Just in Time Implementation Issues in Indian

Corrugated Packaging Industries

An empirical study in Natioanl Capital Region (NCR)

Nitin Kumar Upadhye

S G Deshmukh

Associate Professor, College of Business,

University of Modern Sciences, Dubai, UAE
E-mail: nupadhye@gmail.com

Director, ABV Indian Institute of Information Technology

& Management, Gwalior, India
E-mail: sgdeshmukh2003@yahoo.co.in

Suresh Garg

Durgesh Sharma

Professor, Delhi Technological University, Delhi

E-mail: skgarg63@yahoo.co.in

Professor (ME Dept.), IMS Engineering College, Ghaziabad

E-mail: durgeshsharma@gmail.com

AbstractJust in time is an advanced

manufacturing philosophy, which is practiced all
over the world by organizations to achieve
excellence in their performance. As most of the
Original Equipment Manufacturers (OEM) are
managing their supplies on JIT basis, their vendors
are under tremendous pressure to adopt JIT. The
JIT principles seems easy to adopt, yet many
organizations fail to implement it.
The
implementation of JIT requires a radical change in
the way of working at all level of the organization
starting from top management to maintaining good
customer relations. Indian Corrugated Packaging
Industries play a very important role especially at
the final dispatch of the product. This research
paper tries to find out the readiness of ICPI for the
implementation of JIT. Also it tries to find out
whether the type of company matters in the
implementation of JIT. The survey was conducted
in companies in National Capital Region (NCR) of
India, mainly Delhi, Noida, Ghaziabad, Gurgaon
and Faridabad. The implementation readiness of
these companies based on company type was
analyzed using analysis of variance (ANOVA). The
result shows that there was a distinction between
industries type (family owned, Private Limited and
Limited) and level of JIT implementation. Further
the Friedman test was used to find out the
predominant principle in each type of the
industries. The purpose of this study is to provide a
roadmap to Indian Corrugated Packaging
Industries to implement JIT successfully. The
contribution of this paper is the identification of the
implementation JIT issues for ICPI as well as the

status of these companies based on their

classification. The results of this study is matching
with studies in other type of components, proving
the universal nature of JIT principles.
Keywords: JIT, JIT implementation, Indian
Corrugated Packaging Industry, ANOVA, Friedman test
I. INTRODUCTION

In todays competitive global business

environment, the goal of all manufacturing systems is
long-term survival. A manufacturing companys
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 as the pattern of buying the
packaging is changing. Prices of corrugated sheet and
corrugated 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. 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. [1]

Today the challenge for the corrugated-board box

market is cutthroat competition with high demand from
FMCG for JIT delivery along with high standards of
product and service quality. The orders come with a
large variety of different boxes, different design and
color scheme, with very short notice. The other
challenges like complexity of a multi-stage production
process and machine failures result in high inventories
of finished goods stock. In such condition
implementation of JIT principles will help ICPI to
improve its efficiency as well as effectiveness of its
entire supply chain management.
Indian corrugated packaging industries have not yet
tested the full effects of popular JIT approach on
performance of production system due to its limited
implementation.
Considering its potential in
enhancing performance of organizations, investigation
on the important JIT issues is essential. Studies in
many industries had shown that JIT philosophy has the
potential for increasing organization efficiency and
effectiveness. However, JIT benefits do not just
happen. Before an organization enjoys with the
benefits of JIT, it must accept JIT as an organizational
philosophy [2, 3]. It is also instrumental in reducing
lead time, decreasing set up time, improving
production quality, increasing productivity, and
enhancing customer responsiveness, motivated by the
potential benefits of successful implementation of JIT
to the organizations and lack of research addressing
the implementation problems in Indian context.
This research paper tries to find out the readiness of
ICPI for the implementation of JIT. Also it tries to find
out whether the size of company matters in the
implementation of JIT. The survey was conducted in
companies in National Capital Region (NCR) of India,
mainly Delhi, Noida, Ghaziabad, Gurgaon and
Faridabad. The implementation readiness of these
companies based on company type was analyzed using
analysis of variance (ANOVA). The result shows that
there was a distinction between industries size (family
owned, Private Limited and Limited)) and JIT issues.
Further the Friedman test was used to find out the
predominant principle in each type of the industries.
II. JUST IN TIME

After World War II Japanese manufacturers were

faced with the dilemma of vast shortages of material,
financial, and human resources. The problems that
Japanese manufacturers were faced with differed from
those of their western counterparts. These conditions
resulted in the birth of the "JIT" production system

concept. 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 [4]
The JIT advocates the elimination of waste by
simplifying production processes, reductions in set up
times, controlling material flows, and emphasizing
preventive maintenance are seen as ways by which
excess inventories can be reduced or eliminated, and
resources utilized more efficiently [5]. Implementation
of JIT which results in the reduction of this wastage
(muda), needs the development, implementation and
continuous execution of a number of key practices [6
& 7]. JIT results both in terms of the environmental
and cost benefits of sustainability [8].
Continuous training for all workers is a must to help
them understand the philosophy, concept and
techniques of JIT [9]. The result of a survey in
manufacturing industries indicated JIT implementation
had significant positive effects on the set of standard
financial ratios [10]. JIT adoption leads to
improvement in firm performance as measured by
Return on Investment [11]
The automotive industry it appears that some
manufacturers may be forcing suppliers to hold
inventories that they have traditionally held and that
the location of inventories has simply shifted as is
suggested by the lump in the snake analogy [12].
Customer service requirements of time and accuracy,
delivered against a backdrop of cost control, flexibility
and agility, fleet utilization and human capital resource
utilization are the key factors for an effective and
efficient logistics system [13]. During the literature
review it is observed that there is a relative level of
consensus about the various JIT implementation
issues.
It is evident that JIT is the need of hour. Just in time is
an advanced manufacturing philosophy, which is
practiced all over the world by organizations to
achieve excellence in their performance. As most of
the Original Equipment Manufacturers are managing
their supplies on JIT basis, the suppliers are under
tremendous pressure to adopt JIT. The JIT principles
seems easy to adopt yet many organizations fail to
implement it. The implementation of JIT requires a
radical change in the way of working at all level of the
organization starting from top management to
maintaining good customer relations. Indian
Corrugated Packaging Industries play a very important
role especially at the final dispatch of the product.

III. INDIAN CORRIUGATED PACKAGING

INDUSTRIES
Current Packaging Sector & Growth in India
Packaging industry is an important sector, adding
value to the various manufacturing sectors including
agriculture and FMCG segments. The technology and
innovation in this sector is improving day-by-day.
The global packaging industry is currently valued at
US $ 433 billion and is expected to grow to US $ 820
billion by 2016. This growth is primarily driven by
factors like growing urbanization, investment in
housing and construction, a burgeoning healthcare
sector and rapid development in the emerging
economies like China, India, Brazil Russia and few
other East European Economies. The consumer market
dominates the global packaging industry and accounts
for an estimated 70% of the sales, while industrial
application accounting for remaining 30% of it. Indian
packaging Industry is currently valued at US $ 24.6
billion and ranks 11th in the world [14]
The Indian Packaging Industry is expected to grow at
18% per year from its current 15% and is expected to
grow to US$ 32.5 billion by 2015. The packaging
Industry is poised to grow rapidly due to increased use
of innovative packaging equipments and increased
demand for flexible packaging.
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 over-capacity, 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 4,000 corrugated board and sheet plants are
highly labor-intensive, employing over half a million
people both directly and indirectly. The industry is
converting about 2 million tons of Kraft paper into
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
[15]
Future Trends

Increasing demand and high volumes will

trigger consolidation and setting up of large
automatic plants.

Inline Automatic Board and Box making

plants will ease out the present semi-automatic
production processes.

Deployment of Folder Gluers, Rotary Die

cutters will be on the increase.

Use of corrugated for display/promotional

packs, POPs and dispensers.

Advances in multicolor, flexo printing will

facilitate in-house flexo printing and do away
with screen printing, contract printing on
offset presses.

The emergence of e-commerce, reverse

bidding, concept of First Pak will give large
scale units the advantage of competitiveness
and the concept of locating corrugated box
units nearer to user locations will become
obsolete.

Large Corporates and Bulk users of corrugated

boxes looking for single/multiple alternative
vendors capable of meeting stringent
specifications, offering alternative designs,
test-in-time deliveries at optimum cost.

Growing interest in machines made in China,

Taiwan and other Asian countries.

Many machinery manufacturers entering into alliances

with Chinese, Taiwanese manufacturers for
manufacturing/marketing.
IV. RESEARCH METHODOLOGY

JIT imposes a set of requirements on the

traditional work culture. Work culture is developed
through the way of working of people, their values and
ethics towards their work, and on other side
technology and social cultural forces jointly determine
managerial style and practices. The work culture plays
a significant role in successful implementation of JIT.
Workers and managers of different countries think
differently, according to their social and cultural

principles. The implementation of JIT in Indian

industries is different from Western countries. It was
decided to seek the responses to understand the
perceptions about
various
issues
for
the
implementation of JIT. So the methodology based on
questionnaire survey is used for the study. The target
persons were the key persons working in corrugating
packaging industries located in NCR region.
The list consists of companies (small
companies), which are managed by family, dedicated
vendor to companies or original equipment
manufacturers. Companies regularly. The private
limited companies and limited companies have bigger
setup than the family owned. The personnel involved
in the survey are those from managing directors,
manufacturing/production managers and executives,
and also quality managers and executives.
A seven page questionnaire was prepared in three
sections, the first section consist of the information
about the organization , the second section consists of
his opinion about key issues related with JIT;
leadership, manufacturing operations and processes,
TPM, TQM and partnering with suppliers/customers
and environmental practices, the third section consists
of
opinion of participants about performance
measurement. The database was obtained from
Federation of Corrugated Box manufacturers (FCBM)
of India.
The questions are set up on a five-point Likert
scale to measure the extent of implementation of the
practices described by each of the items. The scale
ranged from none (1) to complete implementation (5).
Intermediate scale values were referenced too little
implementation (2), some implementation (3), and
extensive implementation (4).
A prime consideration in design of the survey
instrument was keeping it short and focused in order to
obtain an adequate response rate. The questionnaire
was developed by modifying and eliminating some
variables after a pilot survey. Experts of the JIT from
Industry, academics, and consulting agencies were
consulted. The questionnaire format was modified
with minor changes based on the comments and
feedback. The remarks from the experts were positive
and acceptable for data collection. The questionnaire
was then ready for data collection.

V. RESULTS AND DISCUSSION

The questionnaire was posted to 150 corrugated
packaging industries located in NCR region i.e. Delhi,
Noida, Ghaziabad, Faridabad and Gurgaon. Initially,
response was poor, to get more response reminders
were sent to managers by mobile phones while some
managers were personally interviewed. In all, 67
responses were obtained, out of 59 responses 8 were
excluded from study due to incomplete responses. At
last, 98 responses were found suitable for study,
making response rate almost 39 percent.
A- Company Background
The first aspect to be investigated was the
general background of the companies involved. Table
1 shows the general background of the companies such
as types of product produced, company age, company
ownership and company size (based on the number of
employees).
Table 1: Detailed Information of the Companies
involved in the study (N = 59)
S.
No.
1

Particulars
Ownership

Profile
A. Family owned
business
B. Private limited
C. Limited

Frequenc
y
36
16
07

Number of
employees

A. Below 50
B. Between 50 100
C. Above 100

30
20
09

Variety of
products
produced

A. Simple boxes
B. Printed boxes
C. Duplex boxes
D. Diversified

13
09
10
27

Production
quantity/ann
um

A. Below 50,000
boxes
B. Between 50,000 1
Lakh boxes
C. Above 1 Lakh
boxes
A. Below 50 Lakh
B. Between 50 Lakh
1 Crore
C. Above 1 Crore

11

Sales value
in
rupees/annu
m

35
13
09
41
09

As shown in Table 1, the most of the respondent

companies were managed as a family business
(61.02%), while Private Limited companies are 27.12
% and Limited companies were 11.86 %. This
indicates that majority companies are traditionally
managed.
B- OBJECTIVE
The objectives of the study were framed as under:
1. To find out the readiness of ICPI for the
implementation of JIT, based on industry type,
2. To find out the predominant JIT issues for the
Family owned (A), Private Limited (B) and Limited
(C) companies.

vision, mission and rules and regulations. The t-value

was 3.245 and p- value was 0.005. Since the p-value
was significant at 5% level of significance results
exposed that there is a significance difference between
the employee teamwork and training. The mean value
for use of Information and communication technology
in C type companies was found to be higher with the
value 3.95 when compare to B type with the mean
value 3.40 and 1.87 for A type companies. It shows
that still small companies are not using ICT in its day
to day operations.
Table 2: One way ANOVA for JIT implementation
status of these companies based on their classification

C- STATISTICAL ANALYSIS RESULTS

H0-1: There is no significant difference between
implementation status of JIT principles and industry
type i.e. Family owned (A), Private Limited (B) and
Limited (C) companies.

Sr.
No.

JIT Issues

Com
pany
Type

Me
an

Std.
Dev
.

tvalue

01

Leadership
(J-1)
Employee
teamwork and
training (J-2)

0.699
0.511
0.000
0.546

0.001

02

3.95
4.23
5.00
3.45

7.978

Table 2 show the difference in the JIT implementation

status provides the actual results from the independent
t-test and Levine's Test for Equality of Variances.
Since all the p values are less than 0.05 at 5 percent
level of significance null hypothesis H0-1 was rejected.
The results revealed that there was a significant
difference among the implementation of JIT and
industries type in ICPI

A
B
C
A

3.245

0.005

B
C
A
B
C

3.92
4.87
1.87
3.40
3.95

0.499
0.526
0.925
0.825
0.497

8.645

0.001

A
B
C
A
B
C
A
B
C
A
B
C

1.54
2.63
4.10
2.69
3.54
4.65
2.23
3.12
4.20
1.69
3.01
3.82

0.875
0.723
0.537
0.823
0.725
0.765
0.799
0.989
0.998
0.986
0.967
0.564

11.003

0.001

6.145

0.004

6.159

0.004

7.542

0.004

A
B
C
A
B
C
A

3.46
4.10
5.00
3.70
4.10
4.82
1.96

0.765
0.564
0.000
0.496
0.397
0.324
0.867

13.012

0.001

10.097

0.001

11.767

0.001

B
C

2.23
3.26

0.634
0.527

The opinion from Limited companies (C) for the issue

of Leadership was found to be excellent with a mean
value 5.0000 in comparison with private limited (B)
and family owned companies (A) 4.23 and 3.95. This
indicates that in traditional environment owners
consider the employees responsible for all problems,
and thinking they dont have any role in the
improvement process. This kind of mindset is
hindering any kind of improvement processes. But the
good sign is that all A companies are not thinking in
the same line. Many traditionally run companies are
adopting advanced manufacturing philosophies into
their work area. For Leadership issue the t-value is
7.978 and p- value 0.001. Since the p-value was
significant at 1% level of significance results exposed
that there is a significant difference among the
leadership style and type of company.
The focus on employee teamwork and training in C
companies was found to be superior with mean value
4.87, 3.92 for B type and lower for A with the mean
value 3.45. This highlights the involvement of
employees is better in an organization with proper

03

04

05

06

07

08

09

10

Use
of
Information &
Communication
Technology
(J-3)
Environmental
awareness (J-4)
Customer
relationship
(J-5)
Supplier
relationship
(J-6)
Total
Productivity
Maintenance
(J-7)
Improved
operation and
processes (J-8)
Total Quality
management
(J-9)
Automation
(J-10)

pvalu
e

To implement JIT use of ICT helps a lot so it is

advisable if small companies also use information and
communication technology tools and software their
effectiveness and efficiency will increase. [16] (NU)
The analysis shows that there is a significant
difference between use of ICT in types of companies
with the t- value 8.645 and p-value < 0.001.

The focus on wastage due to environmental awareness

in C Companies were with the mean value 4.10, for B
and A companies the mean value was found to be 2.63
and 1.54. The findings indicate that the issue of
environmental issues is taken seriously in bigger
companies, and in small companies this issue is having
less importance. The t- value was 11.003 and p-value
< 0.001. Since the p-value was significant at 1% level
of significance results shows that there is a significant
different among the environmental awareness and
industries type.
The mean value for customer relationship in C
companies was 4.65 and the mean value for B and A
type companies 3.54 and 2.69. This result shows that
more emphasis is given in bigger organizations to
develop a long relationship with customers compared
to small one. There is a significant difference between
CRM and type of companies size since the t-value
6.145 and the p-value 0.004 i.e. 0.05 at 5 percent level
of significance.
The mean value for supplier relationship in C
companies was 4.20 and the mean value for B and A
type companies 3.12 and 2.23. This result shows that
more emphasis is given in bigger organizations to
develop a long relationship with supplier compared to
small one. There is a significant difference between
Supplier relationship and type of companies size since
the t-value 6.159 and the p-value 0.004 i.e. 0.05 at 5
percent level of significance.
The principles of total productive maintenance (TPM)
are not much popular in ICPI the mean value of 3.82
for C type of companies while for B and A companies
were 3.01 and 1.69. It clearly indicates that machine
maintenance is not given that much importance. The tvalue was found to be 7.542 and p-value 0.004. Since
the p-value was significant at 5% level of significance
results shows that there is a significant difference
among the implementation of TPM and type of
company. It was noted that improvement in operations
and processes is done on continual basis in the C type
of organizations with the mean value 5.0000 whereas
in B and A companies were found to be with the mean
value of 4.10 and 3.46. It shows that all types of
companies are putting focus on improved processes
and operations. The t-value was found to be 13.012
and p-value 0.001. Since the p-value was significant at
1% level of significance results shows that there is a
significant difference among the improved operations
and processes and company type.

The focus of quality is increasing day by day and it is

reflected in the survey results the C type companies
adopted it with mean value of 4.82, while the mean
value of B and a companys were 4.1 and 3.46
respectively. The t-value was found to be 10.097 and
p- value was 0.001 for integrated functions. Since the
p-value was significant at 1% level of significance
results suggested that hat there is a significant
difference among the TQM practices among type of
companies.
For automations it is observed that it corrugated
packaging industry is at large depending on manual
work, as the mean value for C companies was found to
be 3.26, the mean value 2.23 and 1.96 were found for
B and A companies. The information revealed that
there is more scope for automation, but looking to
huge investment involved for it many companies are
not addressing this issue presently. The t-value was
found to be 11.67 and p- value was 0.001 for
integrated functions. Since the p-value was significant
at 1% level of significance results exposed that there is
a significant difference among the automation and type
of company.
H-0-2: The perception of respondents on JIT
implementation in family owned companies was found
to be almost similar for all the respondents.
Friedmans test was performed to identify the intensity
level of the respondents towards JIT implementation.
Table 3 shows Friedmans mean rank value lies
between 2.15 and 7.84 chi square value is 234.129
which is significant at one percent level.
So, the researcher rejects the hypothesis (H0-2). It
indicates that respondents perception significantly
varied to the JIT implementation in family owned
companies. Further, Friedmans multiple comparison
tests was applied to identify the highest adopting JIT
principles. The test results grouped the ten issues into
three categories. In that, leadership and employee
teamwork and training plays a foremost role towards
JIT implementation and it is placed in the first place.
The improved operation and processes, total quality of
management and customer relationship implemented
with priority in the family owned companies and fall
in the second level. The supplier relationship, use of
ICT, Total productive maintenance and automations
comes under last level and it was inferred that A type
of companies had addresses these four issues with less
importance.

It was observed from the table that most of the family

owned companies were focusing on leadership and
employee teamwork as well as training to achieve JIT.
As the small companies are maintaining their stocks
and supplying to their limited customers the effect of
JIT deliveries is not taken seriously, but as the result
indicates the small companies are also aware of the
changes and gearing up to answer the challenges of
competitive market
H0-3: Respondents perception on JIT implementation
issues in Limited companies was found to be similar
for all the respondents. (Table 4)
To categorize the perceptions of the respondents
towards JIT implementation issues Friedmans test
was applied and tabulated in table 4. Friedmans mean
value ranges between 2.12 and 7.62. Chi square value
is 90.234 and p-value was found to be significant at
one percent level.

the JIT implementation issues. The Friedmans

multiple comparison tests are applied to identify the
predominant principles towards the implementation of
JIT. The test results grouped the ten issues into three
categories. In that, leadership and employee teamwork
and training plays a foremost role towards JIT
implementation and it is placed in the first place. The
improved operation and processes, total quality of
management and customer relationship, the supplier
relationship and use of ICT, were implemented with
priority in the Limited companies and fall in the
second level. Total productive maintenance and
automations comes under last level and it was inferred
that A type of companies had addresses these four
issues with less importance.
Table 4: Respondents Perception about JIT in B type
companies (i.e. Private Limited Companies)

Leadership
(J-1)
Employee
teamwork
and training
(J-2)
Use of ICT
(J-3)
Environmen
tal issues
(J-4)
Customer
relationship
(J-5)
Supplier
relationship
(J-6)
TPM
(J-7)
Improved
operation &
processes
(J-8)
TQM
(J-9)
Automation
(J-10)

Mea
n

Std.
Dev

Fried
mans
test
mean
rank
value

3.95

0.699

7.84

3.45

0.546

7.16

1.87

0.925

2.74

1.54

0.875

2.15

2.69

0.823

3.97

2.23

0.799

3.25

1.69

0.986

2.56

3.46

0.765

5.45

3.70

0.796

4.62

1.96

0.867

2.19

Chi
squ
are
val
ue

234.
129

P
va
lu
e

<0.
01

Friedma
n
Posthoc
Compari
son
Resultvalue

J-1 & J-2

>
J-8,
J-9 and
J-5
>
J-6, J-3, J7, J-10 and
J-4

Hence, the hypothesis (H0-3) was rejected. It indicates

that respondents perception significantly varied to

P
valu
e

Fried
man
Posth
oc
Comp
arison
Result
-value

Mea
n

Std.
Dev

Fried
mans
test
mean
rank
value

Leadership
(J-1)
Employee
teamwork
and training
(J-2)
Use of ICT
(J-3)
Environmen
tal issues
(J-4)
Customer
relationship
(J-5)
Supplier
relationship
(J-6)
TPM
(J-7)
Improved
operation &
processes
(J-8)
TQM
(J-9)
Automation
(J-10)

4.23

0.511

7.62

3.92

0.499

6.97

3.40

0.825

3.39

J-1 & J2

2.63

0.723

2.12

>

3.54

0.725

3.46

J-8,
J-9 and
J-5, J-6,
J-3

3.12

0.989

3.41

3.01

0.967

3.01

4.10

0.564

5.39

4.10

0.647

4.82

2.23

0.634

5.35

Table 3: Respondents Perception about JIT in A type

companies (i.e. Family owned companies)
JIT
Issues

Chi
squ
are
val
ve

JIT
Issues

90.2
34

< 0.01

>
J-7,
J-10
and J-4

H0-4: Respondents perception on JIT implementation

in Limited companies was found to be similar for all
the respondents. Friedmans test was performed to
identify the intensity level of the respondents towards
lean production principles. Table 5 shows Friedmans
mean rank value lies between 3.10 and 7.89 and chi

square value is 36.12, which is significant at one

percent level.
So, the hypothesis (H0-4) was rejected. It indicates that
respondents perception significantly varied to the
JIT implementation in Limited companies i.e. bigger
companies. Further, Friedmans multiple comparison
tests is applied to identify the highest contributing JIT
implementation issues. The test results grouped the ten
issues into three categories. In that, leadership and
employee teamwork and training plays a foremost role
towards JIT implementation and it is placed in the first
place. The improved operation and processes, total
quality of management and customer relationship, the
supplier relationship and use of ICT, were
implemented with priority in the Limited companies
and fall in the second level. Total productive
maintenance and automations comes under last level
and it was inferred that A type of companies had
addresses these four issues with less importance.
Table 5: Respondents Perception about JIT in C type
companies (i.e. Limited companies)
JIT
Issues

Mea
n

Std.
Dev

Fried
mans
test
mean
rank
value

Leadership
(J-1)
Employee
teamwork
and training
(J-2)
Use of ICT
(J-3)
Environmen
tal issues
(J-4)
Customer
relationship
(J-5)
Supplier
relationship
(J-6)
TPM
(J-7)
Improved
operation &
processes
(J-8)
TQM
(J-9)
Automation
(J-10)

5.00

0.000

7.89

4.87

0.526

7.45

3.95

0.497

3.54

4.10

0.537

3.10

4.65

0.765

4.02

4.20

0.998

3.94

3.82

0.564

3.40

5.00

0.000

6.89

4.22

0.564

7.10

3.26

0.527

3.40

Chi
squ
are
val
ue

P
val
ue

Friedm
an
Postho
c
Compa
rison
Resultvalue

VI. CONCLUSION
The purpose of this study is to provide a roadmap to
Indian Corrugated Packaging Industries to implement
JIT successfully. The contribution of this paper is the
identification of the implementation JIT issues for
ICPI as well as the status of these companies based on
their classification. Similar study for ICPI is not
observed in literature. As packaging products are C
type of inventory and hence less attention is given in
OEM, but for 100 % implementation of JIT it is
necessary that all suppliers should follow JIT in their
operations also. The results of this study is matching
with studies in other type of components, proving the
universal nature of JIT principles.
The implementation of JIT in corrugated packaging
industries as perceived by the key persons, has a
significant difference with the type of the company
(family owned i.e. small, private limited i.e. middle
level and Limited companies the bigger one). It was
interesting to note that all corrugated packaging
companies are aware of the JIT deliveries and in a
process to implement the JIT in their operations.
Leadership is considered as highest issue for the
implementation followed by employee teamwork and
training, improvement in processes and operations
along with TQM. [17] Effective communication, top
managements commitment and training are necessary
for implementing JIT [18, 19]. This shows that Indian
corrugated packaging companies are ready to face the
challenge of globalization and to respond to the Prime
Minister of India Mr. Narendra Modis dream of
Make in India.

J-1 & J-2

>
J-8,
J-9 and
J-5, J-6,
J-3
36.1
2

<0.0
1

>
J-7,
J-10 and
J-4

The limitation of the study, that these data were

collected from industries located in National capital
Region and does not repre4sent the entire Indian
corrugated packaging industries. It is recommended
that the study should be conducted at national level.

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Dr. Nitin Kumar Upadhye

Dr. Nitin Kumar Upadhye is Associate Professor, at

College of Business, University of Modern Sciences,
Dubai.
He has worked with Kirloskar and Tata group
companies in manufacturing functions for twenty years at
supervisory and managerial level. He worked in various
institutions affiliated with UPTU and Amity University in
NCR as Associate Professor / Professor during 2002 to
2014. He has published more than 30 research papers in
International and national journals / conferences. His
research interest are lean manufacturing, total quality
management, supply chain management, sustainable
development.
Dr. Upadhye is Life Member of Institution of
Engineers (India), Kolkata and Indian Institution of
Industrial Engineers, Mumbai.

Dr. S G Deshmukh

Dr. S G Deshmukh is currently the Director of ABV-Indian

Institute of Information Technology & Management
Gwalior and a professor (on Lien) at IIT Delhi. He has
more than 25 years of teaching and research experience. He
has authored/Co-authored many books including a book on
Supply Chain Management. He has been a consultant to
many leading organizations. His research interest includes
operations management including modeling and analysis of
supply chain and quality issues.

Dr. Suresh Garg

Dr. Suresh Garg is Dean (Academics) and Professor of

Supply Chain Management and Quantitative Techniques at
Delhi Technological University (Formerly Delhi College of
Engineering). Prof. Garg has more than 20 years of
experience in industry (Hero Honda Motors Ltd.), teaching
and research. His teaching and research areas include
Supply Chain Management, Manufacturing Process
Automation and Technology Management, Operations
Management, Materials Management, Operations Research,
Manufacturing Strategy, Production Planning and Control
etc. He has guided Nine PhD thesis and five others are in
progress. He has published 140 research papers including 44
in International Journals. Prof. Garg is member of the
Editorial Boards of several International and National
journals. He is reviewer of research papers of International
Journals, Conferences.
He has visited Chile and USA to present paper and visit
Universities.
Dr. Durgesh Sharma

Dr. Durgesh Sharma is a Professor in Mechanical

Engineering Department at IMS engineering college,
Ghaziabad. India. He has close association with SMEs in
India and Abroad for the last 25 years. He has published
31 papers in International / National Journals and
conferences. His areas of interest include: Flexible
Manufacturing
system,
CAD/CAM,
JIT,
Internationalization of SMEs, ICT applications for SMEs
and Shop floor control.