APPENDIX
Manufacturing Industry Survey
Please indicate your response to the following statements (1: Strongly Disagree ........ 7: Strongly
agree. Please choose ‘N/A’ when not applicable.)
1. Set-up time reduction
We are aggressively working to lower setup times in our plant.
We have converted most of the setup time to external time while the machine is running.
We have low setup times of equipment in our plant.
Our crews practice setups to reduce the time required.
2. Small-lot sizes
We have a small amount of work-in-process inventory, compared to our industry.
We have large lot sizes in our plant.
We are aggressively working to lower lot sizes in our plant.
We tend to have large lot-sizes in our master schedule.
3. JIT deliveries from suppliers
Our vendors supply us on a just-in-time basis.
We receive daily shipments from most suppliers.
4. Supplier quality level
Our suppliers are certified, or qualified, for quality.
We have long-term arrangements with our suppliers.
We strive to establish long-term relationships with suppliers.
Our suppliers are actively involved in our new product development process.
Quality is our number one criterion in selecting suppliers.
Our suppliers have high quality.
We rely on a small number of high-quality suppliers.
5. Multifunction workers
Our workers usually do not perform their own machine setups.
Our workers inspect their own output.
Our workers are capable of performing several different tasks.
When a worker’s machine is stopped, s/he is idle.
6. Small group problem solving
Our plant is organized into permanent production teams.
During problem solving sessions, we make an effort to get all team members’ opinions and ideas
before making a decision.
Our organization forms small groups to solve problems.
In the past three years, many problems have been solved through small group sessions.
7. Training
Direct labor undergoes training to perform multiple tasks in the production process.
Plant employees are rewarded for learning new skills.
Our organization has a low skill level, compared with our industry.
Direct labor technical competence is high in our organization.
8. Daily schedule adherence
Our schedule is designed to allow time for catching up, due to production stoppages for quality
problems.
We frequently produce more than the scheduled amount in a day.
We usually meet the production schedule each day.
There is no time in the schedule for machine breakdown or production stoppages.
9. Repetitive master schedule
Our master schedule repeats the same mix of products from hour to hour and day-to-day.
The master schedule is level-loaded in our plant from day to day.
Our master schedule uses mixed model assembly.
We make every model every day.
10. Preventive maintenance
Our equipment is in a high state of readiness for production at all time.
We dedicate a portion of every day solely to preventive maintenance.
We emphasize good maintenance as a strategy for achieving quality and schedule compliance.
We have a separate shift, or part of a shift, reserved each day for maintenance activities.
We have a relatively high rate of downtime for repair, compared with our industry.
11. Equipment layout
We have laid out the shop floor so that our machines and processes are laid out in close proximity to
each other.
We have organized our shop floor by means of manufacturing cells.
We have eliminated many long conveyors to move materials.
Our equipment is large and cannot easily be moved from one location to another.
12. Product design simplicity
Our plant makes an effort to simplify the product design.
We make an effort, in the design process, to list only the specifications which are really needed.
There is a strong customer focus in our design process.
The emphasis in part design is on minimizing the part count.
We are not concerned about the number of parts in an end item.
13. Kanban
Vendors fill our kanban containers, rather than filling purchase orders.
Our suppliers deliver to us in kanban containers, without the use of separate packaging.
We use a kanban pull system for production control.
We use kanban squares, containers or signals for production control.
14. Pull system support
We use a backflushing system, where components are subtracted from inventory every time a product is
made.
We emphasize effective equipment layout to increase our process efficiency.
Direct labor is authorized to stop production for quality problems.
We use a pull system to control our production.
The control of production is in the hands of the workers.
We use a run schedule (pull system), rather than work orders.
15. Material Requirements Planning (MRP) adaptation to JIT
We use MRP for major event planning only, such as a product change or a shift in run size.
We use work orders extensively, to maintain shop floor information.
We use MRP to determine daily run schedule.
16. Accounting adaptation to JIT
We use process accounting, assigning all costs to products, rather than batches, at the end of the
month.
We use a job order accounting system, where costs are assigned by the cost per batch.
We utilize time standards to measure direct labor.
We monitor cost variances frequently.
PERFORMANCE MEASURES
How does your organization rank relative to your competitors in terms of the following performance
indicators? (1: Much worse than our competition…7: Much better than our competition. Please
choose ‘N/A’ when not applicable.)
Unit cost of manufacturing
Quality of product conformance
Delivery performance
Fast delivery
Flexibility to change product mix
Flexibility to change volume
Inventory turnover
Manufacturing cycle time
Lead time (order to delivery)
Speed of new product introduction
Customer support and service
Product capability and performance
Quality of product design
Reliability of manufacturing process
Flexibility to offer a wide range of products
Design flexibility
Labor cost
Material cost
Administrative cost
Inventory carrying cost
Overall quality performance
Overall flexibility performance
"Concrete" and "abstract" constructs are defined as follows:Concrete: A JIT practice is "concrete" if
a single item/question is sufficient to capture its core underlying essence. There is very high level of
agreement as to what the practice refers to.Abstract: A JIT practice is "abstract" if multiple
items/questions are needed to capture its core underlying essence. The practice has several
dimensions or characteristics.
On a scale of 1 to 7, please provide your inputs regarding whether you consider the following JIT
practices to be "concrete" or "abstract." (1: Definitely Concrete ........ 7: Definitely Abstract).
SETUP TIME REDUCTION
SMALL LOT SIZES
JIT DELIVERIES FROM SUPPLIERS
SUPPLIER QUALITY LEVEL
MULTIFUNCTION WORKERS
SMALL GROUP PROBLEM SOLVING
TRAINING
DAILY SCHEDULE ADHERENCE
REPETITIVE MASTER SCHEDULE
PREVENTIVE MAINTENANCE
EQUIPMENT LAYOUT
PRODUCT DESIGN SIMPLICITY
KANBAN
PULL SYSTEM SUPPORT
MATERIAL REQUIREMENT PLANNING (MRP) ADAPTATION TO JIT
ACCOUNTING ADAPTATION TO JIT
How would you categorize the main product in your plant(s)?
 Make-To-Stock (1)
 Assemble-To-Order (2)
 Make-To-Order (3)
 Engineer-To-Order (4)
How would you categorize the main process in your plant(s)?
 Job Shop (1)
 Batch (2)
 Assembly Line (3)
 Continuous Flow (4)
Please indicate your total years of work experience.
If you are currently working, please enter the approximate number of employees in your current/most recent
plant:
Please enter the approximate number of employees in your current/most recent organization:
Please enter the last year’s approximate revenues ($) of your current/most recent organization:
Please enter the industry to which your current/most recent organization belongs to:
Please enter your current/most recent organization’s core product offering:
Please enter the name of your current/most recent organization:
Please enter the address of your current/most recent organization:
Please enter the number of years you have been in your current/most recent employer.
Please enter your current/most recent job title:
In case you would like us to send you the results of our study please provide your name: (Optional)
In case you would like us to send you the results of our study please provide your email address: (Optional)
Note: Some of the items are reverse-coded.
Service Industry Survey
Please indicate your response to the following statements (1: Strongly Disagree ........ 7: Strongly
agree. Please choose ‘N/A’ when not applicable.)
1. Set-up time reduction
We are aggressively working to lower setup times in our service processes.
We have converted most of the setup times to external times such that the setups can be performed while
the service is being offered.
We have low setup times of equipment in our service processes.
Our crews practice setups to reduce the time required.
2. Small-lot sizes
We have a small amount of work-in-process inventory, compared to our industry.
We have large batch sizes in our service processes.
We are aggressively working to lower batch sizes in our service processes.
We tend to have large batch sizes in our service schedule.
3. JIT deliveries from suppliers
Our vendors supply us on a just-in-time basis.
We receive daily shipments from most suppliers.
4. Supplier quality level
Our suppliers are certified, or qualified, for quality.
We have long-term arrangements with our suppliers.
We strive to establish long-term relationships with suppliers.
Our suppliers are actively involved in our new product development process.
Quality is our number one criterion in selecting suppliers.
Our suppliers have high quality.
We rely on a small number of high-quality suppliers.
5. Multifunction workers
Our service personnel usually do not perform their own service process setups.
Our service personnel inspect their own output.
Our service personnel are capable of performing several different tasks.
When a service personnel’s machine is stopped, s/he is idle.
6. Small group problem solving
Our service processes are organized into permanent work teams.
During problem solving sessions, we make an effort to get all team members’ opinions and ideas
before making a decision.
Our organization forms small groups to solve problems.
In the past three years, many problems have been solved through small group sessions.
7. Training
Direct labor undergoes training to perform multiple tasks in the service process.
Our employees are rewarded for learning new skills.
Our organization has a low skill level, compared with our industry.
The technical competence of service personnel is high in our organization.
8. Daily schedule adherence
Our schedule is designed to allow time for catching up, due to production stoppages for quality
problems.
We frequently produce more than the scheduled amount in a day.
We usually meet the service schedule each day.
There is no time in the schedule for equipment breakdown or stoppages.
9. Repetitive master schedule
Our service schedule repeats the same mix of products from hour to hour and day-to-day.
In our service schedule, we keep the number of service personnel consistent over time.
Our service schedule uses mixed model assembly.
We deliver every service every day.
10. Preventive maintenance
Our equipment is in a high state of readiness for service processes at all time.
We dedicate a portion of every day solely to preventive maintenance.
We emphasize good maintenance as a strategy for achieving quality and schedule compliance.
We have a separate shift, or part of a shift, reserved each day for maintenance activities.
We have a relatively high rate of downtime for repair, compared with our industry.
11. Equipment layout
We have laid out the facilities so that our machines and processes are laid out in close proximity to
each other.
We have organized our service facility by means of work cells.
We have eliminated many spatially dispersed configurations of our service processes.
Our equipment is large and cannot easily be moved from one location to another.
12. Service design simplicity
Our organization makes an effort to simplify the service design.
We make an effort, in the design process, to list only the specifications which are really needed.
There is a strong customer focus in our design process.
The emphasis in service process design is on minimizing the number of tasks.
We are not concerned about the number of tasks in a service process.
13. Kanban
Vendors fill our kanban containers, rather than filling purchase orders.
Our suppliers deliver to us in kanban containers, without the use of separate packaging.
We use a kanban pull system for service control.
We use kanban squares, containers or signals for service control.
14. Pull system support
We use a backflushing system, where components are subtracted from inventory every time a product is
used.
We emphasize effective equipment layout to increase our process efficiency.
Service personnel are authorized to stop the service delivery process for quality problems.
We use a pull system to control our service processes.
The control of service processes is in the hands of the workers.
We use a run schedule (pull system), rather than work orders.
15. Material Requirements Planning (MRP) adaptation to JIT
We use Material Requirements Planning (MRP) or Distribution Requirement Planning (DRP) for major event
planning only, such as a changes in distribution destination or a shift in distribution quantities.
We use work orders extensively, to maintain service facility information.
We use MRP or DRP to determine daily service schedule.
16. Accounting adaptation to JIT
We use process accounting, assigning all costs to products, rather than batches, at the end of the
month.
We use a job order accounting system, where costs are assigned by the cost per batch.
We utilize time standards to measure service personnel.
We monitor cost variances frequently.
PERFORMANCE MEASURES
How does your organization rank relative to your competitors in terms of the following performance
indicators? (1: Much worse than our competition…7: Much better than our competition. Please
choose ‘N/A’ when not applicable.)
Unit cost of manufacturing
Quality of product conformance
Delivery performance
Fast delivery
Flexibility to change product mix
Flexibility to change volume
Inventory turnover
Manufacturing cycle time
Lead time (order to delivery)
Speed of new product introduction
Customer support and service
Product capability and performance
Quality of product design
Reliability of manufacturing process
Flexibility to offer a wide range of products
Design flexibility
Labor cost
Material cost
Administrative cost
Inventory carrying cost
Overall quality performance
Overall flexibility performance
"Concrete" and "abstract" constructs are defined as follows:Concrete: A JIT practice is "concrete" if
a single item/question is sufficient to capture its core underlying essence. There is very high level of
agreement as to what the practice refers to.Abstract: A JIT practice is "abstract" if multiple
items/questions are needed to capture its core underlying essence. The practice has several
dimensions or characteristics.
On a scale of 1 to 7, please provide your inputs regarding whether you consider the following JIT
practices to be "concrete" or "abstract." (1: Definitely Concrete ........ 7: Definitely Abstract).
SETUP TIME REDUCTION
SMALL LOT SIZES
JIT DELIVERIES FROM SUPPLIERS
SUPPLIER QUALITY LEVEL
MULTIFUNCTION WORKERS
SMALL GROUP PROBLEM SOLVING
TRAINING
DAILY SCHEDULE ADHERENCE
REPETITIVE MASTER SCHEDULE
PREVENTIVE MAINTENANCE
EQUIPMENT LAYOUT
PRODUCT DESIGN SIMPLICITY
KANBAN
PULL SYSTEM SUPPORT
MATERIAL REQUIREMENT PLANNING (MRP) ADAPTATION TO JIT
ACCOUNTING ADAPTATION TO JIT
How would you categorize the main product in your plant(s)?
 Make-To-Stock (1)
 Assemble-To-Order (2)
 Make-To-Order (3)
 Engineer-To-Order (4)
How would you categorize the main process in your plant(s)?
 Job Shop (1)
 Batch (2)
 Assembly Line (3)
 Continuous Flow (4)
Please indicate your total years of work experience.
If you are currently working, please enter the approximate number of employees in your current/most recent
plant:
Please enter the approximate number of employees in your current/most recent organization:
Please enter the last year’s approximate revenues ($) of your current/most recent organization:
Please enter the industry to which your current/most recent organization belongs to:
Please enter your current/most recent organization’s core product offering:
Please enter the name of your current/most recent organization:
Please enter the address of your current/most recent organization:
Please enter the number of years you have been in your current/most recent employer.
Please enter your current/most recent job title:
In case you would like us to send you the results of our study please provide your name: (Optional)
In case you would like us to send you the results of our study please provide your email address: (Optional)
Note: Some of the items are reverse-coded.