interpretive structural modeling of implementation...

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: [email protected]

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)

37

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


42

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


44

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


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


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


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


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


J 1 1,7 1 1

J 7 7 1,7 7


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Table 12: Iteration VII


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


49

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)


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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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