1. Assignment No.
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Name HOANG LE KHANH HUY ID E2200440
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Module/Subject Code MGT301
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OPERATIONS MANAGEMENT
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Due Date 4/4/2025
Assignment 1
Assignment Title/Topic
Intake (where applicable) Nguyen Ngoc Hoang
2096
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Criteria & Needs Max Marks
Excellent Good Satisfactory Unsatisfactory
Qualities Improvement Marks Obtained
Clear, engaging, and Lacks clarity and 15
Clear and informative Adequate introduction
thoroughly sets the stage Weak introduction fails to set the
but could be more with minor gaps in
Introduction for the literature review. with limited context stage.
engaging. clarity.
(4-6).
(10-12) (7-9)
(13-15) (1-3)
Comprehensive coverage Good coverage with Adequate coverage but Limited coverage Superficial
of the topic with critical some critical analysis lacks depth and with minimal critical coverage with no 25
Content
analysis and depth and minor gaps. analysis. insights. analysis.
(21-25). (16-20) (11-15) (6-10) (0-5)
Strong summary with 25
major contributions of Good summary with
Adequate summary
reviewed studies and mostly clear Weak summary with No clear summary,
with limited discussion
their relevance to the contributions and vague contributions contributions, or
Conclusion of contributions and
body of knowledge relevance. and limited relevance relevance.
relevance.
clearly articulated. (6-10). (1-5)
(11-15)
(16-20)
(21-25).
Adequate quality but Weak quality with Poor quality and
High-quality, current, Good quality and
some sources lack several outdated or insufficient sources. 10
and highly relevant peer- mostly relevant peer-
Quality of Literature relevance. irrelevant sources.
reviewed sources. reviewed sources.
(9-10). (7 -8)
(5-6) (3-4) (1-2)
Strong alignment Good alignment with Adequate alignment Weak relevance and Studies are
between chosen studies minor gaps in but some studies lack limited connections irrelevant or 5
Relevance of Studies
and topic with clear relevance. connection. between studies. disconnected.
connections. (4) (3) (2) (1)
(5)
Adequate organization 5
Excellent flow and Weak organization
Good flow but minor but some sections Disorganized with
logical sequencing of with significant gaps
Organization gaps in sequencing. could be better unclear structure.
ideas. in flow.
(4) structured. (1)
(5) (2)
(3)
Good transitions but Weak transitions 5
Seamless transitions that Adequate transitions Poor or no
slightly abrupt in leading to fragmented
Transitions enhance readability. but could be smoother. transitions present.
places. flow.
(5) (3) (1)
(4) (2)
Exceptionally clear, Clear writing with Poor clarity with 5
Adequate clarity with Weak clarity with
concise, and well- minor areas needing significant
Clarity of Writing occasional confusion. frequent ambiguity.
interpreted literature. refinement. misinterpretations.
(3) (2)
(5) (4) (1)
Perfect adherence to Adequate APA format Significant APA 5
Minor APA formatting Weak adherence with
APA style with no but some errors or failure to
APA Format errors. frequent errors.
errors. inconsistencies. follow format.
(4) (2)
(5) (3) (1)
Grading Scale:
• Excellent (90-100%)
• Good (80-89%)
• Satisfactory (70-79%)
• Needs Improvement (60-69%)
• Unsatisfactory (<60%)
Table of Contents
1. Introduction ............................................................................................................................................. 1
2. Theories and Concepts in JIT and Lean Production ........................................................................... 2
2.1 Just in Time (JIT) ............................................................................................................................. 2
2.2 Lean Production ................................................................................................................................ 3
2.3 JIT andLean Production Integration .............................................................................................. 3
2.4 Challenges andConsiderations ......................................................................................................... 4
3. Practical Applications and Implications ............................................................................................... 4
3.1 Enhanced Manufacturing: JITand Lean ........................................................................................ 4
3.2 JIT and Lean in Services .................................................................................................................. 5
3.3 Benefits and Challenges .................................................................................................................... 5
4. Future Directions and Research Gaps .................................................................................................. 6
4.1 Integration withIndustry 4.0 ............................................................................................................ 6
4.2 Sustainability andGreen Manufacturing ........................................................................................ 6
4.3 The Adaptable and RobustSupply Chains ...................................................................................... 7
4.4 AVCM Full Simulation in Maximum Capacity andNo Use of Scaffolding .................................. 7
4.5 Human Factors and OrganizationalCulture .................................................................................. 7
4.6 Tailor-Made Products and Demand-DrivenManufacturing ......................................................... 8
5. Conclusion ............................................................................................................................................... 9
6. References .............................................................................................................................................. 10
1. Introduction
Just in Time (JIT) and Lean Production are critical approaches in operations management that
centre on creating efficiency, minimizing waste, and adding value to customer experience.
Derived from the Toyota Manufacturing System (TPS) created in post-WWII Japan, these
methodologies have transformed production and service processes globally (Collins, 2021).
The Just in Time (JIT) production strategy intervenes in this by having production schedules
aligned with real customer demand, which minimizes inventory levels and therefore storage
costs. In this way, materials and components are delivered exactly when they are needed,
achieving a higher efficiency in the operation. Taiichi Ohno at Toyota developed the idea
considerably, basing it on what he learned in American supermarkets and rethinking production
as real-time demand pulling through the system rather than a forecast pushing to account for an
average (Yi-Shiuan Tung, Kayleigh Bishop, Bradley Hayes, Alessandro Roncone, 2022).
While Lean Production, with its origins in JIT, does correlate with inventory efficiency, it is
actually a comprehensive management philosophy designed to deliver maximum value through
the elimination of unnecessary steps in processes (muda). John Krafcik in 1988 wrote about this
efficient method of manufacturing and called it “lean production” Lean principles emphasize
continuous improvement, employee involvement, and the methodical elimination of waste.
manufacturing digital (Ricardo Aparecido Sasso, Moacir Godinho Filho, Gilberto Miller Devós
Ganga, 2024).
Importance of JIT and Lean Production in Modern Industries Through the adoption of these
methods, businesses can see significant gains in production efficiency, quality control, and an
increased agility in responding to market demands. From a JIT implementation, organizations
have reported up to a 25% inventory cost reduction and a 20% productivity increase. That being
the case, the focus on continuous improvement encourages innovation and adaptability, both of
which are necessary characteristics in the rapidly changing business landscape (Theophilus,
2024).
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Next, this literature review examines the theoretical underpinnings of JIT and Lean Production,
highlights their practical implementations in multiple industries, and presents the future
directions of research in these transformative operational approaches (Thomas Y. Choi, 2023).
2. Theories and Concepts in JIT and Lean Production
Discovering that Just in Time (JIT) and Lean Production are methodologies that should be born
from console optimization, also known as lifetime cost, with the value to be generated. JIT
focuses essentially on matching production with demand to minimize inventories, whereas Lean
Production presents a wider philosophy of continuous improvement throughout all areas of
manufacturing and service operations (Gestão Produção, 2022).
2.1 Just in Time (JIT)
It is a production strategy that seeks to increase efficiency and decrease waste by receiving
goods only as they are needed in the production process, reducing inventory costs. This demand-
driven approach requires deep knowledge of demand patterns and a highly responsive supply
chain. Findings – A meta-analysis comprised of 12,708 subjects showed a positive and
significant relationship between JIT practices and operational performance, particularly better
efficiency and responsiveness. According to the study, the effect on organizational performance
metrics, for example, financial and environmental results, was not directly linked to JIT; it means
that JIT may work much more on the operational side than on organizational performance
(Ghelani, 2021).
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2.2 Lean Production
Lean Production is broader than the JIT principles. Lean, which comes from the Toyota
Production System, includes many tools and techniques used for process efficiency. One core
concept is the recognition and elimination of the seven types of waste:
1. Overproduction — The act of producing more than is needed, resulting in excess inventory
2. Waiting: When resources are not doing anything.
3. Transporting: The movement of materials or products without value. Cambridge University
Press & Assessment
4. Overprocessing: Doing more work than necessary.
5. Inventory: Products or materials which are used in a company but are not yet processed.
6. Motion: Unwarranted displacement of personnel or hardware.
7. Defects: Task that is waiting less than perfect.
By systematically tackling these issues, companies can optimize efficiency and quality to a
tremendous degree. A systematic literature review of 4,962 papers and 20 essential books
uncovered 17 different “lean” types across various industries, suggesting great variability in what
“lean” means depending on the sector (Francisco Gil-Vilda, 2021).
2.3 JIT and Lean Production Integration
In Comparison: JIT emphasizes on reducing inventory and matching production with demand
whereas Lean Production offers a wider definition with ongoing improvement. To get such
benefits, JIT should be implemented in the context of a Lean system. An example of this is in
the implementation of Kanban, which is a scheduling system in Lean manufacturing that enables
a pull-based system based on actual demand rather than forecasts. This is indicative of enhanced
flexibility and responsiveness, which are key components of JS and Lean philosophies.
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2.4 Challenges and Considerations
JIT and Lean Production implementation is not easy going. It necessitates a cultural shift to
embrace continual improvement and will likely encounter resistance from employees who may
be accustomed to traditional practices. Furthermore, the effectiveness of these methods is highly
dependent on supply chain stability and disruptions can have far-reaching operational
implications. Thus, organizations should consider their readiness and the potential impact on
their current processes before embracing such tactics.
Accurate to the title, JIT and Lean Production are two proven frameworks to improve
performance through waste reduction and efficiency improvements. On the other hand, JIT
encompasses a collection of tools tailored for just-in-time inventory management based on
demand, whereas Lean Production embraces a complete suite of techniques aimed at optimal
process functioning. Having a clear understanding of the theory and integrating concepts will
significantly improve the manufacturing as well as service industry.
3. Practical Applications and Implications
Just in Time (JIT) & Lean Production – II Just in Time (JIT) and Lean Production are
methodologies that have been proven in operation across the industries for improving
productivity-all over the world. They have been successfully applied in both manufacturing and
service sectors and have provided a lot of benefits.
3.1 Enhanced Manufacturing: JIT and Lean
In manufacturing, JIT and Lean rates have produced impressive results. For example, the
implementation of cellular manufacturing by BAE systems, yields a 90% reduction in customer
lead time, a 70% reduction in work-in-process inventory and a 300% improvement in product
reliability. Hewlett-Packard found that implementing JIT in different divisions reduced inventory
inventories by 75 percent and labor costs by 50 percent (David F. Groebner, C. Mike Merz ,
1994).
4
This is especially true in the automotive industry, where these methodologies have been widely
successful. For instance, companies operating with JIT, such as Toyota, have implemented this
philosophy to eliminate waste in the production process, reduce inventory levels, and improve
supplier relationships, thus becoming more competitive and responsive to the market. The
adoption of Kanban systems has also enabled efficient inventory control, allowing production to
closely match customer needs (Yi-Shiuan Tung, Kayleigh Bishop, Bradley Hayes, Alessandro
Roncone, 2022) (Toyota, n.d.).
3.2 JIT and Lean in Services
Applying JIT and Lean concepts are not limited to the world of manufacturing, as they have also
been effectively utilized in the service sector. For example, in healthcare, lean techniques have
been applied to improve patient flow, minimize wait times, and maximize resource allocation,
resulting in better patient satisfaction and operational efficiency. In a similar vein, utilizing JIT
inventory systems, companies in the retail space are able to keep their stock levels in synch with
customer demand, decreasing storage costs and preventing stockouts.
3.3 Benefits and Challenges
Some common benefits of adopting these practices, like JIT and Lean, are lower costs for
inventories, improved product quality, and greater flexibility. These systems, such as just in time
manufacturing, produce only what is needed, when it is needed, thereby reducing waste and
maximizing resource efficiency. Introducing these methodologies is not only cultural but also
requires a mindset of continuous improvement. To minimize those risks, including supply chain
disruptions, the organizations must be willing to spend on employee training, promote a culture
of culture, and maintain strong relationships with suppliers.
Those concepts were coined in the 1980s and have a lot of successful implementations in real-
life situations. The benefits are numerous, but in order to be successful, implementation requires
careful planning, employee buy-in, and a focus on transitioning to a culture of continuous
improvement. As industries advance, the tenets of JIT and Lean will remain instrumental in
fostering operational excellence and addressing the evolving demands of customers (Clark,
2023).
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4. Future Directions and Research Gaps
Your expertise is in performance of Just In Time (JIT) and Lean Production methods which are
still present in modern-day manufacturing and service industries. With new challenges and
innovations emerging that are reshaping several key industries, numerous avenues still exist for
research and exploration.
4.1 Integration with Industry 4.0
Exploring the intersection of Lean and Industry 4.0 will allow our industry to explore holistically
the themes stirring our debates; the act of linking Lean principles to Industry 4.0 technologies
like the Internet of Things (IoT), artificial intelligence (AI), and big data analytics is teeming
with life. Studies have shown an increasing synergy between Lean Manufacturing and Industry
4.0, adding that the digital instruments are serving as a facilitator to improve the classic Lean
tools and techniques by providing real-time data generation and advanced data analytics
capabilities. Construction of frameworks that can integrate these paradigms would thereby imply
the potential for demand responsiveness and efficiency of manufacturing systems (Mahsa
Fekrisari, Jussi Kantola, 2024).
4.2 Sustainability and Green Manufacturing
Incorporating sustainability in to Lean practices is a young research frontier. Several studies
cans show that there is a trend in aligning Lean Product Development methodology with so
called “green” and circular economy principles, opening a door for Lean ideas to contribute to
environmental protection and sustainability. There is an opportunity to conduct future research to
develop models that quantify the environmental impact of Lean initiatives and study ways of
reducing waste and energy consumption during the full lifecycle of the product
6
4.3 The Adaptable and Robust Supply Chains
Agility and resilience are the hallmarks of supply chains across the globe owing to the dynamic
nature of markets around the world. All these elements are integrated in improving the supply
chain performance through LARG (Lean, Agile, Resilient, and Green) Supply Chain
Management framework. Exploring the interaction between and trade-offs among these
paradigms may enhance our understanding of how to design supply chains that are capable of
adapting to disruptions while also being efficient and sustainable.
4.4 AVCM Full Simulation in Maximum Capacity and No Use of
Scaffolding
Using simulation instruments to characterize and evaluate producing lines provides helpful
information with regards to obtaining the maximum out of them. Regression modeling is a
foundational tool that is equipped with analysis methods to assist with understanding behaviors
of systems and also identifies opportunities for improvement. Future studies might work on
improving simulation models by integrating real-time data that would allow for dynamic
production process adjustments and further optimizing decision-making.
4.5 Human Factors and Organizational Culture
Lean and JIT are working very much thanks to the human factors and corporate culture.
Employee engagement and a culture of continuous improvement are crucial to the success of
Lean initiatives, and research supports this conclusion. Future research will need to investigate
methods that encourage such a culture, including dealing with potential obstacles, including
workforce training, change resistance, leadership development, and others.
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4.6 Tailor-Made Products and Demand-Driven Manufacturing
With changing consumer preferences in favor of personalized products, manufacturing systems
are needed which can adapt themselves to customize without much deficit to efficiency. Demand
Flow Technology (DFT) provides a road map of how to get to demand-driven manufacturing
capabilities. Such an investigation in different industries could provide insights into how DFT is
utilized at its best with the balance between customization and operational efficiency.
These gaps in literature need to be addressed through a multi-disciplinary perspective drawing
on the domains of operations management, technology studies, sustainability both within and
outside the sector as well as discipline areas such as human resource management. This will
make Lean and JIT into better methodologies, providing more relevant and effective solutions
by addressing the changing nature of industrial systems (Grace, 2024)
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5. Conclusion
By focusing on efficiency, waste reduction, and continuous improvement, Just in Time (JIT) and
Lean Production have had a significant impact on operational practices in a great number of
other industries. Empirical research has continuously shown that the implementation of these
methodologies results in marked improvements in operational performance. In one meta-analysis
of 12,708 subjects, a positive, moderate, and statistically significant effect between JIT practices
and operational performance was found, indicating that JIT practices result in substantial benefits
when implemented.
Likewise, Lean Manufacturing practices have been linked to improvements in operational,
financial, and organizational performance. The meta analysis revealed that the extent of Lean
implementation leads to better performance across multiple performance measures, especially
with respect to financial performance. Such results correspond with company case studies, for
example Daman Products experienced 97% improvement in cycle times and 50% in setup times,
after implementing Lean.
JIT and Lean have the potential to significantly enhance operational excellence and customer
satisfaction, but their successful adoption depends heavily on a robust foundation of
organizational change management principles. Need for cultural changes, Resistance to change,
All such challenges need planning as well as dedication from every organizational levels. Future
research is needed to combine these methodologies with emerging technologies, explore the
application of these methodologies in sustainable practices, and develop frameworks that address
the operational challenges. This will allow organizations to harness the advantages of JIT and
Lean and avoid underutilization while remaining competitive and operationally sound in an
increasingly dynamic global environment.
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6. References
Clark, M. (2023, 2 17). Lean vs JIT: Understanding the Differences and Choosing the Right Manufacturing
Method for Your Business. Retrieved from rfgen.com:
https://www.rfgen.com/blog/understanding-lean-and-just-in-time-manufacturing-methods/
Collins, G. (2021, 12 1). Timeline: The history of just-in-time manufacturing. Retrieved from
manufacturingdigital.com: https://manufacturingdigital.com/lean-manufacturing/timeline-
history-just-time-manufacturing?utm_source=chatgpt.com
David F. Groebner, C. Mike Merz . (1994). The Impact of Implementing JIT on Employees′ Job Attitudes.
https://www.emerald.com/.
Francisco Gil-Vilda, J. A.-F. (2021). From Lean Production to Lean 4.0: A Systematic Literature Review with
a Historical Perspective. https://www.mdpi.com/.
Gestão Produção, A. L. (2022). Relationship between Just in Time, Lean Manufacturing, and Performance
Practices: a meta-analysis. https://www.researchgate.net/.
Ghelani, H. j. (2021). Advances in Lean Manufacturing: Improving Quality and Efficiency in Modern
Production Systems. researchgate.net.
Grace, S. (2024, 1 30). What is Demand Flow Technology: Benefits, Implementation, and Future.
Retrieved from tomsreviewbox.com: https://tomsreviewbox.com/what-is-demand-flow-
technology
Mahsa Fekrisari, Jussi Kantola. (2024). ntegrating industry 4.0 in manufacturing: overcoming challenges
and optimizing processes (case studies). https://www.emerald.com/.
Ricardo Aparecido Sasso, Moacir Godinho Filho, Gilberto Miller Devós Ganga. (2024). Synergizing lean
management and circular economy: Pathways to sustainable manufacturing. onlinelibrary.wiley.
Theophilus, O. (2024). Lean Manufacturing Practices and Organizational Performance: A Literature
Review. ijisrt.
Thomas Y. Choi, T. H. (2023). Just‐in‐time for supply chains in turbulent times. journals.sagepub.
Toyota. (n.d.). Toyota Production System. Retrieved from global.toyota:
https://global.toyota/en/company/vision-and-philosophy/production-system/
Yi-Shiuan Tung, Kayleigh Bishop, Bradley Hayes, Alessandro Roncone. (2022). Bilevel Optimization for
Just-in-Time Robotic Kitting and. arxiv.
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E2200440-
HOANGLEKHANHHUY-MGT301
ASS 1
by HOANG LE KHANH HUY -
Submission date: 04-Apr-2025 02:39AM (UTC+0800)
Submission ID: 2634216586
File name: 27244_HOANG_LE_KHANH_HUY_-_E2200440-HOANGLEKHANHHUY-
MGT301_ASS_1_616391_726860148.docx (30.64K)
Word count: 2090
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Duarte, Eduarda Manuela Ferreira. "The
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