LEAN AND WIREMOULD COMPANY
Introduction
Lean thinking is a strategy that completely eliminates waste while doing more with less efforts, equipment and time (Wormack & Jones, 2003). Its implementation is somehow difficult as many organizations believe they have achieved lean why they are not. Implementation of lean should critically analyze the following ; elimination of waste, production strategy, quality control, quality improvement, management and employee commitment, vendor and supplier participation. (Marodin & Saurin, 2013).
Wiremould company and implementation of lean
Wiremould company is into the manufacturing of wire management systems, power data protection equipment and communication devices. The company sort for manufacturing strategy that could eliminate waste and gain profitability which lead to changing of managers and trials of some strategy which includes Just in Time but could not achieve its desired result.
After the arrival of Byrne at Wiremold Company, the lean implementation began with value creation of which he evaluated the value of each process and staff to the organization’s focus to satisfy customer. This led to disengagement of some aging staff with offer of huge retirement package. Again, the value creation enabled him assign staff to where they could function effectively and also motivated staff in the form of compensation and profit sharing. However, the Toyota production system encourages respect for people and challenges them to think and assume that they can think and also make them see it themselves and however, does not encourage disengagement of staff as a means of reducing waste but rather channeling staff to his or areas of strength( Liker, 2004). Thus disengagement of staff is a flaw in the lean implementation. Some of the disengaged staff have acquired wealth of experience and could have been in a better position to do more thinking and evaluation of the entire process to identify and eliminate more waste.
Another step taken by the CEO is to
Lean thinking is a strategy that completely eliminates waste while doing more with less efforts, equipment and time (Wormack & Jones, 2003). Its implementation is somehow difficult as many organizations believe they have achieved lean why they are not. Implementation of lean should critically analyze the following ; elimination of waste, production strategy, quality control, quality improvement, management and employee commitment, vendor and supplier participation. (Marodin & Saurin, 2013).
Wiremould company and implementation of lean
Wiremould company is into the manufacturing of wire management systems, power data protection equipment and communication devices. The company sort for manufacturing strategy that could eliminate waste and gain profitability which lead to changing of managers and trials of some strategy which includes Just in Time but could not achieve its desired result.
After the arrival of Byrne at Wiremold Company, the lean implementation began with value creation of which he evaluated the value of each process and staff to the organization’s focus to satisfy customer. This led to disengagement of some aging staff with offer of huge retirement package. Again, the value creation enabled him assign staff to where they could function effectively and also motivated staff in the form of compensation and profit sharing. However, the Toyota production system encourages respect for people and challenges them to think and assume that they can think and also make them see it themselves and however, does not encourage disengagement of staff as a means of reducing waste but rather channeling staff to his or areas of strength( Liker, 2004). Thus disengagement of staff is a flaw in the lean implementation. Some of the disengaged staff have acquired wealth of experience and could have been in a better position to do more thinking and evaluation of the entire process to identify and eliminate more waste.
Another step taken by the CEO is to
References: Chopra S. & Meindl P.(2013). Supply Chain Management; strategy, planning and operation. 5th ed. Boston; Pearson. Marodin G. & Saurin T. (2013) Implementing lean production systems: research areas and opportunities for future studies. International Journal of Production Research 51 (22) Liker J. (2004). The Toyota way: 14 management principles from the world manufacturer. New York; McGraw – Hill. Wormack J. (2006). Back to its roots. Journal of Manufacturing Engineering. 85(5). Womarck J. & Jones D. (2003). Lean Thinking; Banish waste and Create Wealth in Your Corporation. New York; Free Press.