This is a short, approximately three pages, analysis of a company's current process and the benefits of implementing Lean Manufacturing practices.
This report is the product of an academic assignment
BPR was implemented at Mahindra & Mahindra in the mid-1990s to address manufacturing inefficiencies and improve productivity. It involved reengineering processes and implementing cellular manufacturing. This led to significant benefits like reducing headcount while increasing output, improving inventory control, and establishing a transparent process-oriented culture. BPR differed from TQM in seeking a complete redesign rather than incremental changes and helped transform Mahindra & Mahindra's operations and performance.
Enterprise-wide BPR for a leading Indian auto manufacturer.
Mahindra Satyam was the Market Leader for Decades.
However, of late, there was tremendous competition it faced in several product categories.
REASON: Increasing Globalization, Entry of foreign companies, Import of pre-used vehicles.
Read Slides for More.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The document discusses major obstacles and relationships among barriers in implementing lean manufacturing in Indian industries. It identifies the key barriers through a literature review and survey of various industries. The top 6 barriers are found to be market volatility, industry layout, resistance to change, cost factors, product variety, and sustainability. There are also relationships between certain barriers. Overcoming these barriers will require commitment from management and employees as well as awareness training. Addressing the relationships between barriers through a coordinated strategy can help in lean implementation.
The document is a research paper that investigates the improvement of manufacturing performance through lean practices in the Bangladeshi garment industry. It reviews literature on lean production and its benefits. The paper then presents research that was conducted through surveys, interviews and site visits with nine garment companies in Bangladesh that have adopted lean tools and techniques. The findings indicate these companies have gained various performance improvements from lean. It identifies business challenges that drove companies to implement lean and areas where changes were made. The paper concludes by suggesting topics for further research.
Lean and Six Sigma: A Combined Approach for Waste Management in Indian SME’sIJLT EMAS
Lean Six Sigma is an approach which focuses on
continuous improvement of processes in order to reduce the cost
due to poor quality and to make improvements in the bottom line
results to create value for the customers. The Basic purpose of
this paper is to explore the various critical success and failure
factors of LSS approach in various SME’s clusters of India. The
following research is based upon the systematic literature review
of papers published in various reputed journals on techniques
like Lean manufacturing, Six Sigma and Lean Six Sigma.
This document provides an abstract and introduction for a paper comparing Total Quality Management (TQM) and Lean Manufacturing. The abstract indicates that the paper will make a comparative study between TQM and Lean Manufacturing with an emphasis on Lean Thinking. It will categorize related literature, analyze it, and integrate the findings. The introduction provides background on TQM and Lean Manufacturing, noting they are different approaches to optimization but share some commonalities. It also gives some definitions and principles of each approach.
BPR was implemented at Mahindra & Mahindra in the mid-1990s to address manufacturing inefficiencies and improve productivity. It involved reengineering processes and implementing cellular manufacturing. This led to significant benefits like reducing headcount while increasing output, improving inventory control, and establishing a transparent process-oriented culture. BPR differed from TQM in seeking a complete redesign rather than incremental changes and helped transform Mahindra & Mahindra's operations and performance.
Enterprise-wide BPR for a leading Indian auto manufacturer.
Mahindra Satyam was the Market Leader for Decades.
However, of late, there was tremendous competition it faced in several product categories.
REASON: Increasing Globalization, Entry of foreign companies, Import of pre-used vehicles.
Read Slides for More.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The document discusses major obstacles and relationships among barriers in implementing lean manufacturing in Indian industries. It identifies the key barriers through a literature review and survey of various industries. The top 6 barriers are found to be market volatility, industry layout, resistance to change, cost factors, product variety, and sustainability. There are also relationships between certain barriers. Overcoming these barriers will require commitment from management and employees as well as awareness training. Addressing the relationships between barriers through a coordinated strategy can help in lean implementation.
The document is a research paper that investigates the improvement of manufacturing performance through lean practices in the Bangladeshi garment industry. It reviews literature on lean production and its benefits. The paper then presents research that was conducted through surveys, interviews and site visits with nine garment companies in Bangladesh that have adopted lean tools and techniques. The findings indicate these companies have gained various performance improvements from lean. It identifies business challenges that drove companies to implement lean and areas where changes were made. The paper concludes by suggesting topics for further research.
Lean and Six Sigma: A Combined Approach for Waste Management in Indian SME’sIJLT EMAS
Lean Six Sigma is an approach which focuses on
continuous improvement of processes in order to reduce the cost
due to poor quality and to make improvements in the bottom line
results to create value for the customers. The Basic purpose of
this paper is to explore the various critical success and failure
factors of LSS approach in various SME’s clusters of India. The
following research is based upon the systematic literature review
of papers published in various reputed journals on techniques
like Lean manufacturing, Six Sigma and Lean Six Sigma.
This document provides an abstract and introduction for a paper comparing Total Quality Management (TQM) and Lean Manufacturing. The abstract indicates that the paper will make a comparative study between TQM and Lean Manufacturing with an emphasis on Lean Thinking. It will categorize related literature, analyze it, and integrate the findings. The introduction provides background on TQM and Lean Manufacturing, noting they are different approaches to optimization but share some commonalities. It also gives some definitions and principles of each approach.
This document discusses how the implementation of advanced manufacturing technology (AMT) can impact organizational structure. It presents a framework showing that technology influences organizational structure at both operational and administrative levels, which then impacts employee jobs/tasks and firm performance. The framework suggests technology and structure should be aligned for superior performance. A study of 927 employees at 27 AMT firms in India revealed information on how existing structures need to change to be compatible with new technologies and improve productivity.
Total quality management (TQM) is a comprehensive management approach focused on quality and continuous improvement. It originated from the work of quality experts like Deming and Shewhart and was adopted widely in Japan. TQM involves all departments and employees working together horizontally to enhance quality and productivity. It emphasizes customer focus, process improvement, prevention over inspection, and fact-based decision making. Successful implementation of TQM requires participative management, continuous process improvement, and the use of cross-functional teams.
Lean construction focuses on eliminating waste to improve productivity and competitiveness in the construction industry. It aims to deliver precisely what customers want through continuous flow and value creation. The key principles of lean are specifying value from the customer perspective, eliminating non-value adding steps, allowing work to flow without interruption, and pursuing continuous improvement. Implementing lean thinking can significantly reduce costs and construction time through increased planning while improving safety, schedule reliability, and profits. However, successful implementation requires buy-in from all levels and training workers in new processes, which can be challenging.
This document provides a literature review and theoretical background on lean manufacturing concepts as they relate to improving a production line in an aluminum die casting plant. It discusses the history and evolution of lean manufacturing principles. The seven types of waste are defined - overproduction, defects, inventory, transportation, waiting, motion, and overprocessing. Line balancing concepts and related works implementing lean in die casting plants are also reviewed. The aim is to apply these lean concepts and methodologies to analyze the current process and identify improvements at a die casting company.
The document discusses key challenges in managing the supply chain of milk and milk products in India, which is the largest milk producer globally. It outlines issues around demand management, quality control, handling, transportation in the complex milk supply chain. The article highlights the need for adopting changes to address these issues and challenges for an efficient milk supply chain in India.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
Implementation of Lean Manufacturing System for Successful Production System ...IJERA Editor
In manufacturing industries lean manufacturing is a broadly accepted philosophy. There are more requirements of research and studies. To investigate the needs, techniques, benefits of lean manufacturing and approaches for implementation Lean manufacturing is a leading manufacturing paradigm has applied in many economy sectors, where we have to reduce manufacturing cost, improving product quality, reducing cost of poor quality, and quick to respond and “first to market to customer needs are critical to competitiveness and success. Lean methods and principle focus on the continuous improvement and engages employees reducing the intensity of materials, time, and capital necessary for meeting a customer’s needs. Successful implementation of lean manufacturing is very important to increase quality and waste reduction. By implementation of lean manufacturing there are various benefits such as waste elimination, reduction in reworking, financial benefits, lead time reduction and lower inventory levels.
This research analyzed the human resource management systems of Japanese automakers Toyota and Nissan at their UK production plants. It found that while the companies tried to implement their original Japanese practices internally, their production management systems were not fully successful due to organizational differences from their home operations in Japan. The researchers interviewed workers and managers at the companies' UK and Japan plants to understand differences between the countries in implementing lean production principles.
The document discusses Lean Manufacturing. It began in the automobile industry but has expanded to other industries. Lean aims to reduce waste and use fewer resources to produce the same output. The core principles are to specify value, identify the value stream, make the products flow without interruptions, have customers pull products as needed, and continuously improve. Key tools include 5S, cellular manufacturing, jidoka, and kaizen for continuous improvement. The ultimate goal is to maximize value while minimizing waste.
This document discusses several Lean Manufacturing concepts and tools. Lean aims to increase efficiency by reducing waste. It identifies eight types of waste and takes three stages: identify waste, analyze root causes, and solve problems to create more efficiency. Key tools include value stream mapping, root cause analysis, Just-in-Time production, Kanban, zero defects, and the 5S methodology. The 5S methodology is a five-phase approach to organizing and standardizing the workplace. Other concepts discussed include Ishikawa diagrams for identifying causes of problems, and the Taguchi method which aims to design quality into products through robust design and minimizing deviation from targets.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
Best Manufacturing practice adoptions by Indian IndustriesIJERA Editor
The purpose of this study is to develop a new model to provide guidance and support for Indian manufacturing companies who aim to reach at global level standards both in maintenance and manufacturing processes through continual improvement. Based on this study, a strategic model was developed through conceptual integration of popular process improvement strategies, which are based on ISO, TQM, TPM , Lean Production, six-sigma & TPM. An attempt was made to analyze and address some major limitations of existing models to pave the way of achieving manufacturing excellence
The document summarizes Carsem's implementation of lean manufacturing over multiple phases using various organizational development tools and methods. It discusses (1) using the McKinsey 7S framework as an overall implementation plan, (2) employing action learning teams to solve real business issues through short cycles of training and projects, and (3) applying the PDCA model at various stages of training, project implementation, review of results, and proliferation across lines. The implementation helped Carsem reduce waste, improve productivity and increase customer value.
11. implementaion of lean manufacturing in auto industryAlexander Decker
This document summarizes lean manufacturing principles and their implementation in the auto industry. It discusses the five main lean principles of value, value stream, flow, pull, and perfection. It then describes the four thrusts of lean manufacturing implementation: solid leadership, team-based cultures, effective communication systems, and continuous improvement processes. Several auto manufacturers and their lean systems are provided as examples. Results from implementing lean at various companies show significant reductions in costs, waste, defects, and production time, as well as increases in productivity, sales, and inventory turns.
5.[56 60] implementaion of lean manufacturing in auto industryAlexander Decker
This document summarizes the implementation of lean manufacturing principles in the auto industry. It discusses the five main lean principles of value, value stream, flow, pull, and perfection. It describes how Toyota pioneered lean manufacturing techniques in the 1950s and 1960s. The document also outlines the four thrusts that lean organizations focus on: solid leadership, team-based cultures, communication systems, and simultaneous development and continuous improvement processes. It provides examples of productivity improvements that companies in various industries experienced after implementing lean principles.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
The document discusses Toyota's production system and its key principles. It explains that Toyota views its operations as communities of scientists who test hypotheses through a scientific process. Rule 1 is that every job and action is specified in detail to reduce variations and errors. Toyota also encourages participation from all team members and stimulates continuous learning. The Toyota production system grew organically over decades focused on high quality, flexibility and waste reduction.
The Toyota Company is the biggest auto-manufacture in the world. T.docxssusera34210
The Toyota Company is the largest automaker in the world. It employs a customer-focused philosophy called the Toyota Production System (TPS) that emphasizes providing high-quality vehicles at low cost and on-time delivery. TPS also aims to treat employees well and ensure flexibility. Key aspects of TPS include just-in-time production in response to customer demand, continuous improvement through kaizen, and stopping production if a problem is detected. Toyota pioneered lean production methods that minimize waste and overloading of employees to efficiently produce vehicles as ordered.
This document discusses how financial incentives can be integrated with lean construction and labor productivity. It explains that financial incentives have traditionally been used to motivate workers and increase productivity. Theories around the role of money in motivation are explored, including its ability to reduce anxiety or act as an extrinsic reward. Lean construction aims to maximize value and reduce waste, using techniques like just-in-time and supply chain management. Improving labor productivity also reduces costs by improving worker efficiency, duration and intensity of effort. Financial and non-financial incentives work best when used together to improve results.
This document discusses how financial incentives can be integrated with lean construction and labor productivity. It explains that financial incentives have traditionally been used to motivate workers and increase productivity. Theories around the role of money in motivation are explored, including its ability to reduce anxiety or act as an extrinsic reward. Lean construction aims to maximize value and reduce waste, using techniques like just-in-time delivery and open information sharing. Factors that impact labor productivity include worker effort, skills, and team cohesion, while prefabrication and innovative practices can also improve it. The document argues that financial and non-financial incentives together are most effective at driving results.
This document discusses how the implementation of advanced manufacturing technology (AMT) can impact organizational structure. It presents a framework showing that technology influences organizational structure at both operational and administrative levels, which then impacts employee jobs/tasks and firm performance. The framework suggests technology and structure should be aligned for superior performance. A study of 927 employees at 27 AMT firms in India revealed information on how existing structures need to change to be compatible with new technologies and improve productivity.
Total quality management (TQM) is a comprehensive management approach focused on quality and continuous improvement. It originated from the work of quality experts like Deming and Shewhart and was adopted widely in Japan. TQM involves all departments and employees working together horizontally to enhance quality and productivity. It emphasizes customer focus, process improvement, prevention over inspection, and fact-based decision making. Successful implementation of TQM requires participative management, continuous process improvement, and the use of cross-functional teams.
Lean construction focuses on eliminating waste to improve productivity and competitiveness in the construction industry. It aims to deliver precisely what customers want through continuous flow and value creation. The key principles of lean are specifying value from the customer perspective, eliminating non-value adding steps, allowing work to flow without interruption, and pursuing continuous improvement. Implementing lean thinking can significantly reduce costs and construction time through increased planning while improving safety, schedule reliability, and profits. However, successful implementation requires buy-in from all levels and training workers in new processes, which can be challenging.
This document provides a literature review and theoretical background on lean manufacturing concepts as they relate to improving a production line in an aluminum die casting plant. It discusses the history and evolution of lean manufacturing principles. The seven types of waste are defined - overproduction, defects, inventory, transportation, waiting, motion, and overprocessing. Line balancing concepts and related works implementing lean in die casting plants are also reviewed. The aim is to apply these lean concepts and methodologies to analyze the current process and identify improvements at a die casting company.
The document discusses key challenges in managing the supply chain of milk and milk products in India, which is the largest milk producer globally. It outlines issues around demand management, quality control, handling, transportation in the complex milk supply chain. The article highlights the need for adopting changes to address these issues and challenges for an efficient milk supply chain in India.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
Implementation of Lean Manufacturing System for Successful Production System ...IJERA Editor
In manufacturing industries lean manufacturing is a broadly accepted philosophy. There are more requirements of research and studies. To investigate the needs, techniques, benefits of lean manufacturing and approaches for implementation Lean manufacturing is a leading manufacturing paradigm has applied in many economy sectors, where we have to reduce manufacturing cost, improving product quality, reducing cost of poor quality, and quick to respond and “first to market to customer needs are critical to competitiveness and success. Lean methods and principle focus on the continuous improvement and engages employees reducing the intensity of materials, time, and capital necessary for meeting a customer’s needs. Successful implementation of lean manufacturing is very important to increase quality and waste reduction. By implementation of lean manufacturing there are various benefits such as waste elimination, reduction in reworking, financial benefits, lead time reduction and lower inventory levels.
This research analyzed the human resource management systems of Japanese automakers Toyota and Nissan at their UK production plants. It found that while the companies tried to implement their original Japanese practices internally, their production management systems were not fully successful due to organizational differences from their home operations in Japan. The researchers interviewed workers and managers at the companies' UK and Japan plants to understand differences between the countries in implementing lean production principles.
The document discusses Lean Manufacturing. It began in the automobile industry but has expanded to other industries. Lean aims to reduce waste and use fewer resources to produce the same output. The core principles are to specify value, identify the value stream, make the products flow without interruptions, have customers pull products as needed, and continuously improve. Key tools include 5S, cellular manufacturing, jidoka, and kaizen for continuous improvement. The ultimate goal is to maximize value while minimizing waste.
This document discusses several Lean Manufacturing concepts and tools. Lean aims to increase efficiency by reducing waste. It identifies eight types of waste and takes three stages: identify waste, analyze root causes, and solve problems to create more efficiency. Key tools include value stream mapping, root cause analysis, Just-in-Time production, Kanban, zero defects, and the 5S methodology. The 5S methodology is a five-phase approach to organizing and standardizing the workplace. Other concepts discussed include Ishikawa diagrams for identifying causes of problems, and the Taguchi method which aims to design quality into products through robust design and minimizing deviation from targets.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
Best Manufacturing practice adoptions by Indian IndustriesIJERA Editor
The purpose of this study is to develop a new model to provide guidance and support for Indian manufacturing companies who aim to reach at global level standards both in maintenance and manufacturing processes through continual improvement. Based on this study, a strategic model was developed through conceptual integration of popular process improvement strategies, which are based on ISO, TQM, TPM , Lean Production, six-sigma & TPM. An attempt was made to analyze and address some major limitations of existing models to pave the way of achieving manufacturing excellence
The document summarizes Carsem's implementation of lean manufacturing over multiple phases using various organizational development tools and methods. It discusses (1) using the McKinsey 7S framework as an overall implementation plan, (2) employing action learning teams to solve real business issues through short cycles of training and projects, and (3) applying the PDCA model at various stages of training, project implementation, review of results, and proliferation across lines. The implementation helped Carsem reduce waste, improve productivity and increase customer value.
11. implementaion of lean manufacturing in auto industryAlexander Decker
This document summarizes lean manufacturing principles and their implementation in the auto industry. It discusses the five main lean principles of value, value stream, flow, pull, and perfection. It then describes the four thrusts of lean manufacturing implementation: solid leadership, team-based cultures, effective communication systems, and continuous improvement processes. Several auto manufacturers and their lean systems are provided as examples. Results from implementing lean at various companies show significant reductions in costs, waste, defects, and production time, as well as increases in productivity, sales, and inventory turns.
5.[56 60] implementaion of lean manufacturing in auto industryAlexander Decker
This document summarizes the implementation of lean manufacturing principles in the auto industry. It discusses the five main lean principles of value, value stream, flow, pull, and perfection. It describes how Toyota pioneered lean manufacturing techniques in the 1950s and 1960s. The document also outlines the four thrusts that lean organizations focus on: solid leadership, team-based cultures, communication systems, and simultaneous development and continuous improvement processes. It provides examples of productivity improvements that companies in various industries experienced after implementing lean principles.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
The document discusses Toyota's production system and its key principles. It explains that Toyota views its operations as communities of scientists who test hypotheses through a scientific process. Rule 1 is that every job and action is specified in detail to reduce variations and errors. Toyota also encourages participation from all team members and stimulates continuous learning. The Toyota production system grew organically over decades focused on high quality, flexibility and waste reduction.
The Toyota Company is the biggest auto-manufacture in the world. T.docxssusera34210
The Toyota Company is the largest automaker in the world. It employs a customer-focused philosophy called the Toyota Production System (TPS) that emphasizes providing high-quality vehicles at low cost and on-time delivery. TPS also aims to treat employees well and ensure flexibility. Key aspects of TPS include just-in-time production in response to customer demand, continuous improvement through kaizen, and stopping production if a problem is detected. Toyota pioneered lean production methods that minimize waste and overloading of employees to efficiently produce vehicles as ordered.
This document discusses how financial incentives can be integrated with lean construction and labor productivity. It explains that financial incentives have traditionally been used to motivate workers and increase productivity. Theories around the role of money in motivation are explored, including its ability to reduce anxiety or act as an extrinsic reward. Lean construction aims to maximize value and reduce waste, using techniques like just-in-time and supply chain management. Improving labor productivity also reduces costs by improving worker efficiency, duration and intensity of effort. Financial and non-financial incentives work best when used together to improve results.
This document discusses how financial incentives can be integrated with lean construction and labor productivity. It explains that financial incentives have traditionally been used to motivate workers and increase productivity. Theories around the role of money in motivation are explored, including its ability to reduce anxiety or act as an extrinsic reward. Lean construction aims to maximize value and reduce waste, using techniques like just-in-time delivery and open information sharing. Factors that impact labor productivity include worker effort, skills, and team cohesion, while prefabrication and innovative practices can also improve it. The document argues that financial and non-financial incentives together are most effective at driving results.
Best practices are techniques or methodologies proven to reliably lead to desired results. Following best practices ensures success through optimal use of knowledge and technology. While best practices usually dictate recommended actions, some situations require flexibility. Problem solving defines a problematic situation, identifies the problem as an opportunity for a worthwhile solution, and implements that solution through an individual or group. Toyota used several best practices like reducing setup times, small-lot production, employee involvement/empowerment, quality at the source, and pull production to become a world leader in automobiles. These practices could help Amul dairy improve results by lowering inventory costs, reducing lead times through just-in-time production, motivating workers for quality/cleanliness, and building supplier relationships
Role of IT in Lean Manufacturing: A brief ScenarioIJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
134
Lean Thinking and
Lean Systems
Chapter outline
7.1 Evolution of lean
7.2 Lean tenets
7.3 Stabilizing the master schedule
7.4 Controlling flow with the kanban system
7.5 Reducing setup time and lot sizes
7.6 Changing layout and maintaining equipment
7.7 Cross-training, rewarding, and engaging workers
7.8 Guaranteeing quality
7.9 Changing relationships with suppliers
7.10 Implementation of lean
7.11 Key points and terms
Jefferson Pilot Financial, a full-service life insurance firm, learned what so many
other firms had learned before it: using the concepts of lean thinking and lean sys-
tems for processing life insurance applications improved performance. Jefferson's
goals for its application processing process were twofold. First, it wanted to re-
duce throughput time, from receiving an application to issuing a policy, which
was averaging between one to two months. Second, it wanted to reduce its 10 per-
cent error rate because each error meant that rework and reprocessing were
needed. Using the basic lean tenets presented in this chapter, Jefferson was able to
achieve a 70 percent reduction in throughput time and a 40 percent reduction in
errors.1
Lean thinking and lean systems have been applied in a wide variety of indus-
tries and settings. They are used to improve operations processes in manufactur-
ing and services. Lean ideas are also used to improve processes outside of
operations, including software application development and maintenance, annual
budgeting, and even for collecting on delinquent accounts! What is lean and how
do firms use lean ideas to improve their business?
1 Swank (2003)
Chapter 7 Lean Thinking and Lean Systems 135
In this chapter we introduce the lean concepts, principles, and techniques that a
host of organizations have adopted for performance improvement. These concepts,
principles, and techniques can be deployed to reform not only manufacturing sys-
tems but also administrative systems, service systems, and entire supply chains. We
begin by looking at the evolution of lean before presenting lean thinking as a set of
five tenets. We then characterize the lean system-particularly the lean production
system-that is created when companies pursue lean. We conclude by highlighting
implementation issues to consider when a company is deploying lean.
7.1 EVOLUTION OF LEAN
"Tri-State:
~onverting to
JIT," Vol. V
After World War II the U.S. system of mass production was the envy of the world.
Mass production-the production of standardized discrete products in high vol-
ume by means of repetitive manufacturing technologies-was the norm. Materi-
als were produced in large batches, and machines were made to run faster to
reduce costs. In some cases this resulted in sacrificing quality in the name of effi-
ciency and creating narrow jobs that led to worker dissatisfaction, but still the
world bought products manufactured in the United States.
In the 1960s a J.
Running head Sustaining Operations1Sustaining Operations2Titl.docxjeanettehully
Running head: Sustaining Operations 1
Sustaining Operations 2Title
Name
School
5-2 Final Project Milestone Three: Sustaining OperationsTheories and Techniques
Just in Time (JIT)
Just in Time (JIT) is an inventory management system used to balance between the supplies of raw materials with production schedules. The process plays a vital role in improving efficiency by ensuring that raw materials are supplied only when needed. A key advantage of JIT is the reduction of waste. Since materials are provided when demanded, the risk of wastage is eliminated. Also, less space is needed to store materials when using JIT. Companies using JIT only order the requested production materials, and therefore less space is required for storage. Furthermore, businesses using JIT save money when purchasing stock. Such companies purchase small amounts of stock, which is essential for financial stability.
One of the disadvantages of JIT is time consumption during planning. JIT requires efficient planning to align production schedules with the supply of production materials. Changes in production due to changing customer needs will force a company to alter its supply-chain plans frequently. Another issue is the risk of running out of production materials due to supplier issues. If Nissan adopts JIT, it may run out of stock whenever suppliers experience production and delivery problems. For instance, an earthquake in Japan can lead to supply chain problems due to its impact on distribution channels (Schmidt & Symchi-Levi, 2013).
Toyota Production System (TPS)
Toyota Production System (TPS) is a production management system used by Toyota Motor Corporation, and it is based on two concepts that are Jidoka and JIT (Dillon, 2019). Jidoka is a technique used by Toyota to detect and correct issues in the production equipment. The purpose of Jidoka is to prevent the production of defective vehicles or vehicle accessories. The use of TPS at Nissan can be advantageous in various ways. The company will be able to avoid the production of faulty automobiles through Jidoka. Through the system, the company will be able to reduce wastage of production materials. Also, the company will able to improve production quality. Adopting TPS in the company is expensive since Nissan will need to abandon its previous management system and adopt TPS.
Lean
The lean management system is a long-term management method based on continuous improvement. Companies use this method to enhance quality and efficiency in production continuously. The use of this method at Nissan will lead to improved productivity and quality. Also, the technique will help the company in reducing the wastage of production materials. However, it is necessary to note that the method can lead to production problems due to equipment error. The lean management method has a small allowance for errors.
JIT, TPS, and Lean are meant to enhance production efficiency while minimizing wastage. The three methods have c ...
The document provides an overview of Lean Production and related concepts. It discusses that Lean Production aims to eliminate waste in manufacturing through streamlining processes. It identifies seven types of waste - overproduction, defects, waiting, unnecessary inventory, unnecessary motion, overprocessing, and transport. It also outlines five principles and five pillars of Lean Manufacturing. Examples of Lean implementation at Toyota, Saskatchewan and Maruti Suzuki are provided. The document concludes with thanking the presentation creators.
INSTRUCTIONS Please read the case first and then answer specificall.docxmaoanderton
INSTRUCTIONS: Please read the case first and then answer specifically the proper questions asked
below. PLEASE ANSWER ALL THE QUESTIONS. PLEASE USE A SEPARATE SHEET OF PAPER TO ANSWER
YOUR QUESTIONS.
Backstory: General Electric Co. decided sustainability was a business opportunity rather than a cost and
pushed into the field in 2005 with its new initiative. But the products and services weren’t only for its
customers — they first transformed GE.
Key moves: GE began looking at sustainability as part of a demographic trend, realizing that scarcity would
increase with population growth. Energy and water use, waste, carbon emissions — all would decline
among the most efficient and sustainable companies. GE saw a profitable business opportunity in helping
companies along this sustainable path to offer environmental solutions.
GE also gambled that carbon would eventually be a cost, following the implementation of previous
regulatory regimes such as limiting acid rain. Although the precise way carbon would be regulated was
unknown, as it still is, the company had little doubt that regulation would happen. Rather than wait, GE
joined a climate coalition with nongovernmental organizations to press for a cap-and-trade system to
build certainty into the future.
Within the company, GE began engaging employees to see where energy savings could be found. That
might include turning off the lights when a factory was idle or even installing a switch so that lights could
be turned off. Ecomagination sold solutions within GE, whether the project involved installing LED lights
on a factory floor, recycling water at a nuclear facility or offering combined heat and power generation
units at a plant in Australia. Within GE, managers began to be measured on how much energy savings they
had achieved.
Impact: The company so far has saved $100 million from these measures and cut its greenhouse gas
intensity — a measure of emissions against output — by 41%, according to the company’s sustainability
report. The work inside GE became a proof of concept to external customers grappling with similar issues.
Ecomagination targeted C-level executives to build this business, since most problems cut across divisions
(improving energy efficiency, for example).
So far GE has invested $4 billion in this effort, much of it in research and development. But it reaped sales
of $17 billion in 2008, up 21% from a year earlier, and is striving for $25 billion in sales in 2010.
1. Describe the 3 Strategic Management Process GE used (please use terms that we had discussed
in class).
2. Explain the need for integrating and the use of strategic management for GE (Give 3 examples).
3. Please list 5 examples of strategic management that GE either can use or already is using.
4. What is the strategy formulation, implementation, and evaluation activities that GE can
potentially use to make its innovation better than what it is now (Give 3 recommendations).
5. If .
Nike has successfully implemented lean management principles throughout its global supply chain operations. It requires lean practices from its 785 contract manufacturers and uses a sustainability index to assess factories on lean implementation. Nike provides training to factories on lean tools and human resources practices to empower workers. This has resulted in improved productivity, quality, and worker satisfaction while reducing waste. Nike's lean approach and sustainability initiatives such as Flyknit technology have increased profits while decreasing environmental impact.
Impact on integration of Lean Manufacturing and Six Sigma in various applicat...IOSR Journals
Abstract: Lean Manufacturing is a concept of improving the speed and efficiency of an organization by
eliminating waste. On the other hand Six Sigma is a continuous improvement plan that is proposed to reduce
variability. This paper presents the concept of integrating Lean manufacturing and six sigma, and the approach
how the two concepts are merged in industries to increase the product through put and to improve the quality of
the product by reducing the process variability. An approach to L6σ is also reviewed along with its Application.
Keywords - Lean Manufacturing, Six Sigma, L6
Lean Manufacturing and Reliability Concepts reportAndy Page
This document provides an overview of Lean Manufacturing concepts and how they relate to maintenance and reliability practices. It discusses the 5S methodology, which involves sorting, straightening, shining, standardizing, and sustaining a workspace. When applied to a preventive maintenance (PM) program, 5S can eliminate unnecessary tasks, reassign tasks to other teams, and optimize the tasks that remain. The document also examines the seven wastes (muda) targeted by Lean - overproduction, transportation, waiting, inventory, motion, overprocessing, and defects. For each waste, examples are given of how it manifests in maintenance work and strategies for eliminating the waste. The goals of Lean Manufacturing to eliminate waste are shown to parallel the
Increasing Vehicle Outsourcing ( % Of Car Value ) EssayAlison Reed
The document summarizes recommendations from Team 5 to improve the overdue payment process at Ramsville. They created a current value stream map that identified issues like long lead times of 196,200 seconds. Recommendations include reducing batch sizes to process invoices continuously, increasing checking time at PFR Check to reduce errors, and standardizing data entry to streamline the process. These changes aim to eliminate waste and non-value added activities to improve supplier relationships and satisfaction.
Here is a draft essay responding to the tasks:
Lean Operations at Staircases Production Company
Staircases Production Company (SPC) has achieved success through its traditional production methods for timber staircases. However, as Deane considers expanding the business, some elements of lean operations and just-in-time (JIT) manufacturing could help SPC improve efficiency and support growth. While a full-scale implementation of Toyota-style lean may not be practical for SPC's staircase cell, selective application of lean principles could yield benefits.
Task 1: To what extent could SPC apply JIT/Lean techniques to its staircase cell? As a small operation producing customized products in low volumes, SPC's staircase cell differs
The document discusses the history and principles of Lean manufacturing. It originated in Japan after World War 2 to help companies overcome shortages. Toyota pioneered the Toyota Production System, focusing on eliminating waste. Lean aims to produce only what customers need, when needed, in minimal time and space. The document then discusses how Malaysian company CTRM adopted Lean since 2003, launching a formal program in 2004. It outlines CTRM's Lean philosophy, principles, objectives and programs to develop employees and continuously improve processes through techniques like 5S, standardization, suggestion schemes and Six Sigma.
This document discusses why many Lean transformations fail to achieve significant or sustainable results. It summarizes that 65-70% of Lean transformations fail according to studies. The document examines several sources that identify critical success factors for Lean transformations, including the importance of Lean leadership. Key findings are that Lean requires consistent execution of all elements as a system with a change in leadership behaviors focused on developing people and culture, not just waste reduction tools. Leadership must drive behaviors through a philosophy of long-term thinking.
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
This document discusses how companies can achieve sustainable competitive advantage through various techniques and processes. It describes Lean and Six Sigma techniques for process improvement, and how organizational learning and business intelligence can help develop customer relationship management competencies. It also discusses models for process modeling like IPO and SIPOC, and the role of service engineering in transforming process inputs into valuable outputs for customers. The goal is to discuss a framework for how these various elements can work together to achieve a sustainable competitive advantage.
Report and Analysis: Resulting Microstructures of Cooled Carbon SteelDeAndria Hardy
Report and Analysis of experiment which tested the mechanical properties and resulting microconstituents of carbon steel under various cooling conditions
Laboratory Analysis: Mechanical Properties of BoneDeAndria Hardy
This lab experiment tested the mechanical properties of chicken femur bones under different loading speeds and temperature conditions. Bones were loaded until failure, and their maximum load, maximum stress, toughness, and modulus of elasticity were calculated. Testing was done at speeds of 5mm/m, 10mm/m, and 100mm/m, and in room temperature, hot water, and cold water. The experiment found that loading speed and temperature affected the mechanical properties, with higher speeds and colder temperatures resulting in higher values for maximum load and stress. However, statistical analysis found no significant differences between most testing conditions.
Datasheet to Accompany "Projected Annual Worth Analysis Report"DeAndria Hardy
This document provides data and calculations for analyzing the economic impact of a potential new product called the Raster Blaster. It includes inputs like estimated costs, sales projections, and pricing. Interim calculations determine prototype and production costs. The annual worth analysis calculates the annual profit and revenue over 5 years using 8% and 5% interest rates. It finds that with 30,000 unit sales in year 1 growing 100% annually, the product would be profitable, with annual profits between $333,000 and $1.1 million depending on sales price and interest rate.
The document analyzes a new prototype called the Raster Blaster created by Mr. Hy Eyeque. It provides a 5-year economic analysis of the projected costs, revenues, and profits if Ryan Integrated Products were to mass produce the Raster Blaster. Based on data from prototype production, marketing studies, and manufacturing estimates, the analysis finds that production would be profitable beginning in the first year and profits would exponentially increase each subsequent year. It is recommended that Ryan Integrated Products pursue mass production of the Raster Blaster.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Lean Manufacturing Research
1. ***The following is a work sample based on an academic assignment. The deliverables of the
assignments were to analyze a particular process and make recommendations for improved
efficiency***
To: Manuel Factor, CEO Manny Production Incorporated
From: DeAndria Hardy
Subject: Lean Manufacturing Research
Date: 13 February 2013
Reviewer: Adrienne Long
Purpose
The intent of this research is to provide Mr. Manuel Factor, CEO of Manny Production
Incorporated, with all necessary and relevant information of Lean Manufacturing practices. This
information is designed to aid Mr. Factor in deciding whether to institute such practices into his
vehicle manufacturing plant.
The concept of Lean Manufacturing has been around for quite some time, approximately 100
years. This idea in the world of manufacturing gained popularity and acclaim in the early 1990s
as companies like Toyota, through superiority of process, saw improvements in production
output without affecting the bottom-line. The basic principles of Lean Manufacturing involve
“trimming the fat” in production to increase output without taxing resources. As a result
companies are making their production sectors more efficient.
Lean Manufacturing is defined as “a business model and collection of tactical methods that
emphasize eliminating non-value added activities while delivering quality products on time at
least cost with greater efficiency” (EPA). In simple terms, Lean Manufacturing is making the
most from the least.
Table 1. Production Comparison
Run 1
Production Desired
Production Achieved
30
11
Run 2
Production Desired
Production Achieved
30
22
Page 1 of 5
2. ***The following is a work sample based on an academic assignment. The deliverables of the
assignments were to analyze a particular process and make recommendations for improved
efficiency***
Cycle Time
Takt+1.6
Cycle Time
Takt -1.7
As part of a simulation, I have witnessed how the proper application of Lean principles, in an
effort to streamline production, can be incredibly beneficial to a company’s output. The
simulation involved the utilization of Engineering Technology Management (ETM) students to
represent various sectors within a vehicle manufacturer. The group’s goal was to meet a
customer demand of 30 completed vehicles in five minutes with a request from the customer
coming every ten seconds. With only a few minor changes to sector location (Figure 1, Figure 2)
elimination of superfluous job functions, and 5S-ing the workspace the scenarios showed a
doubling of output (Table 1).
Figure 1.
Figure 2.
It is my opinion that if the same principles are expanded and used at Manny Production
Incorporated similar results could be achieved.
Background
Lean principles are not an infant concept. The idea of streamlining a production processes is 100
years old, first appearing in 1913 from the mind of American car manufacturer Henry Ford.
Within his Michigan factor, that produced the Model T, Ford saw the potential for increased
efficiency and a higher volume of product output. To achieve this Ford rearranged his factory so
that instead of having similar processes spread throughout the work floor, these processes were
aligned sequentially. This drastically reduced the time lapse between processes and increased his
production rate per Model T. Unfortunately, his ideas were innovative but not enough. While he
was able to increase his production rate, the Model T lost steam due to its inability to provide
variety to consumers. However Ford did provide the groundwork for other American
manufactures to utilize the process of streamlining production and go a step further and increase
production variety. Despite these improvements in American manufacturing processes, it was not
until approximately 1945 in Japan that the concept of Lean would receive another jolt of vitality.
Post WWII, Kiichiro Toyoda examined the American concept and saw the potential for
additional improvements to the manufacturing process. Toyoda’s ideas involved not only
streamlining but adding variety without negating the streamline. His innovations eventually lead
to the creation of the Toyota Production System (Table 2).
Table 2. Toyota Production System, Abbreviated Explanation
Page 2 of 5
3. ***The following is a work sample based on an academic assignment. The deliverables of the
assignments were to analyze a particular process and make recommendations for improved
efficiency***
1
2
3
4
5
6
Continuous Improvement
Respect for People/Personnel
Focus on Long-Term Philosophy
Right process, Right Results
Company Value Increased Through Personnel Development
Focus on Solving Root Problems
Unlike Ford, Toyoda focused on streamlining the process as a whole unit and not merely
streamlining individual processes. He also instituted the idea of continuous improvements
throughout the process to reduce waste and increase overall efficiency. At present, continually
building on Toyoda’s legacy, Toyota is the leader in Lean Principles application utilizing his
ideas to become the leading vehicle manufacturer worldwide.
Analysis Method
To accomplish the desired research for Mr. Factor a combination of resources were utilized. A
portion of the research was completed through the aid of internet, both government and
commercial, sites. Also a combination of the ETM textbook and other printed sources were used
to provide the most complete and accurate database.
Analysis and Results
Part 1: Terms
Table 3. Lean Manufacturing Terms
Term
5S
Just-in-Time
Kanban
Pull flow
Takt
Kaizen
Muda
Jidoka
Poke-Yoke
Definition
Derived from 5 Japanese principles (seiri,
seiton, seiso, seiketsu, shitsuke) that provide
guideline for clean and orderly workspace
Production strategy that involves reducing inprocess inventory
Signal to work
Schedule of inventory pulls
Set pace/time for production of each new unit
Continuous improvements
Waste
Principle of Correction and Elimination of Unit
Defects
Error Proofing Personnel Through Training to
Eliminate Mistakes
Part 2: Company Profile- Nike, Inc.
Page 3 of 5
4. ***The following is a work sample based on an academic assignment. The deliverables of the
assignments were to analyze a particular process and make recommendations for improved
efficiency***
During the 2005/2006 fiscal year Nike, Inc. made the decision to switch their current
manufacturing practices to those that included Lean principles. This decision to switch came as a
result of previous years in which Nike, Inc. was in the midst of very negative press associated
with it labor practices. The biggest issue being that many of the laborers were unskilled and
underpaid, essentially Nike, Inc was accused of utilizing “sweatshop” labor to produce its goods.
In an effort to alleviate this stigma and increase the quality of worker within the company Nike,
Inc devised a conjoined plan which involved integrating Lean practices into a new Human
Resource Management Program.
The new Human Resources Management (HRM) Program involved increased training of
personnel both in the technical aspects of their jobs and how to apply practices within their
sectors to reduce waste. The HRM program was a ten module program based on Toyota’s
Human Systems Model and involved a four year projection from 2007 to 2011 to fully
implement the new Lean program strategies.
As a result of instituting the new Lean centered HRM programs Nike, Inc has seen an increase in
work competency and employment satisfaction. In addition, since the inception of the new
practices in 2007 Nike, Inc has seen as steady increase both in annual revenue and annual gross
profit and only the first two years saw decrease in operation overhead expenses.
Conclusion
Based on the research, it is my recommendation that Mr. Factor proceed with instituting Lean
practices into his production. The history of Lean and its positive effects on numerous companies
lends to reason that the same positive effects will occur within Manny Production, Inc. The next
step in the process should be to create training protocols so that all workers get familiarized with
the new practices. The major potential risk to the switch from the current production system to
Lean will be the resistance to change. This however can be mitigated with proper training of
personnel and explanation that Leaning production and jobs will only improve the company’s
overall economic standing and not severely impact employment status.
Page 4 of 5
5. ***The following is a work sample based on an academic assignment. The deliverables of the
assignments were to analyze a particular process and make recommendations for improved
efficiency***
Works Cited
Ellis, Tim. ETM Report Template and Guidelines. Web. 27 Jan 2013.
<https://blackboard.uscupstate.edu>
EPA .Lean Manufacturing and the Environment. Web. 25 Jan 2013 <www.epa.gov/lean/
Environment>
Frievalds, A., Liker, J., & Niebel, B. Engineering Work Analysis. N.p.: McGraw Hill, 2013. Print
Lean Enterprise Institute. A Brief History of Lean. Web. 25 Jan 2013. <www.lean.org/Whats
Lean/History.cfm>
Nike, Inc. 3.9.1 Our Approach. Web. 25 Jan 2013 <http://www.nikebiz.com/crreport/content/
workers-and-factories/3-9-1-our-approach.php?cat=hr>
Security and Exchanges Commission. Form 10-K for Nike, Inc. Web. 28 Jan 2013.
< http://www.sec.gov/Archives/edgar/data/320187/000119312512312306/
d341264d10k.htm>
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