Lean Manufacturing “Lean” is a term that was coined in the late 1980s based on a study of the Toyota production system. It is based on the concept of continuous improvement of both the process and the product, while eliminating non-value added aspects of the process. Focusing on the value added parts of the process, a set of principles and tools for reducing waste (“muda”) in production process was developed. Lean also identifies the waste created by overburden (“muri”) and uneven flow (“mura”)
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One of the book’s definitions for Lean is “A systemic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.” I define lean as the continuous removal of waste, no matter how minor, from processes. Typical wastes involved with manufacturing are defects, overproduction, waiting, not utilizing employees, transportation, inventory, motion, and excess processing. I’m
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Article Summary 1 – JIT (Just-In-Time) A study of JIT and firm performance in US manufacturing between 1990 and 2009: a re-examination of Swamidass (2007) Concerning Performance Models: The purpose of this study was to see JIT performance over US firms from 1990 to 2009. JIT was measured by inventory reduction, which was calculated by the inventory to sales ratio. Bottom Firms inventory grew 10% unexpectedly from 1981 to 1998, while Firms in the top and middle 10% groups, on the other hand, showed
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Forum: Baldridge Case Study: Boutique Hotels 3 Discussion Forum: Vaccine Distribution Assignment Questions Chapter 6 4 Discussion Forum: Weddings Midterm exam 5 Discussion Forum: Black Friday Assignment Questions Chapter 10 6 Discussion Forum: Lean Enterprise Case Study: South Town Medical Center 7 Discussion Forum: Hotels Case Study: Online Purchasing at McDonalds 8 Discussion Forum: Course Review Final Exam Activity mode aims to provide quality study notes and tutorials to the students
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Case Analysis: 1.1 Hospitals are Driving toward a Leaner Organization Background: To obtain sustainable organizational efficiency and service quality, many hospitals have adopted an Open Systems Perspective by using “lean management” procedures borrowed from leading car manufacturers, in an effort to “reduce and remove waste from work processes”. These processes improved organizational efficiency reduced costs and provided better patient care. i What ‘seems’ to be the Problem: Secondary Symptoms
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Chapter 14 1. What policies were put into place to increase employment and reduce lay-offs? The government hands out subsides to companies that keep surplus workers and a shor-time compensation program that allows employees to collect unemployment in exchange for reduced hours at work. A private employer-employee work arrangement that also accomplishes a similar goal of working time reduction during slack demand by allowing German companies to set up working hours accounts for their employees
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improve performance on the cars. This part are manually fabricated, welded and install on each engine. 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
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1. Introduction Most diversity initiatives start from the top with the leadership commitment. A high-level strategy is developed, complete with vision, mission and goals. But by the time it gets to the bottom (if it ever makes it!), it is often interpreted very differently. The intent of top-down approaches is noble, but without an equally effective bottom-up strategy, diversity initiatives invariably get stuck in the middle. In most cases, when a company decides to focus on diversity, the CEO
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1.As Doug Friesen, what would you do to address the problem? Where would you focus your attention and solution efforts? The major problem that Doug Friesen, manager of assembly, needs to address is of Seat Problems. Due to seat problems, production level is decreasing and which resultant leads to increase in overtime works, lead-time and off-time vehicle inventory. The major problem that is observed is
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Q: What are the key elements of the New Balance’s operations strategy? Key elements of Operations strategy are * Customization/Personalization - A shoe with multiple width size option to support superior performance and comfort * Focus on manufacturing and operations and not on marketing * Marketing spend much lower than competitors * Product focused strategy with campaigns like “Endorsed by No One Campaign “ * Special focus on Product design * Incremental
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