本文的主要內容是降低成本、改善質素及效率，成本重量是當今汽車製造商面臨的主要挑戰。在這種情況下，他們可以通過使用JIT方法來獲得利潤，JIT方法開發一個生產供應鏈來實現成本的降低(Wolf, 2008)。裝配採用“推”生產網絡模型。在這個框架中，在需要之前，在生產網絡的上游安排了合法數量的部件。組織需要確定哪些種類和數量的項目可以滿足市場需求。此時，產品由組織的期望創建，然後銷售給客戶。出乎意料的是，JIT框架依賴於強調客戶真實需求的“拉動”庫存網絡(Hirano, 2008)。本篇代寫essay文章由英國論文人EducationRen教育網整理，供大家參考閱讀。
Cost weight is a principle challenge confronting today’s vehicle producers. For this situation, they may profit by the appropriation of JIT approach which develops a productive supply chain to accomplish cost lessening (Wolf, 2008). The “push” production network model is adopted in assembling. In this framework, a legitimate amount of parts is arranged upstream in the production network before they are required. Organizations need to figure what sort and amount of items can take care of the market demand. At that point, products are created by the expectations of the organization, and then are sold to clients. Unexpectedly, JIT framework depends on the “pull” inventory network show that accentuates the real request of customer (Hirano, 2008).
The “push” model and the “pull” model have two fundamental focal points. To begin with, in the “push” framework, stock exists in every movement all through the production network to guarantee that the conceivable request can be fulfilled promptly, while in the “pull” framework, stock is expelled from the inventory network. The diminishment in stock level means less stock holding cost. The “push” model has poor adaptability to alter when changes in the market happen as the generation stream is dependent on the organization’s expectation. When customer’s request changes, moving arranged preparations will bring about non-esteem including cost. Conversely, as creation in the “pull” model depends on customers’ needs, chance from unsold items can be decreased (Robinson, 2009).
The “pull” supply chain model demonstrates the production flow as well as the item quality. As specified, the “pull” model enables producers to deliver in view of customers’ need. This does not just mean delivering the correct item in the correct amount. The great quality that fulfils customer request is likewise vital (Stittle and Wearing, 2008).
The objective is to control item quality inside the assembling procedure. JIT presents the idea of customer. The end customers are outside the organization. Internal client indicates to the individuals who are inside the organization and get materials and data from others in a similar organization.
In many plants that implement JIT, producing workers see whatever other labourer as a client. When they pass parts or segments to another, they have to consider if such parts or segments can fulfil the beneficiary’s necessity. Once an inadequate part is discovered, it will be arranged promptly as opposed to go to the consequent stride. Subsequently, the requirement for examination is diminished, however, flawed item can be successfully wiped out. The last investigation might be futile in light of unseemly checking technique. An issue emerging inside the JIT manufacturing procedure can be recognized and tended to quickly, and item quality is guaranteed.
Better quality will prompt lessening in quality reject, which adds to higher effectiveness. JIT implementation can be “90% lessening the lead time”. This implies less generation time with the goal that organizations can fulfil client needs more rapidly. Different variables that enhance organization’s effectiveness incorporate less capital uses and significant lessening in stock cost.