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The Outside-in Strategy Is Discussed In Section 2.3 For Clarity Purposes. The ...

The outside-in strategy is discussed in section 2.3 for clarity purposes.
The supply and demand information for a given product line should thus be up-to-date in order to effectively implement the Jit strategy. This is because of the need for the organization to pro-actively addressing the demand and supply position for the organization based on the external forces. This approach of process control and information usage to strategic decision-making on the operations strategy of the organization is one of the key elements that is emphasised by LEAN manufacturing strategy in an organization as argued by Lisa M. Elram et al (2004).
Alongside, it is also important to note that the supply-demand information accuracy is directly proportional to the overall demand in the organization to control the product flow and the manufacturing strategy of the organization as argued by Lisa M. Elram et al (2004). This makes it clear that the LEAN manufacturing strategy through utilizing JIT in the production process can help achieve streamline the supply chain of the organization to position the overall manufacturing process as a strategic element in the organizational strategy.
2.2.3: Supplier Relationship Management
Malcolm J. Sanders (1997) argues that the supplier relationship is a critical element to achieve JIT manufacturing strategy in manufacturing environment. This is not only because of the need for the organization to effectively integrate with its suppliers but also to ensure that the suppliers' lead time with respect to the procurement and delivery of the goods to the production shop floor of the organization is a critical element that influences the planning of the JIT. Alongside, the supplier relationship is a key element that attributes to the effective management of the supply chain and ensuring that the management effectiveness of the organization the manufacturing sector is achieved. The supplier relationship also helps the organization to identify alternate suppliers to the regular supplier not only for ensuring that the purchase of the products and services is achieved effectively but also because of the need for an efficient method to control the costs and effectively mitigate the bargaining power of the suppliers as argued by Gerry Johnson and Kevan Scholes (2003).
Form the above arguments on the Jit strategy it is clear that the LEAN manufacturing strategy in an organization focuses mainly on the production streamlining through the implementation of JIT or JIT can help the organization achieve LEAN manufacturing strategy at the operational level of the organization. It is further interesting to note that the effective use of the JIT strategy or related strategy streamline the production process is the key to achieve LEAN manufacturing strategy in the industries.

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