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Lean Manufacturing, 2004.
This paper discusses the concept called lean manufacturing, a manufacturing process that uses less of every resource, including material, time, and energy.
1,345 words (approx. 5.4 pages), 10 sources, APA, AU$ 59.95
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Abstract
This paper explains that lean manufacturing is a paradigm shift requiring that the organization be structured around the customer pull-value. The author points out that, since the early 1980s, manufacturers have moved away from the conventional Fordist push system of mass assembly line production toward a system of lean production. The paper relates that lean manufacturing is a more capable system of production than Fordism because lean manufacturing stresses quality and a quick reaction to market circumstances, using technologically advanced tools and an adaptable organization of the production process.
From the Paper
"Implementation of lean manufacturing consumes lots of time and it makes use of the concepts of effective plant layout, workplace organization, standardized work, customer demand-based manufacturing, quick changeover, one-piece flow, cellular manufacturing, batch reduction, teams, visual controls, quality at the source, point-of-use storage. Lean manufacturing also employs the contemporary essentials and technologies of scrap cutback, process enhancement in machining and tool selection over and above material selection, setting time reduction, Just-In-Time, Kaizan, top-notch manufacturing, synchronous manufacturing, and inventory management."
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Lean Manufacturing, 2004.
An analysis of the implementation of lean manufacturing as a cost-effective and time-efficient method of manufacturing.
3,870 words (approx. 15.5 pages), 9 sources, MLA, AU$ 136.95
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Abstract
This paper investigates the implementation of lean manufacturing in a custom transducer manufacturing company. The paper explains that lean production emphasizes waste elimination. Lean manufacturing requires a disciplined form of production. Every component of the manufacturing process is analyzed repeatedly for flaws and defects.The paper claims that lean manufacturing is a difficult change to implement in an organization, and it takes great discipline from the management to the rank-and-file worker to obtain the positive results of this methodology.
From the Paper
"The age of customization in manufacturing has given way to mass production. While there were many benefits to mass production, there were some aspects of mass production that were less than desirable. One of the primary negative aspects of mass production was the inventory. Organizations had to maintain inventories in order to ensure continuous production. Inventory includes: raw materials, component parts, subassemblies, and finished goods, and the various products and supplies required in the production and distribution process. Inventory can be a liability as well as an asset: excessive, finished (goods) inventory requires large warehouses; many times, this is the first indication of bad decisions in the production and process stages."
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Lean-Manufacturing in the Automobile Industry, 2002.
An in-depth study examining the transition in automobile manufacturing from a mass production approach to a lean manufacturing approach, due to the effects of globalization.
9,480 words (approx. 37.9 pages), 34 sources, APA, AU$ 252.95
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Abstract
The context of the problem investigated in this study is the contemporary automobile manufacturing approach where the competitive environment is increasingly global in character. Each automobile manufacturing operation in a single country is, in effect, in direct competition with counterpart operations in every other country wherever automobile manufacturing occurs. The problem is examined in the context of an automobile assembly plant of the TBC Company. The on-rush of economic globalization persuaded all American automobile manufacturers that a completely new approach to manufacturing was required in place of the hodge-podge of mass production and Japanese khan bhan techniques that had developed. The result of this conclusion was the development of lean manufacturing. The problem investigated in this study involves the transition in manufacturing from a mass production approach to a lean manufacturing approach. The main characteristics of the problem addressed are (1) materials management, (2) engineering changes, (3) machine, equipment and facility readiness, (4) labor flexibility, (5) outsourcing, and (6) cycle-time management.
Table of Contents:
Problem Context and Characteristics
Literature Review, Best Practices and Focal Organization Characteristics
Research Design
Gap Analysis
Conclusions and Recommendations
From the Paper
"The greater choice of suppliers in international markets makes it possible to reduce costs and improve the quality of procured materials. In relation to production, the generation of economies of scale can be realized either through (1) the concentration of all production activities or through (2) the construction of a number of plants according to the needs of specialization. Production in decentralized plants can facilitate the attainment of several objectives, including (1) lower costs, (2) learning curve economies, (3) the establishment of a company in foreign markets, (4) the introduction of new products, and (5) technical leadership (Gulati, 1995)."
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Implementing Lean Manufacturing Techniques, 2003.
Discusses the difficulties of implementing lean manufacturing techniques and the need for top management support if a company is to be successful in the implementation of the techniques.
1,451 words (approx. 5.8 pages), 3 sources, MLA, AU$ 63.95
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Abstract
This paper looks at the increasing pressure on companies to produce more with fewer human resources. It looks at approaches to lean management techniques and the most successful process of implementation. The paper considers time and activity studies, both traditional methods and computer-based methods, and how, if done properly, they can be used effectively in the implementation of the lean manufacturing techniques.
From the Paper
"Companies today are expected to compete globally, meet higher standards, and increase profits, but often with fewer people and fewer resources. Striving to meet these seemingly impossible goals, organizations began to develop lean manufacturing techniques. To improve employee productivity, time and activity studies are conducted. There are traditional methods of gathering time information which is through the use of stopwatches and personal observations. However, technology has brought about new computer-based programs too. Whatever the way that a company may decide to conduct the studies, they first need to understand the benefits that motion and time studies can bring to their organization. After the time studies occur, the company should be able to successfully put into practice the results that the studies show."
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Lean Manufacturing, 2001.
Discusses the lean enterprise in terms of workflow process; features of lean manufacturing & role of cross functional teams.
1,350 words (approx. 5.4 pages), 9 sources, AU$ 61.95
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From the Paper
"Introduction
Lean manufacturing techniques combine just-in-time processes with total quality management and cross functional teams in order to create an environment where inventory costs are reduced, production processes are made more efficient, individual employees have greater control over their tasks, and the company as a whole is able to deliver greater value to its customers. Companies which are just starting out are increasingly turning to lean manufacturing to provide them with a competitive edge in the market, but implementing a lean manufacturing environment in an existing organization can be challenging and require significant changes in the corporate culture. In spite of the challenges associated with implementing lean manufacturing, a large number of companies, including General Motors and Boeing, have turned to this technique."
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Lean Manufacturing, 2002.
An overview of this method of downsizing in the manufacturing business.
3,650 words (approx. 14.6 pages), 3 sources, AU$ 173.95
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Abstract
Lean manufacturing is defined as the approach to aligning the components of an organization with its manufacturing processes in order to achieve highest and most optimum productivity levels. "Cutting waste, shrinking factory space and eliminating unnecessary inventory are the basic precepts" (Holmes, 2001)
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Lean Principles for Process Delivery, 2008.
A definition of lean manufacturing process flows and a project plan to apply lean manufacturing principles to an automotive refurbishment process.
4,605 words (approx. 18.4 pages), 25 sources, APA, AU$ 155.95
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Abstract
This paper provides a project plan to apply lean manufacturing principles to automotive refurbishment and service lifecycle management processes. The paper defines the fundamentals of lean process flows taken from a manufacturing context, defines a project plan framework for ascertaining the extent to which dominant processes are lean or not within the organization, and defines a plan for the acceleration of growth of the organization.
Table of Contents:
Introduction
Intent of this Proposal
Process-Centric Lean Best Practices Starts With Lean
Overcoming the Barriers to Accomplishing Lean Process Improvement and Optimisation
Evolution of the Lean Enterprise
A Framework For Evaluating Lean Process Maturity
Recommendations for Driving Lean Process Transformation
Customer Facing Processes need to be Lean First
Roadmap to Lean Best Practices Starts with Business Process Management (BPM) and Business Process Re-engineering (BPR)
Summary
From the Paper
"The implications of pursuing lean process improvement and setting the objective of attaining best practices in customer-facing processes can deliver exceptionally strong operations-based and financially-based measures of performance. The aligning of these processes to the requirements and unmet needs of customers on the one hand, while also looking to synchronize demand and fulfillment through manufacturing on the other is critical. This proposal looks to customer-facing processes and their specific contribution to augmenting higher levels of operational and financial performance over time specifically in the automotive refurbishing and service lifecycle management strategy areas. By first redefining these core processes and then working to create a plan to re-align them to make them more efficient, a firm could attain higher levels of revenue growth over time by accurately shipping complex products on time in addition to creating long-term customer relationships based on the ability to consistently deliver exceptional operational results."
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Toyota's Lean Production, 2008.
This paper focuses on the Toyota Production System (TPS) that creates Toyota's lean manufacturing environment.
935 words (approx. 3.7 pages), 2 sources, APA, AU$ 43.95
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Abstract
The paper discusses the basic elements of lean manufacturing and describes several delivery contingencies. The paper then provides a review of Toyota Motor Corporation's Toyota production system (TPS), one of the pioneering organizational manufacturing strategies of lean manufacturing.
Outline:
Abstract
JIT Processes
Lean Processes at Toyota
From the Paper
"TPS is designed to eliminate all manner of waste, reduce inventories, and increase efficiencies throughout any production system or process. TPS is based on three simple objectives which drive all its lean processes which are: 1) to design out stress in the system, 2) eliminate all forms of waste, and 3) make production form efficient (Sato & Hoshino, 1984, p.37). These objectives within TPS have led to the development of several widely known manufacturing strategies and processes which are well known in their own right but are often not recognized as originating with Toyota's TPS."
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Poka-Yoke: Manufacturing Mistake-Proofing, 2008.
A discussion of Poka-Yoke, a Japanese method of avoiding errors in the manufacturing process.
1,755 words (approx. 7.0 pages), 7 sources, MLA, AU$ 73.95
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Abstract
This paper examines Poka-Yoke, a Japanese term used to denote a fool-proofing technique that constitutes the core of zero quality control (ZQC). The paper explains that the term is derived from Poka, implying unintentional mistake, and Yoke, meaning avoiding. Normally, this technique is applied in the manufacturing processes, but has extensive uses in offices, order and invoice processing, hospitals and drug dispensing, and maintenance of aircrafts especially with processes that run the risk of causing dangerous in-service breakdown. The paper concludes that, because mistakes can be costly, Poka-Yoke is gaining popularity and is acknowledged as a competitive tool in the production process.
Outline:
Introduction to Poka-Yoke
Poka-Yoke in Manufacturing
Poka-Yoke and Modern Lean Production System
The Growing Relevance of Poka-Yoke
From the Paper
"Repeated checks are having the closest downstream operation check the work of the earlier operation. It is ensured that each operation carries out production as well as quality inspection. Efficient poka-yoke devices render such an inspection system a reality by lowering the time and cost of inspection to almost zero. Since inspections involve minimal cost, each and every time might be inspected. Given that work-in-process inventories are low, quality feedback used to enhance the process can be provided very rapidly. Self-checks using poka-yoke devices let workers evaluate the quality of their own work. As they check each and every unit produced, operators might be able to find out what conditions underwent changes that led to the previous unit to be defective. This understanding is used to check subsequent defects. Self-checks are chosen to successive checks in cases wherever feasible (A Brief Tutorial on Mistake-Proofing, Poka-Yoke, and ZQC)"
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Riordan Manufacturing, 2009.
A production plan for the Riordan manufacturing company.
956 words (approx. 3.8 pages), 5 sources, APA, AU$ 43.95
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Abstract
The paper examines the Riordan virtual organization's supply chain process and analyzes the material plan requirements as well as the supply chain process for the China location. The paper identifies bottlenecks in the supply chain process that are inefficient and shows how using lean processes and just-in-time inventory for custom orders will improve the company's efficiency.
Outline:
Introduction
Strategic Capacity Planning
Lean Production
Supply Chain Process
Bottleneck
Conclusion
From the Paper
"The Hangzhou, China location for Riordan is a decentralized unit that manufacturers electronic fans for sale to purchasers around the globe. Its unique role is the ability to offer special custom fans and equipment to its buyers. Using strategic capacity planning, several bottlenecks in the process are apparent.
""Capacity planning is a process to predict the types, quantities, and timing of critical resource capacities that are needed within an infrastructure to meet accurately forecasted workloads." (Schiesser, 2004). Capacity planning involves the inputs of a company compared to the outputs. Riordan's manufacturing process overview outlines the inputs and outputs of different departments. Raw materials go to the receiving department and are then processed and sent to the molding department or become byproducts. The molded parts are then turned into inputs for the trimming department or discarded as by products. The trimming components go to the assembly department; the assembled pieces go to packaging, packaged pieces then finally go to shipping."
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Lean Strategies in the Aerospace Industry, 2008.
An analysis of ways for aerospace manufacturing companies to overcome the challenges of making lean enterprise strategies.
4,632 words (approx. 18.5 pages), 20 sources, MLA, AU$ 155.95
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Abstract
This paper provides insights into how aerospace manufacturers are tackling the task of transforming lean production lessons learned into lean enterprise strategies and instituting lasting change at the process level. The paper discusses the steps that aerospace manufacturing companies are taking to overcome the challenges of making lean enterprise strategies become part of their permanent sourcing, manufacturing and fulfillment strategies. The paper also illustrates how measures of supply chain, manufacturing and fulfillment can be effective in measuring the progress of aerospace companies in becoming leaner. The paper contains tables and charts.
Table of Contents:
Abstract
Table of Figures
List of Tables
Defining Lean Best Practices in the Aerospace Industry
Evolution of the Lean Enterprise in Aerospace
Taking a Process-Centric View of Lean Transformation
Roadmap to Lean Best Practices Starts with Business Process Management (BPM) and Business Process Re-engineering (BPR)
Barriers Aerospace Manufacturers Face in Becoming Lean
Measuring Progress towards Being Lean in the Aerospace Industry
Recommendations for Attaining Lean Transformation
Appendices
From the Paper
"Aerospace manufacturers are continually under pressure to reduce costs and increase product quality, while at the same time better aligning their production processes with demand in the form of product and service requirements from customers. This is the essence of their lean manufacturing vision. The pressure to continually increase the return on invested capital (ROIC) while better serving their more demanding customers, and increasingly responding to their unique and often customized product and service requests requires a complete re-alignment of the manufacturing, service, and support processes that encompass a manufacturing operation. To accomplish the strategic objectives of being more customer-centric in both aerospace manufacturing and services processes, being able to respond to the customers' highly specialized needs for products while at the same time making aerospace operations more efficient is at the heart of the lean manufacturing philosophy pervading global manufacturers today. Simply put, lean manufacturing focuses on the elimination of all forms of waste, continuous improvement, and simplification of business processes. Through constant stream of Kaizen (continuous improvement) events, manufacturers systematically attack waste, streamline processes, and improve operational flexibility. Core to the Lean philosophy is the notion that operations and processes have become too complex to be self-correcting in their alignment to the rapidly changing demands of customers (Philip Beaumont 2002). Lean manufacturing supports the simplification of production processes to ensure a higher level of visibility through better metrics of performance and the use of dashboards and key performance indicators and hence control of their operations and processes. Lean's original roots were in the Toyota Production System and focused on improving automotive manufacturing. Lean is firmly rooted in the automotive supply base and similar industrial markets where operating margins are tight and management of working capital is critical to survival. However, as the success of lean has become more widely known, it is being adopted by many industries and is spreading into many other areas of the value chain. For those manufacturers successfully adopting lean, the motives are clear -- provide superior value to the customer while at the same time improve profitability."
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Lean Management, 2007.
An analysis of the main components of lean management principles.
4,316 words (approx. 17.3 pages), 15 sources, MLA, AU$ 148.95
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Abstract
This paper is written in the narrative style. It describes the writer's experiences, as a student, with lean management and six sigma practices. The paper goes on to analyze the history and principles of lean management by focusing on its four main components: lean customer relationships, lean product development, lean order fulfillment and the lean supply chain.
Table of Contents:
History of Lean Management
Review of Lean Principles
Lean Customer Relationships
Lean Product Development
Lean Order Fulfillment
Lean Supply Chain
Conclusion
From the Paper
"Any company that decides to practice lean management takes on the challenge of creating a culture that is conducive to change and innovation. But the challenge is worth the benefits, lean practices have helped companies like Dell, McDonalds, Toyota, Federal Express, and Miller Brewing Company become leaders in their respective markets and influential in business innovation."
"Lean Customer relationships provide time and money perks to both the customer and the supplier, this can mean that the consumer can order their desired product on-line and receive everything they need directly from the company. It helps to provide quicker, more efficient service to the customer through methods such as internet support, more efficient initial processes (seen in Dell's color-coding model), and cross-training so that customer service agents are more knowledgeable when posed with information and service questions."
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Lean Production, 2007.
This paper explores the business technique of lean production and its influence on employee stress.
1,551 words (approx. 6.2 pages), 8 sources, MLA, AU$ 65.95
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Abstract
The paper offers six reasons why lean production processes are stressful for workers. The paper then provides strategies for alleviating the stress of lean production. The paper discusses how the many benefits of lean production come at the expense of workers via longer, more monitored and more stressful work hours. The paper shows how lean production is not a strategy of greater market competitiveness, but one that bases competitiveness on price reductions through major shifts in costs, regardless of the stress or long-term effects on workers.
Outline:
Summary
Strategies for Alleviating Stress in Lean Production Environments
Summary
From the Paper
"The growth of high efficiency production techniques including lean manufacturing in conjunction with the increasing strength and use of analytical tools, techniques and approaches to tracking employee and departmental performance data has created significant stress for workers throughout global manufacturing and service organizations. This has been exacerbated by management teams who in many cases lack emotional intelligence (EI) and the ability to create an environment of transformational leadership in their organizations. These two components, EI and transformational leadership, can lessen the impact of the stress of lean manufacturing and production techniques on workers, yet much of the research in this area shows it is the exception rather than the rule."
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Lean Construction and the U.K. Construction Industry, 2002.
A look at the application of the principles of Lean Construction on the U.K. construction industry.
978 words (approx. 3.9 pages), 6 sources, MLA, AU$ 44.95
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Abstract
This paper briefly examines the U.K. construction industry and the concepts of Lean Construction, in which the success of this company is attributed to the application of Lean Construction principles such as value, value streams, flows, pull, and perfection. It evaluates how U.K. construction companies have found that increasingly demanding customers, as well as pressures regarding environment issues, are forcing them to rethink their strategies.
Outline
The Principles of Lean Construction
The Construction Industry in the U.K.
The Egan and Lathem Reports
Supply Chain Leadership and Teamwork
The Possibility of Change
From the Paper
"It is with the above in mind that the Egan and Lathem reports highlight the changes necessary in the UK Construction Industry. The Egan Report identifies five drivers of change necessary to ensure greater profitability as well as better quality in the Construction Industry. These are: committed leadership, a focus on the customer, integrated processes and teams, a quality driven agenda and commitment to people (4GM Consulting, 2003). Furthermore the report sets targets such as 10% for annual reductions in construction cost and time, as well as a 20% annual reduction in defects. The report stresses the importance of replacing competitive tendering with long-term relationships within the industry. Clearly the win/lose relationships between partners are too adversarial to be effective."
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Lean Production, 2005.
This paper discusses lean production and why it insists on reduced space within the workplace.
1,575 words (approx. 6.3 pages), 7 sources, AU$ 80.95
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Abstract
This paper explains that lean production refers to the outcome of work reorganization and organizational processes such as just-in-time, continuous improvement and teamwork concerned with stripping out costs. The author points out that lean production is so named because it uses less of everything compared with mass production. The paper relates that, for example, lean production uses half the engineering hours to develop a new product in half the time, demands reduced space everywhere and half the investment in tools.
From the Paper
"Lean production refers to the outcome of work reorganization and organizational processes such as "just-in-time, continuous improvement, and teamwork concerned with stripping out costs" (Yates, Lewchuk & Stewart, 2001, pp. 96-97). The problem with lean production is that it creates very serious negative impacts for how the worker experiences work. Lean manufacturing is so named because "it uses less of everything, compared with mass production: half the human effort in the factory, half the manufacturing space, half the investment in tools, half the engineering hours to develop a new product in half the time" (Rao, 1999, p. 1)."
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"The Goal" and "Lean Thinking", 2007.
A comparison of the books, "The Goal", by Eliyahu Goldratt and Jeff Cox; and "Lean Thinking", by James Womack and Daniel Jones.
1,249 words (approx. 5.0 pages), 3 sources, MLA, AU$ 55.95
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Abstract
The paper discusses how the entire system of product generation, production, and value maximization must be a holistic, seamless flow of value maximization. The writer proposes that these are the principles of "Lean Thinking", and these are the principles embodied in the tale of "The Goal". The paper further discusses how, if one were to break down the emphasis of the two books, "Lean Thinking" places a stronger stress on the values of the 7-C model, while "The Goal" gives equal stress to such systems, but provides a motivational text so that a manager can deploy the softer values of leadership, formulating a company style based upon a common commitment to eliminating waste, creating a sense of shared values, and improving a sense of community.
From the Paper
"The Goal thus integrates the principles of supply chain management of Lean Thinking into a leadership framework, with a stress upon the processes that a manager can control, and using the plant owner Alex as a kind of 'everyman.' Womack and Jones focus on the corporation's overall strategy from creation of a product, to the pull of customer demand, and thus stress the actions a company plans in response to or anticipation of changes in its external environment. If one were to use the terminology of the 7-C model, one might say that Womak and Jones have a more holistic strategic focus, while Goldratt and Cox approach the problems of inefficiencies on a more personal, individual, and managerial level, by virtue of the approach of using the framework of an educational novel."
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