‘An Action Plan – Implementing a Lean Transformation’ LEAN Final Project Alex Scholfield February 29, 2012 Summary Lean manufacturing can add significantly value to an organization by streamlining processes through the identification and elimination of muda or waste. Introduced by Toyota, Lean is more than just a tool, but a philosophy that needs to be adopted and incorporated into the culture of the organization. It is very important that the organization can see that leadership have
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Master of Science Hotel Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas December 2011 Chair: Dr. Robert Woods 2 PART ONE Introduction The hospitality industry has perhaps been hit harder than any other industry in this current recession. People have less discretionary income and as a result are not traveling as often and spending as much when they do. Resort companies like MGM and Caesars Entertainment have accrued immense amounts
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1Part A1 1. Introduction Contemporary projects varying from putting a human onto the moon to constructing a residential shopping center are astoundingly sizable, costly and complex. Managing such projects to ensure on time delivery while within the budget limitation is not an easy task. The complication of such projects arises when there exists large interdependence of activities (Taylor 2012:17). Particularly, certain activity may have one or more predecessors, in which it requires completion
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MSRSAS - Postgraduate Engineering and Management Programme - PEMP Module Code Module Name Course Department EMM515 Lean Operations and Management of Lean Organizations M.Sc. in Engineering and Manufacturing Management Mechanical and Manufacturing Engg . Name of the Student Reg. No Batch Module Leader Liju G BUB0912004 Full-Time 2012. SANDEEP. N M.S.Ramaiah School of Advanced Studies <Lean operations& Mngnt of Lean Org.> Postgraduate Engineering and Management Programmes(PEMP) #470-P, Peenya
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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
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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 worth of the finished product but increase total cost of production. The requirement of such a stringent approach to production process arose immediately after the Second World War especially in Japan
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Fundamentally, Lean is about eliminating waste. Some waste is unavoidable, but the objective is to identify all activities that are non-value-added, and reduce as many as possible. General examples of waste include over-producing, waiting, defects/ rework, over-processing, inventory, motion, and transport. A few specific examples of waste sometimes found in financial services include: • Rework due to lost files or processing errors • Over-processing due to duplicate client records, or redundant
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all sizes to develop management systems that add a high level of strategic value. (American Quality Management, 2016) American Quality Management offers training that ranges from a root cause analysis, lean principles, value stream mapping and safety compliances. The also provide systems development implementation and training for quality systems such as ISO 9001. They have been in the quality management service industry for twenty-five years now and have a proven track record for successfully training
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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
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hidden value, our clients find that Lean Six Sigma technique is one of the most powerful platforms available. This research addresses the application of Lean and Six Sigma tools to increase the productivity and improve the quality in the steel industry. It illustrates the procedures of implementing lean tools in a process industry with emphasis on Value stream mapping, 5 s and six sigma tools. Study on Integrated applications of lean & six sigma tools in a continuous process industry are limited
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