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Furthermore, Caron H. St. John And Kirk C. Heriot (1993) Argue That The ...

Furthermore, Caron H. St. John and Kirk C. Heriot (1993) argue that the efficiency in the use of JIT is totally reliant on the efficient co-ordination of the supply chain which depends upon the ability to forecast the demand and supply for the organization in order to ensure the finished product availability to the customer meeting the demands in the market.
Constraints with JIT manufacturing
Since the overall goal of the JIT system in an organization is to continuously improve the organization's productivity, quality, and flexibility, it is clear that the manufacturing process must made lean and accommodative to change quickly. This is supported by the arguments of Raymond S. Louis (1997) that the JIT in an organization cannot be implemented as a radical change but must be staged to achieve total control over production and distribution of the products in the manufacturing organization.
The major constraints for the implementation of JIT in a manufacturing organization are
Process control Since the manufacturing organizations historically have a single process that defines the start till the finish of the manufacturing process, identification of key stages and milestones to ensure product delivery priority is difficult. This process is interdependent mainly because of the fact that the completion of a stage triggers the commencement of the next stage or the start of a given stage in the manufacturing process depends upon the delivery of raw materials as well as the completion of the preceding stages as argued by Richard E. White and Victor Prybutok (2001). Hence the identification of stages and dependencies is the critical element for the successful implementation of the JIT manufacturing strategy in an organization.
Supply chain management JIT being focused upon the inventory control to save time and costs associated with the storage and warehousing of the raw materials (Raymond L. Louis, 1997), it is essential to streamline the supply chain management as well as ensure that the suppliers are identified for the necessary items of a given stage in order to ensure that the inventory required for a specific manufacturing stage is delivered in time. This is achievable only through the effective integration and constant updating of the supplier information in terms of the pricing, quantity and quality of goods in the light of the manufacturing process. This is a major constraint as identified by Raymond L. Louis (1997) mainly because of the fact that the effective supply chain management cannot be achieved to ensure JIT delivery always given the real-world exceptions.


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