Lean And Lean Case Study

Lean And Lean Case Study
The basic concepts involved in lean and lean manufacturing was originated from The Toyota, one of
the Japanese automaker in the global competition since decades. In 1988, Taiichi Ohno brought the
lean concept into operation for the first time at Toyota and called it as Toyota Production System
(TPS), to overcome economic crisis due to World War II. TPS was mainly developed to flourish
with minimum resources. Owing to the immense shortages of material, human and financial
resources, TPS had no other option but to choose the waste reduction policy to cut down the costs at
the shop floor. Even in the hard economic crisis, Toyota sustained and was successful because of its
higher efficiency in operation and improved production system. In the meantime, inadequacy of the
resources which was at first an obstacle to the company transformed into an opportunity to establish
Toyota as a world class car manufacturer. 'Lean' approach was slowly applied in many
manufacturing and management floors over the last few decades. ... Show more content on
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Ultimately, by progressively improving manufacturing processes through the exclusion of waste,
higher value is generated for the customer as the quality is improved and costs are decreased. These
principles include: Pull processing, continuous improvement, waste elimination, flexibility, perfect
quality, Load levelling, cultivating long term relationship with suppliers, Automation, Production
flow and Visual control. Lean manufacturing also emphasizes on elimination of the seven kinds of
wastes from the production activities, these wastes includes transportation or conveyance wastes,
overproduction, incorrect processing, excess motion, waiting, inventory, wastes due to defects. Thus
today's Toyota is a result of need impelled learning to overcome the issues within its own production
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Lean Journey at C1
The case narrative was developed from recorded interviews with C1 executives, on–site
observations, review of company literature, presentations and website information. Eight operations
and three human resource (HR) executives were interviewed at C1. Although data collection
initially began at C1, obtaining access to HR executives proved more difficult. The interviews were
completed over a one year period at the company, by which time three new companies had been
recruited and data collected for research. While HR interviews encompassed both corporate and unit
executives located at the distribution center (D.C.), Operation function (including operations,
quality and marketing) participants were located at the corporate office. Corporate ... Show more
content on Helpwriting.net ...
Case Narrative As a supply chain solutions company, C1 provides downstream value–added
services for energy and industrial markets through a distribution network of more than 250 locations
across North America and Europe (company website). C1 stocks more than 90,000 diverse products
for customer markets providing them with maintenance, repair and operations (MRO) products and
has been in the business for almost 100 years (company website). The company's commitment to
quality has ensured that C1's distribution centers maintain International Organization for
Standardization (ISO) certification standards and ensure top quality and service to customers.
Reasons for C1 Adoption of LQS While the focus on quality was not new at C1, one event
galvanized Lean introduction. Two major customers demanded alignment of C1 operations through
the use of LQS improvement programs. Failure to adopt LQS initiatives could have damaged C1's
relationships and reputation with key customers. To the extent possible, C1 mirrored customer LQS
efforts even incorporating similar language surrounding the initiatives. For example, one major
customer preferred not to label the improvement initiatives as Lean. Depending on customer
preferences, C1 customized training material, communication and orientation for branches serving
the key customers. The incorporation of Lean program components led to the formation of a Lean

The Origins Of Lean Thinking
1.0 EXECUTIVE SUMMARY The origins of lean thinking is actually created from the
manufacturing industry. In the manufacturing or production industry, lean management design
approach main objective is focusing on the elimination of waste and having a smooth workflow
through a right process. Lean also enables the organization to improve performance. In the
construction industry, lean thinking still consider a new way or method of managing project in
construction. Lean in the construction is an issue of developing a new thinking, knowledge and
adopting new culture. On the other point, lean focused on value and the right process that would
maximised value and moving towards perfection. Moving from a traditional way of managing
construction project to lean will requires extra effort, not just changing the works procedure but far
from that. Changing the way we think about construction to a new paradigm; lean in construction.
On the other hand, off–site construction has been applied in the construction industry quite a while,
especially in United Kingdom construction industry. It just a matter of people perception on
accepting these off–site construction method. In other country off–site construction also known as
Industrialised Building System (IBS). Off–site construction method is about moving the site
activities away from the actual construction site into a controlled environment and organising the
work force into production line look alike. Due to changes in technology and

Lean Vs. Lean Manufacturing Industry
Lean accountings primary use is in the manufacturing industry. A lean manufacturing company in
which lean accounting is used looks to attack wastes in all forms. This in turn reduces the cost of
goods sold. Lean accounting instead uses value stream costing. "Lean accounting experts believe
that accounting itself can be lean, which can contribute to profit rather than just calculating it. Cost
do not exist to be calculated. Costs exist to be reduced" (Taiichi Ohno). Lean accounting accentuates
removing waste, increasing product turnover and reducing inventory levels in the manufacturing
and production processes. The focus is on producing to meet customer demand while also achieving
the shortest production cycle. Three benefits, which ... Show more content on Helpwriting.net ...
This results in making it almost impossible to calculate standard costs, standard material usage, and
standard labor rates that show up on the financial statement. Examples of some companies that use
lean accounting are Toyota, Lantech, Intel, Caterpillar Inc., Ford Motor Company, and John Deere
just to name a few. Intel suggests that it use to take fourteen weeks to introduce a new chip but it has
since been reduced to ten days since its implementation of lean manufacturing and accounting.
Some of the techniques used by Ford Motor Company are "effective work groups, zero waste/zero
defects, aligning global capacity with global market demand, optimizing production throughout, and
using total cost to drive performance"(Ford Motors Company) Lean accounting is organized
differently than the cost accounting. Cost accounting uses departments, the product moves to the
next department for completing that phase, and then on to the next department all the while material,
labor, and factory overhead are accounted for separately in each department in order to control cost
and give assessments where waste is happening. This helps management to implement processes to
regulate losses and make changes to productivity. Unlike this traditional system, which has been
used in the early 1900 's lean accounting, uses value streams. "A value stream includes everything
that is done to create value for a customer and can be easily associated with the product or

The Conception Of Lean Production Essay
1.1 Lean
The conception of lean can be traced back to late 1980s, which was used to talk about Toyota
production system. Through using lean management, Henry Ford create a high production and low
stock, and fulfilled manufacture in a short period of time in the late 1910s (Arnheiter & Maleyeff,
2005).
The original principle of lean production is to identify and eliminate 'muda'. The term of muda is a
Japanese word, which means waste. Then such principle was regarded as lean. The theory of lean is
considered that after eliminating waste, there is an improvement in quality and reduction of time and
cost (Gershon & Rajashekharaiah, 2011). After that, lean is used to manufacturing, and adding value
and fulfilling the satisfaction of customers with less waste become the core idea of lean. According
to Ferguson (2006), a successful implement of lean is to lead the whole organization to enhance the
value stream.
There are several tools for lean manufacturing, such as 5S, Just–In–Time (JIT), Kaizen, total
productive maintenance (TPM) and value stream mapping (leanproduction).
 5S: Sort (to remove the things which are unnecessary needed), Set in order (to arrange the things
which are remained), Shine (clean and check the work space), Standardize (establish metric for the
things above) and Sustain (employ the metric regularly). Through using 5S, the waste can be
reduced in the workplace where is poorly organized (leanproduction).
 JIT: It is used to make the products fulfil the

Toyota Lean Management
Contents
Introduction
Task 1: Managing Demand and Capacity
1.1 Toyota (Manufacturing and Product Services)
1.2 Starbucks (Mixture of Product Services)
2.1 The difference between the Pull and Push Demand systems
2.2 Processes and Layout Decisions
2.3 Inventory Management Comparisons 2.4.1 Toyota's Non–Existent Inventory 2.4.2 Starbucks 's
Unlimited Inventory
Task 2: Lean Management
3.1 Why Lean Management
3.2 What is Lean Management 3.2.1 The Eight Wastes of Lean Management 3.2.2 The Five S for
Continuous Improvements 3.2.3 Just– In– Time for Inventory 3.2.4 Quality Performance
1. Task 3 : Six Sigma Strategy
4.1 What is Six Sigma Strategy? 4.1.1 Six Sigma and the Value ... Show more content on
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Lean six–sigma methodologies are applicable to line queues processes. (figure 2.1)
This efficient queue ordering processes enhanced their customer's experience, with their queuing
lines moving quickly without having to sacrifice the quality; that is, fast order preparation and
delivery with friendly service and a correct customer order.
2.2 Product Quality: (Good Quality Food)
Starbucks identified that product quality is measurable in several aspects: product temperature,
freshness and consistency.
Product Temperature: Product temperatures in service organizations can use Six–sigma
methodologies to set to acceptable upper and lower control limit temperature ranges. Temperature

ranges may be determined either by the corporation's product quality standards to meet Critical to
Quality standards or as determined by local Health & Safety regulations.
Product

Lean Manufacturing Is An Approach
Introduction Lean Manufacturing is an approach taken by manufacturing organization to increase
efficiency through optimization and maximize customer value while minimizing waste.
Traditionally, Lean principles were applied to manufacturing industries especially automotive
companies. However, with the success in automotive industry, it no longer limited to automotive
sector and can be applied in other manufacturing sectors as well as services industries (Balle, et al.,
2006). The drivers for implementing Lean in both manufacturing and service sectors are customer
demands for better quality products and services, managerial demands for cost reduction and
sustaining in an increasing market competitiveness. Lean implementation and various success
stories has led companies worldwide to introduce lean in their operations and services but majority
of these companies achieved only modest levels of success (Womack & Jones, 2003). It is reported
that many organizations are not able to transform themselves to lean organization and thus at some
point of time, lean implementation is destined to fail (Farris, et al., 2009). Some of the main factors
for lean failures are poor communication, lack of strong leadership, lack of learning, staff resistance
to change, and lack of clear direction (Emiliani & Stec, 2005). Researchers have argued that
transition to lean environment and sustaining lean improvements requires cultural change in the
organization rather than changing the

Lean Management
LEAN IN PRODUCTION AND SERVICE The word term ''LEAN'' was put together to describe
and personalize Toyota's business activity during the 1980's by a research team headed by one Jim
Womack, Ph.D., at MIT's international Motor vehicle programme. According to them, the concept
of 'LEAN' was fathered by Taiichi Ohno of Toyota. Ohno developed a contrasting approach to the
mass production methods of US car firms through necessity. Later, in 1996, Jim Womack's team
espoused the five lean principles and also lean tools that they believed were the secret for Toyota's
success. According to Oxford dictionaries, Lean means efficient and with no wastage. The core idea
of lean is to minimize wastage and at the same time maximize customer value. ... Show more
If we are able to answer the key questions that I have associated with each of the aspects, I believe
that we can develop a vision for lean implementation in our organization. The questions would be:–
1. purpose what are the customer problems will the organization try to solve in order to achieve their
own purpose of prospering? 2. Process: how will the organization assess each major value stream
devised to make sure each step in the value stream is valuable, capable, available, adequate and
flexible? 3. People: how will the organization ensure that every important process in the value
stream has someone responsible for continually evaluating it in terms of business purpose and also
lean process? How will everyone involved in the value stream be engaged actively in the process of
operating it correctly and continually improving it? As for the next step that I would take, it would
be on the possible implementation of the core lean principle into my organization. This, I believe
would involve the core of lean which is basically waste reduction. Usually, in an organization
including production and service oriented organizations, we can find seven basic types of waste,
which I am listing below. ❖ Producing goods and services beyond the immediate need of the
customers. ❖ Unnecessary movement of products due to poor layout planning. ❖ Wasted motions
when working. ❖ Time idling and wastage. ❖ Implementing processes that are unimportant to
finish

How Lean And Lean Approach For Enhancing Organizational...
Obstacles to Implementing Lean
Lean System has become a popular technique used in both local and global markets. More
companies are embracing it to improve efficiency, achieve better quality, and be more competitive.
The Lean thinking was considered to be one potential approach to enhancing organizational
performance. It has evolved into a management approach that improves processes at different levels
of the organization. Nevertheless, the process of implementing lean manufacturing is bound to
encounter obstacles. Besides defining the lean concept, this paper will consider the points that
impede lean implementation and will outline the main two defies that companies are facing when
they change their business model towards implementing a new management system, lean approach.
This paper will also provide some recommendations to overcome these obstacles.
Lean Definition
Todd(2000) defines lean production as "initiative, whose goal is to shrink the waste in human effort,
inventory, time to market, and manufacturing space to become highly responsive to customer
demand while producing world class quality products in the most efficient and economical manner".
The Lean approach consists of several practices, which aim to improve efficiency, quality, and
responsiveness to customers. Lean manufacturing is industrialized by Taiichi Ohno at Toyota Motor
Company in the 1950's (Motwani 2003). It was like "an innovation technique based on the minds
and hands philosophy of the

Le Lean And Lean
Introduction Lean Principles have been essential to numerous organisations all over the world for
achieving outstanding results in terms of efficiency, quality and manufacturing times. Large
organisations are especially acknowledged to implement lean principles successfully. However, in
recent years small and medium sized enterprises have been in emphasis due to their flexibility and
capabilities that provides the necessary robustness in the global economic crisis (Matt , 2007).
Therefore, this paper will critically appraise and assess two separate case studies by authors Matt
and Rauch (2013) and Kumar et al. (2006) respectively. The two case studies, provided by these
respective authors, revolve around SMEs in two different countries. This paper will identify lean
elements along with their motivations behind their lean implementations and identify the main
differences and similarities between the two case studies in terms of general lean literature. Finally,
a list of recommendations will be given to each case study and how their individual companies can
improve the success of their lean adoption. The Case Studies' Lean Adoption The first case study is
a SME, situated in the north of Italy. The firm started in 1995 and employs around 25 persons. With
a small employee size it was very hard to commit too much time to develop a lean production with a
two year period in single steps. Since there was limited resource allocation, it was decided that the
firm will use a step

Disadvantages Of Lean Manufacturing
2– LEAN MANUFACTURING:
As per Womack, Jones, and Roos (1990), the expression "Lean" speaks to a framework that uses
less input with a specific end goal to make the same yields than those made by a conventional large
scale manufacturing framework, while expanding the scope of various completed merchandise for
the end client. The term lean manufacturing is synonymous with various names, for example, agile
manufacturing, just–in–time manufacturing, synchronous manufacturing, world class
manufacturing, and continuous flow (serial production).
Lean manufacturing is an operational procedure arranged toward accomplishing the most limited
conceivable process duration by wiping out waste. It is gotten from the Toyota production system
and its goal is to expand the worth included work by taking out squanders and decreasing
superfluous work. The method frequently diminishes the time between a client request and
shipment, and it is intended to enhance benefit, consumer loyalty, throughput time, and worker
inspiration. The advantages of lean manufacturing for the most part are lower costs, higher quality,
and shorter lead times. The term lean manufacturing is made to speak to less human exertion in the
organization, less assembling space, less interest in apparatuses, less stock in advancement, and less
designing ... Show more content on Helpwriting.net ...
Waste, or MUDA, is anything that adds expense to the item without including esteem. Squanders
can be arranged into seven classes:
1. Waste of overproducing: Producing components that are neither intended for stock nor planned
for sale immediately.
2. Waste of waiting: Refers to the idle time between operations.
3. Waste of transport: Moving material more than necessary.
4. Waste of processing: Doing more to the product than necessary and the customer is willing to

Lean Literature Review
Review of Literature
'Lean' principles are a management philosophy developed by Japanese manufacturing industry in
the 1950s. This philosophy is known as "Toyota Production System" (TPS). This approach to
management is centered on the concept of creating more value for customers by elimination of
waste. Cutting out waste while preserving quality aims at enhancing the overall customer
experience. 'Lean' is a concept that is applicable in all aspects of business– production, manufacture,
distribution etc.
Dennis, P. describes in his book 'Lean Production Simplified' (2002) how lean principles developed
in Japan. The advent of lean goes back to the beginning of 20th century when Henry Ford developed
the ideas of standardization and introduced ... Show more content on Helpwriting.net ...
writes in his article 'Case Study: How Lean Manufacturing Failed' (2008) that lean implementation
is a journey which may not give the desired results immediately. It might even fail to give successful
results at all. According to Ortiz's experience, certain companies applying lean may struggle to
achieve results due to various challenges like poor management commitment, poor training, lack of
commitment and accountability. This reflects that lean is not a magical principle that may solve all
the business problems.
Moreover, Cooney (2002) argues that the possibility to apply all the "lean" principles is highly
dependent upon business conditions that are not always met, thus limiting the "universality" of the
concept. This restricts the 'powerful' lean production systems. However, certain principles and
techniques of 'lean' can be adopted in project management and other industries depending upon
various factors like market conditions, competition, processes, management perspective

Lean Production
Lean production is widely understood to be production based upon a range of waste saving
measures inspired by Japanese manufacturing companies, particularly the Kaizen and Just in time
techniques. Metov's plastics have taken the decision upon themselves to incorporate some of the
characteristics of lean production namely time management and critical path analysis into their
manufacturing process and I will examine these.
One method used by Metov's is critical path analysis (CPA). CPA is the process of planning the
sequence of activities in a project in order to discover the most efficient and quickest way of
completing it. Metov's have recently been able to incorporate this technique due to recent
advancement in the companies ICT system ... Show more content on Helpwriting.net ...
The marketing budget was expanded by Pavlo so more research could be undertaken compared to
smaller companies. This led to a series of highly successful advertising campaigns which produced
major increases in sales revenue, and as the business expanded Metov's was able to afford to use a
wider range of media that enabled more customers to be reached in a more persuasive way. This led
to an increase in the effectiveness of advertising and reduced its effect upon unit cost.
As research and development spending was increased Metov's were also able to benefit from
research and development economies of scale. By increasing spending in this area a number of new
products were patented by Metov's, in addition to increasing sales volume, having patents upon its
products gave them a USP and competitive advantage so a higher profit margin was able to be
obtained, whilst also leading to increased sales. Similarly Metov's also upgraded their ICT system so
more advanced software could be utilised. This enabled the company to plan projects more
affectively using network analysis and also went some way to improving communication in the
business.
In conclusion I believe that the only true measure of whether or not the economies of scale
outweighed the diseconomies of scale would be profit, and as that figure is not given I am not able
to reach a judgement. If Metov's were more profitable because the increased their levels of
production

Lean Between Lean And Lean Management Systems
Lean in Cellular Pathology Lean management systems have been successfully introduced into a
number of Histopathology laboratories. Historically, many laboratories are non–standardised,
unorganised in their layout with cluttered areas and work–tops. To be successful with lean
management, I believe it is essential to start with the laboratory environment and create an ideal
standard work station. This is what was employed at Path Links Pathology based in Lincoln. The
lean approach to work design is underpinned by the principle that the right process will produce the
right result and this requires a high degree of organisation and discipline in the work environment1.
Equipment and consumables required should be standardised in its layout with ... Show more
Furthermore, with the use of 5S audit sheets (another use of visual management) this means that at
any time of day the workstation is cleaned, replenished with stock and functional so work is
unimpaired. One of the key elements in lean management is to deliver standardised work, which in
Cellular Pathology is very useful as the workplace involves several processes where the end product
can be variably achieved by different training and knowledge from staff in the workplace. There are
a number of practical tools to improve processes but one of the most important in lean is to produce
standard work, which is the practical application of the first four TPS rules7. Standardisation
ensures that a process is done in a 'standard' way and achieves the same outcome, without
compromising staff knowledge and experience. The use of visual management to create A3 standard
operating procedures (SOPs) was also introduced at Path Links and utilised the production of SOPs
on an A3 page, using step by step guides to the process with photos and images to assist what to
expect from the procedure. The lean visual approach of A3 SOPs was adopted from a lean precision
engineering plant9. Although many laboratories use SOPs, many are written in–house and like at
Path Links, although the format and content convey all the necessary information to carry out a
procedure, they did not adequately deliver a truly standardised work

Lean On Lean Software Development
Lean Summary Lean Software Development (LSD) is an implementation of Lean Principles in
software development. In sum, every action that does not produce value is considered waste (muda)
(Liker, 2005). The goal is to create a system (software development or otherwise) that is waste free.
"Several Agile techniques can be used to achieve this in software development, making LSD and
Agile similar at first glance (Austad, 2011)". Origin/History It is important to note the history of
Lean and the history of Lean Software development (LSD) are two different histories. Lean and
LSD are related but their histories are different. This history will focus on LSD. The term lean
software development originated in a book written by Mary Poppendieck and ... Show more content
on Helpwriting.net ...
Empower the Team – In a traditional work environment, decisions are made from the top down. In a
LSD, it works in reverse of that. "The lean approach favors the aphorism 'find good people and let
them do their own job,' encouraging progress, catching errors, and removing impediments, but not
micro–managing (Liker, 2005)." Defer Commitment – By deferring critical/irreversible, you keep
your options open for as long as possible (Liker, 2005). Pros/Cons Pros o Delivering the product
early means that the development team can deliver more functionality in a shorter period of time,
hence enabling more projects to be delivered. o Empowerment of the development team helps in
developing the decision making ability of the team members which in turn creates more motivation
among team members ( 'Top 12 Software Development Methodologies And Its
Advantages/Disadvantages ', 2014). Cons o Lean does not do very well in small dev teams where
the projects are small and unpredictable (job shop and/or lots of support). o " The project sponsors
and clients need to know what they want and make decisions they will stick to. In lean software
development these decisions can be made later. But the problem is that project sponsors tend to be
paralyzed by fear when it comes to making the tough decisions. And in lean the whole objective of
using this over say agile methodology is to enable your development to be done faster and

The Evolution Of Lean Manufacturing
LEAN MANUFACTURING
Origins of Lean Lean originally originated from Total Productive Maintenance (TPM) (McCarthy,
2015) in the early 1900's however it wasn't until the Toyota family introduced the Toyota Production
System (TPS) into their company manufacturing operations that it began to gain recognition. In the
1950's, Toyota first implemented quality measures within the production lines process and hence the
initial stages of continuous improvement. Taiichi Ono, who was the executive vice president,
developed and implemented the renowned Toyota Production System (TPS) after the Second World
War as a means of producing a highly effective and efficient manufacturing line for their products.
Ono took great inspiration from Henry Ford's early lean concepts and applied it to meet the demand
of their own Japanese market. This built the seeds of TPS, which today is better known as lean
manufacturing (Womack&Jones, 1996). Nowadays, Lean is used globally throughout industry in all
different sizes of enterprises that can depend on the successful implementation of Lean. (Herron,
2008). Toyota's success as one of the world's largest automotive manufacturers and leading Lean
implementers stands as proof of Leans merits. (Institite, 2000–2016). This has led to enormous
demand for knowledge on leans tools and techniques as companies continue to have success with its
implementation.
What is Lean? Lean is commonly referred to as a systematic methodology to approaching and

Lean Manufacturing
The current issue and full text archive of this journal is available at www.emeraldinsight.com/1741–
038X.htm
JMTM 17,4
Critical success factors for lean implementation within SMEs
Pius Achanga, Esam Shehab, Rajkumar Roy and Geoff Nelder
Department of Enterprise Integration, School of Industrial and Manufacturing Science, Centre for
Decision Engineering, Cranfield University, Cranfield, UK
Abstract
Purpose – The aim of this research paper is to present the critical factors that constitute a successful
implementation of lean manufacturing within manufacturing SMEs. Design/methodology/approach
– A combination of comprehensive literature review and visits to ten SMEs based in the East of the
UK were employed in the study. The ... Show more content on Helpwriting.net ...
Several authors have reiterated the importance of cost factors and their reduction strategies in the
current production process (Kulmala et al., 2001; Roy et al., 2001; Roy, 2003; Shehab and Abdalla,
2002). They assert that, cost factors are crucial, therefore, fundamental to the survivability of most
organisations. Unfortunately, the idea of applying lean manufacturing has not been adopted by
meaningful numbers of SMEs with any conviction. These companies require that the
implementation costs and the subsequent benefits of lean manufacturing adoption, be projected
upfront before they are able to commit. Therefore, this research paper aims to outline some of the
factors that are perceived to be critical in the successful application of lean manufacturing within
SMEs community. The main objectives of the research were to:
JMTM 17,4
. . .
explore the operational activities of SMEs in order to identify their cost drivers; investigate the
dimensions of lean manufacturing applications within SMEs; and outline critical factors that
determine its successful application within SMEs.
462

Literature review The implementation of lean manufacturing like any other productivity
improvement initiative is believed to harbour enormous difﬁculties (Denton and Hodgson,

Lean, The And Beverage Industry
Project Report
"Lean" in food industries
By
Yiqun Ma
IE 5617: Lean Concepts and Applications
Spring 2016
Instructor: Andrei Guschin, Ph.D.
1. Introduction to "Lean" in food industries
 Why is it hard to implement "Lean" in food industries
 The obstacles in food industries to "Lean" implementation
 Food/Beverage industry examples and a typical improvement activity
 The resistance to change in food industries
2. Food industry examples with "Lean" implementations
Nestlé:
 Introduction
 Application of Lean in Nestlé
 Benefits of lean manufacturing
Kraft Foods:
 Introduction
 Applications of Lean in Kraft Foods and outcomes
Coca–Cola:
 Introduction
 Lean journey in Coca–Cola
 Benefits of lean implementation
3. Conclusions
4. References

It is hard to implement "Lean" in food industries
There is a basic assumption that Lean Production and associated continuous enhancement
companies do not provide themselves to very easy application in sectors that have large batch
processes, like the food and also refreshment industries. Normally these business kinds sell their
items from huge distribution or item mixing centers, as well as are not make to order businesses.
They produce to a forecast, and usually the forecast preparation to production is long, causing huge
distinctions in between the projection that drives manufacturing degrees, and also real need.
The internet result of this void is huge levels of stock holdings, commonly in completed goods;

Lean Six Sigma
Lean Six Sigma processes are used by many businesses without it being realized. Many companies
today are adopting the Lean Six Sigma processes to aid in cost reduction and waste management.
The Six Sigma program aids in eliminating the negative effects caused by variations within the
supply chain. The Lean process is all about the speed, flow and elimination of waste concerning
inventory. Although Lean and Six Sigma are separate programs, they complement each other.
Together these two programs provide supply chains with a tool that eliminates, "unnecessary
inventories through disciplined efforts to understand and reduce variation, while increasing speed
and flow in the supply chain."(Lean Logistics Understanding) Lean and Six Sigma ... Show more
Manufactures have adopted the reusable container and save on disposal cost, as well as, improved
product protection. So, even thought packaging is not the number one concern of supply chains; it is
a valid area to evaluate. Applying Lean Six Sigma to packaging in supply chains will reduce product
damage, improved flow within the supply change, promote efficiency and overall save money.
Logistics is the management of inventory at all levels. "Inventory can represent any where from 5 to
30 percent of a manufacture's total assets and may represent half of a retailers assets." ()Inventory is
one of the more visible forms of waste within supply chains. The driving factor behind inventory is
customer demands. The goal of any company who wants to stay in business is to have the product in
the right place at the right time for the right cost. This leads to companies trying to forecast for
future demands. Forecasting is never exact and demands are always over or under what was
forecasted. In my job as a command Readiness Spares Package manager we utilize past fiscal year
demands to forecast for the future fiscal year. Although I utilize several different analysis systems to
forecast demands; it is never accurate. The goal is to get the forecast as close to the future demands
to eliminated customer wait time and save money. Many wholesalers

Team Lean Initiatives And Characteristics Of Lean...
Team Lean Initiatives Paper
Learning Team C
ISCOM/472
November 30, 2015
Daryl Pearson
Introduction
"Since its founding in 1837, John Deere has seen great many changes in its business, its products,
and its services" (John Deere, 2015). John Deere will have some contrasts and comparisons to our
organization in management style(s) for lean initiative and characteristics of lean enterprise style(s).
Some of John Deere's lean practices could also integrate into our organization. The use of
technology can support lean objectives in a global environment in different ways. John Deere has
shown the way to becoming a leaner company.
Management Style Management styles are a set of skills that appear in divergent traits. Many
organizations worldwide have clung onto the authoritative management for centuries. This category
of management is known as the "do as I say manager, and seldom accepts input from their team. For
an association to generate revenue, all employees must feel some sort of importance. John Deere is
notoriously known for operating with the highest reliability. They continually embrace a lean
manufacturing philosophy that elevates better production controls to dispense with waste and
expand efficiency. They have established methods of quality assurance to ensure that each product is
upheld to integrity and standard. It is believed that management style that John Deere practices is
the participative management style. The participative

Lean Manufacturing
Introduction to Lean manufacturing:
Principles of lean thinking have been broadly accepted by many manufacturing operations and have
been applied successfully across many. Different authors define it distinctively. Lean manufacturing
is most frequently associated with the elimination of seven important wastes to ameliorate the
effects of variability in supply, processing time or demand defined it as a philosophy of
manufacturing that focuses on delivering the highest quality product on time and at the lowest cost.
Worley (2004) defined it as the systematic removal of waste by all members of the organization
from all areas of the value stream. Briefly, it is called lean as it uses less, or the minimum of
everything required to produce a ... Show more content on Helpwriting.net ...
Lean manufacturing requires machines which are reliable and efficient. Inventories can be reduced
when machine downtime is minimized.
Work processes across the value stream should also be emphasized in lean manufacturing. Processes
should be performed with a minimum of non value added activities in order to reduce waiting time,
queuing time, moving time, and other delays Besides this, standardization of work processes is
needed to facilitate efficient, safe work methods and eliminate wastes, while maintaining
quality.Itensures a consistent performance and creates a foundation for continuous improvement.
Nowadays, a product with high quality is a prerequisite for any manufacturer. Quality is a major
focus in lean manufacturing because poor quality management would result in many wastes such as
scraps and rejects. Appropriate quality management helps to control a manufacturing process, and
this reduces "safety" buffers and exposes quality issues. Reduction of "safety" buffers will
eventually lead to reduction of inventories.
Employees who are motivated and empowered are essential since people are the key element in lean
manufacturing. Japanese regard people as assets because they are the ones who are going to solve
problems and improve processes in production.
Another key area of lean manufacturing is layout which determines the arrangement of facilities in a
factory.

Lean Burn Combustion
Lean burn refers to the use of lean mixtures in an internal combustion engine. The air–fuel ratios
can be as high as 65:1, so the mixture has considerably less fuel in comparison to the stoichiometric
combustion ratio (14.7:1 for petrol for example). Contents[hide] * 1 Principle * 2 Chrysler Lean
Burn computer * 3 Heavy–duty gas engines * 4 Honda lean burn systems * 4.1 Applications * 5
Toyota lean burn engines * 5.1 Applications * 6 Nissan lean burn engines * 6.1 Applications * 7
Mitsubishi Vertical Vortex (MVV) * 8 Diesel engines * 9 See also * 10 Footnotes * 10.1 Citations *
10.2 References |
[edit] Principle
A lean burn mode is a way to reduce throttling losses. An engine in a ... Show more content on
Helpwriting.net ...
Heavy–duty lean burn gas engines admit as much as 75% more air than theoretically needed for
complete combustion into the combustion chambers. The extremely weak air–fuel mixtures lead to
lower combustion temperatures and therefore lower NOx formation. While lean–burn gas engines
offer higher theoretical thermal efficiencies, transient response and performance may be
compromised in certain situations. Lean burn gas engines are almost always turbocharged, resulting
high power and torque figures not achieveable with stoichiometric engines due to high combustion
temperatures.
Heavy duty gas engines may employ precombustion chambers in the cylinder head. A lean gas and
air mixture is first highly compressed in the main chamber by the piston. A much richer, though
much lesser volume gas/air mixture is introduced to the precombustion chamber and ignited by
spark plug. The flame front spreads to the lean gas air mixture in the cylinder.
This two stage lean burn combustion produces low NOx and no particulate emissions. Thermal
efficiency is better as higher compression ratios are achieved.
Manufacturers of heavy–duty lean burn gas engines include GE Jenbacher, MAN Diesel &
Turbo, Wärtsilä, Mitsubishi Heavy Industries and Rolls–Royce plc.
[edit] Honda lean burn

Lean Thinking Model
A decentralized network of communication will be utilized. Preferably the all–channel network
model provides the most desirable means of communication for problem–solving situations and
most satisfaction for the team members (Tubbs, 2012). Leadership will be minimal, a lean facilitator
will keep the meeting on task by starting and concluding meetings at appropriate times. According
to Anderson and Rovik (2015), quality improvement by the use of lean thinking is introduced in
many hospitals worldwide. Lean thinking is a systematic quality improvement approach to identify
and eliminate non–value–adding activities in work processes. The goal is a relaxed environment that
will bring about ideas without judgement which will precipitate the ... Show more content on
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On the agenda, members will find articles to prepare for the first meeting. The first article is
entitled, "Marketing for Keeps" author Murrow, J., & Murrow, C. A. (2003). This article explains
like any other service marketing (or general marketing) situation, it's at least five times less costly to
retain a customer (nurse) than to find and recruit a new one. According to Murrow and Murrow
(2003), retention depends heavily on responsive and caring management, a supportive culture within
the organization, fair compensation, professional appreciation, meaningful work, respect,
empowerment, skill–use opportunity, and training. The second article required to read is Craumer,
M. (2001), "The effective meeting: A checklist for success: The Harvard Management
Communication Letter," 4(3), 1–3. This article was written in 2001, but still delivers some key
points on effective meetings and the need for all members to participate. It also provides ideas on
how to keep your meetings fresh by regularly reviewing the meetings purpose, soliciting agenda
ideas from the group in advance, rotating leadership of the meeting, and asking for feedback
(Craumer,

Nike Lean Thinking Strategy : Nike's Lean Thinking Strategies
In 2014, Nike was valued at $19 billion dollars, making it one of the top valued sports business of
all time. Their presence of slogans and successful athlete endorsements, such as "Just Do It," are
known antics that have allowed Nike to develop a brand reputation of success. Additionally, the
Nike brand has become so popular that it has become a fashion statement. A key driver of Nike's
influencing power in the athletic market is their methods for implementing lean thinking strategies.
Two main objectives Nike sets out to achieve within their lean thinking plan is to "make today
better" and "design for the future." In order to achieve both of those goals, Nike encourages their
employees to better themselves each day by learning new skills that will enhance their ability to
work more productively. Nike's employees embraced lean thinking methods because their goals
outline self improvement strategies for each employee, as well as designing products that customers
desire. A few notable attributes that Nike has accomplished since implementing lean thinking
include: "40% faster lead times, 50% reduction in defect rates, 20% improvement in productivity,
and 30% reduction in the time it takes to create a new model of one of the product lines" (Shmula,
2014). In 2014, Nike employed over one million factory workers and 785 contract workers, while
creating over 500,000 unique public products. Designing for the future is of significant importance
to Nike since bringing new products

Lean Operations Essay
Tasks and answers Task 1: To what extent could or should Deane expect to apply the philosophies
and techniques of JIT/Lean to the running of a staircase cell? Staircases Production Company (SPC)
is a small, successful, privately owned timber and building materials company based in a small city
in the UK. The company offers a wide variety of timber products, from regular doors, windows and
staircases to special products such as non–standard sections or special profiles (i.e. old designs of
skirting board). Its products stand out from its main competitors (small joinery businesses) with
high levels of quality. Due to the quality of its products as well as the huge demand of special stairs
in the region, sales has been increasing steady ... Show more content on Helpwriting.net ...
al 1997). Nevertheless, the result can be levelled within a set of well–defined flexibility parameters
(Jina et. al 1997), to give some examples: commonizing raw material and finished parts and
organizing for high and low level demand. Process. It can be said that processes currently do not
follows any flow structure: production is planned without any solid criteria and there is no single
flow route for either materials or machinery. This unstructured work floor causes: joinery
department job shops are untidy and congested (joiners are working on several part–finished items
at once, single pieces of equipment are shared by 10 or more joiners, joiners try to fit in with each
other over the use of machinery, etc.) and big allowance of waste and timbers defects are found
around the workshop. Despite of this chaos, it has been identified that the specific case of the
manufacturing and assembling staircases follows a repeatable process steps (although staircases are
different): cutting timber, sanding, machining and tenoning, which makes this process potentially
standardised. Therefore, it can be said that Lean principles can be applied to this process. However,
in order to identify the applicability of Lean principles to the rest of the processes, more information
should be provided. Workers. The processes

Lean And Six Sigma
Introduction
Efficiency and effectiveness are two key terms in business, no matter the industry a company
activates in, as measuring firm strategy and performance has become more and more critical
nowadays. All organizations seek to achieve both and this requires a whole range of tools and
resources. Efficiency relates to the "degree to which an organization uses resources optimally in
order to provide its services" (Ala, Carol, Joy, & Aziz, 1993, p. 39), while effectiveness "measures
the extent to which it provides appropriate services" (Ibidem). Furthermore, "being efficient means
doing things "right". Being effective means to do the "right" things" (Roberto, Carlo, & Roland,
113, p. 429). It is therefore quite likely that a company cannot do both simultaneously, and here the
concepts of "lean thinking", "Six Sigma management" and even "Lean Six Sigma" arise. ... Show
more content on Helpwriting.net ...
Lean and Six Sigma will be analyzed taking into consideration the principles and implications
underlying them, they benefits that these methodologies bring to businesses, as well as the most
popular tools used by the companies. Further on, in the case study I will concentrate on the
Hospitality Industry. I will take each large field it includes and investigate how Lean Six Sigma is or
could be applied in order to generate as much benefits as possible: to improve customers'
experiences, get rid of the large amounts of waste and defects identified once they started the
projects and of which managers are usually not really aware of, and, of course, reduce costs and
increase

Advantages Of Lean Manufacturing
INTRODUCTION. Lean can be simply described system that is designed to create more value for
customers with fewer resources. Lean principle is best described as a series of processes or
methodology that eliminates waste in a production cycle. Lean principles originated from Japan in
the manufacturing industries, commonly in the Automobile sector. Over the last decade, Lean has
stepped outside the norms of manufacturing to become a process improvement method for both
service sector and more recently in public sector organizations that are interested in improving their
output efficiency and increase customer value. Wikipedia defines Lean as the set of "tools" that
helps in the identification of waste and its elimination. The waste is also referred to as Muda. It says
elimination of waste improves quality and thus reduces production time and cost.
(https://en.wikipedia.org/wiki/lean_manufacturing) The lean process is best represented in the
diagram below – Figure 1 ... Show more content on Helpwriting.net ...
Various written works have explored the Lean advantages and applications. The term Lean was
initially instituted by Krafcik (1988). Therefore, Womack, Jones, and Roos (1991) utilized the term
Lean implementing to portray the Toyota creation framework

Lean Manufacturing
Insert your college logo here
UNIVERSITI UTARA
MALAYSIA
REZZEN PENANG
TERM PAPER:
Lean Manufacturing
PREPARED BY: Your Name Student ID
PREPARED FOR: Lecturers Name
DATE OF SUBMISSION: Date going to submit
Table of Content
1.0 Introduction 1.1 Jabil Vision 1.2 Jabil Mission 2. History of lean manufacturing 1. What is lean
manufacturing 2. Primary elements for lean manufacturing 3. Issues in lean manufacturing 3. 7
types of waste 1. Overproduction. 2. Waiting 3. Transporting 4. Inappropriate Processing 5.
Unnecessary Inventory 6. Unnecessary / Excess Motion 7. Defects 8. ... Show more content on
Helpwriting.net ...
❖ Mechanical Design: Jabil Circuit's mechanical engineering design team involves in three–
dimensional design and analysis of electronic and optical assemblies using modeling and analytical
tools. It also involves in industrial design, advance mechanism development, and tooling
management. ❖ Computer–Assisted Design: Jabil Circuit's computer–assisted design (CAD) team
provides PCBA design services using advanced CAD/computer–assisted engineering tools, PCBA
design testing and verification services, and other consulting services, which include the generation
of a bill of materials, approved vendor list, and assembly equipment configuration for a particular
PCBA design. ❖ Product Validation: Jabil Circuit's product validation team provides product and
process validation. This includes system test, product safety, regulatory compliance, and reliability.
❖ Product Solutions: Jabil Circuit's product solutions efforts are focused on providing system–
based solutions to engineering problems and challenges on the design of new technologies and
concepts in specific growth areas as a means of expanding its customer relationships. Jabil Circuit's

design centers are located in Vienna, Austria; Hasselt, Belgium; Beijing and Shanghai, China;
Colorado Springs, Colorado; St. Petersburg, Florida; Jena, Germany; Tokyo, Japan;

Lean Manufacturing And Its Production
Lean Manufacturing
Most people wouldn't know what Lean Manufacturing was if they hadn't either learned about it or
use it at work. Lean manufacturing is a way to eliminate waste and maximize customer value.
Delivering the right product, in the right quantity, with the right quantity, at the exact time the
customer needs it and at the lowest cost possible is the main goal of lean manufacturing. With lean
manufacturing you can have benefits such as reduced lead times, improved quality, improved on–
time deliveries, less inventory, less space, less human effort, lower costs, and increased profitability.
The concept of lean manufacturing was introduced in Japan, and Toyota Production System was the
first company to use it. Lean manufacturing simply follows the notion that the customer will pay for
the value of services they receive and they will not pay for the mistakes. It was stated in Challenges
in the transformation to lean production from different manufacturing process choice that for Toyota
the focal point is not to make money but to generate value for the customers; money follows
automatically if the customers are satisfied.
The lean production philosophy is currently widely applied globally in industries such as the process
industry, aerospace industry, furniture manufacturing, the textile industry, hospitals, government
agencies, and the service industries. But, there are some principles that need to be followed in order
for companies to become lean. There are

Banking(Lean)
Fundamentally, Lean is about eliminating waste. Some waste is unavoidable, but the objective is to
identify all activities that are non–value–added, and reduce as many as possible. General examples
of waste include over–producing, waiting, defects/ rework, over–processing, inventory, motion, and
transport. A few specific examples of waste sometimes found in financial services include: Rework
due to lost files or processing errors Over–processing due to duplicate client records, or redundant
data entry requirements Movement due to physical dispersion of process participants Printing,
copying, and transporting of documents instead of transmitting/storing electronically Identifying,
eliminating, or reducing such waste will ... Show more content on Helpwriting.net ...
Communication is the most important step in change management. A bank needs to share a common
goal and set of expectations of value that the lean program will deliver. Teaching and coaching Lean
techniques to employees is a needed investment to sustain the Lean culture. The concept of the
"internal client" should also be introduced for non–customer–facing departments. This approach
will ensure a customer–centered attitude at every level of the bank. Finally, Lean managers must
spend more time on the floor to observe and capture improvement ideas The case for Lean banking
The focus of Lean lies on building a client–centered organization. Banks have always struggled to
deliver excellent customer experience due to processes that are not adapted to the customer's need.
Moreover, it is mostly a negative perception of the banking industry that hurts customer satisfaction.
Lean initiatives are rising rapidly in banking, yet their approach is still too much focused on
reaching operational excellence. A focus on the cultural aspects of Lean would ensure, in the first
place, that the entire organization is working together in improving its customer service, but more
importantly, all employees will be inspired to deliver continuously excellent customer service. Here
is some of the challenge in banking management and benefit of lean. Challenge | Benefit of Lean |
Systems and Management

Lean Manufacturing : An Overview
LEAN MANUFACTURING
An Overview
CONTENT Description Page No.
I. Lean Manufacturing Overview: 2
a. Introduction: 2
b. Manufacturing management: 2
c. Lean as a management approach: 3
II. Lean Manufacturing Principles: 3
III. Wastes in Lean Manufacturing: 4
IV. Performance Measurements: 5
V. Implementation of Lean: 5
VI. Barriers to implement lean: 7
The cement industry is ideal example of the continuous process manufacturing where the traditional
mass production system is adopted in order to produce, accumulate, and move thousands tons of
materials between the work areas. The nowadays challenge is to change the cement industry from
traditional mass production into more effective production system aiming to increase the
productivity, overall performance, and capacity utilization to meet high marker demand. The cement
industry is forced to reduce the production costs and delay times in order to take advantages in the
global competition environments.
I. Lean Manufacturing Overview:
Introduction:
In the twentieth century two major manufacturing revolutions have been introduced. Both
revolutions have been developed at the automobile sector. The first revolution was mass production.
In the 1900s the demand for cars has raised dramatically, and the automobile sector has become
very competitive. Craft production has dominated the automobile sector; in fact using of the craft
production was inadequate to manage the high demand at that period. In that

Lean Thinking
Lean Thinking in Health Care
Lakeshia R. Dingle
Grand Canyon University: HCA–240
May 14, 2016
Lean Thinking in Health Care "Health care is big business that has a major impact on our nation's
economy" (GCU Lecture 1). It is one that is highly regulated by both federal and state level
governments as well as that of accrediting agencies.
Lean Thinking
In the 1950s Toyota came up with the idea of lean thinking which is a set of functioning ideas and
techniques that helps generate the greatest importance for individuals by decreasing waste and
delays" (Feeney, 2015). The purpose of this systematic approach was to change the establishments
thought process and value, which would eventually lead to the conversion of the ... Show more
With the lean thinking process comes new ideas, systems and equipment that have been realistically
applied to enhance the flow process. Methods used to deal with organization, standardization,
exclusion of non–value added steps and overall visual control.
Ways of improving flow, removing waste and decrease delays, getting things correct the first time,
therefore expanding quality and bring down costs. Lean Thinking also identifies ways to permit the
personnel by encouraging them to maintain solutions through making respectable judgments based
on evidence presented. The Office of Inspector General within the U.S. Department of Health and
Human Services was created to as a self–governing and unbiased oversight unit of the department to
carry out the mission of upholding economy, effectiveness and efficiency by eliminating fraud,
abuse and waste. One of the biggest problems in health care is spending and the fact that managers
are now giving the responsibility of ordering medical supplies to the technologists. They continue to
overstock on supplies that are rarely used and the managers are allowing it happen. Today hospitals
easily discard more than enough surgical equipment that could be saved and used to assist with
those serious shortages, enhance surgical care and increase public health in other industrialized
countries. "Maintaining and transporting such materials is truly a low–hanging fruit enterprise, a
simple approach that could may have an

Lean Manufacturing Essay
1
INEN 5354 Lean Manufacturing–Course Project
Due Date: August 15, 2015
A Project on
A COMPARISON AND CONTRAST OF IMPLEMENTATION OF LEAN MANUFACTURIG IN
A FOOD INDUSTRY AND A HEALTHCARE INDUSTRY
Submitted by
Ranjith Kumar Gandi– L20384478
Krishna Chaintanya Kurra– L20369514
Under the Guidance of
Dr. Berna Eren Togkoz
2
:: TABLE OF CONTENTS ::
 Introduction...................................................Page no.3
 Brief description and Literature explanation of a Food Industry and a HealthCare
system.........................................................Page no.4–8
 Comparing and contrasting the implementation of Lean Manufacturing in manufacturing and
service industries:...................................................Page no.8–9 ... Show more content on
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Later on, many service industries have adopted the philosophy of Lean with the aim of improving
their quality of service, processes, methods and resulting a better customer satisfaction. The study
made revealed that although the Lean Manufacturing was designed and developed for the
manufacturing industries initially, it is now proven that even the service industries could implement
the Lean principles as well, and increasing the customer satisfaction.
In this project, we compare and contrast how lean manufacturing principles and its best practices
have been applied in the Food industry (manufacturing industry) and the Health Care and Hospital
systems (service industry).
4
Brief description and literature explanation of the Industries selected:
 Manufacturing Industry–FOOD INDUSTRY:
The food and beverage industries have large batch processes .There is a misperception that Lean
Manufacturing do not lead to easy application in these industries. Food industry is composed of
various sectors such as meat and fish, vegetables and fruits, dairy and its products, bakery, oils and
fats, coffee and cocoa products, sugar and salt, cocoa and its products, canned foods, and alcoholic
and non–alcoholic beverages, etc. The food industry represents more than 20% of the total industry.

These products are sold to customers not on orders. The food products are manufactured based on a
forecast of the market and demand, and this results in large differences between the forecast made
and

Lean Six Sigma
The establishment of Lean Six Sigma is to take a gander at items/benefits through the client 's eyes
and decide how enhancements can wipe out "waste". Lean Six Sigma takes after a thorough
methodology of DEFINE... MEASURE... ANALYZE... IMPROVE... CONTROL. Through this
procedure we distinguish the 7 sorts of waste that is, Overproduction, Inventory, Extra Processing,
Motion, Defects, Holding up, and Transportation. A group is structured to direct an Action Work Out
to actualize changes that will wipe out the waste. Since "Waste makes Waste" we should ceaselessly
Kaizen (improve) to streamline and streamline our methodologies. We exceed expectations to model
the Toyota Production System (TPS) with the aid of Shingijutsu specialists that show us the ... Show
more content on Helpwriting.net ...
As indicated by numerous business examiners and quality change specialists, Lean Six Sigma is the
most mainstream business execution approach ever.
Lean and Six Sigma in Healthcare:
For quite a long time the US medicinal services industry has been working all alone way
disregarding developing elements, for example, rivalry, quiet wellbeing, soaring health awareness
cost, risk, misbehavior protection cost and utilization of DRG for Medicare and protection
installment. Be that as it may, as these components got to be more predominant and rivalry inside
the business increased, numerous US healing facilities have been getting to be progressively
mindful of the discriminating needs of controlling the working expenses and meet and even
surpasses the desires of patient consideration quality. This paper presents a model of Six Sigma
methodology to health awareness quality administration for clinics in the US furthermore abroad.
The human services industry in the U.s has been working all alone customary monetary space
disregarding present developing components, for example, rivalry, quiet security, soaring social
insurance cost, risk from misbehavior claims and more government control on Medicare installment.
Anyhow as of late, these components have gotten to be more predominant and rivalry inside the
business has been strengthened, and numerous US healing facilities has been getting to be

The Evolution Of Lean Production
1. Traditional Operations The evolution of Lean production which can be also called Toyota
Production system (TPS), manufacturing system introduced by automaker toyota, is contributed by
two significant traditional method called Scientific management ( Taylorism ) and Mass
manufacturing ( Fordism). Taylorism Scientific management or Taylorism advocated by Fred W.
Taylor, states that the Production efficiency can be maximised by working closely with the workers.
It involves fragmenting each task into individual motions, analyse each motion and eliminate the
unnecessary motions. With this best possible way to do the task created the workers with proper
tool, training and incentives can follow a closely supervised routine, translating into being
extremely productive. Fordism Mass production or Fordism advocated by Henry Ford, founder of
Automaker Ford, introduced a philosophy that aimed to achieve higher productivity by
standardizing the output using movable assembly lines (Conveyor belts) and breaking the work into
small deskilled tasks. Fordism seeks to combine both machine and manpower as one unit,
emphasizing on minimizing the cost of production rather maximizing the profits. The year 1913,
Henry ford introduced the moving assembly line the lead time was reduced from 12.5 hours to 93
minutes. Lean production has its roots in Taylor's work, Efficient ways to satisfy task by eliminating
unnecessary motions (Waste removal) and Henry Ford's invention of the conveyor belt

Lean Production Of Lean Manufacturing
2.3.1) Lean Manufacturing Review Lean originally comes from the thought of scarce resources. The
Japanese automotive manufacturer called Toyota was the one who introduced this method with
innovations such as JIT, and so forth [14; 44; 28]. Lean operations were used as a different method
for capital–intensive mass manufacture in order to help firm use resources more effectively and
efficiently. As a result, the firm will be able to reduce muda activity and non–value adding tasks.
The procedure of lean implementation and research had been widely used by many organizations
across the world. Conglomerates found out that the manufacturing process need not only
improvement in performance, but also the development must be extended and ... Show more content
on Helpwriting.net ...
The main role of "lean" supply is to strengthen the relationship and collaboration between
suppliers– customers. According to Ellram [10], the author has defined the concept of lean as the
continuous bond between the organizations which concerns to the contract and commitment in the
long term relationship and a shared advantages and risks. Additionally, there are also some other
features after the relationship and commitment between suppliers until customers. Those features
are the trade of concepts (communication), data, and advantages such as merge inR&D, long–term
relationship, and so forth [38; 40; 9]. The concept of lean supply also is being as the start of the
enhancement in system in terms of taking the proactive role in improving the usual technique for
similar advantages throughout the supply chain. As from the authors, the suppliers will work on
working with manufacturer and ongoing collaborate until customers in both direct and indirect ways
[13]. Occasionally, the managers will face with the situation where wastes cannot be found and
discovered all. The various tools are then introduced for finding those wastes throughout the area by
observing in products and circumstance's information. Six of the noticeable tools are stated. The
first tool is called "Process activity mapping". The very noticeable role of this tool is the function as
the identifiers of lead–time for both merchandise

Lean Vs Lean Manufacturing Systems
Executive Summary Lean Manufacturing Systems were first introduced in Japan by the Toyota
Motor Corporation. The Lean movement is a type of a system that relies on simple visual cues in
order to manage production stages that are based on customer demand. The system is a is also a kind
of manufacturing that put great emphasis on the minimization of resources, time included, that is
utilized in various activities of manufacturing and provides techniques for uninterrupted quality
improvement. Although this system has gained enormous momentum and respect over the last
decades, some companies have found it difficult to use Lean Manufacturing Systems, and, as a
result, the companies have ended up failing. The concept of Lean Systems is best understood when
companies familiarize themselves with certain key insights that are utilized during the course of
systems architecting. The article provides a synopsis of the lean and is divided into four parts that
will be mainly used for the purpose of this review.
The article starts by comparing Lean Systems used in Japan compared to the ones used in the west.
The success of lean production has induced mass producers to copy many of its features, but it is not
always successful (Maier and Rechtin, 2002, p.70). The success of Japanese in using lean
production can be linked to the limitation of conversion of lean systems in other environments. In
the West, industrial engineers and management science people

The Roots Of Lean Manufacturing
Production managers are faced with many challenges within their facilities such as managing
inventories, controlling waste, and managing an ever changing production schedule. Managing
product flows can be difficult when balancing supply chain inventories with demand changes or
scheduling problems due to throughput variations. Several methods for managing these challenges
have been developed through the years and each have their own advantages and disadvantages for
different applications. The methods discussed in this paper will be limited to the Theory of
Constraints, Just in Time, and Material Requirements Planning. All three methods are designed to
manage different aspects of a manufacturing facility's product flow but all three were ultimately
developed as an optimization strategy for the manufacturing process. The roots of Lean
Manufacturing is one of the earliest management strategies to be developed to address the
challenges for production control and may well have been the birth of strategic production control
as we know it today.
LEAN MANUFACTURING
At the end of the 18th century Benjamin Franklin wrote about reducing waste in Poor Richard's
Almanac and this may very well have been the starting point for waste reduction thinking. At the
beginning of the 20th century Henry Ford was the first person to truly integrate a production process
with waste reduction, inventory control, and time management in mind. This paved the way for
Lean Manufacturing strategies to

The Problem Of Lean Manufacturing
Again, LT help firm to redesign the patients' pathway. The significant numbers of waste were
eliminated and achieved more efficient process. The patients' pathways were reduced significantly.
From the fact, originally, there were 19 steps in serving patients, but with lean they were reduced to
11. This leads to the deduction in lead time in just 80 minutes [16].
As usual, every theory implemented has its own limitation. For lean thinking, it can help
manufacturing industry to achieve in minimizing the waste activity. However, lean manufacturing
has not been accepted by all users. For instance, difficulty in having human coordination and the
limitation in applicability outside monotonous manufacturing environments are the weaknesses that
... Show more content on Helpwriting.net ...
Moving on to the next word which is process, the word process is defined as the activities that are
planned to establish the outcome for consumers. These activities will be structured and measured
with care and awareness. The word process, according to Davenport [33], can be able to identify
strongly on how job is handled within the business process inside the company.
For the word "Business process" , it can sophisticatedly define into 3 different categories which are
inputs, the processing, and the outcome. These three elements will concern to the process of
inserting input into transformation process. The inputs will be included with data such as consumers'
inquiries and materials. After that the, the processing will transform those data and materials into the
outcome in which they have to move on through a number of processes. These materials might
possibly turn into waste and time consuming if the process is not ready. The outcome, finally, will
be delivered to consumers.
Hammer [35] has further explained the 4 key words for BPR as followed: The first key word is
foundation. In the process of reengineering, members in organization might come up with the most
basic inquiries about these changes and how they function.
The second key word is essential design. This will be focusing on the very foundation of things. The
key word will totally ignore the outermost part that is already good in the moment, but it will
completely

Lean And Lean Case Study

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