What Issues Did Audition Assembly Apply The Lean Tools To Minimize The Waste In The Affected Manufacturing Areas?
M WOODS – Transportation, Inventory, Motion, Waiting, Over production, Over processing, Defects, Skills)? How did Audition Assembly apply the lean tools to minimize the waste in the affected manufacturing areas? What was the impact on Audition’s four metrics (Safety, Quality, Delivery and Cost)?
• Skills – no cross training, departments are very separated. Employees expected to sit down and shut up rather than share concerns/ideas. o Increased quality due to increased employee morale from feeling involved.
• Motion – straight line assembly cells before o U shaped cells – better safety for employees from more ergonomic working conditions and less exposure to hi-los.
• Transportation – Before material was delivered to multiple areas o Material …show more content…
Delivery – parts “provided in the right amount at the right time” 2. What issues did Audition Assembly encounter before, during and after the main lean implementation, from an employee and management standpoint?
• Management: no one seems enthused enough to lead/pursue lean projects, two managers actively undermined the implementation
• Employee: Rumors had led to increased employee dissatisfaction
• Limited funding
• Push system with lots of inventory
3. Review the nine Dimensions of Lean Leadership
a. Provide at least three dimensions that Audition Assembly is currently doing. What type of evidence suggests they are addressing these areas from a leadership perspective?
i. Measure process separately from results:
1. Quality is measured daily with FTT and PPM
2. Safety gauged daily through lost time case rate and severity rate ii. Tension between applied and technical:
1. Added factors like dock to dock and total floor space to help see how effectively pull systems are being applied – shows they understand the lean initiatives they’re using. iii. Passion for Lean
1. Ganguly and Smith used value stream mapping to identify areas for improvement and then implemented lean to improve those …show more content…
What would a solid hoshin kanri plan and strategy look like for Audition Assembly organization?
1) Their goal: To improve the organization’s operation performance in safety, quality, cost, and delivery
2) Objectives: Implementing a lean manufacturing system
3) Annual Objectives: Train the employees, create value stream maps and develop and achieve a yearly and three year future state
4) Deploy Annual Objectives: Support their employees when they need it. Employees trained, but not fully. Only three out of five managers are on board, so work to get the other two on board. 5) Implement the annual objectives – work towards the future state from the value stream maps
6) Monthly surveys to assess employee satisfaction, safety, quality, cost, management support, and communication. Daily quality and safety tracking. Seek employee feedback
7) Annual review – at the end of the year, assess to see if the yearly future state has been met, if it hasn’t assess why not, if it has, or has been surpassed, reassess next annual objective.
5. What three lean leadership behaviors would be appropriate to assist Audition Assembly in resolving their
• Skills – no cross training, departments are very separated. Employees expected to sit down and shut up rather than share concerns/ideas. o Increased quality due to increased employee morale from feeling involved.
• Motion – straight line assembly cells before o U shaped cells – better safety for employees from more ergonomic working conditions and less exposure to hi-los.
• Transportation – Before material was delivered to multiple areas o Material …show more content…
Delivery – parts “provided in the right amount at the right time” 2. What issues did Audition Assembly encounter before, during and after the main lean implementation, from an employee and management standpoint?
• Management: no one seems enthused enough to lead/pursue lean projects, two managers actively undermined the implementation
• Employee: Rumors had led to increased employee dissatisfaction
• Limited funding
• Push system with lots of inventory
3. Review the nine Dimensions of Lean Leadership
a. Provide at least three dimensions that Audition Assembly is currently doing. What type of evidence suggests they are addressing these areas from a leadership perspective?
i. Measure process separately from results:
1. Quality is measured daily with FTT and PPM
2. Safety gauged daily through lost time case rate and severity rate ii. Tension between applied and technical:
1. Added factors like dock to dock and total floor space to help see how effectively pull systems are being applied – shows they understand the lean initiatives they’re using. iii. Passion for Lean
1. Ganguly and Smith used value stream mapping to identify areas for improvement and then implemented lean to improve those …show more content…
What would a solid hoshin kanri plan and strategy look like for Audition Assembly organization?
1) Their goal: To improve the organization’s operation performance in safety, quality, cost, and delivery
2) Objectives: Implementing a lean manufacturing system
3) Annual Objectives: Train the employees, create value stream maps and develop and achieve a yearly and three year future state
4) Deploy Annual Objectives: Support their employees when they need it. Employees trained, but not fully. Only three out of five managers are on board, so work to get the other two on board. 5) Implement the annual objectives – work towards the future state from the value stream maps
6) Monthly surveys to assess employee satisfaction, safety, quality, cost, management support, and communication. Daily quality and safety tracking. Seek employee feedback
7) Annual review – at the end of the year, assess to see if the yearly future state has been met, if it hasn’t assess why not, if it has, or has been surpassed, reassess next annual objective.
5. What three lean leadership behaviors would be appropriate to assist Audition Assembly in resolving their