doi:10.3926/jiem.2010.v3n1.p11-32 JIEM, 2010 – 3(1): 11-32 – Online ISSN: 2013-0953 Print ISSN: 2013-8423 A case study of lean, sustainable manufacturing Geoff Miller1, Janice Pawloski2, Charles Standridge 3 1 Grand Rapids Chair Company (USA); 2, 3 School of Engineering, Grand Valley State University (USA) geoff@grandrapidschair.com; pawloskj@gvsu.edu; standric@gvsu.edu Received December 2009 Accepted May 2010 Abstract: A small furniture production company has integrated lean tools
Words: 6715 - Pages: 27
between different departments, shorter sales cycles, increased profitability, lower marketing costs, reduction in “lost” sales leads, increased customer service response times) * How do you improve processes and eliminate demand variability and non-value-added activities? 2. Customer Service Management: firm’s face to the customer; provides product availability, shipping dates, and order status to customer; designs process to manage PSA * Is it true that the client is always right? * How should
Words: 2247 - Pages: 9
Lean Manufacturing Mapping Tools & VALSTAT Introduction • • • • • The 7 Mapping Tools chosen – There are many others How are they associated with the 7 wastes Looking at the origins of the Mapping Tools What is VALSTAT? Looking at Goldratt & Theory Of Constraints – – The Synergies The Theory of Constraints 5 Step Process Introduction - The 7 Tools • The chosen Mapping Tools are centred around the “7 Wastes”. • They are well known tools - 2 new ones • There is not a known methodology to
Words: 3020 - Pages: 13
section of the manufacturing process is particularly important because it plays a vital role in community the image and quality of the brand. The paper is based on using the lean tools approach and also looks into other methodology including value stream mapping. The following SWOT Analysis can provide insight into this particular UK Food Company so that measures can be taken to insure a reduction in waste. Strengths: • very diverse products that can run through the same production line including
Words: 623 - Pages: 3
Lean Management, a method specific for a flexible production of great success which represents the guarantee for a performant enterprise. In this paper we presented the main concepts, the application and adaptation way in different contexts, both in industry and in services. We showed a modern tendency which is taking shape more and more in the contemporary economic context, such as the integration of this concept with the Six Sigma concept, and thus we can talk about Lean Six Sigma, as an integrator
Words: 3384 - Pages: 14
An NHS Confederation leading edge report Lean thinking for the NHS Daniel Jones and Alan Mitchell, Lean Enterprise Academy UK A report commissioned by the NHS Confederation The voice of NHS leadership The NHS Confederation brings together the organisations that make up the modern NHS across the UK. We help our members deliver better health and healthcare by: • influencing policy and the wider public debate on the full range of health and health service issues • supporting health leaders
Words: 10739 - Pages: 43
cycle for high-level process mapping of key processes. SIPOC is an acronym for Supplier, Inputs, Process, Outputs and Customers. Each of these terms are explained in detail as follows: * Suppliers are the significant internal/external providers of material/input data to the process. * Inputs are significant physical/data inputs provided by the suppliers to undergo a process. * Process is the current method used in sequence of four to seven steps that add value to the Inputs. * Outputs
Words: 1178 - Pages: 5
turnaround time and operational efficiency resulting in customer delight. Saryu Kamra & Anubha Mathur 7/14/2011 ABSTRACT This project on Branch Banking Operations attempts to trace and map the branch banking processes end to end and identify all non value added activities and wastages in terms of time so that the Turn Around Time for Customers as well as time required for completion of any transaction or instruction can be reduced considerably. The data collection was divided into two parts, first at
Words: 4704 - Pages: 19
Abstract: Process industries, especially textile industries, have automatic machinery which are highly inflexible and have high 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
Words: 9856 - Pages: 40
chain (LSC) in manufacturing industries by using four-step problem solving process. Also, taking Ford Motor Company as a typical case to address how companies follow the Toyota steps to apply LSC in their daily management. First of all, the author introduces the background of how LSC developed in the Toyota Motor Corporation’s big success. Three presents perfect and develop the concept of eliminate wastes and reduce non-value added (NVA) operations, and improve the value added (VA). “ The VA activities
Words: 419 - Pages: 2
