Handbook of Management Accounting Research Edited by Christopher S. Chapman, Anthony G. Hopwood and Michael D. Shields r 2007 Elsevier Ltd. All rights reserved Management Accounting and Operations Management: Understanding the Challenges from Integrated Manufacturing Allan Hansen and Jan Mouritsen Copenhagen Business School, Denmark Abstract: Innovations in operations management, like just-in-time, total quality management, automation, have produced a new manufacturing paradigm that challenges
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solution is expansion, and this is how I plan to do it. • Add a second shift to the current day shift, doubling our current capacity • Move to a lean manufacturing process and away from our current batch processing method. An analysis of the times involved for each step should be completed in order to determine the full impact, but estimate production of slabs and facades could double capacity further. • Re-allocate plant space to solely produce slabs and facades and subcontract the manufacture
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operation in 1991. X Electronics specializes in PCB production process from design and development stages to assembly stages. X Electronic caters flexible production whether it is mass volume or low volume production. The Process [pic] Figure 1 : X Electronics (M) Ltd. (Image taken from Google Image for PCB manufacturing plant layout) X Electronics (M) Ltd. facilities have already applied several lean tools in its PCB manufacturing processes. The company is
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the VCR when they were first introduced and through imitation from rivals the Japanese markets were the world leaders. The performance implications of imitation are further evident as processes such kaizen (continuous improvement) kanban and lean production are being implemented in western automobile industries. If the wrong path is chosen imitation can become costly to consumers and to firms as well. The early adoption of mini disk player and imitation of the idea cost firms thousands as evidence
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Daktronics In 2006, Daktronics had increased production capacity by: * Replicating existing operations * Adding facilities, equipment, or people, or the combination of these three Lean goal: cost reduction Product families: in the digital signage industry and dominated the high end of the market. Major product families: * Sports products, including scoreboards, sound systems and related computer-controlled hardware and software * Automated rigging and hoist products used
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2005). The process involves knowing exactly how much of a given item is available at all times during the business day, and how long it will take to order and replace that product. The history of just-in-time (JIT) can be traced to the Toyota Production System developed by then vice president, Taiichi Ohno (Monden, 1983; Vokurka et. al, 2007). Due to international competition in the industry, Toyota realized they were forced to rely on decision-making skills and problem solving skills of their
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I was recently approach by the owner, he ask us (me master planner and QC engineers and inspectors) to help him make his production line more lean and organized. The business experience a fast grows and the demand has been incredible. His old turn time was a week and now is taking 4-6 weeks to finished one job. The objective is to make the company leaner (in production terms) and more profitable. DrivenFab has relay in word of mouth advertising to gain more customer in the near future we will
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Chapter 7: Just-in-Time and Lean Systems Overview This chapter examines the core beliefs of just-in-time systems (JIT). The goal of reducing waste is important in JIT. JIT uses a pull system, which is different than the push system. The key elements of JIT are described. The critical role of TQM in JIT is explained. The role of the employees in JIT is explained. Finally, we gain an understanding of the impact of JIT on all functional areas within both service and manufacturing organizations
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mdeloach2004@yahoo.com Summary Diversified manufacturing experience in high and low volume production with an extensive background in manufacturing, process and industrial engineering. Demonstrated success in introducing new products into production, and in developing, implementing and managing new processes to improve quality and productivity. Hands-on experience in fabrication, machining, assembly and lean manufacturing. Creative analytical problem solver with excellent team-building skills.
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Capitulo 0 Breve Introducción a Lean Seis Sigma 1 ¿Qué es Lean Seis Sigma Lean Six Sigma es una Metodología que Maximiza el valor de la empresa logrando una rapidez en la mejora de la satisfacción del cliente, el costo la calidad, la velocidad de los procesos y la inversión de capital. La fusión de Lean y Seis Sigma es necesaria porque: Lean no puede poner un proceso bajo control estadístico. Seis Sigma por si solo no puede mejorar de manera dramática la velocidad del proceso ó
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