Toyota Value Chain Essay

Toyota Value Chain Essay
3. Toyota's supply chain and value chain
Toyota believes that to make high–quality vehicles, the quality of each supplier's components plays
an important role. Therefore, the original philosophy of Toyota's supply chain collaboration is to
reduce long–term costs by establishing long–term partnerships with suppliers instead of traditional
ones. Based on this close long–term relationship, we help suppliers to build on Toyota's ever–
improving thinking and culture, import Toyota's production system (TPS) to share information and
knowledge, learn and pursue improvement together. Hence, Toyota invests a lot of time, and human
resources efforts in the fields of purchasing, engineering, manufacturing and management, and even
evaluates the selected ... Show more content on Helpwriting.net ...
Lean manufacturing is one of the core causes of Toyota's competitive advantage. Other business
exercises involve the "Jidoka" system; if there are any errors or other operational difficulties, the
production process would be closed.
Outbound logistics
At the end of the complete production process, the product will be assigned to retailers and
wholesalers, and finally attributed to customers. Toyota strives to deliver its products to customers
on time. Thus, Toyota is very rigorous about the distribution process in the control of time but also
very accurate.
Marketing and sales
Toyota puts a high emphasis on innovation and productivity of its brand. As well as the combination
of own brand name and local life culture. Toyota's marketing strategy mainly uses social tools. Each
ad includes functions, situations, experiences, public relations and direct marketing techniques in a
company's promotions.
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What Is Virginia Mason's Lean?
Virginia Mason is on the forefront of implementing lean to improve their organization by creating
more value–add and eliminating nonvalue–add operations. Organizations that implement lean have
to make it a culture and philosophy change and not just a tool to increase profits and deduct waste.
Therefore, each person within the organization uses lean in their day–to–day professional life.
According to Virginia Mason Institute (2013), "A true culture of innovation inspires staff to
routinely try new things without worry of success or failure, because it is about trying many ideas to
find the one that will work best." Virginia Mason uses a plethora of tools to identify sources of
waste. The tools that Virginia Mason uses are: Everyday lean ideas (ELI) system, Moonshine lab,
Informatics in clinical daily work, and Innovation grants. ... Show more content on Helpwriting.net
...
Many tools can be used to effectively improve safety, reduce defects, organize, and save money;
however, the best tool for this scenario is 6S. There are 6 steps in the 6s lean tool, they are: Sort,
Set–In–Order, Shine, Standardize, Sustain, and Safety. Explained by Lean Manufacturing Tools
(2017), "The main benefit of 6S over the benefits of 5S is that added focus on safety, used in areas
with more hazardous processes it can help to reduce even further the risk of an incident." 6S
encompass the Everyday lean ideas system and it is easy for staff to implement effectively. In
addition to Everyday lean ideas, another effective tool that Virginia Mason uses is Moonshine

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

The And Health Diagnostics ( Diagnostics ) Essay
DuPont describes itself as, "a science company with an extraordinary range of materials science,
chemistry, biological science and engineering capabilities, and a corresponding breadth of products."
(DuPont, 2016). The global company is made up of three different pillars of innovation including
food, energy, and protection. These main pillars cover a wide range of services and products that
DuPont provides its customers. Scientific breakthroughs and advancements allow DuPont to
constantly expand its capabilities and products. Therefore, new products are often created. Nutrition
and Health Diagnostics (Diagnostics) is a food safety business unit within the DuPont company that
focuses on food–based pathogen detection systems. The business currently sells a system that uses
specific in–house consumables to large food processing plants that can accurately detect the
presence of pathogens that are harmful for human consumption. This testing is required by the
United States government and most countries around the world. The system uses a polymerase chain
reaction (pCR) method that can detect the presence of bacteria in an industry leading four hours. The
accuracy and speed of this system allows major food processing plants to be very efficient in their
packaging and distributing of foods. The current system, the Q7, appeals to large companies who
can afford a top of the line system and the consumables that are necessary to run multiple samples.
The success of this

Lean Manufacturing Case Study
Implementation of the Comprehensive Technique of Lean Manufacturing in Small Scale Process
Industries : A Case Study
Abstract: To sustain the competition and remain alive in market the enterprises must implement the
practices of Lean manufacturing techniques. The implementation of Lean producing enhances
productivity of plant at the same time reducing scrap within the processes. In small scale process
industry the major problem is of In–process inventory which increased the overall cost. In this paper
such In–process inventory problem is analyzed by Break Even Analysis Method. Finally, the
qualitative approach was used to decide most effective tool and Major potential benefits of Lean
Manufacturing Techniques.
Key words: Lean manufacturing, market, mass production, productivity, reducing scrap
INTRODUCTION
Lean method produces the little goods that are definitely will sell off and these constraints
production of more goods than necessary. LM working on the core principle 'work smarter, not
harder'. Lean production is aimed toward the elimination of waste in each space of production
together with client relations, product style, provider networks and manufacturing plant
management. Its goal is to include less human effort, less inventory, less time to develop ... Show
more content on Helpwriting.net ...
Cotton gining and handling products e.g. Belt conveyors ,distribution Trolley, Pre and post cleaners,
auto feeders ,Air separators ,Divergent and Dampers . Electrical enclosure and Distution e.g. panel
Modular enclosure 19" rack sytem Distibution board with assembly and wiring. Manufacturing of
cotton humidification system and sheet metal component . we have selected this products and
quationaire is produced to find where is lots of inventories is in process .the quaionaire is shared
with Expert and workers to go to the depth.The problem is decided to diagnosed by Lean
Manufacturing

The Process Cycle Will Involve 4 Steps
The process cycle will involve 4 steps. These steps are In–checking, Pulling/ system Processing,
System Moving & Labeling, Physical Moving. The average time for this process cycle from the time
that an Item is in checked to when the Items is move to the Pickup & Delivery Bins takes 375
seconds which is 6 Minutes and 15 Seconds. The estimated Takt time is depending on whether it is a
priority item or a general cargo item. According to policy, priority items must be in the customer's
hand within one hour (3,600 seconds) of receipt by TMO. The takt time will vary depending on the
proximity of the customer to the TMO Warehouse, so location will affect TMO ability to meet takt
time. Therefore if the customer is located 40 minutes away, out takt time for priority times will be
20 minutes, if our customer is 55 minutes away, out takt time will be 5 minutes. Leadership Policy
indicate that general cargo items must be available to the customer within 72 Hours of Receipt and
seaport items within a 168 hours (a week). Process Cycle Steps Process Cycle Tasks Process Cycle
Time InChecking Check for Damage Check Quantity Check Item Number/ Part Number Check Item
was sent to proper Location Check Shelf Life has not expired Check for Item classification Assign
Temporary Location Walk to office to process 15 secs 20 secs 7 secs 5 secs 15 secs 5 secs 5 secs 25
secs Total: 97 secs Pulling/ System Processing o Search

Muda Saffir's 'The Monster Men'
Everyone wants to be happy. Morals dictate on how one achieve their happiness and what that
happiness means to them. Some people give the priority of their happiness over the well being of
others and feel no remorse to the actions they have taken to become happy. By hurting others for
one's own gain, they become monsters rather than being men. One doesn't need to be evil to humans
to be considered a monster. The treatment that the monsters receive in Edgar Rice Burroughs' "The
Monster Men", perpetuates the theme that in this story men are the real monsters. There are times
that men make it obvious that they are monsters and will do terrible things no matter who is hurt. In
the beginning, it was quite clear that Muda Saffir was a monster and ... Show more content on
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It is a classic trope in all kinds of medias to portray the humans, or in this case von Horn, as the
savior and the hero of the story. In the end of the story it is made clear that man is really the
antagonist of the story and the force he is fighting, or Number 13, is the one suffering. ("Humans
Are the Real Monster"). Despite Carl von Horn's previous actions, he was actually a monster who
only wanted to steal the treasure and have Virginia to himself, even if she did not want to go with
him. In some cases the antagonist does not realise that they are in fact the bad guy and believe that
they are in the right. In The Monster Men, von Horn tells a lie to Number 13 that both von Horn and
Number 13 wholeheartedly believed. "All this was inspired by the principle––which is quite true in
itself––that in the big lie there is always a certain force of credibility; because the broad masses of a
nation are always more easily corrupted in the deeper strata of their emotional nature than
consciously or voluntarily, and thus in the primitive simplicity of their minds they are more readily
fall victims to the big lie than the small lie, since they themselves often tell small lies in little matters
but would be ashamed to resort to large–scale falsehoods." ("Adolf Hitler's words in German with
English translation"). Number 13 falls for this "big lie" that von Horn tells because he doesn't
particularly know about immoralities like lieing, so when von Horn tells him that Virginia, who has
not met him at this point, is disgusted by him and his very existence he believes it. This "big lie"
pulls at Number 13's conscious throughout the story but against his better judgement he is able to
ignore it and pursue his love for Virginia and eventually end up being with her as a happy married
couple. There are times that those who

Nissan Operation Management Essay
Nissan has suffered a great amount of damage from the 2011 disasters that hit the coast of Japan.
The company is a Japanese automobile manufacturer operating in several countries. Like a variety
of other companies, Nissan has searched the use of process management functions. This paper will
describe the use of these management functions as well as how Nissan may include them into their
OM functions. Further discussion will summarize three theories: just in time (JIT), Toyota
Production System (TPS), and Lean. It will also show how they are all related and all of their
advantages and disadvantages. The emerging concept of the triple bottom line will also be described
how it can be used to enhance operations management for Nissan, and how they integrate ISO14000
standards in its manufacturing plants. Finally, the paper will discuss ways the company can integrate
corporate responsibility principles into their operations. The three theories being summarized are
just in time (JIT), Toyota Production System (TPS), and Lean. Just in time (JIT) "is an approach of
continuous and forced problem solving via a focus on throughput and reduced inventory" (Heizer &
Render, 2014). Overall JIT mainly focuses on forced problem solving that lowers costs for suppliers.
This approach is designed to make or deliver goods only as needed, which aids in decreasing
requirements as well as costs for the storage of supplies and waste. This system works great for
Nissan keeping production running

Toyota Proactive Quality Management
According to theoretical measures in Toyota, there is no inventory since they applies Just–in–Time
philosophy. However in practice this may not be possible. Therefore, they have very very small
inventory due to lead times. Most of the inventory is pipeline inventory. In TMMT Part Supply
Management department is divided to three different groups to manage inventories according to
supplier locations. These are local, Europe and Japan. All have different lead times and different
inventory policies. These are related with supply of mass production parts. And TMMT also has
chemical material inventory.
Local Parts' Suppliers Management does not have any inventory and big stock area. The pallets
came from milk run land to the p–lane area of the TMMT. ... Show more content on Helpwriting.net
...
QUALITY PLANNING AND CONTROL SYSTEM
5.1. Proactive Quality Assurance Activities
Quality studies are made at Quality Assurance Division. The examples of the proactive quality
assurance activities can be seen below.
1. Daily Asakai Meetings: Asakai is a kind of meeting made at Assembly Shop Asakai Area. The
importance of the Asakai is that CEO, General Managers, Managers and their Japanese Coordinators
participate. Beginning of the meeting all values obtained one day before is talked and compared
with target values. There is a major topic of the Asakai. A worker talkes about a major problem he
explains what is happened, root causes of the problem and what is countermeasure of the problem.
The most important part is countermeasures since Toyota care what will be done tomorrow to get rid
of this problem.
2. Quality Problem Reports (QPR): Its aim is that take precaution to a critical and important
problem. The QPR can be prepared by TMMT workers or suppliers. If the problem occurs first time
related department can request this report. If the problem occurs more than three times system sends
request directly to the related department or supplier. It is aimed to answer the questions about why
this problem occured and how it will not occur

The Idea Of Eliminating Waste, Also Known As Muda, From
The idea of eliminating waste, also known as muda, from various processes has been sought after
and practiced for centuries. Waiting for a product that isn't being processed wastes time, excess
inventory wastes space, and underutilization of employees wastes creativity. Lean may seem
somewhat new, considering it was only formally identified in the 1990's, however, there are now
many businesses that put emphasis on the importance of lean. Some companies, such as Boeing,
even have organizations focused on the implementation of lean. During the Boeing tour, it was
evident that the company has put a lot of effort into incorporating lean systems into many of its
internal functions at the Everett plant. In manufacturing, the fuselage automated ... Show more
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One example would be the color–coded vests employees wear. Blue vests represent materials
management, brown is leadership, green is quality, so on and so forth. This makes it much easier to
spot an employee from any function within Boeing, which eliminates wasted time. Our in–class
discussion about Boeing's standardization of tool boxes also reappeared during the Boeing tour.
Though it hasn't been fully implemented yet, Boeing has required its employees to use the tool
boxes provided by Boeing every day to standardize work methods. This ensures that the quality of
work and methods used are consistent. Boeing further exhibited its commitment to the continuous
improvement of its systems by forming a team dedicated to the planning and implementation of
lean. Boeing has been recognized as a leader in lean innovations, but there are still many other
companies striving towards leaner processes. According to a recent news article, GE Healthcare has
implemented a very interesting use of new technology in its repair operations center in Milwaukee.
With the use of self–driving warehouse vehicles called "OTTO", GE has been able to reduce the size
of its repair stations by 40%, which means a sizeable cut in inventories. GE uses an entire fleet of
OTTOs to deliver parts to workstations that perform thousands of repairs of medical devices weekly.
How does OTTO do this? Parts are delivered on demand directly from the pick–up point to the
required destination, always automatically

Gallo Winery
CSU Stanislaus E&J Gallo Winery Plant Tour paper Stephan Jimenez Professor Kidd OM 3010
2013 October, 14 E&J Gallo Winery Plant Tour paper The Gallo Winery plant tour was an awesome
experience for me. I have always been curious about how a product was made from start to finish,
and after the Gallo tour I have many questions answered. In this paper you will learn many different
things about how a production plant runs and what they continually do to make improvements in all
aspects of their business. Some focal points of this paper will be on the Gallo Winery operational
strategy, what type of processes are utilized in the plant, and whether this company uses a lean
production process or not. ... Show more content on Helpwriting.net ...
The next step in the process is called the rinser, where the bottles are then inverted and rinsed to
wash away contaminants most importantly any excess pieces of glass. Then the bottles are moved to
the eight different types of fillers that Gallo uses, the fill height is either adjustable or depends on the
pressure of the wine in the surge tank. Once the bottles are filled with the selected product, they are
then fed from a hopper upstairs in FW to be corked or capped. After being closed and completely
sealed, the products is transformed to the Labeller machine which either uses cold glue or pressure
labels. The labels are either spliced or continuous, with the front label pressured on and the back
label is put on with cold glue. Once all other steps are completed the final process that Gallo uses is
the packing step which all bottles are placed into the box, and the box is glued and closed
mechanically. Some lines use a Palletizer machine which is a device that is used to stack factory
goods and products on to a pallet. To make sure everything runs smoothly and on time Gallo has a
good support system to help them continually moving forward. It starts with the Production
Engineer that has the task of making sure everything is running sufficiently. There is a section called
Training and Technology Integration, which manages the staffing and skills development of all
operational employees. Then Tech Service communicates with all

The Production Of Lean Manufacture And How It Can Be...
Literature Review
Introduction
The purpose of this literary review is to achieve insight into lean manufacture and how it can be
applied within a manufacturing environment. With global contention, it is important for maker to
remain competitive in their respective marketplace and to understand the principles of lean
manufacturing and the step to implement them to ensure that they are on the leading edge of
manufacturing. This literary review describes the below mention principles.
Birth place of lean and Origins of mass production
Fred Winslow Taylor, a foundry manager from Philadelphia, lay the foundation for mass yield
(Dennis, 2002). He was the first to systematically apply scientific principles to manufacturing. His
many innovations involved: Standardized work classifying the finest and easiest way to do the
business; Reduced cycle meter the time it takes for a given process; Time and question study – a
peter for developing standardized work; Measure and analysis to continually improve the process.
The Francis Scott Key to mass production was not the assembly credit line (Dennis, 2002). Rather, it
was the thorough interchangeability of region and ease of assembly. These innovations, in bout,
make the assembly line possible.
Henry Fords ' conveyor system at the Ford plant, allowed for mass production (Tapping,2007). The
moving assembly line brought the car past the stationary worker. (Dennis, 2002) The assembly line
decreases walk time, and most prominently, linked

Lean Manufacturing Concept Of Production
Lean Manufacturing Concept
Background
Along with the change in times and technological and diversification enterprises flourishing,
Enterprises face the low cost production in developing countries and globalization competition, to
consolidate market position and sustainable operation and development, the enterprises and
manufacturer must have to strengthen the production management and production technology
system, otherwise it is difficult to profit for enterprises and manufacturer to foothold in the market.
No matter manufacturer, service industry, to deal with these situations and improve market
competitiveness, they need to break the traditional production way. In recent years, the enterprises
and manufacturer toward to adapt lean ... Show more content on Helpwriting.net ...
Useless manpower, less equipment and less time to generate more value is what lean manufacturing
pursuit for (Stenzel, 2007).
Toyota way Toyota develops four main principles to implement Toyota production system
(Krijnen,2007), including:
1. Long–term philosophy: Management decisions must be based on long–term philosophy, even if it
must sacrifice short–term financial goals expense.
2. The right produce process will produce the right results: Create a continuous process flow to bring
problems to the surface, use visual control so no problems are hidden, and the standardization of
work duties is to empower the employees and continuous improvement.
3. Add Value to the Organization by Developing Your People: Cultivate the employee who
thoroughly understand and embrace the concept of the company to be leaders, that they can teach
what they learn to their subordinates, and respect the company 's business partner and supplier
networks, challenge them and help them improve.
4. Continuously Solving Root Problems Drives Organizational Learning: Do not make the decisions
hasty, considering all possible options to reach the consensus then execution fast. Furthermore,
through constant reflection and continuously improvement to become a learning organization.
Though these principles Toyota constantly makes the low waste and high–quality products, that
many industries followed it.
Lean manufacturing Lean manufacturing is the use

Competitive Advantages Of HRM
Gaining Competitive Advantage through Lean Practices in HRM Dr.Dolly Dolai*
ABSTRACT
Current business conditions mandate greater competitive advantage from HR agendas and
processes. HR must contribute strategic value to add greater competitive advantage either reactively
or proactively. In its strategically reactive mode, HR assumes the existence of a business strategy
and adds value by linking HR practices to the business strategy and by managing change. In its
strategically proactive mode, HR creates competitive advantage by creating cultures of creativity
and innovation, and by linking internal processes and structures with ongoing changes in the
marketplace. This article defines and describes one such practice like lean management ... Show
Some of the advantages are: Increased productivity ( some have reported up to 50% in some
processes), better control on quality, lower cost, and improved employee involvement; all these,
concurrently resulting in greater customer satisfaction. However for this to result in a sustained
Competitive Advantage, the impact on HRM and the corresponding modifications required on the
HRM policies and practices needs a study.
Mr Taichi Ohno first developed the Lean Concepts at Toyota ( Womack, 1998) The principles he
developed are applicable both to the manufacturing and the service sectors(
A.Lakshminarasimha,2005). To enable a proper perspective on the concepts of Lean, an attempt is
made to briefly recapitulate on them.
What is "lean?" There are basically two definitions of "lean;" it is a systematic approach to
eliminating waste through continuous improvement, and, it is a total business process – not just
manufacturing. The measurement is from once an order is taken to receipt of payment. And really,
"lean" is all about continuous

A Summary Of Various Techniques Used For Key Management In...
3.2 RELATED WORK
A review over the various techniques which used for key management in VANET is presented in this
section.
Hao, Y., Cheng, et Al"A distributed key management framework with cooperative message
authentication in VANET In [10] The OKD scheme is a centralized group key management protocol
and uses periodic rekeying to decrease the communication cost. The OKD scheme constructs the
key tree with one–way key approach and derives the new key from the old one to improve the
rekeying efficiency. There are internal k–nodes, external k–nodes, and members in each group (u–
nodes). In the tree, the internal k–node stores the auxiliary key and the external k–node stores the
secret key for each u–node. The secret key is only known by the ... Show more content on
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In the group signature, public key of one group is connected with private keys of multiple groups. A
message that is signed by any private keys of group can be verified with unique group public key.
Therefore attacker cannot identify who is sender of the message. Author also proposed an efficient
cooperative message authentication protocol, to reduce verification load where validity of safety
message is examined by only those verifiers, who are selected on the basis of their position related
to sender vehicles. This scheme helps to revoke malicious vehicles, maintaining system and various
different security principles. If a verifier discovers an invalid regular broadcast message that is not
verified as group signature, it broadcasts a warning message also called as cooperative
authentication message to other vehicles.
Guo, M. H., Liaw et Al"Centralized group key management mechanism for VANET," [13] In this
paper the author has been proposed technique of binary search is used in RSU message verification
phase. Bloom filter is used to replace hash value in notification message for reducing message
overhead and enhancing effectiveness of verification phase. To enhance efficiency pairing
operations are reduced from three to two so in the verification phase Vehicles can use its different

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 Production Delivery System Essay
The term 'lean production' came about to describe the Toyota production system in the late 1980's.
This came to pass through a research group from MIT who over five years analysed the automotive
industry in fourteen countries. It was called 'lean manufacturing' rather than the Toyota production
system to make it easier for competitors and organizations to adopt this type of system.
The concept of lean production in a manufacturing organization basically means to try and
maximise the use of materials to achieve optimum customer value and at the same time reducing
waste and ensuring the same standard of quality in the finished product. Reducing the resources
means it will cheaper for the organization to create the product plus also for the ... Show more
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* Takt time – The rate of production is aligned with the customer need.
* Error proofing – Error detection to reduce defects
* Kaizen – Having employees together to improve the manufacturing process.
* Just–in–time – Most effective way of reducing inventory levels as it creates products based on
customer demands.
* Policy deployment – Focuses on having good communications through the whole structure of the
organization.
Through this concept of 'lean' to reduce waste and the many tools of lean production there are plenty
of advantages to observe such as:–
* It can reduce overhead fixed cost to 30%
* It reduces the operational cost within an organization
* It can also raise the competiveness of a manufacturing organization
* It is also believed that the implementation of 'lean' can reduce the manufacturing time
* It can also increase profit especially at the start and then helps maintain these earnings
* Plus as we know it can cut nearly all types of waste
* Since the manufacturing lead time is reduced it has a knock–on effect that reduces energy costs
* Implementing 'lean' has a keen view of making the workspace as efficient as possible which is a
primary factor in keeping the organization running effectively
* The required workspace is also reduced
* Productivity in a manufacturing organization can be increased as much as 80%
* Customer relations improvements means again reduced waste
* Frustration on the job is reduced

Quick Change Methodology For Making A Manufacturing...
Quick Change Methodology Report
Jacob Lambrecht
12/14/16
Process I
Today I will be talking about the research I did on quick change methodology. This is a very
fascinating and important topic for the machining process in all plants across the world. The topics
that will be covered in this paper are as follows defining quick change methodology and tooling for
machining with an overview history and recent advancements, SMED overview history and recent
advancements, then a compare and contrast of quick change methodology and SMED, and to wrap
up the paper I will illustrate how I can use this information to improve a manufacturing process I am
familiar with. These were great research topics and I learned a ton of great valuable information that
would be very useful in future endeavors.
First I will talk about defining quick change methodology and tooling for machining with an
overview history and recent advancements. It is a modular system that allows tools to be changed
rapidly on a machine during the initial part setup and the tool change after a tool is worn out. The
system radically decreases machine downtime for tool change for the duration of setup changes. It is
also for changing worn out inserts during machining. Normally a tool is fastened by putting it into a
slot in the turret and tightening screws to hold it resolutely. With doing this older process of
fastening the tool, extreme care must be taken to seat the holder correctly against existing

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

Toyota's Impetitive Strategies
INTERNAL FACTORS EVALUATION MATRIX INTERNAL FACTOR
(Strengths) SOURCE WEIGHT RATING WEIGHTED SCORE
1 Toyota's culture is to "think ahead". Their employees are undergone excessive training in order for
them to contribute to their culture. Also, their employment system is diversified. Employees make
themselves feel at home in their plant in Sta. Rosa. The plant is also family friendly, in which they
could bring their children to play. MANAGEMENT 0.06 3 0.18
2 Toyota gains its competitive advantage and brand image through their low cost but quality
products. MARKETING 0.12 4 0.48
3 Toyota has both demographic and psychographic segmentation. Toyota targets almost all people,
especially young adults with the buying power. Through their new ... Show more content on
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Their quotas were tight, requiring them to produce car for every 9 minutes. MANAGEMENT 0.07 4
0.28
2 Toyota's HR Practice was exceptional since they are very strict in hiring. Accepted applicants will
be trained and if applicants were not to adjust themselves within the given training time and the
system, they will be removed. MANAGEMENT 0.07 3 0.21
3 Toyota's distribution channel is the same as its competitors. Dealers are also expected to have their
social media accounts, and prices and financings are competitive depending on the type of car.
MARKETING 0.07 1 0.07
4 Toyota recalled almost 50,000 units sold in the Philippines for safety defects. Toyota offered
buyers of Hilux, Innova and Fortuner a free of charge in replacements of spiral cables. Last 2013,
Toyota recalled 33,000 vehicles also due to faulty airbags and other safety defects. PRODUCTION
0.13 4 0.52
5 Since the country is implementing more environmental laws and emission standards, Toyota will
concentrate more on research and development of eco–friendly cars. R&D activities and spending is
expected to gradually increase this year. R&D 0.08 3 0.24 TOTAL 1.00

Logistics And Supply Chain Practices Essay
Logistics and Supply Chain Practices
Introduction
We have several logistics and supply chain management practices that increase the competitive
advantage of a business. They include among others lean thinking, information quality, customer
relations, strategic alliance and information sharing (Elizabeth, p.14). This section discusses lean
thinking and customer relations in the manufacturing and retail markets respectively. The discussion
is also based on a critical analysis of recent literature review in logistics and supply chain
management.
Critical Analysis
Lean thinking is essential to improve supply chain management. This is because lean thinking
ensures things are done just as they should. As an example, Toyota has demonstrated superior results
with regard to quality, cost and lead–time compared to most (if not all) of its competitors. This
accomplishment has led to a widespread interest in the Toyota System of Production and its way of
doing business. Subsequently, various reviews of "The Toyota Way" have been done. This has led to
the characterization of lean production, which can now be seen as a generic description of the
Production System at Toyota. Despite there being many, diverse perceptions of what exactly has led
to Toyota 's success, Toyota itself proposes that its system is based on considering the time from
getting the client 's orders to cash collection and shorten this lead–time by eradicating waste
(Chiarini 2011).
Customer relationship is also a key

Production Of Lean Manufacturing And Related Continuous...
Project Report
"Lean" in food industries
There is a general perception that Lean Manufacturing and related continuous improvement
businesses do not lend themselves to easy application in industries that have large batch processes,
like the food and beverage industries. Typically these business types sell their products from large
distribution or product mixing centers, and are not make to order businesses. They manufacture to a
forecast, and usually the forecast lead time to production is long, resulting in large differences
between the forecast that drives production levels, and actual demand.
The net result of this gap is large levels of inventory holdings, typically in finished goods; however,
some food products also have ... Show more content on Helpwriting.net ...
But it does not alter the fact that Lean can still be implemented in food industries.
The biggest obstacles in food industry remain the same as any other type of business and are
generally as follows:
Lack of persistent and challenging leadership.
Lack of a clear vision of the future and of what is possible to be achieved.
Failure to link the processes in kaizen with normal work. It is often seen as a separate program and
not part of everyone 's formal work
Lack of patience and follow through.
Failure to perceive that lean is a viable strategy to help achieve competitive advantage.
Failure to engage and involve employees at all levels in the process from an early stage.
Lack of constant visibility by management on the shop floor or gemba.
Holding to the presumption that lean methods cost a lot of money. This results in indecision and
failure to act.
Failure to see that management must use lean methods to change the culture. The usual view of lean
is that it is a narrow technical means to save cost. It is a highly integrative socio/technical strategy.
Failure of management to take a whole systems view of the business and to see the connections
between all processes.
Persistent focus only on demanding results without a balanced focus on improving the processes that
achieve the results. The goal is to have a proper balance between these two facets. Perpetuating a
blaming and judgmental culture.
Muda that is inherent

Toyota Culture
Human Resource Development in Toyota Culture
The article first appeared in the "International Journal of Human Resource Development &
Management." It addresses the role of HR in a lean enterprise, explores a major crisis of trust at
Toyota 's plant in Georgetown, Ky., and how it responded by reorganizing the HR function.
By Jeffrey K. Liker and Michael Hoseus
Introduction
From the founding of Toyoda Loom Works in the 1920s to the creation of Toyota Motor Co. in the
1940s, its leaders believed that the key to success was investment in its people (Liker, 2004).
The Toyota culture has evolved since the company 's founding and is the core competence of the
company. It is the reason why operations are lean, cars hit the market on time ... Show more content
on Helpwriting.net ...
This example reveals that Toyota is far from perfect and experiences serious problems and gives
insights into how Toyota responds to problems by getting to the root cause. The paper concludes
with a discussion of some of the cultural issues that affect the ability to create a Toyota–like HR
system in America.
What is the Role of HR in a Lean Enterprise?
The concept of "lean production" was first introduced in The Machine that Changed the World
(Womack et al., 1991) to refer to a new way of looking at the manufacturing enterprise. It was
distinguished from mass production by its single–minded focus on eliminating waste in all aspects
of the enterprise.
An enterprise exists to add value to customers through a series of activities that transform inputs into
outputs and anything other than the minimum needed to perform that value–added function is waste.
Toyota was the original model for lean and the concept of "just–in–time" epitomized the focus on
waste elimination –– only make exactly what is needed, in the amount needed, when it is needed.
In fact the just–in–time principle is one aspect of a broader philosophy represented by the Toyota
production system. In TPS, the just–in–time concept is one pillar and the other is to build in quality
at every step of the process, not allowing defects to propagate through the value stream. The

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
Helpwriting.net ...
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

Culture Transplant-Nummi Case
A Great Experiment Of Culture Transplant Cross–culture management, Prof. Alfred Kieser XiaoJun
Ma Culture is a set of basic assumptions, which shared solutions to universal problems of external
adaptations and internal integration–which have evolved over time and are handed from one
generation to the next. This is a general definition of culture. Actually there are many definitions
exist, some concentrated on values, others on shared patterns of behaviors and meaning. And what
we are going to talk about is the problems of transplanting practices, from one culture into another.
There are different types of corporate culture just like there are different ... Show more content on
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But usually, this failure is credited to lack of understanding about the strong role of culture and the
role it plays in organizations, not because the culture does not play an important role in corporations.
Actually this is one of the reasons why that many strategic planners now place as much emphasis on
identifying strategic values as they affect strategy mission and vision. The facts of logic of
industrialization, technology, striving for efficiency have risen the argument that whether
organizations should be culture free or not. Too much consideration of culture in an organization
could reduce efficiency of the organizations. And it seems like the industrialization and technology
development have put the culture problems aside, the conflicts caused by culture different could be
ignored in this case. But is this the real situation? First of all, culture affects the beliefs and values of
people, and also, it decides the behavior of people, the information gathering method and
communication type, decision making and so on, which are all critical in running business. So
organizations are actually culture bound in spite of pressures for convergence of the facts of
industrialization, globalization and so on. Practices that are transferred to another culture will take
on characteristics of the new environment. The environment will select a part of the new culture
which is better than

How Lean Manufacturing Helps Produce High Output With Low...
Lean Manufacturing seeks to produce high output with low inventory. Lean Manufacturing was
originally known as the Toyota production system invented by Sakichi Toyoda. The whole purpose
is to lower waste and increase profit and output. This paper will discuss the history of lean
manufacturing Lean manufacturing and the transition and steps involved with Just–In–time
manufacturing. Lean manufacturing defines waste as anything that absorbs resources but creates no
value. So what is considered waste? The main concepts of Just–In–Time manufacturing are to
eliminate waste and excess inventory stocks. Toyota was the developer of these techniques, a lot of
Toyotas concepts were derived from Henry Ford's methods. Toyota defined three broad types ...
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The fifth is inventory wastes this is when you have more inventory than needed which leads to a loss
of money. The sixth is waste of motion this includes simple actions of the employee having
everything were it is needed increases productivity. The seventh is waste from product defects;
defects cause rework and delay the process. Muri is the waste reduction process. Mura can be
avoided if you have a step by step process your employee must know every step they must take to
get the process done. You must set up repeatable process steps and must have times set for process
to get done. When these steps are set forth you should notice higher quality of finished product,
improved productivity, and reduced costs. Mura Identifies waste reduction which is an effective way
to increase profits because any raw product wasted is a loss in profits. Another section of Lean
Manufacturing is Just in Time production. "The JIT philosophy, when carried out properly, reduces
or eliminates major amounts of waste from purchasing, manufacturing, distribution, and
manufacturing business"(Hay, 1988). There are three basic components of flow, quality, and
employee involvement. The first step is you must know what waste is, Toyota defines waste as
"anything other than the minimum amount of equipment, materials, parts, and working time
absolutely essential to production" (Hay, 1988). The

The Core Objection Behind Lean Systems
The core objection behind lean systems is to maximize customer value while minimizing waste.
Basically, lean is defined by using fewer resources in order to make a perfect value for customers.
How lean systems work, they use a highly skilled workforce and flexible equipment in order to
make some advantages. Such as mass production which is the high volume and low unit cost. And
craft production which is the variety and flexibility, this will help eliminate waste for the producer
and consumer. Luckily, this approach has drawn attention to other services. For example, lean
systems aren't only suitable for manufactures but also health cares, offices and shipping and
delivery. The misconception that lean is a tactic or cost reduction program is not necessarily true,
but it is a process of thinking and acting for the entire company. In order to accomplish lean system
thinking changes must refrain from management optimize separate technologies, assets and vertical
departments. The skilled workers in lean production systems are become more involved in
upholding and improving the system than their mass production complements. For instance, the
skilled workers are taught to detect an operation in case something is defective. Their job is to work
with other employees within the operation to find and correct the cause of the defect and make sure
it does not happen again. In future proposes using the lean system will increase level of quality over
time and eliminate the need to

Lean Thinking : Banish Waste And Create Wealth
Authors of the book Lean Thinking: Banish Waste and Create Wealth in Your Corporation, James P.
Womack and Daniel T. Jones, focus on Lean thinking, the five principles of Lean with details on
how to implement these ideals in their text. Additionally it provides evidence as to how creating a
Lean factory will boost productivity and reduce inventories. Womack and Jones define Lean
thinking as providing "a way to make work more satisfying by providing immediate feedback on
efforts to convert muda into value." (Womack and Jones, 1996) Through this, the five principles
were created. The Lean values that are used to reduce Muda, the Japanese word for waste, are
addressed in the first part of the book as being: value, value stream, flow, ... Show more content on
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When the waste is eliminated in the value stream, ideally, the steps would flow together without any
stoppages. A few other items would need to be changed in order for production to flow smoothly.
Those include: the elimination of specialized departments, smaller machines closer in proximity to
one another if they are creating a single product, and redesigning the processes that have had extra
steps or create stoppages. The next principle is pull. This is the "first visible effect of converting
from departments and batches to product teams and flow" in which the amount of time that was
needed for a product that would ordinarily take years to design. (Womack and Jones, 1996) With the
concept of pull, customers are only delivered what they want, when it is asked for, instead of
pushing the products at the customers and hoping for the best as they had previously done. By this
logic, "no one upstream should produce a good or service until the customer downstream asks for
it." (Womack and Jones, 1996) Lastly in the principles comes perfection. The process of
improvement is constant; there should always be pushes to improve and reduce more waste. The
idea is that even if the company is more successful than the competition today, there is no plausible
reason to settle; one day they will surpass the company. Even more importantly,

7 Wastes
Elimination of muda
Muda is a traditional general Japanese term for activity that is wasteful and doesn't add value or is
unproductive or not useful in practice or others. It is also a key concept in the Toyota Production
System (TPS) and is one of the three types of waste (Muda, Mura, Muri) that it identifies. Mura
signifies wastes due to unevenness and muri signifies wastes due to overburden.
Waste as defined by Toyota's president, Fujio Cho, is "anything other than the minimum amount of
equipment, materials, parts and workers which are absolutely essential to production". The seven
types of wastes identified are
1. Overproduction – Waste due to producing before customer requires or more than needed which
often hides production ... Show more content on Helpwriting.net ...
Over refining adds no value to the customer. Good designs should reduce analyzing, testing,
inspecting and validating. Designs should be kept as simple as possible.
Excess inventory leads to additional costs. Designs should favor just in time production. There
should be no stockpiling of raw materials and parts.
Designs have bearing on the number of defects in production. If designs can be assembled
incorrectly, chances of defects increase. Missing, unclear or incorrect designs lead to defects. High
precision designs lead to lower yields and higher defects. Design should also meet the customer
requirements. Review
People often start using lean production tools without understanding their impacts on the waste
reduction. Value stream mapping can be used to recognize the wastes in the system. Value stream is
a network of steps from beginning to end that provides the result for the customer. Some activities
add value while others do not. All non–value adding activities are wastes. Tools like value stream
mapping and 5S need to be linked with waste reduction.
There is a growing trend to increase the number of wastes. The original muda concept had 7 wastes
– overproduction, waiting time, transportation, inventory, over processing, motion, product defect
wastes. Because of its inherent simplicity people feed the need to improve it and add various other
wastes like complexity and unused people skills.
However

Step Change Methodology And Tooling For Machining With An...
Today I will be talking about the research I did on quick change methodology. This is a very
fascinating and important topic for the machining process in all plants across the world. The topics
that will be covered in this paper are as follows defining quick change methodology and tooling for
machining with an overview history and recent advancements, SMED overview history and recent
advancements, then a compare and contrast of quick change methodology and SMED, and to wrap
up the paper I will illustrate how I can use this information to improve a manufacturing process I am
familiar with. These were great research topics and I learned a ton of great valuable information that
would be very useful in future endeavors.
First I will talk about defining quick change methodology and tooling for machining with an
overview history and recent advancements. It is a modular system that allows tools to be changed
rapidly on a machine during the initial part setup and the tool change after a tool is worn out. The
system radically decreases machine downtime for tool change for the duration of setup changes. It is
also for changing worn out inserts during machining. Normally a tool is fastened by putting it into a
slot in the turret and tightening screws to hold it resolutely. With doing this older process of
fastening the tool, extreme care must be taken to seat the holder correctly against existing butting
surfaces. Then the tool offsets must be set by touching the part or taking skin

A Brief Note On Hon Hai Precision Industry Co. Ltd
"You don't understand, we have no additional capacity!" has claimed and showcased the condition
of considerable labor–intensive enterprises currently. Doubtlessly, over 99.99% of the enterprises
are always working their tails off to augment productivity with least costing，thus contributing to
workers' overwhelming workloads probably–Apple's important foundry, Hon Hai Precision Industry
Co. Ltd (also known as Foxconn) in Taiwan，used to be condemned strongly by public due to
intensive operators' suicidal jump in Shenzhen, China in 2010. What's worse, most of those suicidal
jumpers experienced overwhelming overtime working before their death, which shocked whole
China and provoked public to concentrate on the sweatshop issue around us. From this example,
exploitation of workforce would be one of the "effective" ways to enhance productivity within
limited resources. Nevertheless, this extreme and cruel method would never be accepted by theory
of constraint, which would emphasize the optimized production technology (OPT) to embrace
continuous improvement. Professor Youngman has interpreted this concept via illustrating several
detailed examples. A local labor intensive manufacturing firm, showcased in the article, was
confronting the overarching constraint issue–deficient capacity of polish shop. Though having been
achieving substantial growth both in domestic and exports, no more additional capacity can be
developed in this polish shop unfortunately. Therefore we could

Toyota 's Production System And How It Works With The...
In this paper we will discuss Toyota's Production System and how it works with the strategy of their
business. We will define their mission and visions goals and their core principles as it applies to
their company. This paper will also discuss their basic approaches and general practices. It is also
important to understand what the Toyota Production System entails and how Lean operations began.
For instance, according to Stevenson, lean operation is a flexible system of operations that uses
considerably fewer resources than a traditional system. For example, Lee's Transportation owned by
Tony and Lisa Jones, can no longer operate due to several vehicle accidents caused by their drivers.
This has resulted in an increase in their insurance premiums with All State and the premiums are too
expensive for them to maintain their business. This unfortunate situation has caused a great hardship
and Tony and Lisa have no other option than to discharge their employees. Eventually, they
coordinate with a business partner and financial advisor and are able to start their company again
under a changed name, Loving Hands. They are now able to obtain insurance coverage through
State Farm.
The Jones' re–hire their previous employees but with new policies and procedures implemented.
They have incorporated monthly staff meetings on safety while driving, online training courses
quarterly, in addition to driving classes being mandatory and held annually. Tony and Lisa executes
strict policies

ESA: Case Questions
ESA Case Questions
1) The key elements of ESA's services that are most valued by its customers are its reliability and its
efficiency, which is why the quality problems and the shutdown were so damaging for the company
not only in direct and immediate practical terms, but also when it comes to company image,
customer relations, and internal morale. Aircraft operators need their engines repaired with one–
hundred percent accuracy and compliance with all maintenance requests and procedure, as the
ethical and the legal/financial liability of any error or omission could be disastrous. Whenever an
engine is taken out of service, the capabilities of the aircraft operator become threatened, so fixing
and returning engines quickly while maintaining completely reliable quality standards is essential
for ESA's customers. The failure to provide either timely or high–quality service rendered the
company essentially useless to its customers, or even detrimental to their capabilities and image.
Quality control activities are incredibly important in producing the reliability ESA's customers
require. The point–of–use tool system implemented, which tracks tools to greatly reduce the chance
of accidentally leaving one in an engine and thus increases reliability, is one such activity.
Restructuring the management team at ESA was also an activity that directly and substantially
contributed to increased reliability in the company, through the use of more experienced and more
responsive

Standardize Work
Standardized work is one of the most powerful but least used lean tools. By documenting the current
best practice, standardized work forms the baseline for kaizen or continuous improvement. As the
standard is improved, the new standard becomes the baseline for further improvements, and so on.
Improving standardized work is a never–ending process. Basically, standardized work consists of
three elements: Takt time, which is the rate at which products must be made in a process to meet
customer demand The precise work sequence in which an operator performs tasks within takt time
The standard inventory, including units in machines, required to keep the process operating
smoothly Establishing standardized work relies on ... Show more content on Helpwriting.net ...
At Toyota workers are encouraged every single day to come up with improvement suggestions. And
as their new ideas are tested, accepted and implemented the standard worksheets are updated.
Consider as you work in your Kaizen Groups how to make your decisions visible to all, how to
prepare a standardized work form, and where the form should be displayed.
http://www.leanblog.org/2010/02/my–thoughts–on–standardized–work/ I've written about many of
these ideas and themes before in various blog posts, but I wanted to consolidate my thoughts on the
Lean concept of "standardized work" in a single place. This is partly for my own personal reference
(and future linking), but also can prompt some discussion amongst my friends, the Lean Blog
readers. What I'm documenting here is consistent with what I've been teaching and coaching people
on in healthcare the last five years, especially. The concepts described here are directly influenced
by Toyota (especially the book Toyota Talent: Developing Your People the Toyota Way) and, I
believe, is very consistent with what's expressed in Dt. Atul Gawande's The Checklist Manifesto:
How to Get Things Right). These points are also expressed in the chapter on Standardized Work in
my book, Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction. This is a
looong post, so the quick bullets: Standard–IZED Don't standardize for the sake of standardizing It's
created by the people who do the

A Brief Note On Hon Hai Precision Industry Co. Ltd
"You don't understand, we have no additional capacity!" has claimed and showcased the condition
of considerable labor–intensive enterprises currently. Doubtlessly, over 99.99% of the enterprises
are always working their tails off to augment productivity with least costing，thus contributing to
workers' overwhelming workloads probably–Apple's important foundry, Hon Hai Precision Industry
Co. Ltd (also known as Foxconn) in Taiwan，used to be condemned strongly by the public due to
intensive operators' suicidal jump in Shenzhen, China in 2010. What's worse, most of those suicidal
jumpers experienced overwhelming overtime working before their death, which shocked whole
China and provoked public to concentrate on the sweatshop issue around us. ... Show more content
on Helpwriting.net ...
Likewise, the firm worked its tails off to enhance productivity by increasing direct labor and direct
materials as input typically, reaching to threshold as much as possible, which was regarded as
"working–hard" organizational style. However, one problem is coming up: what if we are not
accessible to more direct labors and direct materials? Here the theory of constraint adequately
attempts to tackle the problem. In lieu of simply increasing or even squeezing direct labors or direct
materials, as those sweatshops did, the firm ameliorated operational details, such as cleaning out the
trapped work–in–process, to reduce the trivial processing time. For instance, this company reduced
batch–size from 1/2 to 1/8, resulting in the emancipation of productive force eventually. Such
negligible changes save numerous manufacturing times, manifesting that none of the detailed should
be ignored since it may also change the organizational style profoundly. Apparently, TOC was
broadly applied in multiple industry fields based on its overwhelming advantages, which was
instantiated in Enterprise Airspeed. Initially, TOC envisages the existing of the bottleneck
constraints, differentiating treatment on the planning and scheduling of bottleneck and non–
bottleneck respectively. In a word, TOC

Essay On Nestle
Nestlé is a multinational company with headquarters in Vevey, Switzerland. This company was
founded by Henri Nestlé in 1886. Nowadays, Nestlé is not only the largest food and beverage
company in the world by offering more than 8,500 brands and 10,000 products, but also has grown
to the global leader in nutrition, health and wellness company. It employed more than 283,000
people in more than 456 factories or operations spread over 80 countries around the world. Nestlé
Group started with the vision of one Swiss chemist, Henri Nestlé who successfully invented milk
food supplements to overcome malnutrition among infant group and at the same time, marketed the
product called Farine Lactée Nestlé throughout Europe caused "Nestlé" began to take on ... Show
The production was commenced in 12 February 2015. In term of production capacity, PET
manufacturing line for MILO Nutri G and a BIB manufacturing line for MILO and SJORA liquid
juices incorporate to improve the productivity caused the total factory capacity of 120,000 MT per
year. That is approximately 590 million bottles of MILO Nutri G. Whereas in term of Halal
commitment, Halal Certification was granted by JAKIM in February 2015. At the same year, Sri
Muda Factory passed Majlis Ugama Islam (MUI) Audit in June. There are 10 dedicated Halal
committee personnel at Sri Muda factory

Operations Management Final
Operations Management
Final Report
Case Study
(1) Gate Turnaround at Southwest Airlines (Chapter Six)
(2) Constraint Management at Southwest Airlines (Chapter Seven)
(3) Lean Systems at Autoliv (Chapter Eight)
德瑞克(Derek Silkebaken) D974557
2012年1月2日
Chapter 6 Planning Capacity
Video Case: Gate Turnaround at Southwest Airlines
Q1. How can Capacity and utilization be measured at an airline such as SWA?
Answer: Capacity is the maximum rate of output of a process or a system. And utilization is
measured as the ratio of average output rate to maximum capacity. In Southwest, capacity can be
measured in available seat–miles (AMS) pre month. Therefore, utilization can be measured as the
ratio of average seat–mile rate to maximum ... Show more content on Helpwriting.net ...
Q2. Which boarding scenario among the different ones proposed would you recommend for
implementation? Why?
Answer: In my personal opinion, "assigned boarding gate line positions based on both boarding
group and gate arrival time" is the most workable. The principle to assign position based on
boarding group can satisfy the customers who travel in group and want to sit together. The
customers might be family, friends or couples. Then the principal of gate arrival time is to meet the
rule: first come, first served. If the assignments of the positions are according to the arrival time,
there are few customers would complain about the unfairness. Therefore, customers would like to
follow the rules and accept the assigned positions. The high–quality and fast customer service will
impress all his customers.
Q3. How should Southwest evaluate the gate boarding and plane turnaround process?
Answer: Southwest should check if it can manage all potential bottleneck are effectively.
Southwest's famous rapid gate–turnaround of 25 minutes or less demonstrates how attention to the
activities that ground operations must complete to clean, fuel, and prepare a plane for flight can
become bottlenecks if not properly scheduled. In the terminal at the gate, passenger boarding also

can be a bottleneck if the boarding process itself is not carefully managed. In 2007, as part of the
company's improvement activities, Southwest focused its attention on the passenger boarding
process to

Bang & Bang : Technological System
With the assistance of Skyline Technologies, Bang & Bang hopes to implement a technological
system which will enable the company to host a more efficient and effective throughput
manufacturing process. While Bang & Bang faces many challenges, Skyline Technologies will work
with the company to ensure that the needs of the business are being met. The system that Skyline
Technologies will help Bang & Bang implement will give the company a competitive advantage,
making them not only more efficient, but productive and profitable as well. The main focus of any
business these days is to ensure productivity and efficiency are at their peak while maximum profits
are being made. By adapting this business strategy, Bang & Bang will be able to achieve these goals.
By focusing on the main challenges that Bang & Bang faces, Skyline Technologies needs to develop
a solution that will be easy to implement, but still meet the needs of the business. Adapting a
solution that has been tried and found effective, Skyline can ensure that the system in place will
work effectively for the team. The system also needs to be easily adaptable by Bang & Bang's
current infrastructure. Skyline needs to suggest a system that is easy to use among all members of
the team. Since such a high level of security is placed on the inventory, introducing a system that
can cut down on tedious and repetitive features of the inventory process will also assist with the
transition. In order to ensure that the most

Swot Analysis : Lean Manufacturing
As globalization and technology bring the world together, management is forced to engage in
strategies and calculated risk to remain competitive, allowing for organizational success through
customer satisfaction. When executed correctly, lean manufacturing also known as lean thinking
creates an atmosphere where competitive advantages and success is attainable. Due to the successful
nature of this strategy, organizations other than manufacturing, have implemented lean thinking with
a favorable outcome. Discussed below is the establishment of lean thinking, the steps of 5S, which
is the tool utilized to lay the groundwork of lean thinking, and distinct differences between
traditional cost accounting practices and lean accounting practices ... Show more content on
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Adhering to their standards and unwavering from their goals of perfection, Toyota's approach and
methods improved, adding new philosophies such as, "daily improvements, good thinking, and good
product" (Toyota, 2016, para 5). These philosophies further developed into a concept referred to as,
jidoka (automation with a human touch), which allows employees to take initiative to stop work in
progress to correct mistakes to prevent any product from being produced incorrectly (Ching,
Williams, Idemento, & Blackmore, 2014, p. 341). This concept along with a JIT method has evolved
Toyota's manufacturing to the best in the world. The competitive edge was reason for other
organizations to follow Toyota's example of success in the world of business.
5S
The concept of lean thinking cannot be partial implemented, an organization who aims to administer
lean thinking must be willing and able to completely transform both the physical and mental aspects
of the organization. Employees must develop a new mindset of more value with less resources. This
process is accomplished through the strategy of 5S. 5S is a vital tool that was developed to initiate
the change of lean thinking and begin the complete overhaul of the organization.
The term 5S is derived from five Japanese words, and has been translated as follows: Seiri, which

Toyota Value Chain Essay

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