According to Helle (1988), integrating the concept of JIT scheduling with the MRP-II could not only preserve the simplicity of MRP-II design but also enables the end-users to easily understand the purpose of using the MRP-II (p. 100). Even though both the concept of JIT and MRP-II aims to reduce the bottle-necks that could hinder the flow of production, the success of JIT scheduling is still highly dependent on the capabilities of the MRP-II.
In general, the application of MRP II can lead to management problems related to inaccurate information entered in MRP II software, the absence of proper skills necessary for the implementation of effective production planning and control system, the absence of top-management support, and the probability wherein the MRP II report will be by-passed by staff (Sheikh, pp. 190 – 192). Since manufacturing and control system is complex by nature, problems related to the use of MRP-II could negatively affect the success of implementing an efficient JIT scheduling.
For example: Staff of Manufacturing X does not support the implementation of MRP-II system. Since JIT scheduling and MRP-II has been integrated to improve the flow of production, the lack of employee support over the use of MRP-II system could still result to inefficient JIT scheduling