...------------------------------------------------- Why Most Chinese Enterprises Fail in Deploying Lean Production. ------------------------------------------------- Images Authors: Lixia Chen1 clx992326@163.com Bo Meng2 Source: Asian Social Science; Mar2010, Vol. 6 Issue 3, p52-57, 6p, 1 Diagram, 1 Chart Document Type: Article Subject Terms: *BUSINESS enterprises *LEAN manufacturing *QUALITY control *SUPPLY chains *QUALITY of products *COMMERCIAL products *MANUFACTURING industries *ASSOCIATIONS, institutions, etc. Geographic Terms: CHINA Author-Supplied Keywords: Chinese enterprises Lean culture Lean production Abstract: Since 1990s, many enterprises in Chinese Mainland have deployed lean production in consideration of its great success in other countries, but many of them failed to realize their original targets. The paper reviews the course from mass to lean, analyzes the status of lean production in Chinese mainland, points out the problems Chinese enterprises met in implementing lean production and makes a conclusion that we can't success in it without culture reform from extensive to lean. It also proposes the key points for Chinese enterprises to change to lean. [ABSTRACT FROM AUTHOR] Copyright of Asian Social Science is the property of Canadian Center of Science & Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may...
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...Brittany Coleman PSY-311-601 December 13, 2015 Social Psychology to the Rescue, College Student Dropout Rates I. Literature Review One growing concern for colleges and universities across the United States is college student dropout rates. According to College Atlas, 70% of Americans will study at a 4-year college, but less than two-thirds will graduate. About 40% of full-time students attending a 4-year institution in the United States complete a bachelor’s degree within 4 years, while around 58.6 % of students earn theirs within 6 years. Among research and findings pertaining to college student dropout rates, social, psychological, and economic factors tend to be the main causes of such a high percentage of college student dropouts. In the article titled, College Student Retention: An Exploration of the Relationship between Self-Efficacy Beliefs and Purpose in Life among College Students, DeWitz, Woosley, and Walsh believed that high school GPA, support, motivation, and coping strategies were all predictors of college student persistence. When a college student does not master these areas, then this could lead to them possibly dropping out. The article goes on to explain that student with low high school GPA’s tend to have a more difficult time meeting the academic requirements compared to a college student who had a relatively higher high school GPA. This could possibly require the student to put more time into their academics and therefore put a hold on developing...
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...Articles Teaching Lean Manufacturing With Simulations and Games: A Survey and Future Directions Fazleena Badurdeen1, Philip Marksberry1, Arlie Hall1, and Bob Gregory1 Simulation & Gaming 41(4) 465–486 © 2010 SAGE Publications Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1046878109334331 http://sg.sagepub.com Abstract Problem-based learning focuses on small groups using authentic problems as a means to help participants obtain knowledge and problem-solving skills. This approach makes problem-based learning ideal for teaching lean manufacturing, which is driven by a culture of problem solving that values learning as one key output of manufacturing production. Thus, simulations that organize participants in teams for realistic manufacturing production problem solving are widespread as a way to use problembased learning to teach lean manufacturing. But a critical assessment of existing simulations for lean manufacturing instruction has been lacking. Accordingly, a literature survey is conducted and existing simulations are classified according to their emphasis on lean tools or the overall lean system; the degree of their focus on soft skills, if any; and their area of application, whether academic or industry. Four gaps are found in existing simulation designs: lack of stress on soft skills, a mistaken focus on “linear lean,” misunderstanding of the key role of the facilitator, and lack of realism. Future directions for study and...
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...The conflicting ideologies of government intervention vs. no government intervention in the economy is an argument that has been going since the very inception of this country. Many of the principles are government is based on embody the ideal of a autonomous free market. However, as we have seen not only in this economy but around the world, there really is no such thing as a free market. The government is in some capacity always involved in the economy, whether it be an extreme case like a communist country or to a lesser extent like in a republic. This is why I believe it is a fallacy to even consider a world with a totally free market because this ideal is impossible to completely achieve. Even in our 'capitalist' country, our government implements and has implemented many socialist and fascist-like safe guards and policies within our economy. Whether it be the new deal, bailouts, tax breaks or even helping to establish a post office, the government is very much involved with the economy. And this isn't to say this is a bad thing. Like all things, there are positives and negatives with government involvement in the economy. However, since it is America, there is a stigma with suggesting that our government should head towards a more fascist or socialistic approach to the economy. Maybe in a perfect world a free market would work great. However, if you say that, you must also admit that in a perfect world communism would be great too. What I am trying to say is that both of...
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...Italian Quality: Campagnolo Bicycle Components Introduction Campagnolo is renowned for producing some of the most innovative, highest quality, and best performing bicycle components available today. They also provide a benchmark for original design as evidenced by winning the prestigious Compasso d’Oro award from the Associazone Design Italiano and has been recognized by the Wall Street Journal as one of the most prominent sports brands in the world. ‘This reputation has been earned not only through its countless racing successes, but also by virtue of the attention given to quality and to service that sets this company apart from all others.’ ("Focus," 2011, para. 6) Tullio Campagnolo, an amateur bicycle racer who was frustrated with current technology to change gearing on his bicycle, founded Campagnolo S.r.l in Vicenza, Italy in 1933. At the time, changing gears required the rider to dismount, remove the rear wheel and then flipping the rear wheel around so a different sized cog on the opposite side of rear wheel could be used, then reattach the wheel to the bicycle frame, and finally remount the bicycle and resume the race. This required tools and a bit of time off the bicycle to complete as derailleurs and quick releases had not yet been invented. Tullio Campagnolo spent three years designing, perfecting, and producing what has become one of the ubiquitous components on a modern bicycle – the quick release skewer. ‘The company soon expanded, focusing on the three...
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...tions Managmen Introduction What makes a good process? When a process operates, how do you determine whether it is successful or not? Processes seem simple, yet seem to cause so many problems and the very word 'process' can strike fear into the hearts of many people. If you are leading any type of process improvement program, you have probably felt at times like your efforts were yielding less-than-expected results. It is no wonder: the list of possible hurdles to overcome – restrictive organizational structure, politics, stagnant 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...
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...THE IMPORTANCE OF TRAINING Finally, the necessary climbing skills for the lean expedition must be addressed. Business transformation of this magnitude quickly overwhelms training and employee development resources. Therefore, the most qualified and respected managers need to be converted to become certified trainers. This group can be augmented by outside resources, using one of the few consulting companies who have the credible skills and experience to be effective in this arena. Examples of such companies include the Lean Enterprise Institute and Productivity, Inc. Next, comprehensive training schedules must be developed to assure that training fully supports the work cell roll-out for lean implementation. Change leaders can be selected on the basis of attributes described earlier, but even with the best raw material, significant training is needed to create knowledgeable employees. Training hours completed throughout the organization is a key metric of lean implementation. Unfortunately, the transformation landscape is littered with the remains of unsuccessful expeditions that tried shortcuts in training or focused on classroom hours without equivalent application hours that allow knowledge to be reinforced and absorbed. To avoid wasted investment, applying the newly acquired skills in a problem-solving scenario must quickly follow classroom sessions to transfer knowledge and ensure it is retained. Ideally, each training and application experience should occur with natural...
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...Idea behind the theory Muda is the Japanese term for waste and is a key concept in the Toyota Production System. The definition of waste is basically anything that does not add value. “Value and waste are opposites. "Value" is what the customer is actually willing to pay for the product or service. Economists define value as the ratio of the usefulness of a product or service to its costs. This includes the product's functions and features and it relates to the whole product, service or both. Costs include the price paid and also the cost in time and hassle in obtaining and using the product or service” (Sowards, 2005). “It is common to find that in a factory less that 5 per cent of activities actually add value, 35 per cent are necessary non-value-adding activities and 60 per cent add no value at all” (Jones, Hines, & Rich, 2006, pg. 154). To truly be able to eliminate waste from a process you need to know what wastes you are looking for. There are seven wastes that were identified by Toyota’s Chief Engineer, Taiichi Ohno as part of the Toyota Production System. 1. Overproduction. Producing items for which there are no orders, which generates such wastes as overstaffing and storage and transportation costs because of excess inventory. Ohno considered this to be the fundamental waste, since it causes most of the other wastes. 2. Waiting (time on hand). Workers merely serving to watch an automated machine or having to stand around waiting for the next processing step, tool, supply...
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...Gustaf Brinck Assignment 2 MTT096-Production Management Establishment of Lean in healthcare Since Lean production (LP) was made for the car industry from its origin, the philosophy was applied to a standardized product or process. When the success of LP hit the world, many organisations looked for ways to implement LP with mixed results. One of the main difficulties lies within the field of identifying a repetitive process or making the process repetitive. The higher the variation of the process the harder it is to standardize it and to find the areas of improvement, since every situation is highly contextual. When it comes to healthcare the field is both repetitive and contextual, doctors must make individual assessments for each patient, but for example nurses goes through the same procedure when they give patients their medicine. Many patient including myself interpret a visit at the hospital as time consuming, in many cases you will first sit in a waiting room to get tested/assessed. The results is then analysed, and you might have to talk to several nurses and doctors in the process before you actually get treated. Several attempts to implement LP has been made for many reasons, however as Dannapfel et al (2013) describes it: the need to make a change in healthcare-organizations in many cases rises from an aging population and the strive to maximize the given resources. Dannapfel et al (2013) investigated a case study in Östergötland, to investigate...
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...that quality is in the eyes of the beholder, but consumers have the final say concerning the quality of an organization. "Quality is a dynamic state associated with products, services, people, processes, and environments that meets or exceeds expectations and helps produce superior value" (Goetsch & Stanley, 2010, p. 5). W. Edwards Deming was a quality pioneer in the United States who developed the Deming Cycle, which linked the production of products with consumer needs. He also focused on the resources and departments (research, design, production, marketing) cooperation to meet those needs. This paper will define quality and its elements, explain why the elements of quality are useful in today’s environment, and what the future will foresee about quality. Without good quality of a goods and services any organization is sure to fail. According to Bexcellence (2009), "[The meaning of quality differs depending upon circumstances and perceptions. For example, quality is a different concept when focusing on tangible products versus the perception of a quality service]" (What Is Quality, Para. 2). The Deming's cycle defines five key elements of quality which are plan, do, check, act, analyze. The first element is planning, which means an organization must do consumer research and use it to plan their product. The second element is do, which simply means to produce the product. Check is the third element, it refers to checking the product and making sure it is produced according...
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...Consultancy Gorur N Sridhar Quality Consultant What to expect? GC 5S – 5 C concepts 5S implementation stages Examples 2 1 12/11/2013 GC Learn What 5S is and How it Applies to Any Industry Video 3 GC 5S – 5C 4 2 12/11/2013 5S - Seiri, Seiton, Seiso, Seiketsu and Shitsuke GC 5S is a tool within the arsenal of Lean Manufacturing, it is a lean tool that helps you to organize your workspace in a manner that is more efficient, safer and more visually appealing. It is not as some people think purely a housekeeping process, this is work place organisation. 5S is a methodical, sustainable approach to work place organization that when implemented correctly can give you efficiency savings of between 10% and 30%. These are not the only improvements, there are many benefits of 5S. 5S is not just applicable to the factory floor where most people would apply it, it is just as important to apply the principles of 5S in the lean office or even on your computer drives. 5 5S – 5C GC 6 3 12/11/2013 GC Implemen tation 7 5S Seiri or Sort - Stage 1 The first stage of 5S within lean manufacturing is that of Seiri or sort, removal of all clutter that is within the working area. This is a step that should be participated in by everyone. Obvious junk should treated as junk and skipped. be GC Items that are too heavy that are not required, in need of repair, or people are unsure of should be identified with a red tag. 8 4 ...
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...Lean Start-Ups and Creating an Entrepreneurial, Innovating Economy Missouri Southern State University Abstract Whenever a new venture creation business starts, whether it be a brand new company to a previously established business looking to expand its horizons, failure is almost inevitable. But, thanks to the lean start-up business model, success rates have been increasing and showing great results. The lean business model provides, in a way, a safety net during the testing the hypotheses stages of a new venture to where if failure is detected, corrective action can be taken immediately with minimal risk involved due to testing. In today’s economy, employment can be tricky, thus creating an environment where new venture creation along with a lean business model can help to create an entrepreneurial, innovating economy. Lean Start-Ups and Creating an Entrepreneurial, Innovating Lean start-ups are becoming more popular, spreading from just young tech ventures to big, already established companies due to better rates of success compared to traditional business models. When companies use lean business models, they lead the way for an economy that becomes based off of innovation. This paper will discuss lean start-ups and the process of creating an entrepreneurial, innovating economy. Schemerhorn and Bachrach (2015) states three stages to the life cycles of entrepreneurial firms that all entrepreneurs encounter. Those stages being the birth, breakthrough and maturity...
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...Table of context Introduction 2 Theory Kurt Lewin 2 Organization culture and the need for change 4 Develop management 6 Conclusion 7 References 9 MANAGING CHANGE AND CHANGING MANAGERS FROM ABC TO XYZ. Introduction According to: (http://staffs.academia.edu/documents/0032/6728/RJCM_A_135908.pdf) “Change management has been defined as “the process of continually renewing and organization’s direction, structure and capabilities to serve the ever-changing needs of external and internal customers” (Moran and Brightman, 2001, 111). In fact, a kind of things enclose organization such as customer, top manager, employee and organization culture which could influence organization and show the way to internal changes. This research paper analyzes managing change in two different companies; ABC engineering company and XYZ Construction Company. XYZ could manage some difficult changes successfully but ABC still has problems from refusal to accept organizational changes. It means the company could not achieve the required changes, unless it saw the need for change in management and organizational culture. Theory Kurt Lewin This theory has 3 stage models: 1. Unfreezing stage According to: (http://nationalforum.com/Electronic%20Journal%20Volumes%5CKritsonis,%20Alicia%20Comparison%20of%20Change%20Theories.pdf) “Lewin, the first step in the process of changing behaviour is to unfreeze the existing situation or status quo. The status quo is considered the equilibrium...
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...Chapter 8 Designing Lean Systems Video Case: Lean Systems at Autoliv Q1. Why is a visual management approach such an integral part of Autoliv’s lean system? Visual management is when a visual aid/device promotes more efficient and less wasteful processes. As mentioned in the text, a visual aid methodology that is commonly used is the Five S (5S). This method helps to organize, clean, develop, sustain, and sustaining a productive work environment (Krajewski, Ritzman, Malhotra, 2013). The 5S’s are: sort, straighten, shine, standardize, and sustain (Krajewski, Ritzman, Malhotra, 2013). The 5S practices enable workers to be able to see what they need to get done in a different manner, and can even provide a greater focus. Visual management is a big part of Autoliv’s system because they depend on each employee recognizing when there is a problem and correcting it as soon as possible, which helps eliminate waste. In a lean system, a business has to reorganize any process that creates waste or even eliminate it. So, each employee has different responsibilities, which has to be done in a certain time and also relies on the quality of the product. The visual communication method is to use a “rail” for the management of the heijunka cards in each cell. The rail has color-coded sections. These sections provide instant identification of cell status and can trigger escalation of that condition to management where appropriate. As each card is delivered, it slides down...
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...Assembly Automation Emerald Article: Fundamental mindset that drives improvements towards lean production Yuji Yamamoto, Monica Bellgran Article information: To cite this document: Yuji Yamamoto, Monica Bellgran, (2010),"Fundamental mindset that drives improvements towards lean production", Assembly Automation, Vol. 30 Iss: 2 pp. 124 - 130 Permanent link to this document: http://dx.doi.org/10.1108/01445151011029754 Downloaded on: 01-12-2012 References: This document contains references to 13 other documents Citations: This document has been cited by 4 other documents To copy this document: permissions@emeraldinsight.com Access to this document was granted through an Emerald subscription provided by JOMO KENYATTA UNIVERSITY OF AGRICULTURE A TECHNOLOGY For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner...
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