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INTERPRETIVE STRUCTURAL MODELING OF IMPLEMENTATION ENABLERS FOR JUST IN TIME IN ICPI
Dr. Nitin Upadhye *
Associate Professor, College of Business, University of Modern Sciences, Dubai E-mail: nupadhye@gmail.com
Devendra Singh Awana Asst. Professor – Department of Mechanical Engineering, Sunderdeep Engineering College, Ghaziabad, India
A B S T R A C T K E Y W O R D S
A R T I C L E I N F O
JIT, ISM, Lean Manufacturing, Packaging Industry, Waste elimination
Received 07 July 2014 Accepted 05 September 2014 Available online 1 December 2014
Indian Corrugated Packaging Industries (ICPI) have
built up tough competition among the industries in
terms of product cost, quality, product delivery,
flexibility, and finally customer’s demand. As their
customers, mostly OEMs are asking Just in Time
deliveries, ICPI must implement JIT in their system.
The term "JIT” as, it denotes a system that utilizes less,
in terms of all inputs, to create the same outputs as
those created by a traditional mass production system,
while contributing increased varieties for the end
customer. (Womack et al. 1990) "JIT" focuses on
abolishing or reducing Muda (“Muda", the Japanese
word for waste) and on maximizing or fully utilizing
activities that add value from the customer's
perspective. There is lack of awareness in identifying
the right enablers of JIT implementation. Therefore,
this study has tried to find out the enablers from the
literature review and expert’s opinions from corrugated
packaging industries and developed the relationship
matrix to see the driving power and dependence
between them. In this study, modeling has been done
in order to know the interrelationships between the
enablers with the help of Interpretive Structural
Modeling and Cross Impact Matrix Multiplication
Applied to Classification (MICMAC) analysis for the
performance of Indian corrugated packaging
industries.
________________________________ * Corresponding Author
1. Introduction
In today’s competitive global business environment, the goal of all manufacturing
Sandeep Mathur General Manager, Havells India Ltd, , Ghaziabad, India
NITIN UPADHYE, DEVENDRA SINGH AWANA, SANDEEP MATHUR /International Journal of Lean Thinking Volume 5, Issue 1 (December 2014)
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systems is long-term survival. A manufacturing company’s survival in an increasingly
competitive market closely depends upon its ability to produce highest quality product at
lowest possible cost and in a timely manner with shortest possible lead-time. The
booming Indian economy and a flourishing organized retail have raised the expectations
that consumption of corrugated packaging will begin to expand again as the number and
volume of goods packaged in corrugated increases. MNCs are demanding corrugated
boxes of international standards and the pattern of buying the packaging is changing.
Prices of corrugated sheet and converted boxes have remained low due to the
overcapacity, manual operations and low productivity. Besides, transport constraints
and high freight costs have meant that small to medium sized corrugated box plants are
located near the customers.
The over 4000 corrugated board and sheet plants in India are highly labor
intensive, employing over half a million people both directly and indirectly. The industry
is converting about two million tons of kraft paper in to corrugated boxes. Factories are
spread out in all parts of India, even in the remote industrially backward areas. This
present scenario is already being challenged by the sweeping changes that are
beginning to take shape. More and more in-line automatic plants are being set up, as
corrugated box makers gear up to meet the new demands for high precision boxes with
attractive graphics and large integrated production capacities. Strong competition and
the high demands of consumer goods companies for just –in-time delivery together with
high standards of product and service quality are turning the top end of corrugated-
board box market in to a very tough place to be (Darley et.al. 2004).
Indian corrugated packaging industries have built up tough competition among
the industries in terms of product cost, quality, product delivery, flexibility, and finally
customer’s demand. To fulfill all these demands, ICPI are trying to improve their
performance. But, there is lack of awareness in identifying the right enablers of business
performance. Therefore, this study has tried to find out the enablers from the literature
review and expert’s opinions from corrugated packaging industries and developed the
relationship matrix to see the driving power and dependence between them. In this
study, modeling has been done in order to know the interrelationships between the
enablers with the help of Interpretive Structural Modeling and Cross Impact Matrix
Multiplication Applied to Classification (MICMAC) analysis for the performance of Indian
corrugated packaging industries.
2.0. JUST IN TIME
The basic ideas behind the JIT production system, which have been practiced for
many years in Japan, are waste elimination, cost reduction, and employee
empowerment. The traditional belief in the west had been that the only way to make
profit is to add it to the manufacturing cost in order to come up with a desired selling
price on the contrary; Japanese approach believes that customers are the generator of
the selling price. The more quality one builds into the product and more service one
offers, the more the price that customers will pay. The difference between the costs of
this price is what determines the profit (Ohno, 1997) The JIT manufacturing discipline is
to work in every facet of the value stream by eliminating waste in order to reduce cost,
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generate capital, bring in more sales, and remain competitive in a growing global
market. The value stream is defined as "the specific activities within a supply chain
required to design, order and provide a specific product or value" (Fawaz, 2003).
The term "JIT” as, it denotes a system that utilizes less, in terms of all inputs, to
create the same outputs as those created by a traditional mass production system, while
contributing increased varieties for the end customer (Womack et.al. 1990) "JIT" focuses
on abolishing or reducing Muda (“Muda", the Japanese word for waste) and on
maximizing or fully utilizing activities that add value from the customer's perspective.
From the customer's perspective, value is equivalent to anything that the customer is
willing to pay for in a product or the service that follows. So the elimination of waste is
the basic principle of JIT production system. For manufacturing companies, this could
involve any of the following: (Ohno, 1997)
Material: Convert all raw materials in to end products. Try to avoid excess rawmaterials and scrap.
Inventory: Keep constant flow to the customer and to not have idle material.
Over Production: Produce the exact quantity that customers need, and whenthey need it.
Labor: Get rid of unwanted movement of people.
Complexity: Try to solve problems the uncomplicated way rather than thecomplex way. Complex solutions tend to produce more waste and are harder forpeople to manage.
Energy: Utilize equipment and people in the most productive ways. Avoidunproductive operations and excess power utilization.
Space: Reorganize equipment, people, and workstations to get a better spacearrangement.
Defects: Make every effort to eliminate defects.
Transportation: Get rids of transportation of materials and information that doesnot add value to the product.
Time: Avoid long set ups, delays, and unexpected machine down time.
Unnecessary Motion: Avoid excess bending or stretching and frequently lostitems.
In general all of these wastes are categorized into seven major types and it is
summarized in table 1 (Adam et. al., 1992).
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Table 1: The Seven Categories of Waste (Adam et. al., 1992)
Sr.
No.
Waste Description
01 Over Production Producing too much or too soon, resulting in poor flow of
information or goods and excess inventory.
02 Defects Frequent errors in paper work, product quality problems, or
poor delivery performance
03 Unnecessary inventory Excessive storage and delay of information or products,
resulting in excessive cost and poor customer service
04 Inappropriate Processing Going about work processing using the wrong set of tools,
procedures or systems, often when a simpler approach may
be more effective
05 Excessive
Transportation
Excessive movement of people, information or goods
resulting in wasted time, effort and cost.
06 Waiting Long periods of inactivity for people, information or
goods, resulting in poor flow and long lead times
07 Unnecessary Motion Poor workplace organization, resulting in poor ergonomics,
e.g. excessive bending or stretching and frequently lost
items
All the waste sources described above are related to each other and getting rid of
one source of waste can lead to either elimination of, or reduction in others. Perhaps the
most significant source of waste is inventory, work in process and finished parts
inventory do not add value to a product and they should be eliminated or reduced. When
inventory is reduced, hidden problems can appear and action can be taken immediately.
There are many ways to reduce the amount of inventory, one of which is reducing
production lot sizes, reducing lot sizes however, should be followed by a set up time
reduction so as to make the cost per unit constant as the famous economic order
quantity formula states (Fawaz, 2003) At Toyota, the concept of Single Minute
Exchange of Dies (SMED) to reduce set up times; for instance, setup times in large
punch presses could be reduced from hours to less than ten minutes. This has a big
effort on reducing lot sizes. Another way to reduce inventory is by trying to minimize
machine downtime (Shingo, 1997). This can be done by preventive maintenance. It is
clear that when inventory is reduced other sources of waste are reduced too. For
example, space that was used to keep inventory can be utilized for other things such as
increase facility capacity. Also, reduction in setup times as a means to reduce inventory
simultaneously saves time, thus is reducing time as a source of waste.
Transportation time is another source of waste. Moving parts from one end of the
facility to another end does not add value to the product. Thus, it is important to
decrease transportation times within the manufacturing process. One way to do this is to
utilize a cellular manufacturing layout to ensure a continuous flow of the product. This
also helps eliminate one other sources of waste, which is energy. When machines and
people are grouped into cells, unproductive operations can be minimized because a
group of people can be fully dedicated to that cell and this avoids excess human
utilization. Another source of waste is defects and scrap materials. Total productive
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maintenance is one way to eliminate defects and scrap. Manufacturing parts that are
fault free from the beginning has profound consequences for productivity (Cheng. &
Podolsky, 1996).
There is no question that the elimination of waste is an essential ingredient for
survival in today's manufacturing world. Companies must strive to create high quality,
and low cost products that can get to the customers in the shortest time possible. There
are sets of JIT components, tools, and techniques that were developed at Toyota and
that can be utilized to eliminate or at least reduce the sources of waste. Lean
manufacturing philosophy developed from JIT has been described as one, which seeks
to eliminate unnecessary processes, to align processes in a continuous flow and to use
resources in order to solve problems in a never-ending process (Upadhye et al. 2010)
3.0 IDENTIFICATION OF ISSUES
JIT as a management idea that attempts to eliminate source of waste by
producing the right part in the right place at the right time (Nahmias, 1997). In this study,
to identify the key enablers and to set up their relationship among enablers,
brainstorming sessions were performed with the expert’s of corrugating packaging firm.
Those sessions were conducting along with the ten managerial level experts of
corrugating packaging firms. Previous and existing theory related to JIT implementation
was distributed amongst the expert’s panel. Then, a session was conducted of
brainstorming to identify key enablers from given literature and asked them to establish
the inter-relationship among the enablers that how these particular enablers affect to
each other. A total of nine key enablers were finalized related to JIT implementation and
they are showing in table 2.
Table 2: Identification of Key JIT Enablers
J-1 Leadership: Leadership for successful JIT implementation includes clear vision and
strategic initiatives by management, a good level of education and the willingness to
support productivity improvement initiatives.
S.No. Key Enablers
J-1 Leadership
J-2 Produce to order (JIT)
J-3 Process improvement, reduction in cycle time and setup reduction
J-4 Automation & material handling system
J-5 Customer satisfaction
J-6 Use of information technology
J-7 Involvement of employees
J-8 Total quality management
J-9 Total productive maintenance
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J-2 Produce to order (JIT): Produce to order means that under JIT manufacturing
actual order dictate what should be manufactured, So that the exact quantity is
produced at the exact time that is required.
J-3 Process improvement, reduction in cycle time and setup reduction: Setup
reduction and cycle time reduction is important indicator for process improvement. The
capability of any organization is demonstrated by how flexible it is change between
products to meet customer demand.
J-4 Automation & material handling system: Automation is an alternative to manual
work owing to its numerous advantages. Waste identification and elimination in material
handling system through JIT leads to lead time improvement; reduce throughput time
reduction and minimization of rejections due to transportation
J-5 Customer satisfaction: Customer satisfaction is measure of the degree to which a
product or service meets the customer’s expectations.
J-6 Use of Information Technology: Information Technology helps to minimize the
wastage due to repetitive nature of work. It also save a lot of time, which is very crucial
in today’s competitive world. A well planned information technology system for the
business is must to implement JIT in any organization.
J-7 Involvement of employees: Entire work force is placed on teams formed to
continuously improve quality in all aspects of an organization.
J-8 Total Quality Management: Organized, continuous process improvement activities
involving an entire organization, managers and workers, in a totally integrated effort to
improve performance at every level focusing on customer satisfaction.
J-9 Total Productive Maintenance: Total productive maintenance is a companywide
maintenance system, which support sophisticated productions facilities. The dual goal of
total productive maintenance is zero breakdowns and zero defects.
4.0 INTERPRETIVE STRUCTURAL MODELLING
The Interpretive Structural Modeling (ISM) process transforms unclear, poorly
articulated mental models of systems in to visible, well defined models useful for many
purposes. A set of different directly and indirectly related variables are structured in to a
comprehensive systemic model. The model is so formed portrays the structure of a
complex issue, a system of a field of study, in a carefully designed pattern implying
graphics as well as words. ISM is interpretive as the judgment of the group decides
whether and how the variables are related. It is structural as on the basis of relationship,
an overall structure is extracted from the complex set of variables. It is a modeling
technique as the specific relationships and overall structure are portrayed in a graphical
model.
Interpretive structural modeling is an interactive learning process in which a set of
different and directly related elements are structured into a comprehensive systematic
model [Warfield, 1997). This methodology helps to develop the direction of complex
relationships among elements in a system (Sage, 1977). The development of hierarchy
will assist top management and decision-makers in effective planning, scheduling,
monitoring and control of the system (Upadhye et. al., 2011). The model thus obtained
by applying this methodology presents a structure of a complex enabler or problem, a
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system or a field of study, in a carefully designed pattern implying graphics as well as
words [Faisal, 2006). Therefore, we can say that ISM is not only provides insights into
the relationships between the various enablers but also helps develop the hierarchy
based on the importance of each enabler and provides a visual representation of the
scenario. The method is interpretative as the judgment of the group decides whether
and how the variables are related. It is structural as the basis of relationship is an overall
structure that is extracted from a complex set of variables. It is a modeling technique as
the specific relationships and overall structure is portrayed in a digraph model. ISM has
been applied in various fields.
4.1 Steps Involved in Interpretive Structural Modeling
The steps involved in ISM are listed below and shown in Fig. 5.1:
STEP 1: Enablers affecting the system under consideration are listed. A survey of group
problem solving technique can be used for identification of the enabler related to the
defined problem.
STEP 2: From the step 1, a relative relationship is pointed out among the enablers with
respect to which pairs of enabler would be examined.
STEP 3: Structural self interaction matrix (SSIM) is developed for enablers, which shows
pair-wise relations between enablers.
STEP 4: Initial reachability matrix is formed on the basis of structural self interaction
matrix and checked for transitivity to go in to final reachability matrix.
STEP 5: After developing the final reachability matrix, next partitions are done in order to
find hierarchy of each enabler.
STEP 6: Next, conical matrix is developed from the partitioned reachability matrix by
clubbing together of enablers according to their level position.
STEP 7: Based on the relationships given above in the reachability matrix, a directed
graph is drawn and the transitive links are removed. Then resultant digraph is converted
in to an interpretive structural modeling, by replacing enabler nodes with statements.
STEP 8: The model developed by interpretive structural modeling in step 7 is reviewed
to check for conceptual inconsistency, and necessary modifications are made.
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4.2 Structural Self-Interaction Matrix (SSIM)
Interpretive structural modeling implies about expert’s session and their opinions on
various process like brainstorming and nominal technique in developing ideal
relationship between the enablers. The enablers for JIT implementation were identified
through the literature review. The systematic analysis of the enablers is expected to be
of great value for the effective implementation of the JIT. A study of the linkages among
List the issues related to Just in Time
implementation
Literature Review
Expert Opinion
Develop a Structural Self-interactive Matrix
(SSIM)
Develop
Reachability
Matrix
Partition the Reachability matrix into different
levels
Develop the Reachability Matrix in its conical
form
Develop diagraph
Develop the Reachability Matrix in its
conical form
Develop the Reachability Matrix in its
conical form
Develop the Reachability Matrix in its conical
form
Is there any
conceptual
inconsistency
Establish contextual relationship (Xij)
between issues (i,j)
Figure 1: Flow Diagram for ISM Preparation
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the enablers can also help in thorough understanding of the enablers relating to the
various enablers, and also the role of the various agencies involved, and an appreciation
of their problems. The idea is to develop an integrated approach. There is also a need
for a structural relationship among the enablers, as the enablers considered together
may seem equally important and sometimes overriding each other. Such a situation
makes it difficult to understand the situation clearly and decide a clear cut strategy. The
development of structure will assist top management and decision makers in effective
planning, scheduling, monitoring and control. For analyzing the JIT enablers, which
helps in the JIT implementation, a contextual relationship “helps to achieve” is selected.
This means that one enabler will help in achieving another enabler. Based on this the
contextual relationship is developed.
The group of experts from corrugating packaging industries decided after
brainstorming sessions about the nature of contextual relationships among the enablers.
After identifying nine key enablers through brainstorming technique, appropriate
relationships amongst key enablers are achieved. The four symbols (V, A, X, O) have
been used to denote the direction of relationship between enablers (i and j) during the
analysis of the enablers in developing SSIM (Table 3).
V – Enabler i will help to achieve enabler j;
A – Enabler j will help to achieve enabler i;
X – Enabler i and j will help to achieve each other; and
O – Enabler i and j are unrelated.
Table 3: Structural Self-interaction Matrix (SSIM)
J 9 J 8 J 7 J 6 J 5 J 4 J 3 J 2
J 1 V V V V V V V V
J 2 A A A A V A A
J 3 A A A A V O
J 4 O O X O O
J 5 A A A A
J 6 A V V
J 7 X V
J 8 A
4.3 Development of Reachability Matrix
According to the theory of this model, initial reachability matrix and final
reachability matrix from the SSIM are to be developed. Thus, SSIM is needed to be
transformed into binary digits; (i.e.1s or 0s) called initial reachability matrix which is
shown in table 4.
The SSIM has been converted into a binary matrix, by substituting V, A, X and O
by 1 and 0 as per given case. The substitution of 1s and 0s are as per the following
rules:
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If the (i, j) entry in the SSIM is V, the (i, j) entry in the reachability matrix becomes
1 and the (j, i) entry becomes 0;
If the (i, j) entry in the SSIM is A, the (i, j) entry in the reachability matrix becomes
0 and the (j, i) entry becomes 1;
If the (i, j) entry in the SSIM is X, the (i, j) entry in the reachability matrix becomes
1 and the (j, i) entry also becomes 1; and
If the (i, j) entry in the SSIM is O, the (i, j) entry in the reachability matrix becomes
0 and the (j, i) entry also becomes 0.
Table 4: Initial Reachability Matrix
Next step is to get final reachability matrix which is achieved by incorporating the
transitivity. Basically, transitivity concept is introduced for this purpose, and few cells of
the initial reachability matrix are filled by inference. After incorporating the transitivity
concept in table 4, the final reachability matrix is developed and is depicted in table 5.
Moreover, the dependence and driving power are calculated by summing up the
number of 1s in the columns and rows respectively. A final reachability matrix (Table5) is
drawn as under:
Table 5: Final Reachability Matrix
J-1 J-2 J-3 J-4 J-5 J-6 J-7 J-8 J-9
J-1 1 1 1 1 1 1 1 1 1
J-2 0 1 0 0 1 0 0 0 0
J-3 0 1 1 0 1 0 0 0 0
J-4 0 1 0 1 0 0 1 0 0
J-5 0 0 0 0 1 0 0 0 0
J-6 0 1 1 0 1 1 1 1 0
J-7 0 1 1 1 1 0 1 1 1
J-8 0 1 1 0 1 0 1 1 0
J-9 0 1 0 0 1 1 0 1 1
J-1 J-2 J-3 J-4 J-5 J-6 J-7 J-8 J-9
J-1 1 1 1 1 1 1 1 1 1
J-2 0 1 0 0 1 0 0 0 0
J-3 0 1 1 0 1 0 0 0 0
J-4 0 1 0 1 0 0 1 0 0
J-5 0 0 0 0 1 0 0 0 0
J-6 0 1 1 0 1 1 1 1 0
J-7 0 1 1 1 1 1* 1 1 1
J-8 0 1 1 0 1 0 1 1 0
J-9 0 1 0 0 1 1 0 1 1
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4.4 Level Partitions
The various levels of this analysis (Table 6 to 12) involve the enabler reachability
set, antecedent set and intersection set. The reachability set consists of the enabler
itself and the other enabler, which it may help achieve. The antecedent set consists of
the enabler itself and other enabler, which may help achieving it. Thereafter, intersection
of these two sets is derived for all enablers. One by one the enablers having the same
reachability set and intersection set are eliminated during consecutive iteration. Having
identified the levels of the enablers through a number of iterations, the relationship
between the enablers is drawn indicating the serial number of the enablers and the
direction of the relation with the help of an arrow. The digraph is examined to eliminate
transitivity of relationships. The final model arrived at is represented by fig. 2.
Table 6: Iteration I
JIT Enabler Reachability Set Antecedent Set Intersection
J 1 1,2,3,4,5,6,7,8,9 1 1
J 2 2,5 1,2,,3,4,6,7,8,9 2
J 3 2,3,5,8 1,3,6,7,8 3,8
J 4 2,4,7 1,4,7 4,7
J 5 5 1,2,3,5,6,7,8,9 5
J 6 2,3,5,6,7,8 1,6,7,9 6,7
J 7 2,3,4,5,7,8,9 1,4,6,7,8 4,7,8
J 8 2,3,5,7,8 1, 6,7,8,9 7,8
J 9 2,5,6,8,9 1,7,9 9
Table 7: Iteration II
JIT Enabler Reachability Set Antecedent Set Intersection
J 1 1,2,3,4,5,6,7,8,9 1 1
J 2 2,5 1,2,,3,4,6,7,8,9 2
J 3 2,3,5,8 1,3,6,7,8 3,8
J 4 2,4,7 1,4,7 4,7
J 5 5 1,2,3,5,6,7,8,9 5
J 6 2,3,5,6,7,8 1,6,7,9 6,7
J 7 2,3,4,5,7,8,9 1,4,6,7,8 4,7,8
J 8 2,3,5,7,8 1,6,7,8,9 7,8
J 9 25,6,8,9 1,7,9 9
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Table 8: Iteration III
JIT Enabler Reachability Set Antecedent Set Intersection
J 1 1,2,3,4,6,7,8,9 1 1
J 2 2 1,2,3,4,6,7,8,9 2
J 3 2,3,8 1,3,6,7,8 3,8
J 4 2,4,7 1,4,7 4,7
J 6 2,3,6,7,8 1,6,7,9 6,7
J 7 2,3,4,7,8,9 1,4,6,7,8 4,7,8
J 8 2,3,7,8 1,6,7,8,9 7,8
J 9 2,8,9 1,7,9 9
Table 9: Iteration IV
JIT Enabler Reachability Set Antecedent Set Intersection
J 1 1,3,4,6,7,8,9 1 1
J 3 3,8 1,3,6,7,8 3,8
J 4 4,7 1,4,7 4,7
J 6 3,6,7,8 1,6,7,9 6,7
J 7 3,4,7,8,9 1,4,6,7,8 4,7,8
J 8 3,7,8 1,6,7,8,9 7,8
J 9 8,9 1,7,9 9
Table 10: Iteration V
JIT Enabler Reachability Set Antecedent Set Intersection
J 1 1,6,7,9 1 1
J 6 6,7 1,6,7,9 6,7
J 7 7,9 1,6,7 7
J 8 7,8 1,6,7,8,9 7,8
J 9 9 1,7,9 9
Table 11: Iteration VI
JIT Enabler Reachability Set Antecedent Set Intersection
J 1 1,7 1 1
J 7 7 1,7 7
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Table 12: Iteration VII
JIT Enabler Reachability Set Antecedent Set Intersection
J 1 1 1 1
4.5 MICMAC Analysis
The JIT implementation enablers are classified into four groups as
autonomous enablers, dependent enablers, linkage enablers, and independent enablers
on the basis of their driving power and dependencies, as shown in Fig. 5.2. The first
group is of autonomous enablers that have a weak driving power and weak dependence
power. The enablers are relatively disconnected from the system. They may have only a
few links. Enablers having strong dependence and weak driver are called dependent
enablers. The third group consists of linkage enablers that have strong driving and
dependence power. Any action on these enablers will have an impact on the other
enablers and also a feedback effect on themselves, which may amplify any moves or
measures. The fourth group consists of independent enablers that have strong driving
power and weak dependence, these enablers condition all the other enablers, while
being unaffected by them in return.
D R I V I N G
P O W E R
10 Cluster IV: Independent Enablers Cluster III: Linkage Enablers
9 J 1
8
7 J-7
6 J-6
5 J-9 J-8 Cluster II: Dependent enablers
4
3 J-4 J-3
2 J-2 1
Cluster I: Autonomous Enablers J-5
1 2 3 4 5 6 7 8 9 10
D E P E N D E N C E R A N K
Figure 2: Cluster of Enablers in The Implementation of JIT
4.6 FORMATION OF ISM DIGRAPH AND MODEL
The structural model is developed with the help of Final reachability matrix (Table
5.4). The relationship between the enablers i and j is presented by an arrow which
points from i to j. This graph is known as an initial directed graph, or initial digraph. The
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final digraph is formed after removing the transitivity’s. This final digraph is converted
into the ISM-based model for the implementation of JIT (Figure 3).
Figure 3: Interpretive Structural Model of Implementation Enablers of JIT
5.0 DISCUSSION
It is important to know the levels of enablers are JIT implementation enablers for
the successful implementation of JIT. The ISM emphasizes that J-1 (Leadership) along
with J-7 (Involvement of employees) are the most important enabler due to their high
driving power and low dependence among all the JIT enablers. These are the basic
enablers, who help to develop organization where JIT can be implemented; hence top
management must pay its full attention to develop a bond of trust between management
and employees with a visionary leadership. These enablers are positioned at the lowest
level in the hierarchy of the ISM-based model.
The enablers J-6 (Use of information technology), J-8 (Total Quality
Management), and J-9 (Total productive Maintenance), which are at the fourth level in
the model with highest driving power are known as ’strategic enablers’. These enablers
play a key role in the JIT implementation. These enablers require greater attention from
the top management.
The enablers J-3 (Process improvement, reduction in cycle time, setup reduction)
and J-4 (Automation and Material Handling system) are at middle level. These enablers
help to achieve Organizational goals & objectives. The driving power and dependence
rank of these enablers is medium, so require attention from both level of management
J-5 (Customer Satisfaction)
J-2 (Produce to Order i.e. JIT)
(Right quantity & quality at right time with right price)
J-4 (Automation and Material Handling
System)
J-3 (Process Improvement, reduction in cycle
time)
J-6 (Use of Information
Technology)
J-9 (Total Quality
Management) J-8 Total Productive
Maintenance)
J-7 (Involvement of Employees)
J-1 (Leadership)
NITIN UPADHYE, DEVENDRA SINGH AWANA, SANDEEP MATHUR /International Journal of Lean Thinking Volume 5, Issue 1 (December 2014)
50
i.e. top and middle. These enablers drive organizations to develop the required
structural model & integration mechanisms among them. The enablers J-2 ((Produce to
Order - JIT i.e. Right quantity & quality at right time with right price) will lead to J-5
(Customer Satisfaction).
6.0 KEY CONCLUSIONS & FUTURE DIRECTIONS
The key enablers are essential in JIT manufacturing and considerably challenges
for policy makers and managers in Indian corrugated packaging industries. Some
important enablers have been shown up in this chapter and put in to an interpretive
structural modeling model to explore the relationship among them. Key enablers need to
evaluate for the success and efficient JIT in Indian corrugated packaging industries. The
ISM methodology was used to establish the driving power and the dependencies of the
enablers identified for JIT implementation. It is clear from
ISM proves that all the nine enablers play an important role in the successful
implementation of JIT. In this research only nine enablers have been used to develop
the ISM model, but more JIT enablers can be included to develop the relationship
among them using the ISM methodology.
7.0 LIMITATIONS OF THE STUDY
This research paper is based on the expert opinions of ten persons with a focus
on Indian corrugated packaging industries. The limitation of this study is that it is not
based on a wide cross-section of persons representing the global corrugated packaging
industries. The ISM model developed has not been statistically validated
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