...Topher Stills MGT502 Case Study Chapter 16 The following case study examines an inquiry about lean training from a production manager to a professor. Although the case is short, the responses from both parties imply hidden concerns about lean management and philosophies. It is important to note that numerical data is not present and the analytics of this case is based of behavioral and philosophical indications from the involved parties. The backbone of this paper is to acknowledge the barriers of lean management benefits and implementation. It will consist of a brief introduction on lean philosophy, dissection of the case study, an overview of lean management results, and recommendations for the case situation. Just like a manufacturing plant, lean philosophy is transformative approach to a systematic operation. The general idea is to produce more with less. Rarely has there been an entity that progresses without producing waste. A car, for example, uses gasoline to create combustions within an engine to accelerate the car forward. In doing so it produces emissions from the consumed gasoline. Humans need to eat for functionality. Through the digestive and metabolic systems, food is broken down and the body takes carbohydrates and proteins for energy and then discards what can't be used. Trees, cells, and businesses all have a system that transforms inputs into outputs. All of these systems produce some form of waste. The idea behind lean philosophy is to analyze the...
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...United States Environmental Protection Agency Solid Waste and Emergency Response (5302W) Policy, Economics & Innovation (1807T) EPA100-R-03-005 October 2003 www.epa.gov/ innovation/lean.htm Lean Manufacturing and the Environment: Research on Advanced Manufacturing Systems and the Environment and Recommendations for Leveraging Better Environmental Performance ACKNOWLEDGMENTS This report was prepared for the U.S. Environmental Protection Agency's Office of Solid Waste and Emergency Response (OSWER) and Office of Policy, Economics, and Innovation (OPEI). Ross & Associates Environmental Consulting, Ltd. prepared this report for U.S. EPA under contract to Industrial Economics, Inc. (U.S. EPA Contract # 68-D9-9018). DISCLAIMER The observations articulated in this report and its appendices represent Ross & Associates’ interpretation of the research, case study information, and interviews with lean experts and do not necessarily represent the opinions of the organizations or lean experts interviewed or researched as part of this effort. U.S. Environmental Protection Agency (EPA) representatives have reviewed and approved this report, but this does not necessarily constitute EPA endorsement of the observations or recommendations presented in this report. Lean Manufacturing and the Environment: Research on Advanced Manufacturing Systems and the Environment and Recommendations for Leveraging Better Environmental Performance Table of Contents Executive Summary...
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...University of Strathclyde, Glasgow, UK Abstract Purpose – The last two decades have witnessed an explosion of research into the area of quality initiatives (QI) such as ISO, total quality management, lean, Kaizen and its application within small and medium-sized enterprises (SMEs). However, very few empirical studies have reported the application of Six Sigma in SMEs; the reasons may be attributed to several myths associated with Six Sigma. The purpose of this paper is to assess the current status of QI in the UK manufacturing SMEs and report the differences in the quality management practices of Six Sigma SMEs against the ISO certified firms. Design/methodology/approach – A survey-based approach was adopted to understand the established quality management practices in the UK SMEs. A short survey instrument was designed by reviewing the literature on quality improvement initiatives in SMEs. A sample of 500 manufacturing SMEs across UK was selected through stratified random sampling technique. Findings – A response rate of 12.7 per cent was achieved and included respondents at senior management and middle management level across the manufacturing industry in the UK. Data analysis on the history of quality initiatives (QI) in SMEs indicated towards the trend that ISO may be the foundation or building block before embarking on lean or Six Sigma. Differences in quality...
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...1. Name: Joe Smith 2. Discipline: Lean Manufacturing 3. Preliminary Research Question: Why do lean improvements fail to self-sustain in manufacturing? 4. The story is the same for many manufactures who find early success in lean initiatives; savings are well documented, employees become engaged, and then at some point entropy occurs. These initiatives stall for several reasons; first, leaders must walk the talk, they are engaged in lean process as long as the change is finically driven and immediate results can be seen. They declare victory and in time go back to their routine thinking the lean is done. In addition, operators become excited during the process (after some convincing at times). They see the engagement of their leaders, are involved in the process and feel like they are being heard. However, over time, work stations are back to the state they were prior to the lean initiatives. So why this difficult task for manufacturing personnel, we all want to more efficient and profitable right? I will explore this research questions through personal experience and research in my years in the manufacturing environment. 5. Presently, I am the Plant Manager of a factory in Dallas; I have over a year experience as a plant manager currently; however I have 7 years’ experience in implementing lean initiatives such as TPM, 5S, value mapping etc. Over the years I have become disappointed in the lasting results and have worked diligently with other to sustain improvements...
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...Strategic initiatives can be defined as the means through which a vision is translated into practice and are collections of finite – duration discretionary projects and programs, outside of the organization’s day – to – day operational activities, which are designed to help the organization achieve its targeted performance (en.wikipedia.org). The strategic initiatives from our list include the following: 1. Efficient Consumer Response (ECR): Lean Manufacturing Japan (2008) stated that ECR “is a strategy to increase the level of services to consumers through the close cooperation among retailers, wholesalers and manufacturers. Lean Manufacturing Japan (2008), also stated that “ECR reduces the opportunity loss, inventory level, and entire cost, increases monetary profitability by sharing the purpose of customer satisfaction. 2. Just – in – Time (JIT): simply means getting the right quantity of goods at the right place and right time and it originated from Japan after World War II by Toyota Motor Company (Reid & Sanders, 2007). There are three elements of JIT which are: Just in time manufacturing, Total Quality Management and Respect for people. 3. Lean System: Also known as Just – in – Time. Lean simply means the elimination of waste, with perfect quantity to meet demand instantaneously. Lean has four elements which are: Customer focus, synchronized flow, behavior and waste elimination (Slack &Lewis, 2011). Lean operations help to reduce cost, gives higher quality, reduce lead...
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...LSS lean Six Sigma Abstract Purpose – Although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the “tool box”, and its integration with Six Sigma (mainly through case studies and action research), there has been little written on the journey towards the integration of the two approaches. This paper aims to examine the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement, and provides a conceptual model for their successful integration. Design/methodology/approach – Desk research and a literature review of each separate approach is provided, followed by a view of the literature of the integrated approach. Findings – No standard framework for lean Six Sigma or its implementation exists. A systematic approach needs to be adopted, which optimises systems as a whole, focusing the right strategies in the correct places. Originality/value – This paper contributes to knowledge by providing an insight into the evolution of the lean Six Sigma paradigm. It is suggested that a clear integration of the two approaches must be achieved, with sufficient scientific underpinning. Keywords Lean production, Six sigma Paper type Literature review 1. Introduction The Toyota Production System (TPS) provided the basis for what is now known as lean thinking, as popularised by Womack and Jones (1996). The development of this approach to manufacturing began shortly after...
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...LEAN THINKING CHANGES THE FOCUS OF MANAGEMENT New way of Thinking and Acting for an Entire Organization Boeing "Everett Plant" Case Study Boeing Everett Plant, Largest Building in the World LEAN THINKING CHANGES THE FOCUS OF MANAGEMENT Way of Thinking and Acting for an Entire Organization "Definition, Purpose, Process, People" Introduction The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much...
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...SCHOOL OF BUSINESS University of Aarhus MASTER THESIS Challenges in Lean implementation Successful transformation towards Lean enterprise Ana Valentinova Kovacheva Supervisor: Ana Luiza Lara De Araújo MSc in Strategy, Organization and Leadership January 2010, Aarhus 2 Abstract The paper is based on a systematic literature review that examines how the implementation of Lean could bring value to the organization processes and contribute for achieving an operational excellence. Different organizational factors which have importance in the implementation process, are thoroughly examined. Key success factors that enhance the implementation process are identified - human resource practices, management style, organizational strategic vision, organizational culture, external partnerships. The research outlines the challenges that companies experience when they change their business model towards implementing a new to the company management system – Lean concept. For better understanding of the term the paper suggests definitions from the authors acknowledged in the field. Part of the research considers some critical points that impede the implementation of Lean. The conclusions are drawn upon considering lean as a complete business system, which change the way organization thinks in striving for a competitive advantage. Keywords: lean implementation, lean enterprise, Lean, challenges, process improvement 3 Table of Contents: Introduction...
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...[pic] Case Study #1 Submitted by: Team #2 Fernanda G. Isidoro Correa Henrique Siqueira Madeira Rafael Frasson Pereira Rafael Gomes de Carvalho MSE 507 Prof. Scott Wainess Date 10-08-14 Table of Contents 1. The Lean Implementation 2. The Five Principles of Lean a. Specifying Customer Value b. Identifying the Value Stream c. Making the Value Stream Flow d. Implementing Customer Pull e. Pursuing Perfection 3. Insights and Conclusions 4. Appendix The Lean Implementation As we have studied, lean manufacturing is one of the initiatives that many major businesses in the world have been trying to adopt in order to remain competitive in an increasingly global market. The focus of this approach is on cost reduction by eliminating non value added activities. Applications of lean manufacturing have been less common in the continuous / process sector, in part because of a perception that this sector is less amenable to many lean techniques, and in part because of the lack of documented applications. This has caused managers to be reluctant to commit to the improvement program. The chosen article for this case study takes a case based approach to address both issues. It describes a case in which lean principles were adapted for the continuous / process sector for application at a large integrated steel mill. Value stream mapping was the main tool used to identify the opportunities...
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...Executive Summary The Lean implementation methodology (Lean) has its roots in manufacturing and particularly the automotive sector through the Toyota Production System. Over the last decade, Lean has expanded beyond manufacturing to become an improvement methodology firstly in the service sector and more recently in public sector organisations looking to improve efficiency and customer value. It is within this context that AtoZ Business Consultancy undertook an analysis of Lean implementations across Business Schools and Universities in the UK. This analysis was undertaken using a case study approach of five diverse Higher Education organisations. The case studies included a combination of Russell Group and non Russell Group organisations, research intensive as well as teaching informed organisations and organisations with large non EU student numbers. The organisations were spread geographically across England, Scotland and Wales and included large metropolitan areas as well as smaller more rural locations. There has been a driver for Lean in all public sector organisations as a result of draconian government budget cuts. Within Higher Education this has been further driven by the announcement of increased student fees following the Browne Review. Lean with its focus on value, customer, efficiency and effectiveness is sensitive to this context as well as other initiatives such as the sustainability and green agenda, supporting increasing the performance in the National...
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...Leaness 7 ACE 8 Competition…Lessons Learned? 10 Chapter 3…Maintaining the Edge Leadership Challenge…Transforming Culture 14 Growth…The Key to the Future 14 “Re-inventing the Business” 15 Enterprise Resource Planning Initiative 16 Strategic Approach to Managing Human Resources 19 Employee Services 20 Chapter 4…For DoD Lean Thinking in DoD 22 Achieving Competitive Excellence in DoD 22 Outsourcing…”Keeping Our Core Competencies in House 23 Employee Education 23 Life After the Military Service…Improving the Odds 25 Adages of Human Resources 25 Bibliography 26 INTRODUCTION Assignment Overview I was assigned as a Secretary of Defense Corporate Fellow to Pratt & Whitney Corporation, one of the six principal Sectors of United Technologies Corporation (UTC). My initial assignment with Pratt was to the F135 Joint Strike Fighter (JSF) Engine Program at the Military Engines Division in East Hartford, Connecticut. Within the JSF Program I served on the Integrated Program Management Team (IPMT) and participated in a number of Engineering & Manufacturing Development (EMD) Readiness and System Development & Demonstration (SDD) initiatives. I also participated on a High Impact ACE Team (ACE will be explained later in this Report), served as assistant the...
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...The Case for Change at Toyota Motor Corporation Process Identification and Improvement Plan ______________________________________________________________________________ Unit 1 Assignment 1 MBA 6022 Lynette D. Capella University Abstract This Process Identification and Improvement Plan will begin with a summary of the Toyota Motor Corporation and core commitment to safety, quality and volume. It will also refer to the case study review titled “Toyota: The Accelerator Crisis (2010), by Greto, Schotter, and Teagarden for a synopsis of the accelerator and automobile recall crisis that affected the company’s reputation, image and near financial collapse. It also identifies two distinct process areas have been targeted for improvement, Toyota’s HR management systems and TPS/Lean Production System which need to be integrated. Furthermore, this plan will further discuss areas of development, positive impact and benefits to the company— and demonstrate how if a process change does occur how it will negatively impact this particular industry/ areas for improvement or innovation and then discussing the specific opportunities including impact and benefits. Introduction Toyota Summary: According to Greto, (2010), in 1933, Toyota Motor Corporation was originally founded as a division of Toyoda Automatic Loom Works; which was dedicated to the production of vehicles under the guidance of Kiichiro Toyoda. The company’s first automobiles were the A1 passenger cars...
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...Contents Executive Summary 2 Introduction 3 Implementation of TQM & LEAN into MPA objective 4 TQM application to MPA reliability 4 Lean approach vs MPA competitiveness 7 Benefits & Limitations 8 Environmental Issues 8 Sustainable Environment 9 Carbon Emissions 10 Implementation of LEAN in the Environmental Issues 11 Conclusion 12 References 12 Executive Summary: The port of Singapore comprises a number of facilities and terminals that handle a wide range of cargo transported in different forms. In addition, the government has established The Maritime and Port Authority of Singapore (MPA) as a body that is responsible for the overall development and growth of the port of Singapore, overseeing most if not all the activities that are carried out as far the port logistics are concerned. However, the purpose of this paper has been divided into two tasks, one of which involves a critical evaluation of the application of Lean and TQM (Total Quality Management) in logistics and supply chain networks to achieve MPA objectives such as quality of service, competitiveness, reliability and efficiency. In addition the benefits and limitations from a practical perspective for MPA is evaluated. The second task of the paper aims to critically evaluate the key environmental sustainability issues in Cargo maritime logistics for MPA and an analysis of how implementing lean practices by MPA can reduce the environmental impact of an inward and outward maritime...
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...For The Shipping Department at Helical Products Co. By Eric William Walker A Senior Project submitted In partial fulfillment of the requirements for the degree of Bachelor of Science in Industrial Engineering California Polytechnic State University San Luis Obispo Graded by: Checked by: Date of Submission: Approved by: EXECUTIVE SUMMARY Helical Products Company is a business that manufactures flexure products, such as couplings and u-joints. As part of a movement towards lean manufacturing, Helical Products Company of Santa Maria, California is need of a principle that will help them continuously improve their shipping department. A study of 5S, a lean principle focused on waste reduction, will be done to investigate opportunity for implementation. A literature review takes a peek on research of lean manufacturing history, lean workbook/ tutorials and lastly case studies and journal articles. The output of research provides a design plan for Helical using 5S and other lean principles compatible with 5S, such as error proofing and Value Stream Mapping. A list of suggestions based on analysis and feedback from the Helical shipping department is provided. Lastly, a 5S manual catered for Helical Products Company is attached in the appendix. 1 TABLE OF CONTENTS Executive Summary....................................................................................................................................... 1 Introduction ................................
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...Topics in Operations Management PRINCIPLES OF LEAN OPERATIONS Course Syllabus Course Code: POMG4725 Course Title: Special Topics in Operations Management Credits: 3 Hours Contact Hours: 42 hours Course Status: Major elective Language of Instruction: English Course Type: Lecture Course Description and Objectives: This course covers methods and best practices companies should use to identify and eliminate waste (non-value-added activities) throughout the organization. It provides basic definitions, real-world examples, and an introduction to such topics as the transparent workplace, lean product development, Value Stream Mapping, lean process improvement, controlling processes, and continuous improvement. These tools, techniques and philosophies have been used worldwide by best-in-class companies to improve their bottom line, make them more competitive, and drastically improve their responsiveness to the customer. Topics: • Development of the concept of a lean organization and what benefits it will deliver • Identification of waste activities and understanding why they should be eliminated • How to use flow analysis to analyze a process and identify non-value-added activities • Understanding of the standard lean operations tools: 5S, visual workplace and visual order control, manufacturing cells, use of task time, setup time reduction, standard worksheets, etc. • The benefits of incorporating lean concepts during the development phase of new...
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