form of JIT.
Mike Simpson, Geoff Sykes and Adini Abdullah
Sheffield University Management School, Sheffield, UK
To save document
2 comments:
This is great!
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