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With such detailed quality levels spelled out for their suppliers, suppliers are less likely to try to deliver inferior parts or materials. When unacceptable parts or materials are received, there is significant time lost as the material is sorted through, and communication between the supplier and Infotechnics occurs to rectify the problem. In addition, further time can elapse while replacement parts or materials are redelivered to the company. This can lead to significant production challenges considering the nature of the JITQC system.
The JITQC system is based on two components - JIT and TQC. Implementing JIT and TQC practices have been proven to not only increase productivity but quality as well (Sriparavastu & Gupta, 1997).
With TQC, the organization cannot accept inferior parts or materials from their suppliers, therefore they must reject them and get replacement parts. With the implementation of JIT, Infotechnics has very low levels of materials on hand, typically only that material that they will need in the very near future. For this reason, if a delivery of parts or materials is of unacceptable quality, it may hold up the entire production line, as production waits for replacement materials to be delivered. Infotechnics simply does not have a quantity of stock on hand to use in its stead. The inclusion of these high quality standards in the contract helps avoid the possibility of shipments being returned.
One of the key goals of any JIT system is to improve quality for an organization in addition to improving cost effectiveness (Modarress, Ansari, & Willis, 2000; Garg & Deshmukh, 1999). This is especially true for Infotechnics and their organizational goals included in their JITQC system. Without specifying specific, quantitative and qualitative quality specifications, it would be impossible for Infotechnics to monitor and measure their suppliers' ability to meet these quality needs. With hard data and goals to strive for, Infotechnics can determine which suppliers are of benefit to the organization, which may need more assistance in implementing their own JITQC strategies, and which may need to be replaced. It is this "management philosophy, which involves providing the right items of the right quality and quantity at the right place and at the right time" (Mukhopadhyay, 1995) that is facilitated by a variety of important facets, including the specification of what is acceptable quality from their suppliers.
References
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References
Chakravarty, A. & Balakrishnan, N. (Summer 2004). Real-time revision of order quantities with capacity constraint: A single period model. Production & Operations Management, 13(2). Retrieved December 7, 2006, from Business Source Complete database.
Clarke, B. & Lockman, M. (1993). JIT manufacturing systems: Use and application in Australia. International Journal of Operations & Production Management, 13(7). Retrieved December 7, 2006, from Business Source Complete database.
Dion, P., Banting, P., Picard, S., & Blenkhorn, D. (Fall 1992). JIT implementation: A growth opportunity for purchasing. International Journal of Purchasing and Materials Management, 28(4). Retrieved December 7, 2006, from InfoTrac database.
Garg, D. & Deshmukh, S. (Apr. 1999). JIT purchasing: Literature review and implications for Indian industry. Production Planning & Control, 10(3). Retrieved December 7, 2006, from Business Source Complete database.
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