Chapter 4
Innovation of
Surpassing JIT
Global manufacturing is currently facing two major transformations. e rst is
the shortened life cycle of products due to the diversication and sophistication
of customers’ needs. Because of this, manufacturers need to realize the shortest
lead time possible in cooperation with their suppliers from the product develop-
ment stage, through to manufacturing, and nally to sales, so that they are able
to respond to this change. Second, it has been deemed essential to create a new
administrative management technology necessary for the deployment of global
production, worldwide uniform quality, and simultaneous production (production
at optimal locations) and to manage this production in a systematic and organized
manner (Amasaka, 2004a).
Based on this knowledge, the author deems it necessary to establish an advanced
model of a new management technology toward innovation of manufacturing
fundamentals surpassing just in time (JIT) for all the business processes of each
department from upstream to downstream.
24New JIT, New Management Technology Principle
4.1 Necessity for an Advanced Production System
and Advancement in Technologies and Skills
e increasing sophistication and diversication of customers’ needs has made the
development of a form of global production that acts in concert with the overseas
deployment of production bases a pressing management issue. In order to succeed
at global production, worldwide uniform quality and simultaneous launch (pro-
duction at optimal locations) is an urgent task. e simultaneous achievement of
quality, cost, and delivery (QCD) requirements that reinforce the product’s appeal
is required to realize this global production system (Amasaka, 2002, 2008).
In order to oer customers high-value-added products and prevail in the world-
wide quality competition, it is necessary to establish an advanced production
system that can intellectualize the production engineering and production man-
agement system. is will in turn produce high-performance and highly functional
new products. e author believes that what determines the success of global pro-
duction strategies is the advancement of technologies and skills that are capable of
fully utilizing the above-mentioned advanced production system in order to realize
reliable manufacturing at production sites (Amasaka, 2007b).
4.1.1 What Are the Concerns of Top
Management and Manager Classes?
Amasaka (2007b) posed the question, “What are some of the issues that need
to be addressed in order to prevail in the twenty-rst century?” to a total of 154
respondents chosen from the top management class (board members) and manag-
ers (of divisions and departments) of the six manufacturers that participated in the
Workshop on Quality Management of Manufacturers (hosted by Kakuro Amasaka,
Professor of Aoyama Gakuin University from May 2004 to March 2006). e sur-
vey revealed the interests of the top management and manager classes.
Figure 4.1 is an example of the summary and analysis results of these interests
(or the free opinions gathered from the survey). As shown here, their interests center
Respondent (affiliation section)
(Number of cases)
Manufacturing technique/manufacture
Quality assurance
Technological development
Human resources
Product differentiation
Figure 4.1 Which important issue should be tackled?

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