Abstract This paper investigates the implementation of leanmanufacturing in a custom transducer manufacturing company. The paper explains that lean production emphasizes waste elimination. Leanmanufacturing requires a disciplined form of production. Every component of the manufacturing process is analyzed repeatedly for flaws and defects.The paper claims that leanmanufacturing is a difficult change to implement in an organization, and it takes great discipline from the management to the rank-and-file worker to obtain the positive results of this methodology.
From the Paper "The age of customization in manufacturing has given way to mass production. While there were many benefits to mass production, there were some aspects of mass production that were less than desirable. One of the primary negative aspects of mass production was the inventory. Organizations had to maintain inventories in order to ensure continuous production. Inventory includes: raw materials, component parts, subassemblies, and finished goods, and the various products and supplies required in the production and distribution process. Inventory can be a liability as well as an asset: excessive, finished (goods) inventory requires large warehouses; many times, this is the first indication of bad decisions in the production and process stages."
This paper discusses the concept called leanmanufacturing, a manufacturing process that uses less of every resource, including material, time, and energy.
Abstract This paper explains that leanmanufacturing is a paradigm shift requiring that the organization be structured around the customer pull-value. The author points out that, since the early 1980s, manufacturers have moved away from the conventional Fordist push system of mass assembly line production toward a system of lean production. The paper relates that leanmanufacturing is a more capable system of production than Fordism because leanmanufacturing stresses quality and a quick reaction to market circumstances, using technologically advanced tools and an adaptable organization of the production process.
From the Paper "Implementation of lean manufacturing consumes lots of time and it makes use of the concepts of effective plant layout, workplace organization, standardized work, customer demand-based manufacturing, quick changeover, one-piece flow, cellular manufacturing, batch reduction, teams, visual controls, quality at the source, point-of-use storage. Lean manufacturing also employs the contemporary essentials and technologies of scrap cutback, process enhancement in machining and tool selection over and above material selection, setting time reduction, Just-In-Time, Kaizan, top-notch manufacturing, synchronous manufacturing, and inventory management."
An in-depth study examining the transition in automobile manufacturing from a mass production approach to a leanmanufacturing approach, due to the effects of globalization.
Abstract The context of the problem investigated in this study is the contemporary automobile manufacturing approach where the competitive environment is increasingly global in character. Each automobile manufacturing operation in a single country is, in effect, in direct competition with counterpart operations in every other country wherever automobile manufacturing occurs. The problem is examined in the context of an automobile assembly plant of the TBC Company. The on-rush of economic globalization persuaded all American automobile manufacturers that a completely new approach to manufacturing was required in place of the hodge-podge of mass production and Japanese khan bhan techniques that had developed. The result of this conclusion was the development of leanmanufacturing. The problem investigated in this study involves the transition in manufacturing from a mass production approach to a leanmanufacturing approach. The main characteristics of the problem addressed are (1) materials management, (2) engineering changes, (3) machine, equipment and facility readiness, (4) labor flexibility, (5) outsourcing, and (6) cycle-time management.
Table of Contents:
Problem Context and Characteristics
Literature Review, Best Practices and Focal Organization Characteristics
Research Design
Gap Analysis
Conclusions and Recommendations
From the Paper "The greater choice of suppliers in international markets makes it possible to reduce costs and improve the quality of procured materials. In relation to production, the generation of economies of scale can be realized either through (1) the concentration of all production activities or through (2) the construction of a number of plants according to the needs of specialization. Production in decentralized plants can facilitate the attainment of several objectives, including (1) lower costs, (2) learning curve economies, (3) the establishment of a company in foreign markets, (4) the introduction of new products, and (5) technical leadership (Gulati, 1995)."
Abstract The paper explores today's most popular enhanced business practices that aim to achieve a competitive advantage through internal operations, namely, the two techniques of just in time (JIT) production and leanmanufacturing. The paper focuses on JIT as the integrated business operations system that most effectively adapts a culturally comprehensive model of business practice in this day and age. The process called kanban and its guiding principles is described. The paper then moves on to leanmanufacturing, and defines and examines it as a specific element of change that will optimize the overall JIT goals of an organization.
From the Paper "We are in a new business age. Business processes need to be streamlined in accordance with the accelerated rate of information available and released in today's business world. Product innovation as well as supply chain efficiency then becomes the driving force in business in this day and age. In light of their heightened priority, business operational techniques have been devised and applied, as systems most appropriate to advancing competitive advantage within the new business model of today's global environment. Hard work and customer service are no longer enough; efficiency in the supply chain and manufacturing process must be achieved to reduce costs and increase customer satisfaction through more efficient product delivery."
Tags: kanban, supply, chain, efficiency, storage, production
Discusses the difficulties of implementing leanmanufacturing techniques and the need for top management support if a company is to be successful in the implementation of the techniques.
Abstract This paper looks at the increasing pressure on companies to produce more with fewer human resources. It looks at approaches to lean management techniques and the most successful process of implementation. The paper considers time and activity studies, both traditional methods and computer-based methods, and how, if done properly, they can be used effectively in the implementation of the leanmanufacturing techniques.
From the Paper "Companies today are expected to compete globally, meet higher standards, and increase profits, but often with fewer people and fewer resources. Striving to meet these seemingly impossible goals, organizations began to develop lean manufacturing techniques. To improve employee productivity, time and activity studies are conducted. There are traditional methods of gathering time information which is through the use of stopwatches and personal observations. However, technology has brought about new computer-based programs too. Whatever the way that a company may decide to conduct the studies, they first need to understand the benefits that motion and time studies can bring to their organization. After the time studies occur, the company should be able to successfully put into practice the results that the studies show."
Abstract This paper provides a project plan to apply leanmanufacturing principles to automotive refurbishment and service lifecycle management processes. The paper defines the fundamentals of lean process flows taken from a manufacturing context, defines a project plan framework for ascertaining the extent to which dominant processes are lean or not within the organization, and defines a plan for the acceleration of growth of the organization.
Table of Contents:
Introduction
Intent of this Proposal
Process-Centric Lean Best Practices Starts With Lean Overcoming the Barriers to Accomplishing Lean Process Improvement and Optimisation
Evolution of the Lean Enterprise
A Framework For Evaluating Lean Process Maturity
Recommendations for Driving Lean Process Transformation
Customer Facing Processes need to be Lean First
Roadmap to Lean Best Practices Starts with Business Process Management (BPM) and Business Process Re-engineering (BPR)
Summary
From the Paper "The implications of pursuing lean process improvement and setting the objective of attaining best practices in customer-facing processes can deliver exceptionally strong operations-based and financially-based measures of performance. The aligning of these processes to the requirements and unmet needs of customers on the one hand, while also looking to synchronize demand and fulfillment through manufacturing on the other is critical. This proposal looks to customer-facing processes and their specific contribution to augmenting higher levels of operational and financial performance over time specifically in the automotive refurbishing and service lifecycle management strategy areas. By first redefining these core processes and then working to create a plan to re-align them to make them more efficient, a firm could attain higher levels of revenue growth over time by accurately shipping complex products on time in addition to creating long-term customer relationships based on the ability to consistently deliver exceptional operational results."
Abstract The paper discusses the basic elements of leanmanufacturing and describes several delivery contingencies. The paper then provides a review of Toyota Motor Corporation's Toyota production system (TPS), one of the pioneering organizational manufacturing strategies of leanmanufacturing.
Outline:
Abstract
JIT Processes
Lean Processes at Toyota
From the Paper "TPS is designed to eliminate all manner of waste, reduce inventories, and increase efficiencies throughout any production system or process. TPS is based on three simple objectives which drive all its lean processes which are: 1) to design out stress in the system, 2) eliminate all forms of waste, and 3) make production form efficient (Sato & Hoshino, 1984, p.37). These objectives within TPS have led to the development of several widely known manufacturing strategies and processes which are well known in their own right but are often not recognized as originating with Toyota's TPS."
Abstract Leanmanufacturing is defined as the approach to aligning the components of an organization with its manufacturing processes in order to achieve highest and most optimum productivity levels. "Cutting waste, shrinking factory space and eliminating unnecessary inventory are the basic precepts" (Holmes, 2001)
This paper discusses the marketing and manufacturing strategies of Dell, Inc., which sells products and services for the information and entertainment technology industry.
Abstract This paper explains that Dell's direct-to-customer business model, which does away with intermediaries and gives the customer more powerful and featured computer systems with enhanced capabilities compared to the majority of the rivals at the same price, is the secret behind the company's remarkable development and achievements. The author points out that Dell recently moved into consumer electronics and services including the Dell Music Store, a service to sell downloaded music; an integrated HDTV-compatible, 17-inch flat-screen TV and computer monitor with unified speakers, and the Media Experience, a software application for handling digital media. The paper relates that Dell uses a leanmanufacturing model, which concentrates on the complete removal of waste, errors, and delays in supply, manufacturing, and distribution by using demand-driven, lean supply and near-zero defects principles together with the concept of the flexible enterprise.
Table of Contents
Introduction
Dell's Product, Pricing, Distribution and Promotion Strategies
Product
Pricing
Distribution
Promotions
Dell's Product Portfolio Strategy
Target Market Strategy
Market Penetration Strategy
Dell's Key Competitors (Hewlett-Packard, Sun Microsystems and IBM)
Dell's Direct-to-Consumer Distribution Model
LeanManufacturing Model
Specific Advertising Campaigns, including the Well-Known "Steven" (e.g. "Hey, Dude, You"re Getting a Dell') Campaign
Conclusion
From the Paper "In order to comprehend customers? wants and to supply high quality computer products and services adapted to satisfy those wants, the Company builds and uses direct customer relationships. The customers who buy the products and services of Dell include huge corporate, government, healthcare and education customers, small-to-medium businesses and individuals. With regard to small-to-medium businesses and individuals, the Company maintains direct relationships with the help of account representatives, telephone sales representatives or Internet connection. A steady stream of information giving needs and strategies of customers received through these direct customer relationships helps the Company to understand the requirements of its customers and to match them with upcoming technologies. As an element of business agenda, at Western Michigan they have incorporated a plan with Dell letting business students to get the Dell products. They have aimed at the young students and have presently embarked on building a customer relationship with the greater part of the Western Michigan University business students."
Abstract This paper explains that, of all the factors that have lead to Toyota Motor Corporation (TMC) becoming one of the leading global manufacturers, their approach to managing their supply chain using the Toyota Production System (TPS) to synchronize with suppliers and production centers is the most significant. The author points out that Toyota dominates the global auto market due to their ability to quickly have suppliers respond to the demands they are under for fulfilling production levels based on unique customer requirements. The paper relates that the collaborative aspects of the globally deployed TPS make it possible for Toyota to maintain a consistently high level of supplier quality throughout the production processes of dozens of models globally.
Table of Contents:
Change That Made TMC a Very Successful Global Player
Order-to-Cash Fulfillment Cycles
Supply chain Synchronization with Sources of Demand Standardization of Customer Service Processes
Redefining Inventory Strategies
Best practices in Service Lifecycle Management
Best Manufacturing Practices: Accurately Sensing and Responding To Demand
Table: LeanManufacturing Product Customization Strategies
Table: Measuring LeanManufacturer's Contribution to Customer-facing Strategies
Summary
From the Paper "By Toyota combining lean manufacturing concepts and their TPS system, six major process areas emerge as the core strengths of their unique sourcing and production strategies. The following are six process areas where best practices-level performance is being attained by Toyota. In focusing only on these areas, Toyota is looking to increasing the speed and flexibility they fulfill the demand for their product and services which is by definition the essence of accomplishing lean manufacturing strategies."
From the Paper "Introduction
Lean manufacturing techniques combine just-in-time processes with total quality management and cross functional teams in order to create an environment where inventory costs are reduced, production processes are made more efficient, individual employees have greater control over their tasks, and the company as a whole is able to deliver greater value to its customers. Companies which are just starting out are increasingly turning to lean manufacturing to provide them with a competitive edge in the market, but implementing a lean manufacturing environment in an existing organization can be challenging and require significant changes in the corporate culture. In spite of the challenges associated with implementing lean manufacturing, a large number of companies, including General Motors and Boeing, have turned to this technique."
Abstract In this article the writer discusses all about the end of Fordism. The writer then examines the rise of lean production, as pioneered by the Japanese auto manufacturer, Toyota, in the 1950s. The writer describes that this method has since been widely emulated worldwide.
From the Paper "Fordism was the first method of mass production, and it remained the main method of mass production until around 1970. So pervasive was it that Fordism became almost synonymous with capitalism and mass production. However, by 1970 Fordism was in crisis, for a number of reasons. In the automobile industry, there was never any thought of ending mass production - thus, there was no quest for alternatives to mass production. For the auto industry the crisis came down to what other approach to mass production could be used."
Abstract This paper examines Poka-Yoke, a Japanese term used to denote a fool-proofing technique that constitutes the core of zero quality control (ZQC). The paper explains that the term is derived from Poka, implying unintentional mistake, and Yoke, meaning avoiding. Normally, this technique is applied in the manufacturing processes, but has extensive uses in offices, order and invoice processing, hospitals and drug dispensing, and maintenance of aircrafts especially with processes that run the risk of causing dangerous in-service breakdown. The paper concludes that, because mistakes can be costly, Poka-Yoke is gaining popularity and is acknowledged as a competitive tool in the production process.
Outline:
Introduction to Poka-Yoke
Poka-Yoke in Manufacturing Poka-Yoke and Modern Lean Production System
The Growing Relevance of Poka-Yoke
From the Paper "Repeated checks are having the closest downstream operation check the work of the earlier operation. It is ensured that each operation carries out production as well as quality inspection. Efficient poka-yoke devices render such an inspection system a reality by lowering the time and cost of inspection to almost zero. Since inspections involve minimal cost, each and every time might be inspected. Given that work-in-process inventories are low, quality feedback used to enhance the process can be provided very rapidly. Self-checks using poka-yoke devices let workers evaluate the quality of their own work. As they check each and every unit produced, operators might be able to find out what conditions underwent changes that led to the previous unit to be defective. This understanding is used to check subsequent defects. Self-checks are chosen to successive checks in cases wherever feasible (A Brief Tutorial on Mistake-Proofing, Poka-Yoke, and ZQC)"
Abstract This paper explains that lean production refers to the outcome of work reorganization and organizational processes such as just-in-time, continuous improvement and teamwork concerned with stripping out costs. The author points out that lean production is so named because it uses less of everything compared with mass production. The paper relates that, for example, lean production uses half the engineering hours to develop a new product in half the time, demands reduced space everywhere and half the investment in tools.
From the Paper "Lean production refers to the outcome of work reorganization and organizational processes such as "just-in-time, continuous improvement, and teamwork concerned with stripping out costs" (Yates, Lewchuk & Stewart, 2001, pp. 96-97). The problem with lean production is that it creates very serious negative impacts for how the worker experiences work. Lean manufacturing is so named because "it uses less of everything, compared with mass production: half the human effort in the factory, half the manufacturing space, half the investment in tools, half the engineering hours to develop a new product in half the time" (Rao, 1999, p. 1)."
Abstract A discussion of the status of manufacturing industries in New York state between 1970 and 2000, with a view toward showing how the manufacuring economy changed during that peiod resulting in a decline of manufacturing. Structural changes in place to restore the manufacturing economy.
From the Paper The purpose of this research is to examine the decline ofmanufacturing in New York state from to The plan of the researchwill be to set forth the historical and economic context in whichmanufacturing in the state of New York achieved importance and then t
Tags: New, York, manufacturing, economic, decline, unions
