JIT implementation in Egyptian manufacturing firms: some empirical evidence

PurposeThis study aims to delineate the major human modifications to be undertaken prior to just‐in‐time (JIT) implementation in Egyptian manufacturing firms; to discern the benefits obtained from JIT implementation; to identify the problems that Egyptian manufacturing companies typically encounter in implementing JIT philosophy; and to explore the relationship between human modification efforts to be undertaken prior to JIT implementation and JIT success.Design/methodology/approachThe data analyzed in this article was collected from a mail questionnaire sent to 200 manufacturing firms in Egypt. The findings of this study indicate that JIT success is significantly associated with human resources modification efforts undertaken in preparation for JIT implementation.FindingsJIT philosophy can be successfully implemented in Egyptian manufacturing companies; just like their peers in developed countries including Japan, USA and the Far East; with thoughtful attention applied to each individual company. Implementation of JIT can greatly improve the operations performance of Egyptian manufacturing firms.Practical implicationsA very significant managerial implication of the current study is that the Egyptian manufacturing companies can use JIT as a strategic philosophy, rather than as a temporary solution for operations obstacles. Another managerial implication of this study is that manufacturing firms are advised to be aware of the meticulous relationship between human modification efforts and the successful implementation of JIT philosophy.Originality/valueThis study contributes to what is a very limited amount of empirical studies of JIT implementation in LDCs in general and in Egypt in particular.