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Just-in-time manufacturing, management accounting systems and profitability

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  • Lokman Mia

Abstract

Managers working in just-in-time manufacturing environments have little or no slack resources available to them to cushion against the difficulties caused by defective raw materials, production errors, irregular supply and demand schedules or to mask inefficiencies (Griffin and Harrell, 1991). This makes the performance-related information provided by management accounting systems critical in such environments. This paper reports the results of a study that empirically tested the above statement. It was done by evaluating the impact of adoption of just-in-time manufacturing (JIT) and the information provided by the management accounting system on organisational performance (profitability). Data for the study were collected through personal interviews with financial controllers of 55 organisations located in Australia. Of these organisations, 28 adopted JIT at least three years prior to the study and the rest were non-adopters at the time of the study. The results suggest that the JIT adopter organisations with high (low) provision of the information earn high (low) profit. The study supports the argument that adoption of JIT and provision of the information together can assist an organisation in improving its profitability.

Suggested Citation

  • Lokman Mia, 2000. "Just-in-time manufacturing, management accounting systems and profitability," Accounting and Business Research, Taylor & Francis Journals, vol. 30(2), pages 137-151.
  • Handle: RePEc:taf:acctbr:v:30:y:2000:i:2:p:137-151
    DOI: 10.1080/00014788.2000.9728931
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    1. Mia, Lokman & Winata, Lanita, 2008. "Manufacturing strategy, broad scope MAS information and information and communication technology," The British Accounting Review, Elsevier, vol. 40(2), pages 182-192.
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    3. Fullerton, Rosemary R. & McWatters, Cheryl S., 2002. "The role of performance measures and incentive systems in relation to the degree of JIT implementation," Accounting, Organizations and Society, Elsevier, vol. 27(8), pages 711-735, November.
    4. Amanda Curry, 2019. "Across the great divide: a literature review of management accounting and operations management at the shop floor," Management Review Quarterly, Springer, vol. 69(1), pages 75-119, February.
    5. Chenhall, Robert H., 2003. "Management control systems design within its organizational context: findings from contingency-based research and directions for the future," Accounting, Organizations and Society, Elsevier, vol. 28(2-3), pages 127-168.

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