THE LEAN HR/LEAN OD PARADIGM Definitions: Lean HR‚ Lean OD is about driving waste and duplication out of all HR and OD practices‚ processes and procedures – It is not a set of tools; it’s a paradigm rather then one single theory. A workplace culture; defined simplistically as how we do it around here and it will ultimately determine how far an organisation can go. A workplace culture can be formed in one of two ways. One is by piecemeal that is‚ bit by bit and usually in response to
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Lean implementation The lean implementation described in the book “Journey to lean”‚ written by Drew‚ McCallum Roggenhoffer describes lean‚ the set of principles‚ practices‚ tools and techniques to address the root causes of the operational under performance. Lean is a systematic approach of eliminating the sources of loss from entire value stream in order to gap between actual performance and the requirement of stakeholders. They authors describes the three kinds of losses as variability‚ inflexibility
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Dell – Supply Chain Management Case Study 1 Case Contents 1. Introduction......................................................................................................2 2. Dell – Company Overview ...............................................................................2 3. Dell Products and Services .............................................................................3 4. Dell – Key Facts ................................................................................
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IIM LUCNOW MANFEST 2004 OPERA Paper On JIT IN SERVICE SECTOR By Deepti Mishra MBA(IB) 2004-2006 Phone no. 09868015479 Email Id. Deepti_d06@iift.ac.in Pooja Aggarwal MBA (IB) 2004-2006 Phone no. 09810673298 Email Id Pooja_d06@iift.ac.in INDIAN INSTITUTE OF FOREIGN TRADE NEW DELHI Executive summary JIT is one of the quality management techniques widely employed in manufacturing sector. It aims at eliminating anything that is unwanted in the organisation‚ thereby increasing
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Case Study – JIT Failure at Sony Ericsson Once one of the world’s leading cell-phone manufacturers‚ Ericsson knows only too well how painful a disruption in the supply chain can be. It is a story that has become something of a legend in supplychain circles. In March 2000‚ a lightning bolt struck a Philips Electronics semiconductor plant in Albuquerque‚ N.M.‚ triggering a small fire in a chip-processing machine that took the plant offline for months. Although the plant was Ericsson’s sole supplier
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why lean Lean Manufacturing is not especially new. It is derived from the Toyota Production System or Just in Time Production‚ Henry Ford and other predecessors. The lineage of Lean manufacturing and Just In Time (JIT) Production goes back to Eli Whitney and the concept of interchangeable part in the 1850’s. It was finally when Taichii Ohno and Shigeo Shingo introduced Toyota Production System which in true sense talked about lean manufacturing. Todd(2000) defines lean production as “initiative
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com/1741-038X.htm JMTM 17‚4 Critical success factors for lean implementation within SMEs Pius Achanga‚ Esam Shehab‚ Rajkumar Roy and Geoff Nelder Department of Enterprise Integration‚ School of Industrial and Manufacturing Science‚ Centre for Decision Engineering‚ Cranfield University‚ Cranfield‚ UK Abstract Purpose – The aim of this research paper is to present the critical factors that constitute a successful implementation of lean manufacturing within manufacturing SMEs. Design/methodology/approach
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trade-off between ordering and carrying costs of inventory. The two that will be discussed is the Economic Order Quantity (EOQ) model and the Just-in-time (JIT) model. First‚ the history and definition of the theories will be discussed. Secondly‚ there will be a comparison of these two models presented. Thirdly‚ organizations that employ the EOQ and JIT model will be discussed and an explanation will be given on how each organization benefited in their operations from using these particular models.
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UNIVERSITY OF NAIROBI COLLEGE OF EDUCATION AND EXTERNAL STUDIES FACULTY OF EXTERNAL STUDIES DEPARTMENT OF EXTRA-MURAL STUDIES COURSE TITLE: FUNDAMENTALS OF MANAGEMENT COURSE CODE: LDP 603 ASSIGNMENT: DISCUSS THE MAIN ELEMENTS OF KENYA VISION 2030 AND HIGHLIGHT THE FACTORS THAT ARE LIKELY TO INFLUENCE ITS IMPLEMENTATION PRESENTED TO: PROF. H.J. KIDOMBO DATE OF SUBMISSION: NOVEMBER‚ 2013 PRESENTED BY: GROUP 2 MEMBERS Name Chepkoech Agnes Okayo Percila Ringera Aron Sumba K Gilbert
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Lean Glossary The following are key concepts associated with lean manufacturing. Click on a link to jump directly to the related definition. 5S Andon Bottleneck Analysis Continuous Flow Gemba (The Real Place) Heijunka (Level Scheduling) Hoshin Kanri (Policy Deployment) Jidoka (Autonomation) Just-In-Time (JIT) Kaizen (Continuous Improvement) Kanban (Pull System) KPI (Key Performance Indicator) Muda (Waste) Overall Equipment Effectiveness (OEE) PDCA (Plan‚ Do‚ Check‚ Act) Poka-Yoke
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