I tend to stock pile things that we use to make our Trains, so I have plenty in stock and plenty of time to restock motors, gears, pulley, belt, electronics, speakers, bearings, etc.
I used to work at Lockheed, and I saw what happened when JIT (Just In Time) manufacturing didn't work so well. The production manager of one of these big Airplane projects had a saying, "Don't do production on an engineering schedule. " and I live by those words now.
Remember Gant Charts? All the engineers on this Project were sitting in a small, dark meeting room, taking their turn in front of the Production Manager. Each one stood up and presented slips in their schedules due to anything you could imagine. After the 3rd presentation the Production Manager slammed his fist on the table, knocking over the projector, "The next man or woman to show me a delay is fired". He yelled in a booming deep frustrated voice. The rest of the presenters declined to present their schedules at that meeting. They had to regroup to see if they could bring their schedules in.
You see, Lockheed doesn't get paid the $110,000,000 per plane until they are delivered. A good lesson for this young engineer.
Gotta love these inter-departmental 'disagreements' so common in large corporations. Many such memories as a young...and older...engineer at a component division of a large automotive corporation.
Probably the most memorable of many I attended was at a production plant in Texas. Newly constructed to build a critical emission control component, the plant had its usual share of start-up problems. The production staff had been (so we were told) "cherry-picked" for their guiding-light abilities...and willingness to relocate the family to Texas from Michigan (No problem finding willing souls to do that nowadays!!).
Anyhoo...one of the weekly all-staffs review meetings chaired by the Production Manager was devolving into a shouting match, blame game, analogous references to that Texas county's annual rattlesnake round-up event, etc., etc., etc.. Finally, after arguing with engineering's firm position with regard to acceptable specifications for a critical component, the production manager declared..."I'm here to tell you that an engineering drawing and specification is but a suggestion of how the part's to be made!!" Yepper. He said it. Our guiding light.
Lots of 'Dilbert' fodder.
KD