1. What suggestions do you have for implementing JIT at Katz? Should specials and standards be produced on the same line?

2. If production of standards and specials is separated, how different will JIT implementation be for production of the different products? Explain what would be needed in JIT implementation for both products.

3. What suggestions do you have for improving the way the production schedule is currently made?

4. How would you characterize Josh’s view of JIT? What challenges do you think a consultant will face in implementing JIT at Katz? If you were a consultant, how would you approach these problems?

Josh Wallace, president of Katz Carpeting, had much on his mind. The end-of-year performance numbers for the carpet manufacturer were below expectations. Inventories of carpets were high, yet they had frequently been out of stock of items customers wanted. It seemed that the plant was producing a lot of what they already had, yet not enough of what was needed. Quality was also becoming a problem, with customers frequently returning carpeting for rips or incorrect dye color. It seemed to Josh that operations was not doing its job. Something had to be done.