Kawasaki USA

This particular technique was abandoned in favor of JIT, which none from the managers were familiar with, though most had at least a passing familiarity on the MRP system (some, in fact, were applied to MRP from other environments). At the time how the MRP program was abandoned in favor in the JIT system, the plant had invested over $300,000 in the MRP approach.

Since the People in america now see the benefit from the JIT system, they are enthusiastic about pursuing other means which will allow them to enhance their performance. They have set a goal of 26 inventory turns per year, and are anxious to be able to mimic the Japanese factory's ability to alter models on the finished line over a a lot more standard basis (every five units) than is currently happening. Much more changes should consume place in order gain these aggressive goals, and continuous improvement is at the heart of these changes.

However, the plant manager is of the opinion that workers will not accept quality circles, which the managers in Japan are suggesting. The plant manager feels that formal meetings will hamper instead of enhance the potential of his workers to acquire their jobs done, and that most of them would balk at the formal structure that these meetings demand. As in the initial introduction of JIT, it's most likely how the plant manager.

 

Excess factory space available for expansion (from decreased inventory levels)

Kawasaki USA recognizes that its workers are independent and able of generating potent decisions about their tasks. In such an environment, the opportunity to acquire formal input via quality control circles would probably be welcomed by workers since it would offer them even higher control more than how they do their tasks, and reinforce the belief that management does listen to them and values their expertise. Because the plant has set especially aggressive goals, obtaining worker input inside the form of top quality circles is almost certainly to enhance the likelihood that those goals will probably be achieved mainly because the workers will have a direct say inside approaches which will be used. If top quality circles aren't implemented, workers may possibly determine how the plant will be operated just like any other factory, with direction coming from around and getting imposed on workers.

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