The 5th form recently went to the Jaguar Land Rover plant in Solihull. The plant is one of the biggest in the UK and is the only plant to produce both Land Rovers, Range Rovers and Jaguars. The plant hires a multitude of different people ranging from engineers to management to workers on the production line. From start to finish a Range Rover takes as little as 3 days and every 90 seconds another range rover comes off the end of the production line. The plant uses a system called "Just In Time" (JIT for short.), this is used to minimise waste and increase productivity. The Land Rover plant does not carry any buffer stock, this reduces costs to hold said stock and also reduces costs as they don't have to hire some one to maintain the stock while it is being stored. Instead they order the parts in before they run out, they have an agreement with the suppliers in which the trucks that deliver the parts have a 30 minute slot at a certain time to deliver the parts, they use colour coded systems to keep efficiency high. Trucks are given a colour coded route which leads directly outside the area of the factory in which the parts are needed. The parts are unpacked quickly and moved to the areas it needs to go to. The parts are put on the production line where each worker has 90 seconds to do their job, be it screwing on a bolt or installing the radio into the dashboard. The production line does not stop as if the production line stops money is being lost. The high standards of range rovers must be kept up, that's why the plant uses a system called Total Quality Assurance (TQA). Each worker is responsible for his/her certain job, and they are taught to love their job. This gives the employees motivation to do what is best, they work their hardest to do the best job possible and to the highest quality standard. Jaguar Land Rover used to be owned by the Japanese car manafacturer, Honda. When they did they brought in a core principle of Japanese car manafacturing called "Kaizen". "Kaizen" means continious improvement, doing little improvements often to lead to a large change over time. Throughout the plants were exampes of "Kaizen" including motion sensitive lights which turned on when someone was near and turned off when they left, this saved money for the company over a long period of time. The idea came from a worker and as such they recieved 10% of the savings that the company recieved from their change for the duration that they stayed at the company, this gave the employees motivation to do what was best for the company and ultimately themselves.