LIMITS OF LEAN MANUFACTURING & SERVICE PRACTICES Written by Hafez Shurrab ABSTRACT Lean thinking proved its excellence through its techniques and practices. Many organizations – including first lean introducers and practitioners - couldn‘t get the desired outcomes due to different external and internal concerns. This article addresses some relevant limitations and impediments arise when lean practices and techniques are considered for implementation into manufacturing and service contexts‚ lean
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Table of Contents Introduction For this week’s case we take a look at the difficulties the company Desko is facing with its order process. Desko is an American company which produces office furniture. Desko does not only produce its products but also delivers them to their American and Canadian customers. After having received cancellations from a major customer Desko decided to further analyze its order process in order to improve this. We will draw a map of its order process and
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Name of the presentation (Edit in Foo 2 What is involved? A Kaizen Blitz consists of the same key components as lean implementation: Standard hour and cycle time analysis Value stream mapping Root cause analysis Process and flow analysis Kanban implementation Single piece flow Layout analysis 5S implementation Name of the presentation (Edit in Foo 3 The Kaizen Blitz Process Every Blitz is unique‚ but the key steps are: Build a team that is focused and trained in the key lean elements
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Picking accuracy http://www.warehousecoach.com/images/A_simple_method_to_improve_picking_accuracy.pdf In this warehouse‚ they use a 2”x 3” piece of paper with a similar written message‚ and replaced the Employee Number with the packing person’s first name and photograph. In this warehouse the picker/packer is no longer an anonymous Number but becomes truly visible to the customer. The manger reported that the quality has increased so much‚ as measured by customer calls and returns as a percent
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components of customer service 9 Answer 3: Inventory Management 11 The poor solution – the economic order quantity (EOQ) ‘fix’ 12 ABC analysis 13 Material Requirement Planning (MRP) 13 Enterprise resource planning (ERP) 14 Just-in-time management 14 Kanban 15 The effect of JIT on operations 16 Answer 4: Operations Performance Objectives 17 Quality 17 Speed 18 Dependability 19 Flexibility 20 Cost 21 References: 22 Introduction United Biscuits is a leading European manufacturer of biscuits
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Following a general examination of the implications for SMEs of lean thinking and enterprise resource planning systems‚ it zooms in on productivity improvement techniques mostly pioneered in the Toyota production system. They include just-in-time‚ kanban‚ kaizen‚ jidoka‚ heijunka and the five S’s. Concluding sections highlight the increasing pressure on manufacturing companies to exploit such methods to become agile manufacturers of masscustomised products. Lisa Hawkins Pera Knowledge Prime Faraday
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Product Management ‘Coca-Cola’ ‘Exploring a product‚ product line or product portfolio‚ in relation to a chosen company and the positioning of the product in relation to market share‚ value and product lifecycle stage‚ considering tools and techniques that the company has or should employ to strengthen their market position.’ Jacob Parkinson N0444654 Content: | | * Product Management? | 2 | * ‘Coca-Cola’ | 3 | * Introduction | 3 | * New Product Development
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Operation Management Assignment Declaration of Plagiarism Table of contents: 1.0 Introduction 2.0 Operations Management 3.0 Toyota Production System (TPS c ) 4.0 Just in Time Inventory Management 5.0 Lean Manufacturing 6.0 Supply Chain Management 7.0 Conclusion References 1.0 Introduction The success of Toyota Motor Company is due
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in 1902; Kiichiro Toyoda‚ son of Sakichi Toyoda‚ who headed the automobile manufacturing operation between 1936 and 1950; Eiji Toyoda‚ Managing Director between 1950 and 1981 and Chairman between 1981 and 1994; and Taiichi Ohno‚ the Father of the Kanban System. Sakichi Toyoda invented a power loom in 1902 and in 1926 an automatic loom capable of detecting a snapped thread that automatically stopped the loom thus preventing production of poor quality. That same year‚ 1926‚ he founded the Toyoda Automatic
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Case Study Related to Advising Action Steps for Better Inventory Management A leading consumer products company dealing in cosmetics and other personal care products was seeking ways to: _ Reduce inventory levels across their forward supply chain _ Improve Inventory Record Accuracy at their storage points _ Accurately track damaged goods at various points in the supply chain The above problems together were a significant burden to the company. Implementation of best practices after a detailed
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