...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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...THE ROLE OF LEAN MANUFACTURING AND LEAN TECHNIQUES IN THE SUCCESS OF AN ORGANIZATION ACKNOWLEDGEMENT Requirements of this project were rather stringent as sufficient knowledge of the topic was not enough. It was also necessary to have abundance of devotion and willpower together with an ability and willingness to perform hard labour for successful completion of this project. It would be unfair on my part not to acknowledge the contribution of all those who had encouraged me all through and kept my spirits from flagging and that include my parents, friends and well wishers. These people, though not directly involved with the project, did most certainly provide the ambience that was sorely needed while undertaking such a strenuous task. I feel extremely fortunate that I had Mr/Ms Xxxx as my project leader and cannot thank him/her more for the unstinted encouragement I had received throughout this period. If his/her suggestions that resulted in necessary and timely course corrections were not there, I doubt very much whether this project would have at all seen the light of the day, let alone being successfully completed within the deadline. ABSTRACT The word that is most significant in Lean Manufacturing process is ‘lean’ which literally means a body or a system that does not have any unnecessary or avoidable flab or float. Such flab or float exists in manufacturing systems and are manifested through unnecessary or nil value movements or costs that do not add to the final...
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...ASSIGNMENT DETAILS Contents 1. Introduction: 1 2. Brief Discussion of Relevant Literature 2 3. An Exposition of the Measured Variables Looking at the questionnaire, it is divided into 3 Sections: 5 4. Frequency Tables and Descriptive Statistics of the Variables 8 5. The Profile of the respondents in terms of background variables 14 6. Specific questions relating to outcome of survey 15 7. Conclusion 18 8. List of References 20 1. Introduction: The purpose of the study, as stated is to determine the impact of the implementation of a lean programme on employee satisfaction, motivation and loyalty and to provide guidance in order to increase the sustainable success of the implementation – focusing on the Johannesburg Operations Shared Services Centre of Bank X. If the relationship is positive, this will imply that it also positively affects customer satisfaction, retention and hence the overall performance of the organisation. The main research question is what the success factors in the implementation of the lean programme would be. The research paper starts with a brief discussion of relevant literature on lean programs. Various programs that can be implemented by banks are explained briefly. 2. Brief Discussion of Relevant Literature Since the global financial crisis that occurred in 2008, the uncertain economic outlook in South Africa and the pressure on financial institutions to operate more effectively and efficiently, there has been...
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...com/0144-3577.htm IJOPM 24,10 Learning to evolve A review of contemporary lean thinking Peter Hines, Matthias Holweg and Nick Rich Lean Enterprise Research Centre, Cardiff Business School, Cardiff, UK Keywords Lean production, Learning organizations Abstract The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and “localisation” of the lean concept. Despite successful “lean” applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high-volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research. 994 International Journal of Operations & Production Management Vol. 24 No. 10, 2004 pp. 994-1011 q Emerald Group Publishing Limited...
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...EXECUTIVE SUMMARY This research paper acknowledges different quality management tools. It is about the evolution of different quality tools and defining the best practice Strategic model in IT organization in relation to achieving quality within their business processes and integrating business processes to achieve strategic goals. Previous research and study indicates the various quality system tools in order to achieve quality management objectives in the competitive business environment. This research paper investigates and finds out the evolution of different quality system tools and significance of various quality tools and then designing best practice strategic model for future in Information Technology organization. The importance of this proposed research is that currently IT companies are experiencing increased global competition and parameters like complexities of the product, different markets, customer focus, high quality of product, decision making and integration among various business units in the global environment and the environment in which the firm operates are the issues of concern. Traditional quality tool in IT systems are not capable of coping with these demands and still stay competitive. Changes are needed in order to achieve sustainable results and maintaining fitness and overcome the problems of traditional tools. Today industrial companies need stable position socially and economically...
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...report analyses the current project management methodologies and the lean system and also explains the importance of the lean delivery system with the advantages and disadvantages comparing to the current methods used in the project management practice. Projects are completed by project management methodologies and lean management system. Generally Project management methodologies are the various ways in which projects are initiated, planned, and executed unto completion. For different type of industrial projects and for different types of projects, there are certain specific management methodologies that are currently in use such as the traditional methods or the critical chain method that are to be used. The Lean Project Delivery System has emerged from the theoretical and practical Investigations, the process of on-going development, reducing the forms of waste in the process to get the desired product with high customer satisfaction. Introduction Project: A project is a unique endeavour to produce the desired product within the specified time given, set of constraints-cost and quality. Project management: Project Management: Project management can be defined as the process which is disciplined to involves the skills, tools management and the required management techniques to complete a project successfully There are some current management methods for project management; one of the main methods is traditional project management method which sorely based on step by...
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...organizational culture, power trips – goes on and on. Continuous Improvement is the on-going effort to improve products, services and processes by making small, incremental improvements within a business. It is based on the belief that these incremental changes will add up to major improvements over time and it is as much about tactics (i.e. specific improvements) as it is about changing the culture of the organization to focus on opportunities for improvement rather than problems. At the other extreme, there is the Business Process Reengineering which advocates starting from a clean slate with a quantum leaps. Whatever techniques/methods is used it relative the pulse of an organisation. Your objectives In this chapter you will learn about the following: * Understand the 3 Es of operational excellence * Understand the importance of the 3 Es * Understand the techniques/methods to achieve the 3 Es * Understand how to acehive the 3 Es in the business context 1 What is the 3 Es Businesses have a tendency to focus on one or other of the three E’s as shown in Figure 4.1 : Figure 4.1 DEFINITIONS a. Economy – doing things as cheaply as possible, avoiding spending more than is necessary b. Efficiency – doing...
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...Ted James Operations Strategy Download free ebooks at bookboon.com 2 Operations Strategy © 2011 Ted James & Ventus Publishing ApS ISBN 978-87-7681-828-9 Download free ebooks at bookboon.com 3 Operations Strategy Contents Contents 1 Introduction 7 2 Defining Operations Strategy 8 2.1 What is Operations Management? 8 2.2 The Role of Services in Operations Management 8 2.3 What is Strategy? 9 2.4 What is Operations Strategy? 10 3 Operations Strategy Formulation 11 3.1 Hill framework for Operations Strategy Formulation 11 4 Lean Operations 13 4.1. Eliminate Waste 13 4.2 Involvement of Everyone 14 4.3 Continuous Improvement (CI) 14 4.4 Implementing Lean 14 5 Business Process Reengineering (BPR) 17 5.1 Implementing Business Process Redesign 17 Please click the advert The next step for top-performing graduates Masters in Management Designed for high-achieving graduates across all disciplines, London Business School’s Masters in Management provides specific and tangible foundations for a successful career in business. This 12-month, full-time programme is a business qualification with impact. In 2010, our MiM employment rate was 95% within 3 months of graduation*; the majority of graduates choosing to work in consulting or financial services. As well as a renowned qualification from a world-class business...
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...Lean Management In Automobile Industry Lean Management In Automobile Industry Arvinder Singh, Bargavi Poloju, Inderpreet Kaur, Inderjeet Kaur, Jaskaran Singh Gill Eastern Institute of Technology September 10, 2015 Abstract Lean and six sigma are widely known business improvement processes for industries /organisations these days for achieving drastic results, which are majorly cost cutting, quality maintenance and time management by specializing in processes to boost performance. Nowadays, There are some industries that are even integrating lean and six sigma into a more cohesive strategy i.e., lean sigma in order to establish even more powerful and effective process which focuses at eliminating wasteful activities and retaining most of the strengths of each activity. Lean Sigma aims to combine waste eliminating strategies of Lean Thinking with variability reducing techniques of six sigma to promote growth and increase revenue from the bottom line of organisations(M. Kumara). Lean management is outlined as a consistent and a methodical approach to determining and eliminating waste through continuous improvement, flowing the merchandise at the pull of the client in pursuit of perfection. The idea of lean management was developed for maximizing the resource utilization through reduction of waste, and eventually lean was developed in response to the unsteady and ever-competitive business organisations. For organisations to face major challenges and competition can be...
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...volume/low variety products. This nature of the textile industry makes implementing lean manufacturing techniques a challenge; hence implementing lean techniques in a textile industry has been taken up as a challenge. We have chosen a combination of value stream mapping (VSM), 5S, kanban, kaizen, poka-yoke, and visual controls to improve the processes. The findings of this study reveal that a thorough analysis of the process, setup, and changeover time (CO), use of colour coding for identification of volume-mix, use of kaizen and quality circles which empower the workforce, are some of the various keys to a successful lean implementation in a textile industry. Keywords:Project manegement; lean manufacturing; agile manufacturing; value stream mapping; VSM; supply chain management. 1 Introduction What Is a Project Manager? SECTION 1: INTRODUCTION TO PROJECT MANAGEMENT Project management is the art of matching a project's goals, tasks, and resources to accomplish a goal as needed. We say "as needed" because one has limited time, money, and resources (human and machinery) with which to accomplish a goal. One can think of a project as a process. Figure 1 shows this process as a simplified block diagram. Figure 1: Simple Project Management System The process involves inputs and outputs. Successful projects "do the right things, with the right tools, and in the right way". SECTION 2: STAGES OF A PROJECT AND HOW TO COMPLETE THEM Stage 1: Defining the goals of the project:...
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...Executive Summary The company’s profits are falling and there is a build up of inventory within the production process. This report considers three management systems which could rectify the situation. Considering Theory of Constraints, Just In Time and Programme Evaluation and Review Technique, the report recommends that more information regarding the cause of the problems is undertaken, and a suitable programme of revaluation of the business processes is undertaken. Introduction The role of management accounting in the organisation has become so much more that the reporting of the score to managers (Hansen, Mouritsen 2006). In the wake of the decline of Western Manufacturing and the relevance crisis of management accounting to modern business as outlined by Kaplan and Johnson in ‘Relevance Lost’, the traditional cost accounting approach has been largely replaced by alternative methodologies (Kee, Schmidt 2000). The role of the management accounting in the modern firm is not only to report the score, but to seek to influence the score by using techniques and theoretical approaches to improve the business processes. As such it is important for managers to understand the use and usefulness of a variety of alternatives to traditional accounting approaches, especially traditional cost accounting and look to introduce other techniques which may have practical advantages for the firm (DUGDALE, JONES 1998). There is no one size fits all approach which will work in any case and the...
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...www.thetimes100.co.uk Lean production at Portakabin Introduction Portakabin is an international company. It produces some of the most advanced building systems available. The company is part of the £700 million turnover Shepherd Group. The Shepherd Group is one of the largest family-owned companies in the European building industry and employs 3,500 people. It focuses on three main areas: • manufacturing • construction • property. The name Portakabin is a registered trade mark. This instantly recognisable sign means that no other company can use the Portakabin name on its products. Donald Shepherd, the founder of Portakabin, came up with the idea of stand-alone re-locatable buildings in the 1960s. Since that day, only buildings produced by Portakabin can be called Portakabin buildings. Portakabin uses modular buildings. This means they are made up of one or more modules that are constructed in a factory environment. These are then linked together to form multi-purpose buildings. Typical examples of Portakabin buildings include: CURRICULUM TOPICS • Lean production • Kaizen • Just-in-time • Quality management GLOSSARY Turnover: the total value of all sales made in a given period of time, sometimes referred to as sales revenue. Trade mark: text, logos and symbols relating to a company and its products. Hospitals Offices Portakabin Nurseries Schools Portakabin buildings can be erected almost anywhere in the world. Portakabin is able to deliver the same high...
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...www.thetimes100.co.uk Lean production at Portakabin Introduction Portakabin is an international company. It produces some of the most advanced building systems available. The company is part of the £700 million turnover Shepherd Group. The Shepherd Group is one of the largest family-owned companies in the European building industry and employs 3,500 people. It focuses on three main areas: • manufacturing • construction • property. The name Portakabin is a registered trade mark. This instantly recognisable sign means that no other company can use the Portakabin name on its products. Donald Shepherd, the founder of Portakabin, came up with the idea of stand-alone re-locatable buildings in the 1960s. Since that day, only buildings produced by Portakabin can be called Portakabin buildings. Portakabin uses modular buildings. This means they are made up of one or more modules that are constructed in a factory environment. These are then linked together to form multi-purpose buildings. Typical examples of Portakabin buildings include: CURRICULUM TOPICS • Lean production • Kaizen • Just-in-time • Quality management GLOSSARY Turnover: the total value of all sales made in a given period of time, sometimes referred to as sales revenue. Trade mark: text, logos and symbols relating to a company and its products. Hospitals Offices Portakabin Nurseries Schools Portakabin buildings can be erected almost anywhere in the world. Portakabin is able to deliver the same high...
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...Going lean This publication was developed during the Lean Processing Programme (LEAP) which ran from to . The programme was sponsored by the Engineering and Physical Science Research Council (Innovative Manufacturing Initiative) and a network of UK automotive/steel supply chain firms: Corus, Thyssen Krupp Automotive Body Products, TKA Chassis Camford, Tallent Engineering Ltd, GKN Autostructures Ltd, Steel & Alloy Processing Ltd, LDV Ltd and Wagon Automotive – UK/USA. Corus was formed in October by the merger of British Steel and Koninklijke Hoogovens. We would like to thank all these organisations for their generous support in both time and finances. The Lean Processing Programme was designed to extend Lean Thinking into this particular group of firms and their associated customer base. Over a three year period it has sought to make radical and incremental change both within and between the firms as well as at a network level. Specific improvements have been made: better understanding of customer requirements, improved learning culture in the firms, faster reaction time, improved delivery performance, reduced new product time to market, better quality product, improved productivity and increased business opportunities. The programme was run by staff at the Lean Enterprise Research Centre at Cardiff Business School together with project management support by Chris Butterworth of Corus. We would like to thank the research team members, all of whom have contributed to...
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...------------------------------------------------- Top of Form Aldi The food retail industry is a highly competitive market. More so than ever, organisations need to offer customers value for money. Customers want the best quality products at the lowest possible prices. With such tough competition it is vital for organisations to understand what their customers want. Aldi understands that its customers want value for money but do not want to compromise on quality. This case study will demonstrate how Aldi uses a lean approach to its business operations to offer its customers quality products at competitive prices. Since opening its first store in 1913, Aldi has established itself as a reputable retailer operating in international markets including Germany, Australia and the U.S. Aldi has over 7,000 stores worldwide. What distinguishes Aldi from its competitors is its competitive pricing strategy without reducing the quality of its products. In fact, in some cases Aldi’s products are 30% cheaper than those offered by its competitors. Aldi can do this because the business operates so efficiently. Efficiency is the relationship between inputs and outputs. For Aldi, operating efficiently involves reducing costs in all areas. Some of the key areas where Aldi is able to minimise costs are by saving time, space, effort and energy. Aldi’s approach to doing this is to run its business around the principles of lean thinking. Aldi has a no-nonsense approach to running its business. Whereas other food retailers have elaborate...
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