Full citation

Meybodi, M.Z. (2003). Using Principles of Just-in-Time to Improve New Product Development Process.Advances in Competitiveness Research, 11(1), 116-138.

Format: Peer-reviewed article

Type: Research — Non-experimental

Experience level of reader: Fundamental

Annotation: The author analyzed existing company data to determine the impact of using just-in-time principles on new product development. Moving beyond simple inventory reduction and increased delivery frequency, just-in-time principles also encompass waste reduction, improved quality, and increased teamwork and communication. The findings indicate that the use of just-in-time principles significantly reduces development time, manufacturing time and cost, and improves quality.

Setting(s) to which the reported activities/findings are relevant: Large business, Small business (less than 500 employees)

Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers

Knowledge user level addressed by the literature: Organization

This article uses the Commercial Devices and Services version of the NtK Model

Primary Findings

Model: Implementation of Just-In-Time principles improves product quality, while reducing development and manufacturing costs and times. Primary principles include elimination of waste and respect for people.
Quality: t=4.16; development time: t=4.97; development competency: t=4.91; development cost: t=5.93; manufacturing cost: t=5.74; P-value for all was <0.05%.

Secondary Findings

Measure: To assess the performance of product design, the following measures are often used: quality, time, competency, and costs directly related to profit. (Ulrich & Eppinger, 2000; Wheelwright & Clark, 1992)
Occurrence of finding within the model: Step 9.3, Step 8.2


  • Traditional new product development process consists of idea generation and validation; preliminary design; final design; process design; pilot production; and ramp-up. (Wheelwrite & Clark, 1992; Russell & Taylor, 1998)
  • Simultaneous engineering process: Brings cross-functional teams into the process early on, such that stakeholders work to design the product and manufacturing process simultaneously. (Clark & Fujimoto, 1991; Ettlie, 1997; Friffin, 1997; Schilling & Hill, 1998; Hong & Doll, 2001; Donnellon, 1993; Millson, Ranj, & Wilemon, 1992; Shunk, 1992)


  • Small lot sizes are associated with improved quality, reduced inventory, faster delivery, and being more responsive to market demands. (illesback, 1991; Cook & Rogowski, 1996; Hobbs, 1994; Payne, 1993; Temponi & Pandya, 1995; White, 1993; Deshpande & Golhar, 1995; Handfield, 1993; Lawrence & Hottenstein, 1995)
  • Technology should be leveraged after process and analysis have taken place. Effective use of technology can shorten development time, reduce the number of prototypes, cut costs, and improve quality of the design. (Karagozoglu & Brown, 1993; Rosenthal, 1992)