Effects of Human Factors and Lean Techniques on Just in Time Benefits

Jorge Luis García-Alcaraz, Arturo Realyvasquez-Vargas, Pedro García-Alcaraz, Mercedes Pérez de la Parte, Julio Blanco Fernández and Emilio Jiménez Macias
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Jorge Luis García-Alcaraz: Department of Industrial and Manufacturing Engineering, Autonomous University of Ciudad Juarez, Ciudad Juarez, Chihuahua 32310, Mexico
Arturo Realyvasquez-Vargas: Department of Industrial Engineering, Technological Institute of Tijuana, Tijuana, Baja California 22414, Mexico
Pedro García-Alcaraz: Agricultural Technology Center School, Ofimatica Area, Comala, Colima 28450, Mexico
Mercedes Pérez de la Parte: Department of Mechanical Engineering, University of La Rioja, Logroño, Z.P. 26004 La Rioja, Spain
Julio Blanco Fernández: Department of Mechanical Engineering, University of La Rioja, Logroño, Z.P. 26004 La Rioja, Spain
Emilio Jiménez Macias: Department of Electrical Engineering, University of La Rioja, Logroño, Z.P. 26004 La Rioja, Spain

Sustainability, 2019, vol. 11, issue 7, 1-20

Abstract: A successful Just in Time (JIT) implementation is based on human resources integration (managers, operators and suppliers) and other lean manufacturing techniques applied in the production process. However, the relationship between these variables is not easily quantified. This paper reports a structural equation model that integrates variables associated with JIT implementation: management commitment, human resources integration, suppliers and production tools and technique, which affect the benefits gained, and are integrated into nine hypotheses or relationships among then. The model is evaluated with information from 352 responses to a questionnaire applied to manufacturing industry, and partial least squares technique is used to evaluate it. The direct effects, sum of indirect effects, and total effects are quantified, and a sensitivity analysis based on conditional probabilities is reported to know scenarios associated with low and high levels in variables’ execution and how they impact the benefits obtained. Findings indicate that managerial commitment is the most important variable in the JIT implementation process, since managers are the ones that determine the relationships with suppliers, integrate human resources, and approve the lean manufacturing techniques and tools that support the JIT.

Keywords: JIT implementation; suppliers in JIT; operational benefits; human factor in JIT; material flow; structural equation model (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:11:y:2019:i:7:p:1864-:d:217864

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