This paper aims to explore the recent trends in modern Operations Management aiming at a better understanding of the current developments in the area. Discussing the general picture of Operations Management, this paper aims to highlight the most important and popular trends at the moment.
The paper will discuss the Lean Operations and JIT as one of the most important trend in great detail. With the help of several examples, the paper will endeavour to find out how the concept of lean is drastically affecting the way Operations Management is conceived.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
Cost Reduction Strategies:Focus and TechniquesThomas Tanel
ย
This is a highly concentrated presentation that addresses the differences among price, cost, and TCO; what cost reduction strategies to focus on; and an overview of various techniques, as well as when and where to use them. Faced with excruciating competitive pressures, many senior C-Level executives require maximum effort from every part of their organization to survive. Today, purchasing, acquisition, procurement, contracting, and supply management professionals must be the most progressive cost reduction oriented group in the company.
For many organizations, senior C-Level executives set forth annual purchasing, acquisition, procurement, contracting, and supply management goals that mandate cost reductions. Regardless of the cost savings, avoidances, or containments achieved previously, you are faced with new cost reduction initiatives and objectives.
To make the goal of cost reduction a reality, we cannot focus solely on the price. We must examine the total cost of ownership to your organization, which means moving beyond the organizational environs to include suppliers, internal customers, other allied business functional entities, and external customers. By working both internally and externally with these stakeholders, cost reduction opportunities will become visible.
A typical purchasing, acquisition, procurement, contracting, or supply management professional will help reduce supplier prices and avoid incremental costs. A good purchasing, acquisition, procurement, contracting, or supply management professional will reduce costs by lowering both costs of acquisition and risks of supply. A great purchasing, acquisition, procurement, contracting, or supply management professional will reduce total costs across the board, increase service levels to the internal customer, make a significant contribution to the bottom line, seek value-added opportunities, and help to delight the organizationโs customer. This type of professional also balances supply related costs and cycle time for the lowest overall cost, at the best value, while seeking risk optimization rather than risk minimization strategies.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
Cost Reduction Strategies:Focus and TechniquesThomas Tanel
ย
This is a highly concentrated presentation that addresses the differences among price, cost, and TCO; what cost reduction strategies to focus on; and an overview of various techniques, as well as when and where to use them. Faced with excruciating competitive pressures, many senior C-Level executives require maximum effort from every part of their organization to survive. Today, purchasing, acquisition, procurement, contracting, and supply management professionals must be the most progressive cost reduction oriented group in the company.
For many organizations, senior C-Level executives set forth annual purchasing, acquisition, procurement, contracting, and supply management goals that mandate cost reductions. Regardless of the cost savings, avoidances, or containments achieved previously, you are faced with new cost reduction initiatives and objectives.
To make the goal of cost reduction a reality, we cannot focus solely on the price. We must examine the total cost of ownership to your organization, which means moving beyond the organizational environs to include suppliers, internal customers, other allied business functional entities, and external customers. By working both internally and externally with these stakeholders, cost reduction opportunities will become visible.
A typical purchasing, acquisition, procurement, contracting, or supply management professional will help reduce supplier prices and avoid incremental costs. A good purchasing, acquisition, procurement, contracting, or supply management professional will reduce costs by lowering both costs of acquisition and risks of supply. A great purchasing, acquisition, procurement, contracting, or supply management professional will reduce total costs across the board, increase service levels to the internal customer, make a significant contribution to the bottom line, seek value-added opportunities, and help to delight the organizationโs customer. This type of professional also balances supply related costs and cycle time for the lowest overall cost, at the best value, while seeking risk optimization rather than risk minimization strategies.
Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain).
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing". Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.
Originally called "just-in-time production", it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.
โLeanโ is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain).
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing". Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.
Originally called "just-in-time production", it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.
โLeanโ is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Introduction to Business Process Re-engineering. A practical guide to positive change. Jim Warner, managing partner at Monument Cloud Solutions, discusses the background and application of BPR using a simple framework.
This Slide is a part of Principle of Management where I have presented some of my ideas, views on about the Emerging Issues and Challenges on Management of the Organizations fell by Managers.
In this presentation, we will discuss elaborately on strategic operations management, concept of strategy, five tasks of strategic management, strategic management process and importance of strategic management. We will also talk about role of operations in strategic management and elements of operations strategy,.
To know more about Welingkar Schoolโs Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Role of IT in Lean Manufacturing: A brief ScenarioIJMER
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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.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
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It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
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Keys to Succeed in Implementing Total Preventive Maintenance (TPM) and Lean S...IJMTST Journal
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Competition is global and it continues to get more intense, with changes in technology, introduction of new and differentiated products and techniques. These changes are faster than what can be implemented. Profits are no longer driven by prices but with costs.[1] Customers have access to just about anything at their finger tips. The expectation like quick response, lower prices, flexible orders and quality products, is increasing every day from the customers. Our OEMโs (Original Equipment Manufacturers) are searching for new methods of doing business and they expect their suppliers, like us to do the same. The challenge in front of us is how we respond effectively to these changing trends in the industry for our survival & growth. Change is the only certainty and the above is very much applicable to any business to achieve and sustain competitive edge. It is evident that organizations, which are innovative and visionary, have successfully implemented the change, realizing its business strategies would lead to their long term survival
This power point slide is all about the contemporary trends in quality engineering and management.every one should have a knowledge about the quality engineering in a 21st century.quality gives you more success in life.i had been giving you some techniques use in quality engineering program for a business purpose.
CHANGE MANAGEMENT: IMPLEMENTATION AND BENEFITS OF THE CHANGE CONTROL IN THE I...ijait
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In the competitive environment, companies have given increasing importance to the IT sector and the
resources it delivers as strategic. As a result, IT becomes a living being within the company. This sector is
being subject to continuous changes in this scenario. These changes can occur within the own IT sector or
whether IT to other sectors of the company. For both scenarios, it is important to have a good change
control to avoid unnecessary trouble and expense. This paper aims to show through a case study, the
benefits and results obtained with the implementation of a process of managing and controlling changes in
the information technology environment of a large government company in Brazil.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Recent Trends in Modern Operations Management
1. Shuhab-u-Tariq Operations
Aston Business School, UK Management
Recent Trends in Modern Operations Management
Abstract
This paper aims to explore the recent trends in modern Operations Management aiming
at a better understanding of the current developments in the area. Discussing the
general picture of Operations Management, this paper aims to highlight the most
important and popular trends at the moment.
The paper will discuss the Lean Operations and JIT as one of the most important trend
in great detail. With the help of several examples, the paper will endeavour to find out
how the concept of lean is drastically affecting the way Operations Management is
conceived.
Limitations of this paper include the superficial discussion of the several trends and
omission of other important trends due to lack of scope.
Aston Business School 2010-2011
2. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
Contents
Introduction ..................................................................................................................................... 3
Recent Trends ................................................................................................................................. 3
Computer-aided Design and Manufacturing (CAD/CAM): ....................................................... 3
Shrinking product life cycle:....................................................................................................... 4
Supply-Chain Management: ....................................................................................................... 4
Mass Customization:................................................................................................................... 4
Employee Involvement: .............................................................................................................. 4
Sustainability, Environmentally sensitive production (Green Manufacturing): ......................... 4
Operations turning Lean: ............................................................................................................ 5
Lean Operations โ Just In Time ...................................................................................................... 5
Principles of Lean and JIT .......................................................................................................... 5
Lean Operations and the Toyota Production System .................................................................. 6
The Lean Philosophy โ Key Issues in Implementation .................................................................. 7
Elimination of Waste: ................................................................................................................. 7
The involvement of everyone: .................................................................................................... 7
Continuous improvement:........................................................................................................... 8
Conclusion ...................................................................................................................................... 8
Bibliography ................................................................................................................................... 9
2|Page
3. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
Introduction
The trends in Operations Management are never fads. They have very good reasons to be in
existence. They incorporate a lot of lessons from the past and can affect the future in several
ways (Nersesian, 2000). From the Industrial Revolution in 1769 up to the recent Internet
Revolution, Operations Management has seen trends, which designed and redesigned the
processes in order to make them more efficient, and businesses more profitable.
This paper will focus on a very few of such recent trends which have come up as the need of the
hour and will dictate the future of the businesses. In the course of discussion, the paper discovers
how Lean Operations influences all other trends popular in the field of Operations Management
at the moment. Different aspects of Lean philosophy go on to define all the various trends as
inseparable parts of lean operations. This makes an interesting study as to how the Operations
Management has evolved in the face of changing businesses and the recent trends give a very
clear idea about what to expect in the near future, with respect to Operations Management.
While discussing Lean Operations, it becomes inevitable to avoid the case of Toyota and the
success it has achieved because of its lean philosophy. Hence, the paper also touches upon
relevant aspects of the case of Toyota, which have affected the way we see Operations
Management today.
Recent Trends
From Division of Labour to Scientific Management and Mass Production, Operations has always
tried to adjust to the need of the businesses by improvising and innovating with several trends.
Similarly, the following discussion illustrates how Operations are strategized these days and
what are the recent trends, which are affecting Operations Management.
Computer-aided Design and Manufacturing (CAD/CAM):
After the trend of Scientific Management and automation, the next big step was CAD/CAM.
These computer-aided operations meant that all the designing and manufacturing of the product
would be done with the help of computers making the operations way more efficient (Groover,
1997).These systems immensely helped in new product development and redesigning the
processes.
General Motors had its first brush with computer-aided systems in 1996 and ended up saving
time and money by using these systems. It helped the company launch new vehicles faster and
more efficiently by making the process much smoother (ICMR, 2002).
3|Page
4. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
Shrinking product life cycle:
In the past, product life cycle used to be comparatively longer and when a product was
introduced, it generally stayed in the market for a longer period of time. Now with the fast
expansion of technology, product life cycles have become short and almost every product gets
replaced by a new product in shorter time spans (Stevenson, 2005). Due to this reason,
companies are forced to introduce rapid development of new products with encouraging
innovation (Smith, 1992). This has provided a new challenge and requires redesigning of
operations making the process faster.
Supply-Chain Management:
Supply Chain partners are required to be more in tune with the needs of the end users as a result
of shorter product life cycles, demanding customers, fast changes in technology, material and
processes (Davis, 1993). And because suppliers can contribute unique expertise, operations
managers are outsourcing and building long-term partnerships with critical players in the supply
chain (Christopher, 1998).
Mass Customization:
In the past, there used to be large-scale standardized mass production to gain economies of scale.
Now with increased flexibility and competition, companies are forced to respond with creative
product designs and flexible production processes that cater to the individual whims of
consumers (Stevenson, 2005). The trend has now been changing towards customised production
of goods, whenever and wherever needed. This has led to change in the way operations were
designed earlier leading to better and more efficient processes (Beaty, 1996).
Employee Involvement:
In the past, employees were treated as just another input to the production process where they
were treated more or less like machines and worker concerns were generally ignored. The
knowledge explosion and more technical workplace have combined to require more competence
in the workplace (Hanna, 2000). Operations managers now respond by moving more decision
making to individual workers (Hutchins, 1998). With the development of HRM alongside, firms
tend to focus more on employee empowerment, treating employees as resources that bring
competitive edge to the firm. Quality management training based on lean philosophy has been
very popular recently, making employee involvement an essential part of the improvement
process (Clegg et al, 2010).
Sustainability, Environmentally sensitive production (Green Manufacturing):
In the past, the focus of the production was aimed on obtaining resources at lowest possible cost
ignoring the damage made to the environment. Operationsโ managers now are increasingly
getting concerned with design of products and processes that are ecologically sustainable
(Johnson, 2006). That means designing and packaging products that minimize resource use, are
biodegradable, can be recycled and generally environment friendly (Heizer and Render, 2010).
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5. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
In other words, Green production has been seen as a recent trend in operations management
concerning ecological sustainability.
Operations turning Lean:
Interestingly, all the trends discussed above can boil down to the โLeanโ philosophy. Be it
Sustainability or Mass Customization, both the trends are two different aspects of lean
operations. Businesses can lead to successful Sustainable Management, only by following a part
of lean philosophy: continuous improvement or Kaizan (Johnson, 2006). In fact, Mass
Customization has been possible just because JIT, since it helps customise the products
according to the customersโ needs or preferences without increasing costs or manufacturing time
(Beaty, 1996).
Same is the case of Employee Involvement. Lean philosophy considers employees to be the most
important asset of the organization and successful implementation of this philosophy depends on
the people to a very large extent (Hutchins, 1998). Inevitably, involving them at every step of the
process, helps make the system leaner (Hanna, 2000).
Even Computer-aided systems and Supply-chain Management fall under the Lean philosophy
since the main aim of these concepts is to make the process faster, reduce costs and avoid any
waste (Groover, 1997). Continuous improvements, as an aspect of lean, help face the challenge
of shrinking product life cycle by making the system more efficient and reducing waste at every
step (Nersesian, 2000).
Following, the paper will discuss the lean philosophy in general touching upon all the major
aspects of Lean Operations and concepts related to it, with Toyota being the case in point.
Lean Operations โ Just In Time
Principles of Lean and JIT
JIT is a method of planning and control and an operations philosophy that aims to meet demand
instantaneously with perfect quality and no waste (Slack et al, 2007). Lean Operations
philosophy replaces the past methods of mass production where there were batches of produced
goods sold at mass, generating economies of scale. The recent trend in operations management
era has shifted this to Just in Time production where goods and services are produced upon the
receipt of order with customizations, resultant being a drastic reduction of inventory cost
(Hutchins, 1998).
Lean philosophy is based on the principle of moving towards the elimination of all the waste in
order to develop an operation that is faster, more dependable, produces higher-quality products
and services and above all, operates at low cost. An understanding of lean operations can be
developed through the phrase that is often used interchangeably with โleanโ โ just in time or
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6. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
sometimes lean synchronization. This is because apparently the means to achieve the lean state
are less easily explained and sometimes counterintuitive (Slack et al, 2007).
Just-in-Time and Lean Operations are often used interchangeably. However, if there is any
distinction between JIT and Lean Operations, it is that JIT emphasizes forced problem solving
where as Lean operations emphasize on customer understanding (Brian J. Carroll, 2009).
Lean Operations and the Toyota Production System
Research suggests that the more JIT is comprehensive in its breadth and depth, greater the
overall returns will be (Fullerton and Watters, 2001).
Toyota Motor Corporation is amongst the largest vehicle manufacturers in the world with annual
sales of over 9 million cars and trucks. Post WWII, Just-in-Time (JIT) and the Toyota Production
System (TPS) have served as techniques instrumental in the growth of this company. TPS has
always laid emphasis on continuous improvement, respect for people and standard work
practices. It accentuates employee learning and empowerment in an assembly-line environment.
JIT, TPS and Lean systems, when implemented as a comprehensive manufacturing strategy,
sustain competitive advantage and result in increased overall returns (Heizer and Render, 2010).
The term โLeanโ in the manufacturing environment in itself refers to the Toyota Production
System, established by the Toyota Corporation. Taiichi Ohno, the Father of the Kanban System
and one of the former vice president of Toyota, created the basic framework for JIT and TPS:
one of the worldโs most discussed systems for improving productivity (Ronald M. Becker, 1998).
JIT is based on the philosophy of continued problem solving via a focus on throughput and
reduced inventory. In practice, JIT means to make only what is needed, whenever needed. It
provides an excellent way for finding and eliminating problems because it is easier to find
problems in a system with no slack. Quality, layout, scheduling, supplier issues and excess
production become immediately evident when excess inventory is eliminated.
The continuing effort to create and produce products under ideal conditions is a concept central
to TPS. Generally ideal conditions would exist only if facilities, machines and people are brought
together to add value without waste.
Toyotaโs latest implementation of TPS and JIT are present at its new San Antonio plant, which is
the largest Toyota land site for an automobile assembly plant in the US. The building itself is one
of the smallest in the industry despite its annual production of 200,000 Tundra pick-up trucks.
Generally modern automobiles have around 30,000 parts, but at Toyota, many of these parts are
combined into sub-assemblies by independent suppliers. Twenty-one of these suppliers are on
site at the San Antonio facility and transfer components to the assembly line on a Just-in-Time
basis (Heizer & Render, 2010). It is because of these operations that take place in the new San
Antonio plant that Toyota still continues to perform near the top in quality and maintain the
lowest labour-hour assembly time in the industry.
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7. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
This is how JIT, TPS, and Lean operations work and provide a competitive advantage at Toyota
Motor Corporation.
The Lean Philosophy โ Key Issues in Implementation
Operations Management views โLeanโ as a philosophy as it gives a clear view which is used to
guide the way operations are managed in different contexts. A collection of varied tools and
techniques that both implement and support the lean operations form a part of this philosophy.
These techniques are more generally called just in time techniques (Brian J. Carroll, 2009).
There have been many issues found in the implementation of lean philosophy. Some of them are
discussed as under:
Elimination of Waste:
This is the most significant part of the lean philosophy. Waste is defined as any activity that does
not add value. Toyota has identified seven categories of waste, which have become popular in
lean organisations and cover many of the ways organisations waste or lose money. Ohnoโs seven
wastes are: Overproduction, Waiting Time (Queues), Transportation, Inventory, Motion, Over-
processing, Defectives.
To eliminate the above mentioned categories of waste, the Japanese developed the initial 5Sโs as
a checklist for lean operations where they provide an easy vehicle with which to assist the culture
change that is often necessary to bring about lean operations. The 5Sโs are: Segregate/Sort(Seiri),
Simplify/Straighten(Seiton),Sweep/Shine(Seiso),Standardize(Seiketsu) & Self-Discipline/Sustain
(Shitsuke) (Slack et al, 2007).
The 5Sโs can be thought of as a simple housekeeping methodology to organise work areas that
focus on visual order, organisation, cleanliness and standardization. It helps to eliminate all types
of waste related to uncertainty, waiting, searching for relevant information, creating variation
and so on. The 5Sโs provide a vehicle for continuous improvement (Heizer & Render, 2010).
Offices, retail stores, manufacturers etc have successfully implemented the 5Sโs in their
respective efforts to eliminate waste and adapt the lean philosophy.
Involvement of everyone:
Lean philosophy is often put forward as a โtotalโ system. Its aim is to provide guidelines which
embrace everyone and every process in the organisation. The lean approach to people
management is sometimes also called as respect-for-humans system. It encourages and often
requires team-based problem solving, job enrichment, job rotation and multi-skilling. The
intention is to encourage a high degree of personal responsibility, engagement and ownership of
the job (Slack et al, 2007).
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8. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
At Toyota, people are recruited, trained and treated as knowledge workers. Aided by aggressive
cross-training and job-classifications, the Toyota Production System engages the mental as well
as physical capacities of employees in the challenging task of improving operations. Employees
are empowered to make improvements, thereby respecting them by giving them the opportunity
to enrich both their jobs and their lives (Ronald M. Becker, 1998).
Continuous improvement:
It is called โKaizenโ in Japanese. Lean objectives are often expressed as ideals, such as โto meet
demand instantaneously with perfect quality and no wasteโ. It is a fundamental belief that getting
closer to ideal lean objectives over time would lead to continuous improvement and this is why
this concept is such an important part of lean philosophy. If its aims are set in terms of ideals
which individual organisations may never achieve fully, then the emphasis must be on the way in
which an organisation moves closer to the ideal state (Slack et al, 2007).
Under Toyota Production System, continuous improvement means building an organisational
culture and instilling in its people a value system stressing that processes can be improved and
improvement, indeed is an integral part of every employeeโs job.
Conclusion
Lean Operation has affected the Operations Management is many different ways and continues
to shape the future in this area. But implementation of the lean management is always not very
successful because of the inseparable principles of this philosophy.
Toyota Production System goes on to depict the benefits and scope of lean management and
provides other businesses a perfect case in point. An important aspect to it is the way all the
principles are associated to each other, and how this concept is best seen as a way of thinking.
The paper discussed what generally is happening in the area of Operations Management
highlighting the importance and role of lean management. Interestingly, it was analysed how all
other trends fall under the scope of the lean philosophy and how it plays an indispensable role in
making processes more efficient. With the sole aim of reducing waste, lean and JIT end up
cutting costs and making the process faster and thus makes it as a competitive advantage of the
company.
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9. Shuhab-u-Tariq Recent Trends in Modern Operations Management Candidate ID: 389552
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