A Study on Just In Time (JIT) in Automobile Industry with Special Reference to Shantdeep Metal Pvt. Ltd., Chh. Sambhajinagar

Abstract

Just-in-Time (JIT) manufacturing, a cornerstone of the Toyota Production System, has transformed global automotive supply chains by eliminating waste, reducing inventory holding costs, and synchronizing production with actual customer demand. This research paper examines the adoption, implementation, and impact of JIT principles at Shantdeep Metal Pvt. Ltd., a precision metal components manufacturer supplying the automobile industry from Chh. Sambhajinagar, Maharashtra, India. Through a four-year longitudinal analysis (2019-20 to 2022-23) supplemented by structured observations, process mapping, and management interviews, the study evaluates the tangible outcomes of JIT implementation including reductions in inventory holding days, production lead time, defect rates, and operating costs, alongside improvements in on-time delivery performance and inventory turnover. The findings confirm that disciplined JIT adoption delivered measurable operational improvements at Shantdeep Metal: inventory holding days were reduced from 28 to 14 days, defect rates fell from 3.8% to 1.4%, on-time delivery improved from 82% to 95%, and operating cost savings of 13.6% were achieved by 2022-23. The study identifies five critical enablers of successful JIT implementation in Indian automotive component manufacturing — supplier synchronization, workforce capability development, quality-at-source practices, setup time reduction, and demand-side visibility — and proposes a JIT Readiness and Implementation Framework (JRIF) tailored to the operational realities of Indian Tier-2 automotive suppliers. The paper concludes with actionable recommendations for manufacturers, supply chain managers, and policy makers seeking to accelerate lean manufacturing adoption in India\'s automotive components sector.

Introduction

The text explains a case study on the implementation of Just-in-Time (JIT) manufacturing at Shantdeep Metal Pvt. Ltd., an automotive component manufacturer in Maharashtra, India. The study evaluates how JIT practices improved operational efficiency in a highly competitive automotive supply chain driven by OEM demands for cost, quality, and timely delivery.

It begins by explaining the importance of India’s automobile industry and how JIT—originating from Toyota’s Production System—focuses on eliminating waste through producing only what is needed, when needed. The company adopted JIT in phases (5S, Kanban, SMED, supplier coordination) to improve productivity and reduce inefficiencies.

The literature review highlights JIT principles, especially waste elimination, inventory reduction, and lean manufacturing tools, along with studies showing that successful JIT implementation depends on supplier reliability, organizational culture, and management commitment. In India, adoption is strongest in the automotive sector but varies across firm size and capability.

Shantdeep Metal’s operations include metal stamping and automotive sub-assemblies. Its location in an automotive cluster supports lean supply chain practices. The study uses a mixed-method case study approach, combining interviews, observations, and four years of operational data.

The objectives focus on analyzing JIT concepts, measuring performance improvements, identifying tools used, and assessing challenges and financial outcomes.

Overall, the findings show that JIT implementation significantly improved performance, with reduced inventory holding time and shorter production lead times, demonstrating better efficiency and responsiveness after adopting lean practices.

Conclusion

This research has examined the adoption and impact of Just-in-Time manufacturing at Shantdeep Metal Pvt. Ltd., a Tier-2 automotive component supplier in Chh. Sambhajinagar, Maharashtra, over a four-year period encompassing both pre-implementation baseline and post-implementation performance. The findings are unambiguous: disciplined, phased JIT implementation delivered substantial and measurable improvements across all key operational performance dimensions. Inventory holding days halved from 28 to 14, inventory turnover doubled from 13 to 26 times, defect rates fell by 63%, on-time delivery improved from 82% to 95%, and operating cost savings of 13.6% were achieved — outcomes that directly strengthen the company\'s competitiveness and customer relationships in an intensely competitive automotive supply chain environment. These results confirm that JIT is not merely a large-enterprise or Japanese manufacturing phenomenon: it can deliver transformative performance improvements in Indian SME manufacturing contexts when implemented with management commitment, methodological discipline, and appropriate adaptation to local operational realities. The challenges encountered — supplier reliability variability, workforce change management, infrastructure constraints, and demand volatility from OEM customers — are real and consequential, but navigable through the mitigation strategies documented in this study. The JIT Readiness and Implementation Framework (JRIF) proposed here provides a structured, sequenced roadmap for automotive component manufacturers at comparable stages of lean maturity to Shantdeep Metal\'s 2019-20 starting point. As India\'s automobile industry continues its growth trajectory — driven by rising domestic demand, export expansion, and the emergence of electric vehicle manufacturing — the competitive imperative for operational excellence in the automotive supply chain will only intensify. JIT manufacturing, implemented with the thoroughness and commitment demonstrated by Shantdeep Metal, is a proven pathway to the operational excellence that this competitive environment demands. Future research should examine JIT implementation outcomes across a larger sample of Indian Tier-2 and Tier-3 automotive suppliers, explore the specific adaptations required for JIT in electric vehicle component manufacturing, and investigate the integration of digital manufacturing technologies (IoT-based Kanban, AI-driven demand sensing) with JIT principles in the Industry 4.0 context.

References

[1] Bhasin, S., & Burcher, P. (2006). Lean Viewed as a Philosophy. Journal of Manufacturing Technology Management, 17(1), 56-72. [2] Fullerton, R. R., & McWatters, C. S. (2001). The Production Performance Benefits from JIT Implementation. Journal of Operations Management, 19(1), 81-96. [3] Jain, V., Taj, S., & Bhowmick, S. (2010). Lean Manufacturing in Small and Medium Automotive Companies in India. International Journal of Lean Thinking, 1(2), 1-17. [4] Krajewski, L. J., King, B. E., Ritzman, L. P., & Wong, D. S. (1987). Kanban, MRP, and Shaping the Manufacturing Environment. Management Science, 33(1), 39-57. [5] Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Productivity Press, Cambridge, MA. [6] Sahoo, A. K., Singh, N. K., Shankar, R., & Tiwari, M. K. (2008). Lean Philosophy: Implementation in a Forging Company. International Journal of Advanced Manufacturing Technology, 36(5-6), 451-462. [7] Shingo, S. (1989). A Study of the Toyota Production System from an Industrial Engineering Viewpoint. Productivity Press, Cambridge, MA. [8] Womack, J. P., Jones, D. T., & Roos, D. (1990). The Machine That Changed the World. Free Press, New York. [9] Sharma, S., & Bhardwaj, A. (2012). Lean Manufacturing: A Study of Its Adoption and Impact on Indian Automotive Components Sector. International Journal of Production Research, 50(4), 1096-1113. [10] Naylor, J. B., Naim, M. M., & Berry, D. (1999). Leagility: Integrating the Lean and Agile Manufacturing Paradigms in the Total Supply Chain. International Journal of Production Economics, 62(1-2), 107-118. [11] Singh, B., Garg, S. K., & Sharma, S. K. (2010). Development of Index for Measuring Leanness. Measuring Business Excellence, 14(2), 46-53. [12] Society of Indian Automobile Manufacturers (SIAM). (2023). Annual Automobile Industry Statistics and Outlook. SIAM Publications, New Delhi. [13] Confederation of Indian Industry (CII). (2023). Lean Manufacturing in Indian Automotive Components: Progress and Prospects. CII Automotive Report, New Delhi. [14] Ministry of Heavy Industries, Government of India. (2023). Automotive Mission Plan 2026: Progress Report. Government of India Publications, New Delhi. [15] Kulkarni, A. V., & Gayake, S. (2024). Just-in-Time Implementation in Indian Tier-2 Automotive Suppliers: Barriers, Enablers and Outcomes. Unpublished Manuscript, International Centre of Excellence in Engineering and Management, Chh. Sambhajinagar.

Copyright

Copyright © 2026 Aniket Vijay Kulkarni, Savita Gaike. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.