A short paper with 2000 word limit. We were asked to write an individual essay on an aspect of product development that we were particularly interested in. This paper received a Distinction mark.
MIM04_Lean Product Design of Complex Products_Doubravka Vodárková_591551Doubravka Vodárková
1. The document discusses the evolution of manufacturing methods in the automobile industry from craft production to mass production pioneered by Henry Ford and lean production developed by Toyota.
2. It describes how Toyota implemented lean manufacturing principles like just-in-time production and the Toyota Production System to eliminate waste and improve efficiency compared to mass production.
3. The key aspects of lean production highlighted include defining value, organizing an uninterrupted flow, pulling work as needed, and continuously improving to pursue perfection. Toyota focused on eliminating all waste to reduce costs and increase profits through timely production to match demand.
This document clarifies definitions of obsolescence and introduces types of obsolescence. It defines obsolescence as a strategy to shorten product lifecycles to induce replacement purchases. The paper distinguishes between absolute obsolescence due to natural or planned erosion, and relative obsolescence when newer products replace still-functional ones. It structures types of relative obsolescence such as technical, ecological, economic and introduces an obsolescence matrix to help choose the appropriate type.
International Takeover and Restructuring: Implications for Managerial Learnin...IOSR Journals
In today’s times, mergers and acquisitions have attained high level of acceptance in corporate across
the globe. The phenomenon of globalization has provided a big impetus to mergers and acquisitions. Also,
mergers and acquisitions have increased due to rapid technological developments as well as immense
competition. The main objective of mergers and acquisitions is to restructure the entire organization and it is
beneficial to both of the organization. Expansion in this field is what the government is trying to achieve. M&as
are also getting an impetus by the LPG model attained by the Indian economy. There have been a series of
consequences of M&As in Indian economy pertaining to both local and international implications. Mergers and
acquisitions, corporate development has the necessary tools and an attractive means by which to develop an
enterprise are. Now a day’s M&A activity is recognized as a weapon in this competitive world and a run for
globalization.
This study deals with the M&A activity of Tata Corus, and it will give the whole in and out of this acquisition
and the benefits that consumers are getting with this deal. This acsscoiation provides very good quality products
to the consumers at very lower prices. This deals got successful because the value and ethics of both the
companies are same and aligned with the objectives.
This document summarizes findings from multiple national manufacturing surveys conducted in India between 1997 and 2007. Some key findings include:
1) Early Indian manufacturing firms focused on quality but were opportunistic rather than strategic. Supply chains were fragmented.
2) Later surveys found more focus on productivity and continuous improvement, but low investment in R&D and innovation. Quality remained the top priority.
3) The 2007 survey found regional differences in capabilities. Smaller firms focused more on customization while medium firms showed most potential for competitiveness. Skill development and supply chain coordination were major needs.
_Good things come to those who wait._ But do not keep the consumer waiting to...Sean Winn
This document summarizes the international supply chain and logistics network of Guinness, a global beer brand brewed in over 50 countries. It discusses how Guinness initially measured performance based on on-time dispatch but failed to account for delays in shipping. The company implemented a real-time business intelligence tool called SeeWhy to monitor performance across the entire supply chain and measure on-time arrival. This identified issues and allowed Guinness to improve on-time arrivals from barely 50% to around 80%. The new metrics and visibility provided by SeeWhy helped Guinness optimize operations and identify more cost-effective shipping options.
Lean Production And Its Effect On Workplace Health And SafetyPeggy Johnson
The document discusses the origins and evolution of lean production/manufacturing. It begins by describing how Toyota developed lean production principles in the 1950s in response to limitations of mass production. Key figures mentioned include Eiji Toyoda, Taiichi Ohno, and Henry Ford in relation to mass production. The document then discusses how lean production aims to maximize value and minimize waste. It lists some common lean tools like just-in-time, continuous improvement (Kaizen), error proofing, and takt time. Finally, it outlines some of the benefits of implementing lean such as reduced costs, improved productivity, quality and customer satisfaction.
Reconfiguration of supply_chain_at_volkswagen_group_to_develop_globalnajibah04
Volkswagen has reconfigured its global supply chain to adopt modular production concepts. It began with three stages of modularization: 1) designing products for logistics, 2) collaborating on shared platforms at the product group level, and 3) modularizing both products and production processes. This allowed Volkswagen to standardize components while still offering product differentiation. It experimented successfully with a "modular consortium" model in Brazil. These changes helped Volkswagen become the second largest automaker globally and positioned it to potentially overtake Toyota, the industry leader, by taking advantages gained from modularization and supply chain integration.
MIM04_Lean Product Design of Complex Products_Doubravka Vodárková_591551Doubravka Vodárková
1. The document discusses the evolution of manufacturing methods in the automobile industry from craft production to mass production pioneered by Henry Ford and lean production developed by Toyota.
2. It describes how Toyota implemented lean manufacturing principles like just-in-time production and the Toyota Production System to eliminate waste and improve efficiency compared to mass production.
3. The key aspects of lean production highlighted include defining value, organizing an uninterrupted flow, pulling work as needed, and continuously improving to pursue perfection. Toyota focused on eliminating all waste to reduce costs and increase profits through timely production to match demand.
This document clarifies definitions of obsolescence and introduces types of obsolescence. It defines obsolescence as a strategy to shorten product lifecycles to induce replacement purchases. The paper distinguishes between absolute obsolescence due to natural or planned erosion, and relative obsolescence when newer products replace still-functional ones. It structures types of relative obsolescence such as technical, ecological, economic and introduces an obsolescence matrix to help choose the appropriate type.
International Takeover and Restructuring: Implications for Managerial Learnin...IOSR Journals
In today’s times, mergers and acquisitions have attained high level of acceptance in corporate across
the globe. The phenomenon of globalization has provided a big impetus to mergers and acquisitions. Also,
mergers and acquisitions have increased due to rapid technological developments as well as immense
competition. The main objective of mergers and acquisitions is to restructure the entire organization and it is
beneficial to both of the organization. Expansion in this field is what the government is trying to achieve. M&as
are also getting an impetus by the LPG model attained by the Indian economy. There have been a series of
consequences of M&As in Indian economy pertaining to both local and international implications. Mergers and
acquisitions, corporate development has the necessary tools and an attractive means by which to develop an
enterprise are. Now a day’s M&A activity is recognized as a weapon in this competitive world and a run for
globalization.
This study deals with the M&A activity of Tata Corus, and it will give the whole in and out of this acquisition
and the benefits that consumers are getting with this deal. This acsscoiation provides very good quality products
to the consumers at very lower prices. This deals got successful because the value and ethics of both the
companies are same and aligned with the objectives.
This document summarizes findings from multiple national manufacturing surveys conducted in India between 1997 and 2007. Some key findings include:
1) Early Indian manufacturing firms focused on quality but were opportunistic rather than strategic. Supply chains were fragmented.
2) Later surveys found more focus on productivity and continuous improvement, but low investment in R&D and innovation. Quality remained the top priority.
3) The 2007 survey found regional differences in capabilities. Smaller firms focused more on customization while medium firms showed most potential for competitiveness. Skill development and supply chain coordination were major needs.
_Good things come to those who wait._ But do not keep the consumer waiting to...Sean Winn
This document summarizes the international supply chain and logistics network of Guinness, a global beer brand brewed in over 50 countries. It discusses how Guinness initially measured performance based on on-time dispatch but failed to account for delays in shipping. The company implemented a real-time business intelligence tool called SeeWhy to monitor performance across the entire supply chain and measure on-time arrival. This identified issues and allowed Guinness to improve on-time arrivals from barely 50% to around 80%. The new metrics and visibility provided by SeeWhy helped Guinness optimize operations and identify more cost-effective shipping options.
Lean Production And Its Effect On Workplace Health And SafetyPeggy Johnson
The document discusses the origins and evolution of lean production/manufacturing. It begins by describing how Toyota developed lean production principles in the 1950s in response to limitations of mass production. Key figures mentioned include Eiji Toyoda, Taiichi Ohno, and Henry Ford in relation to mass production. The document then discusses how lean production aims to maximize value and minimize waste. It lists some common lean tools like just-in-time, continuous improvement (Kaizen), error proofing, and takt time. Finally, it outlines some of the benefits of implementing lean such as reduced costs, improved productivity, quality and customer satisfaction.
Reconfiguration of supply_chain_at_volkswagen_group_to_develop_globalnajibah04
Volkswagen has reconfigured its global supply chain to adopt modular production concepts. It began with three stages of modularization: 1) designing products for logistics, 2) collaborating on shared platforms at the product group level, and 3) modularizing both products and production processes. This allowed Volkswagen to standardize components while still offering product differentiation. It experimented successfully with a "modular consortium" model in Brazil. These changes helped Volkswagen become the second largest automaker globally and positioned it to potentially overtake Toyota, the industry leader, by taking advantages gained from modularization and supply chain integration.
This document provides an overview of lean manufacturing, including its origins and key principles. It discusses how lean manufacturing aims to eliminate waste and non-value-added activities to improve efficiency. The document traces the development of lean thinking from earlier concepts of scientific management. It also outlines the five principles of lean manufacturing according to Womack and Jones: defining value, eliminating unnecessary steps, making value flow, customer pull, and continuous improvement.
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.
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
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 summarizes a paper presentation on the impact of lean production strategies in different sectors. It discusses the origins and concepts of lean manufacturing. It provides a timeline of breakthrough moments in lean from 1500 to 2007. It describes lean goals, strategies and steps to implement lean manufacturing. It analyzes the impact of lean in different sectors like global business, auto industry, IT sector, aerospace industry, pharmaceutical industry and manufacturing sector. Specific examples of Sundaram Clayton and Bajaj Auto implementing lean strategies in India are discussed.
This document summarizes an article from the International Journal of Management that proposes developing a computational tool to support minimizing waste in production processes using lean principles and knowledge management. It reviews literature on lean methodology, knowledge management, and knowledge-based systems. The proposed tool would identify improvements across the entire production process and reduce waste by organizing knowledge extracted from value stream mapping. The goal is to reorganize management processes and generate profits by reducing waste identified in the value stream map.
A coursework for Just In Time (JIT). Graded - 70%.
TASK:
Essay Question 3:
In no more than 1000 words, discuss how JIT (Just In Time) can be applied to a building company. You should ensure that your essay makes reference to the following:
• How JIT can be applied.
• Potential benefits from JIT implementation.
• Potential issues with JIT implementation.
This document discusses collaborating on innovation with developing regions while considering intellectual property rights (IPR) protections and GDP levels. It examines how IPR, innovation, and economic development interact. Weak IPR may facilitate imitation but not original designs. Open innovation, co-creation, and knowledge sharing coupled with stronger IPR that allows for more patentable items may help. The relationship between these factors is complex, with GDP potentially moderating the effects of IPR on innovation.
Lean manufacturing evolved from lean thinking, which aims to remove waste, defined as any activity that uses resources without creating value. It is a systematic approach to continuously improving operations by identifying and eliminating waste. Motorola developed Six Sigma in the 1980s to address quality problems like high warranty claims. Inspired by Japanese quality practices that prevented defects, Motorola launched its Six Sigma Quality Program in 1987 with the goal of achieving very low defect levels. The use of Six Sigma at Motorola proved that increasing quality does not have to increase costs and helped popularize the methodology with other companies worldwide.
Lean manufacturing evolved from lean thinking, which aims to remove waste by eliminating any activities that do not add value. It is a systematic approach to continuously improving operations by identifying and removing waste. Motorola developed the Six Sigma methodology in the 1980s to address quality issues like high warranty claims. Six Sigma aims to reduce defects to 3.4 per million opportunities by preventing errors at the source. Motorola achieved significant quality improvements and cost reductions through Six Sigma, proving that higher quality does not have to mean higher costs. Their success inspired many other companies to adopt Six Sigma principles.
This document discusses various strategies used by multinational companies to adapt to different markets according to the AAA framework of adaption, aggregation, and arbitrage. It provides examples of companies in different industries that have used these strategies successfully, including Coca-Cola adapting bottle sizes for the Spanish market, IKEA using flat packaging, Philips downsizing products for Japanese homes, Starbucks aggregating by exiting the Israeli market, Tata Motors only marketing its Nano car in emerging markets, and airlines like Lufthansa adapting in-flight meals to local cuisines. The conclusion discusses how considering the full range of global strategy options under the AAA framework can help companies identify opportunities and improve international performance.
This document provides an overview of the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most new business models are recombinations of existing ideas and components, and that innovating a business model is challenging due to mental barriers around existing industry logic.
The methodology is a 3-step process: 1) Initiate by analyzing the current business model and opportunities/threats, 2) Ideate using "pattern cards" representing 55 existing successful business model patterns to spur new ideas, 3) Implement the most promising ideas. The methodology was developed based on research of 250 business models and applied successfully in workshops with various companies.
Case Study Of Toyota Motor Corporation ( Or Toyota )Crystal Williams
Toyota Motor Corporation is a Japanese automaker and the world's largest manufacturer by production and sales. It employs over 300,000 people worldwide and produces vehicles under several brands, including Toyota, Lexus, and Scion. Toyota pioneered the Toyota Production System, also known as "Lean Manufacturing," which focuses on eliminating waste and improving efficiency. This system, along with high-quality vehicles, has made Toyota a leader in the automotive industry.
Here are the key aspects of Toyota's Production System (TPS):
- Just-in-time (JIT) production: Producing only what is needed when it is needed to avoid waste from overproduction and excess inventory. This minimizes waste and saves costs.
- Autonomation: Giving workers flexibility and problem-solving skills through tools like andon cords and standardized work processes. This improves quality and productivity.
- Jidoka: Building quality checks into the production process itself through tools like andon cords and stoppage of the line if issues are detected. This improves quality.
- Pull system: Producing only when "pulled" by customer demand rather than producing to forecast. This avoids
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Lean manufacturing aims to eliminate waste in production systems. It focuses on reducing inventory, defects, overproduction, transportation, and other types of waste. The Toyota Production System is the origin of many lean principles like just-in-time production and continuous improvement. TPS principles include identifying the different types of waste (muda, muri, mura) and eliminating them through standardizing processes, visual management, and pull-based production scheduling. Implementing lean requires changes to metrics, accounting systems, and company culture to fully support its waste-elimination goals.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
This document provides an overview of lean manufacturing, including its origins and key principles. It discusses how lean manufacturing aims to eliminate waste and non-value-added activities to improve efficiency. The document traces the development of lean thinking from earlier concepts of scientific management. It also outlines the five principles of lean manufacturing according to Womack and Jones: defining value, eliminating unnecessary steps, making value flow, customer pull, and continuous improvement.
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.
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
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 summarizes a paper presentation on the impact of lean production strategies in different sectors. It discusses the origins and concepts of lean manufacturing. It provides a timeline of breakthrough moments in lean from 1500 to 2007. It describes lean goals, strategies and steps to implement lean manufacturing. It analyzes the impact of lean in different sectors like global business, auto industry, IT sector, aerospace industry, pharmaceutical industry and manufacturing sector. Specific examples of Sundaram Clayton and Bajaj Auto implementing lean strategies in India are discussed.
This document summarizes an article from the International Journal of Management that proposes developing a computational tool to support minimizing waste in production processes using lean principles and knowledge management. It reviews literature on lean methodology, knowledge management, and knowledge-based systems. The proposed tool would identify improvements across the entire production process and reduce waste by organizing knowledge extracted from value stream mapping. The goal is to reorganize management processes and generate profits by reducing waste identified in the value stream map.
A coursework for Just In Time (JIT). Graded - 70%.
TASK:
Essay Question 3:
In no more than 1000 words, discuss how JIT (Just In Time) can be applied to a building company. You should ensure that your essay makes reference to the following:
• How JIT can be applied.
• Potential benefits from JIT implementation.
• Potential issues with JIT implementation.
This document discusses collaborating on innovation with developing regions while considering intellectual property rights (IPR) protections and GDP levels. It examines how IPR, innovation, and economic development interact. Weak IPR may facilitate imitation but not original designs. Open innovation, co-creation, and knowledge sharing coupled with stronger IPR that allows for more patentable items may help. The relationship between these factors is complex, with GDP potentially moderating the effects of IPR on innovation.
Lean manufacturing evolved from lean thinking, which aims to remove waste, defined as any activity that uses resources without creating value. It is a systematic approach to continuously improving operations by identifying and eliminating waste. Motorola developed Six Sigma in the 1980s to address quality problems like high warranty claims. Inspired by Japanese quality practices that prevented defects, Motorola launched its Six Sigma Quality Program in 1987 with the goal of achieving very low defect levels. The use of Six Sigma at Motorola proved that increasing quality does not have to increase costs and helped popularize the methodology with other companies worldwide.
Lean manufacturing evolved from lean thinking, which aims to remove waste by eliminating any activities that do not add value. It is a systematic approach to continuously improving operations by identifying and removing waste. Motorola developed the Six Sigma methodology in the 1980s to address quality issues like high warranty claims. Six Sigma aims to reduce defects to 3.4 per million opportunities by preventing errors at the source. Motorola achieved significant quality improvements and cost reductions through Six Sigma, proving that higher quality does not have to mean higher costs. Their success inspired many other companies to adopt Six Sigma principles.
This document discusses various strategies used by multinational companies to adapt to different markets according to the AAA framework of adaption, aggregation, and arbitrage. It provides examples of companies in different industries that have used these strategies successfully, including Coca-Cola adapting bottle sizes for the Spanish market, IKEA using flat packaging, Philips downsizing products for Japanese homes, Starbucks aggregating by exiting the Israeli market, Tata Motors only marketing its Nano car in emerging markets, and airlines like Lufthansa adapting in-flight meals to local cuisines. The conclusion discusses how considering the full range of global strategy options under the AAA framework can help companies identify opportunities and improve international performance.
This document provides an overview of the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most new business models are recombinations of existing ideas and components, and that innovating a business model is challenging due to mental barriers around existing industry logic.
The methodology is a 3-step process: 1) Initiate by analyzing the current business model and opportunities/threats, 2) Ideate using "pattern cards" representing 55 existing successful business model patterns to spur new ideas, 3) Implement the most promising ideas. The methodology was developed based on research of 250 business models and applied successfully in workshops with various companies.
Case Study Of Toyota Motor Corporation ( Or Toyota )Crystal Williams
Toyota Motor Corporation is a Japanese automaker and the world's largest manufacturer by production and sales. It employs over 300,000 people worldwide and produces vehicles under several brands, including Toyota, Lexus, and Scion. Toyota pioneered the Toyota Production System, also known as "Lean Manufacturing," which focuses on eliminating waste and improving efficiency. This system, along with high-quality vehicles, has made Toyota a leader in the automotive industry.
Here are the key aspects of Toyota's Production System (TPS):
- Just-in-time (JIT) production: Producing only what is needed when it is needed to avoid waste from overproduction and excess inventory. This minimizes waste and saves costs.
- Autonomation: Giving workers flexibility and problem-solving skills through tools like andon cords and standardized work processes. This improves quality and productivity.
- Jidoka: Building quality checks into the production process itself through tools like andon cords and stoppage of the line if issues are detected. This improves quality.
- Pull system: Producing only when "pulled" by customer demand rather than producing to forecast. This avoids
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Lean manufacturing aims to eliminate waste in production systems. It focuses on reducing inventory, defects, overproduction, transportation, and other types of waste. The Toyota Production System is the origin of many lean principles like just-in-time production and continuous improvement. TPS principles include identifying the different types of waste (muda, muri, mura) and eliminating them through standardizing processes, visual management, and pull-based production scheduling. Implementing lean requires changes to metrics, accounting systems, and company culture to fully support its waste-elimination goals.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Batteries -Introduction – Types of Batteries – discharging and charging of battery - characteristics of battery –battery rating- various tests on battery- – Primary battery: silver button cell- Secondary battery :Ni-Cd battery-modern battery: lithium ion battery-maintenance of batteries-choices of batteries for electric vehicle applications.
Fuel Cells: Introduction- importance and classification of fuel cells - description, principle, components, applications of fuel cells: H2-O2 fuel cell, alkaline fuel cell, molten carbonate fuel cell and direct methanol fuel cells.
A SYSTEMATIC RISK ASSESSMENT APPROACH FOR SECURING THE SMART IRRIGATION SYSTEMSIJNSA Journal
The smart irrigation system represents an innovative approach to optimize water usage in agricultural and landscaping practices. The integration of cutting-edge technologies, including sensors, actuators, and data analysis, empowers this system to provide accurate monitoring and control of irrigation processes by leveraging real-time environmental conditions. The main objective of a smart irrigation system is to optimize water efficiency, minimize expenses, and foster the adoption of sustainable water management methods. This paper conducts a systematic risk assessment by exploring the key components/assets and their functionalities in the smart irrigation system. The crucial role of sensors in gathering data on soil moisture, weather patterns, and plant well-being is emphasized in this system. These sensors enable intelligent decision-making in irrigation scheduling and water distribution, leading to enhanced water efficiency and sustainable water management practices. Actuators enable automated control of irrigation devices, ensuring precise and targeted water delivery to plants. Additionally, the paper addresses the potential threat and vulnerabilities associated with smart irrigation systems. It discusses limitations of the system, such as power constraints and computational capabilities, and calculates the potential security risks. The paper suggests possible risk treatment methods for effective secure system operation. In conclusion, the paper emphasizes the significant benefits of implementing smart irrigation systems, including improved water conservation, increased crop yield, and reduced environmental impact. Additionally, based on the security analysis conducted, the paper recommends the implementation of countermeasures and security approaches to address vulnerabilities and ensure the integrity and reliability of the system. By incorporating these measures, smart irrigation technology can revolutionize water management practices in agriculture, promoting sustainability, resource efficiency, and safeguarding against potential security threats.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
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one-pair flow, dealing with one pair of trainers at a time, which ensured the production line
ran consistently to avoid backlog build-up. They improved lead times, which meant a lot of
factory floor space became available. Their lean fulfillment system enabled them to expand
production; introduce new work lines in the newly available space and take advantage of
economies of scale. The final phase involved connecting the business and lean manufacturing
models. This Lean approach meant they have been able to cut down on wastage and deliver
goods quickly to the customer at a price that is competitive, even against those firms that
manufacture outside of the U.S.
The company has incorporated lean thinking to its core philosophy. It shares knowledge of
lean with its customers and encourages them also to reduce waste. Within the U.S. they
promise customers inventory turnaround of 24 hours, competitors can take up to 121 days to
ship orders from Asia. New Balance keeps approximately 22 days (or lower) of inventory in
stock, which is vastly lower than competitors (Marchwinski, 2008).
This example demonstrates the power of implementing Lean throughout a manufacturing
company. Despite having inflated labour costs, often regarded as the largest cost of
production within manufacturing (Morris, 2015), by adopting Lean manufacturing New
Balance has been able to reduce finances tied up in stock, shorten lead times, and focus on
customer demands.
Agile manufacturing
Agile originated in the software industry, which is characterised by “short product lifecycles
and rapid decision making” (Power, 2014). Gunasekaran (1998) defined an Agile firm as
having “the capability to survive and prosper in a competitive environment of continuous and
unpredictable change by reacting quickly and effectively to changing markets, driven by
customer-designed products and services.” In his book “Agile Software Development”
Cockburn (2007) highlighted the importance of the need for iterative and incremental
development to allow the product to be repeatedly adjusted to changing market demands and
to overcome inevitable mistakes that would occur during development.
The “Agile Manifesto” (Cockburn et al, 2001) set out four core values of Agile:
1. Individuals and interactions over processes and tools.
2. Working software over comprehensive documentation.
3. Customer collaboration over contract negotiation.
4. Responding to change over following a plan.
In “Agile Manufacturing” (2001) Gunasekaran adapted the paradigm for manufacturing,
drawing upon a large number of research papers into the area including a paper he had
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previously worked on with Yusuf et al. (1999) that summarised the ten attributes of an Agile
organisation:
1. Integration
2. Competence
3. Team Building
4. Technology
5. Quality
6. Change
7. Partnership
8. Market
9. Education
10. Welfare
Gunasekaran noted that the “two most critical aspects… to achieve Agile manufacturing
environment would be integration and flexibility” (Gunasekaran, 2001, pp.234). Through
adopting Agile as a PDM, firms create a product with as little waste as possible while
remaining flexible enough to adapt to changes in the market and reflect consumer demands.
Figure 2 shows a summary of SWOT analysis of adopting the Agile paradigm.
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An example of Agile manufacturing: Zara and Inditex
Zara (Inditex) is an example of a manufacturer that “operates in a very agile fashion… It has
embraced a set of managerial practices that are radically different from those of traditional
management and that enable it to operate much more nimbly” (Denning, 2012a). This has
resulted in the business tripling revenue in ten years to over €18 billion in 2014 (Appendix
B+C). The two articles “Rapid Fire Fullfilment” (Ferdows et al, 2004) and “Internal agility at
Zara” (Denning, 2012a) give insight into operations at Zara and the strategy employed across
the company.
Zara founder Amancio Ortega started out as a clothing manufacturer and opened the first
store when a large wholesaler backed out of a deal that left all his finances tied up in the
order. He saw opening a store as a way out of the situation. Zara now owns and controls
almost all of its supply chain from initial product concept through to customer purchase;
operating on Ortega’s philosophy “you need to have five fingers touching the factory and five
touching the customer” (Ferdows et al, 2004). This focus on both the customer and factory
(where goods are designed) illustrates how Zara listens to their customers and responds
quickly to meet their needs.
Stores and manufacturing facilities are spacious to allow them to react quickly to surges in
demand and avoid the need to outsource additional production, keeping control within Zara.
Store managers must adhere to a strict bi-weekly order routine, placed directly with the
designers on the factory floor, which avoids filtering through layers of administration.
Materials are often bought in their raw form, which allow them to be dyed and adapted as
consumer trends shift throughout the season. Finished products are shipped on their hangers
within days, items going from sewing machine to sales rail in 24 hours within Europe (48
hours in the U.S. and 72 hours to Asia). This kind of speed is rare in the clothing industry.
Loyal customers follow their trends and look to snap-up items as soon as they arrive in store
to avoid missing out.
The whole ethos at Inditex mirrors many of the “basic principles of Agile software
development total focus on delighting the customer, working in self-organizing teams,
coordinating work in short cycles driven by customer feedback, values of trust and openness,
and horizontal communications” (Denning, 2012b). Ortega has been able to break the
traditional clothes manufacturing model and adopt an Agile approach that enables the
company to place customer needs at the centre of its focus and remain flexible to respond to
shifts in what is often perceived to be a fickle industry (Spinks, 2014).
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Comparison of Attributes
The above descriptions and case studies of Lean and Agile give us an insight into both PDM’s.
In order to define attributes of the two paradigms, highlight any areas of similarity, and
identify when the two paradigms should be selected we will draw upon research that have
compared the two PDM’s.
Naylor et al. study “Leagility” (1999) demonstrated that both paradigms were neither
mutually exclusive nor collectively exhaustive but were in fact complimentary models and
that both should be considered when selecting a manufacturing strategy. They coined the
term “Leagile”, which is a portmanteau of Lean and Agile, suggesting firms could draw upon
elements of both depending on the situational need.
This work provides a comparison of Lean and Agile in manufacturing and highlights common
characteristics. However, it should be noted that while supported with case studies it is not a
comprehensive study of the two paradigms due to the small number of firms studied and
comprehensive research was needed.
Ten years later Hallgren and Olhager published “Lean and agile manufacturing” (2009).
Research was conducted across “211 plants from three industries and seven countries”
(Hallgren & Olhager, 2009). This paper examined both internal company drivers and external
market forces. It tested a number of hypotheses to determine whether there were any notable
similarities, and differences, between Lean and Agile.
The findings from these analysis show that, while the two display similarities on the surface,
there is significant variation with regards to drivers and outcomes. The main distinction
between the two is in “performance outcomes related to cost and flexibility” (Hallgren &
Olhager, 2009). Lean manufacturers strive to eliminate waste, thus are able to offer their
goods at a lower price. In contrast Agile is best suited to firms that are looking to remain
flexible and responsive to market forces, and thus are able to charge a premium for goods that
use quality as a means of differentiation.
While this is the most extensive study into Lean and Agile to date a major limitation of this
research is the scope of the research. In order to gain conclusive data a more comprehensive
study of multiple firms that are representative of the global manufacturing market is needed.
The research does, however, show similarities between Lean and Agile, and also areas of
differences. Figure 3 presents a comparison of the main attributes of the two PDM’s and
highlights those areas that are common to both paradigms.
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It is evident that there are close similarities between the two paradigms, with four common
attributes: total supply chain management, customer focus, efficiency of resources, and
responsiveness to customer pull and market changes. For both PDM’s the central focus is the
customer. Great consideration is given to customer pulls as firms look to minimise waste in
order to reduce costs and in turn price.
The two PDM’s differ, with Lean focussing on eliminating waste and to make the cheapest
possible product. Rigid management structures are followed with tight control over
operations. Agile on the other hand is flexible and looks to meet demands for quality whilst
minimising waste to reduce price. Customers are listened to and adjustments are made
quickly to meet their needs.
Conclusion
Firms have to compete with an increased number of competitors across multiple markets and
must be able to respond to shifts in the market and changes in customer pulls. Smith (2008)
suggests that with increased globalisation firms should look to “improve [their] ability to
change, to the point that [they] can out-change and thus out-innovate [their] competitors”.
Lean firms compete through price strategies delivering consistency of products that react to
general market trends. Those that want to capture the larger, mass, market can do so through
Lean. Agile firms compete with quality as a point of differentiation looking to react quickly to
changes in customer demands. Firms that want to stay ahead of the competition do so with
Agile, but do so at a higher cost.