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Just in Time Production and Manufacturing, 2002.
A paper that discusses the purpose for using just-in-time (JIT) concept and the benefits derived from it.
1,445 words (approx. 5.8 pages), 4 sources, MLA, $ 47.95
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Abstract
This paper discuss the necessary steps in order to adopt the JIT philosophy into a company or operation, and how it reduces cost and increases quality. It looks at all of the different steps in the production process, and shows how JIT would benefit the overall production of the company's product.
From the Paper
"Just in time works as a "pull" system and applies to generally every level in a multi-level production system. A "pull" system is actually "the subsequent process that pulls its requirements from the preceding processes in question" (Monden 215). One useful and effective way to implement this "pull" production is a Kanban system. A Kanban is Japanese for the word "card". It is a system that uses visual communication (usually cards attached to a storage or transportation container) to indicate to a proceeding process that a certain number of units or parts have been used up in a subsequent process. Therefore, the units/parts need to be replaced. The use of a Kanban facilitates the transmission of information among the different processes."
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Just-In-Time Manufacturing, 2002.
A study of the method of Just-in-Time manufacturing for business organizations.
1,020 words (approx. 4.1 pages), 10 sources, MLA, $ 36.95
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Abstract
This paper examines the use of the Just-in-time manufacturing method. It describes the key strategy behind just-in-time manufacturing: less inventory means more cash, which is good for most businesses, and demonstrates the application of this principal. The author writes that with Just-in-time manufacturing, stock is wasteful and eliminated, but there are also negative effects on the environment involved in this alternative process.
From the Paper
"Just-in-time manufacturing is a method of manufacturing goods that was developed by Toyota in the 1980?s. Since that time, many companies around the world have begun to successfully implement just-in-time processes, including several companies in the United States. (Maskell, 1989)
"Just-in-time manufacturing is a method of manufacturing in which non-value-adding activities (or are identified and removed for the purposes of reducing costs, improving quality, improving performance, improving delivery, adding flexibility and increasing innovativeness."
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Just-in-Time Manufacturing, 2007.
This paper discusses just-in-time manufacturing principles.
1,551 words (approx. 6.2 pages), 22 sources, MLA, $ 50.95
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Abstract
In this article, the writer examines the benefits of just-in-time (JIT) inventory management in industries where JIT is possible, and is appropriately and optimally used. The writer explains that JIT is a combined management philosophy/production system pioneered by the Toyota Motor Company of Japan in the 1950s. In addition, the writer explains key concepts and benefits of JIT inventory management. The writer concludes that other manufacturing companies with overstocked inventory and sluggish production processes could arguably learn much from studying successful JIT manufacturing operations.
Outline:
Introduction
Key Elements of JIT
Pitfalls of JIT
Getting Ready to Implement JIT
Toyota: JIT's First Success Story
Conclusion
From the Paper
"Successful implementation involves planning and carrying out Integrated Process Control (IPC). The key component of IPC is continual improvement ("Kaizen" ). "Kaizen" is also directed toward producing quality at low cost. Companies that plan JIT to meet their needs often benefit in profitability, productivity, and customer satisfaction. Production on demand reduces inventory, eliminates waste, ships faster, and pleases customers."
"Ayers notes that even now most companies exist in a state of what he calls the "Functional Paradigm": consisting of individual "functional" departments, each with its purpose and agenda. Such departments are led by strong, single-minded managers, with little concern for needs of other departments, or, for that matter, their own departments' relationship(s) to the supply chain. In companies without JIT non-value-added tasks: storage, care, inventory repair, etc., can delay shipment and reduce profit."
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Just-in-Time (JIT) Manufacturing, 2004.
Examines how the Japanese JIT process is applied to the automobile industry.
1,828 words (approx. 7.3 pages), 4 sources, MLA, $ 58.95
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Abstract
In our newly competitive global economy, manufacturers of all kinds have been forced to search for new opportunities that strategically reduce costs, yet still increase potential manufacturing revenues. The manufacturing of automobiles is just one such example of an industry adopting a new manufacturing process or philosophy in order to adjust to the global business environment, which has been fueled by the likes of foreign cheap labor, as well as all new emerging markets. The paper shows that, in the 1990s, reducing the labor force was the main corporate option, as layoffs, downsizing, and corporate re-structuring symbolized the approaches of companies attempting to produce quality outputs and cutting costs. Today, the manufacturing processes are working at bare-bones efficiency, so an all-new approach was required to meet the even higher quality demands of the consumers. Considering the likes of automobile manufacturers such as Ford Motor Company and General Motors, this paper shows that the automobile manufacturing industry began following the philosophies that were introduced by Toyota: Just-In-Time manufacturing. The philosophy of Just-In-Time inventory control was supposed to deliver new and far superior quality control methodologies, while at the same time creating much more efficient manufacturing processes. However, the Just-In-Time system or process approach has recently been referred to by many top executives as a management philosophy of doing business as opposed to being a technique for improving efficiency. This report, therefore, presents some insights into Just-In-Time manufacturing and also provides insight into some of the inherent difficulties associated with the Just-In-Time manufacturing process.
From the Paper
"The driving force of the Just-In-Time philosophy is the reduction of product defects. Manufacturers are well aware that with the internet and global television news, a single defect that is highly publicized could in affect destroy a producer's reputation. Thus, products today have the inherent need of being a completely defect-free which therefore entails that the manufacturing process of all components and parts must also be defect free."
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Just in Time (JIT) Manufacturing, 2004.
A critical evaluation of the impact of Just in Time (JIT) manufacturing on operations and supply chain performance.
3,560 words (approx. 14.2 pages), 26 sources, MLA, $ 99.95
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Abstract
This paper evaluates the impact of Just in Time (JIT) manufacturing on operations and supply chain performance in general and at Toyota Motor Company in particular. The paper analyzes the key elements involved in JIT, explaining some of the central concepts and terminology used in this system. Toyota's JIT system is examined.
Outline
Introduction
Key Elements of Just-in-time (JIT)
Toyota
Conclusions
From the Paper
"A key element of Just in time (JIT) production is that manufacturing equipment, materials, and human labor are made available only as and when needed. Only necessary units are produced, in necessary quantity, "exactly in line with market demand" (Just-in-time-manufacturing, 1995). As Lee (2004) suggests, however, supply chain needs are fluid and ever-changing, based on "economic progress, political and social change, demographic trends, and technological advances: "Unless companies adapt their supply chains, they won't stay competitive for very long" (p.1). As an example of the importance of flexibility and adaptability within one's own supply chain, Lee notes that "Lucent lost its leadership of the global telecommunications market because it didn't adapt quickly enough" (p. 2)."
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Home Production versus Factory Production, 2003.
Discusses methods of manufacturing clothing and textiles.
1,350 words (approx. 5.4 pages), 3 sources, $ 47.95
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Abstract
The paper examines the small-scale production of Italian, home production of knitwear. It compares its efficiency to the factory production of knitwear represented by Benetton and looks at the success of Benetton Group in Italy.
From the Paper
"INTRODUCTION
Italian knitwear firms use an ancient method of production by which homeworkers use their own tools and workplaces to convert raw and semi-finished materials owned by large manufacturers into finished goods. This is quite different from the..."
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William J. Stevenson's book, "Production/Operations Management" Production/operations Management, 1991.
This paper is a chapter-by-chapter summary of William J. Stevenson's book, "Production/Operations Management" a work on forecasting, systems design, operation & control, technology, jobs and quality assurance.
4,500 words (approx. 18.0 pages), 1 source, $ 135.95
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From the Paper
"William J. Stevenson's book, "Production/Operations Management" provides an up-to-date introduction to the field. The book is well written and makes excellent use of charts, graphs, illustrations and photographs. Each chapter includes learning objectives and a chapter outline at the beginning, and concludes with a summary, a list of key terms and the pages where they are defined, and solved problems. In addition, there are discussion and review questions as well as problems without solutions provided. There are two appendices, one containing solutions to some problems, and the other containing appropriate tables for calculations. Stevenson has also included a number of case studies to encourage the application of what is presented in the text. By making good use of headings and subheadings, and by using shaded areas to call attention to real-world examples, ... "
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Lean-Manufacturing in the Automobile Industry, 2002.
An in-depth study examining the transition in automobile manufacturing from a mass production approach to a lean manufacturing approach, due to the effects of globalization.
9,480 words (approx. 37.9 pages), 34 sources, APA, $ 194.95
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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 lean manufacturing. The problem investigated in this study involves the transition in manufacturing from a mass production approach to a lean manufacturing 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)."
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Lean Manufacturing, 2004.
An analysis of the implementation of lean manufacturing as a cost-effective and time-efficient method of manufacturing.
3,870 words (approx. 15.5 pages), 9 sources, MLA, $ 105.95
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Abstract
This paper investigates the implementation of lean manufacturing in a custom transducer manufacturing company. The paper explains that lean production emphasizes waste elimination. Lean manufacturing requires a disciplined form of production. Every component of the manufacturing process is analyzed repeatedly for flaws and defects.The paper claims that lean manufacturing 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."
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Lean Manufacturing, 2004.
This paper discusses the concept called lean manufacturing, a manufacturing process that uses less of every resource, including material, time, and energy.
1,345 words (approx. 5.4 pages), 10 sources, APA, $ 45.95
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Abstract
This paper explains that lean manufacturing 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 lean manufacturing is a more capable system of production than Fordism because lean manufacturing 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."
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Low Costs Of Production In China, 2006.
An analysis of the effects of low cost production on the market in the United States.
5,314 words (approx. 21.3 pages), 13 sources, MLA, $ 131.95
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Abstract
This paper discusses the low costs of production in China. It compares these low costs to the costs of production in the United States and discusses the reasons for the differences in the the costs of production between the two countries. The paper presents the advantages and disadvantages of production in both the United States and in China. It also discusses what effects the low cost of production in China have on the market in the United States.
Table of Contents:
Introduction
American Economy
Production in America
Issues Affecting Product
Costs of Production
Demand in the Market
Competition Between Manufacturers
Quality of Products
Affecting the Quality
Price of Product
Well Educated Labor
High Technology
High Quality Raw Materials Consumer Expectations from Companies
Low Prices
Higher Quality Products
Good Maintenance Service and Warranty
Economy in China
Production in China
Competitive Production Costs
Quality of Products
Comparative Advantages Between China and the U.S
High Population
Low Labor Costs
Low Land Costs
Low Costs of Production
Very Low Prices
Comparative Disadvantages of the U.S. Economy
Conclusions and Recommendations
Conclusions
Recommendations
From the Paper
"During the past 30 years or more, the U.S. had the most powerful economy not only for its high production but also for its international trade strategy and production technology. But today, the U.S. is not the country of economic dreams as it was before. People are not as relaxed as they were regarding their jobs. In his 2006 study, Janitz stated: "People and companies are worried about losing jobs and opportunities" (p. 20). The main thread to U.S. jobs is outsourcing to China. The U.S. is badly affected, the unemployment rate increased, by the economic growth of China, and it seems it cannot do anything to reverse this situation. According to Janitz (2006), the U.S. still has a chance to overcome this problem by better management (p. 20). The Major advantage China has over the U.S. is its high population that offers a cheap labor force. These wages also affect the total costs of production and lower the price of products. This is the major problem the U.S. has to compete with. It's a general consumer behavior that they always want to buy the highest quality product by paying the lowest fee. Unfortunately, higher quality products cost too much. Before buying a product, consumers generally decide which one is most important for them: buying the product with highest quality or cheapest price. And another factor which helps them to decide is the costs of production."
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Production Management, 2006.
A discussion on production and production management.
905 words (approx. 3.6 pages), 2 sources, MLA, $ 32.95
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Abstract
This paper uses an example of a manufacturer of engineering products to highlight the functions of production management. It discusses the role of and abilities needed in a production manager. The paper also explores, by example, the production line and its problems. The author expands on the Japanese system of "kanban".
From the Paper
"The organization that we are talking about is a manufacturer of engineering products, and the major part of the work seems to be assembling different items into a final product. The function concerned is called in management terms as production management. The most important part of the capacity of a production manager is the ability to balance risks and costs. The duty of the production manager is to keep a track of the involved costs on a regular basis. (Production Management) In this relevant case we have to prepare the job schedules in a detailed manner and for that purpose nowadays there are many different varieties of computer programs which are being available for use. Yet even before finally deciding upon which program or method need to be utilized for the purpose, one has to study about the entire procedure in a most detailed manner."
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Toyota's Lean Production, 2008.
This paper focuses on the Toyota Production System (TPS) that creates Toyota's lean manufacturing environment.
935 words (approx. 3.7 pages), 2 sources, APA, $ 33.95
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Abstract
The paper discusses the basic elements of lean manufacturing 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 lean manufacturing.
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."
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"Synchronous Manufacturing" by Umble and Srikanth, 1991.
This paper is a chapter by chapter review of the textbook "Synchronous Manufacturing: Principles for World Class Excellence" by Dr. M. Michael Umble and Dr. M. L. Srikanth on manufacturing environment, cost systems and innovations including Just-In-Time
1,350 words (approx. 5.4 pages), 1 source, $ 47.95
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From the Paper
""Synchronous Manufacturing: Principles for World Class Excellence" by Dr. M. Michael Umble and Dr. M. L. Srikanth provides students with aids to understanding the dynamic manufacturing environment. This 262 page text reviews traditional approaches to manufacturing, including cost systems, and recent innovations, such as Just-In-Time. An index and bibliography help the reader find information within the book, and refer the reader to additional sources. Each chapter ends with a summary and a series of review questions to help the reader reap the maximum benefit from the information contained in the chapter. This research provides a review of the book in the form of chapter summaries.
The authors begin their text with the suggestion that the United States is losing ground in world manufacturing. "
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Knitwear Production in Italy, 2002.
Discusses the efficiency of the traditional production methods used by Italian's knitwear firms compared to the modernized production methods of firms such as Benetton.
1,409 words (approx. 5.6 pages), 3 sources, APA, $ 46.95
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Abstract
Italian knitwear firms use an ancient method of production by which homeworkers use their own tools and workplaces to convert raw and semi-finished materials owned by large manufacturers into finished goods. This is quite different from the factory-oriented output used by other clothing and textile industries in modern industrialized nations. The paper shows that within both the Marxist and liberal paradigms of economic development, this sort of small-scale production would eventually give way to larger and more complex organizational forms, yet these firms persist in following the old ways. The paper examines the issue of how efficient can this method be and argues that Italian home production in this industry has shown that it can be as efficient as the factory production of knitwear represented by larger firms such as Benetton.
From the Paper
"The basic steps in the production process are the same in the knitwear factory as in home production, though the different steps are all performed in the same locale and may be performed by machine instead of by individual artisan workers. These processes are concentrated in one place, but this also entails a larger bureaucratic structure to see to it that materials are acquired, cloth woven, goods produced, and orders filled according to specifications. Many of these steps are accomplished with less direct involvement by any given worker and without the personal touch that is often provided by the homeworker."
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