JIT and TQM: a case for joint implementation

Abstract

The post‐Second World War era has seen the emergence of two strategies to improve the operational effectiveness of manufacturing firms: just‐in‐time (JIT) production systems and total quality management (TQM). Both evolved in Japan, and the West deciphered and applied them later. TQM has evolved in Japan over the last four decades, and JIT principles were developed and applied as an integral part of TQM philosophy. The West, however, deciphered JIT elements of Japanese manufacturing excellence first, followed by recognition of TQM as the underlying philosophy. Hence, these are viewed by a majority of Western researchers and practitioners in isolation (thetraditionalview). Examines the linkages between JIT and TQM from conceptual, philosophical, and implementation perspectives. Theorizes a synergistic interaction between JIT and TQM when they are viewed as an integrated strategy where JIT is an integral part of TQM philosophy (theintegratedview). Provides theoretical support for the thesis that the organizations which implement JIT and TQM jointly as an integrated strategy with JIT elements embedded in the broader TQM philosophy outperform the firms which view them in isolation and implement either one.

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