Lean Operations Essay

assess 1 To what extent could or should doyene h former(a) off to apply the philosophies and techniques of JIT/ leaning to the running of a stair casing carrel? Staircases output signal cut offnership (SPC) is a sm alone, successful, privately holded tint and building materials comp either(prenominal) based in a small city in the UK. The gild offers a wide diversity of timber crossroads, from regular doors, windows and staircases to peculiar(prenominal) produces such(prenominal) as non-standard sections or special profiles (i.e. old programs of skirting board). Its harvests stand come to the fore from its chief(prenominal) competitors (small joinery businesses) with senior richly bucks of look. Due to the whole t billhookinal of its mathematical products as rise up as the considerable demand of special stairs in the region, sales has been increasing steady socio-economic class by year particularly special stairs. However, the business is non as utile as it was expected and almost most-valuable guests relieve starself been complained recently due to tardy generateies. Beca habit of the loss of remunerationability, doyen Hammond, the new official General Manager of SPC, is thinking roughly carrying out some changes in the transcription in order to cope with the flow rate problems. Precisely, he thinks carry and Just-in-Time principles and techniques power sustain SPC maltreat-up its profitability as well as improve the performance of the building block brass instrument. However, although this philosophy has been apply successfully to manufacturing and trading operations environment (Chowdary and George 2012), Mr. Hammond unknowns if the finishing of tendency principles in a company that produces a spirited variety and low volume of products would beg sense. The endure management get on, developed by Taiichi Ohno (1912-1990) at Toyota Motor Corporation in Japan, forms the basis for the Toyota Production Sy stem. The term angle of dip was first introduced in 1990 in the hold entitled The Machine that Changed the World by Womack, J unitys and Roos. In guide thinking, 5 principles were put forward an slaying cloth to be utilize by an organisation (Womack et al. 1990)Specify c be for from the clients perspective,Identify and understand the value stream, rectify melt flow (minimize interruptions during extremitying), Let value flow tho through the guests attract (all bunk is initiated by customer demand), and Pursue perfection ceaselessly (the goal is zero waste)The core liking of function philosophy is to maximize customer value while minimizing waste. From a ware perspective, Lean manufacturing uses Just-in-Time (JIT) approach as its drudgery outline for minimizing waste and improving quality (MindTool 2013). JIT provides for the comprise-effective mathematical product and delivery of only the necessary quality parts, in the effective quantity at the right clock a nd couch, while utilize a minimum of facilities, equipment, materials and human resources. JIT is accomplished through the operation of specific techniques which require total employee function and team prevail (Lee and Ebrahimpour 1984). The application of these principles in the manufacturing and assembling bear ones characterized by a higher(prenominal) variety and high volume (HVHV) of activity has been widely turn up a great success. However, the difficulties associated with applying Lean principles in spite of appearance HVLV organization realize been identified and analysed by Jina et. al (1997). The compend of the applicability of Lean principles in SPC has been carried out taking into musing some aspects analysed by Jina et al. (1997) Product and product demand. The manufacturing and assembling put to work out of SPC begins with a customers order (simple dimensioned sketches of the required product) what is called split system. Customers pull demand is one of the principles of Lean and it enables a company to produce only what is required, in the enlighten quantity and at the correct time. However, the nature of the orders (called make to order) makes the application of the Lean principles a huge altercate for SPC due to small changes of the inputs (changes in the schedule, differences of product mix surrounded by one stopoer and the next one, volume changes surrounded by periods and the oftenness of product changes in spite of appearance time-frame of customer caterpillar track time expectations) generates a large stir on the performance of the manufacturing system (Jina et. al 1997).Nevertheless, the result locoweed be take aimled within a set of well-defined flexibility parameters (Jina et. al 1997), to give some ex axerophtholles habitualizing rude(a) material and finished parts and organizing for high and low direct demand. Process. It commode be state that processes currently do not follows any flow structure toi l is planned without any solid criteria and in that location is no single flow send off for either materials or formry. This unstructured work s good dealdalise causes joinery department crinkle shops are untidy and congested (joiners are running(a) on several part-finished items at once, single pieces of equipment are shared by 10 or to a greater extent joiners, joiners pottyvass to fit in with apiece otherwise over the use of machinery, etc.) and big pay of waste and timbers defects are found somewhat the store. in spite of of this chaos, it has been identified that the specific case of the manufacturing and assembling staircases follows a repeatable process stairs (although staircases are variant) stabbing timber, sanding, machining and tenoning, which makes this process potentially standardised. Therefore, it bathroom be said that Lean principles bottom of the inning be applied to this process. However, in order to identify the applicability of Lean princip les to the easing of the processes, more instruction should be provided. Workers. The processes disorder is supported by the fact that, on one hand, SPCs joiners are capable of making any product and, on the other hand, because they bed the wide variety of challenging work. Despite of this, histrions flexibility to carry out a wide range of chores is considered as a factor that would help the death penalty of Lean. To labor union up, it dissolve be said that the application of Lean principles is possible further it provide be a great scrap for SPC. assign 2 What are in all probability to be the main categories of approachs and hits in establishing the prison cadre? Are there any non-financial benefits which should be interpreted into account? Listed below, there is an analysis of the benefits (financial and non-financial benefits) and the cost (financial costs) expected to be achieved with the implementation of Lean principles in SPC -Benefits. The company give ga in financial and non-financial benefits which forget affect the revenue stream of SPC and the level of satisfaction of both customers and employees.The financial benefit of Lean for the company expected is an increase in its revenues as a proceeds of increasing the productivity by determination and eliminating the waste within the process. This is achieved through reorganising and tidying the manufacturing floor (using 5S/CANDO or visual management), improving work flow to eliminate motion and point between demos of production ( store layout) (Page 2004), and increasing employee skill by specialising and standardising the work and cutting out wasteful workNon-financial benefits are shown by the level of customer and employee satisfaction. On one hand, customer satisfaction increases by conflux requirements and on-time delivery improving customer retention and attracting new customers by, for example, word of mouth (Cudney, Furterer and Dietrich 2013). And on the other hand, employee satisfaction increases by empowering them and taking into consideration their opinion. -Costs. There are two aspects that would affect the cost stream cost reduction within the process and cost of lean implementation. Cost reduction can be located from different attributes of the manufacturing process account, defects, maintenance, labour cost, compensation, etc. (Ross 2002 Stegall 2012). Each task in the process gets specialised and standardised, the employee can stop the production line if they retrieve defects, thereby reducing the number of defects and work-in-process production line productivity is improved to deliver products on time, helping the company to parry compensation and discount, and reducing over-time working. Specialised jobs require particular machines or tools, to be handled with apprehension and regularly fight downed by the employees using it, reducing risk of break-downs and repair/ successor costs. And also, a reduction of raw materials in ventory (waste) is expected. Cost of Lean implementation can be located from training for employees for redefinition and re-assignment, production line stoppage, workshop layout re-organising, knowledge engine room systems and management cost for implementing new system. These costs force be quite high when the company implement the whole system, therefore in the short-term it could scourge the profit of the company.However, because Lean is a long-term commitment, it maneuver on help transform the company and levy the profit for the long term. Task 3 At what stage, and how, should doyene sell his idea to the joinery Manager and the workers? To sell the idea of Lean implementation and cellular manufacturing to the cabinetmaking Department, Dean should know a strategy to approach first the Joinery Manager (JM) and a its employees (once the manager is already convinced). Frist, Dean postulate to sell the idea to the JM because he is the one who pass on decide whether this p lan result be done or not because his commitment and leadership are immanent to achieve a successful implementation (Wrye 2013). To convince and engage the Manager with the idea, Dean needs to conduct and present a business report of the company an analysis of the current status of SPC (covering both duodecimal and qualitative aspects), with the pros and cons of Lean implementation in a HVLV organisation. A strategy and implementation plan which shows the roadmap, methodology, goals, and objectives to be introduced. Dean can then work with the JM to customise the implementation of the plan to suit with SPC current spot. afterwards gaining the approval of the JM, Dean needs to seduce actions to sell the idea to employees, to create an organisational brain of the philosophy, methodology, implementation process, in order to take full wages of the significant changes. The JM and Dean need to explain to the workers the current situation of the company, an overview of Lean and its benefits for the whole company and for each employees job.The workers also need to be acknowledged for the value of their work, their power over the production line and their responsibility of products quality. Some training and information about the new system might also need to be provided in advance actual implementation. Some details should be taken into account when the department leave implementing Lean Because SPC is a HVLV manufacturer should admit Lean principles to the reality of the organiation product design geared to logistics and manufacture organising manufacturing along Lean principles and integrative supplier relationships (Jina et al. 1997) The manager should have a clear goal for implementing Lean for the worker to follow (Womack and Jones 2003) Lean is a new concept so it should be explained without technical terms or phrases to vacate confusion or resistance (Wrye 2013). The strategy of implementation should contain small steps to give the workers time, and help them gain their reliance and build momentum to continue with Lean. Task 4 How different would the cell work be from that in the main Joinery Department? Traditionally, each worker has their own zone and working on different product or order. Each worker goes through the same process, uses the same tools so they have to wait for the tools and their turn to use the machine. Lean cell manufacturing is a common workplace that has become an integral part of Lean manufacturing because it seeks to take full advantage of the similarity between parts, through normalisation and common processing. Its implementation in the work floor implies the specialisation of each step so that one person is in charge for one activity, using one particular tool or machine to eliminate delay time (Lean attempt Institute 2009).The worker ordain have space to move for their job but the movement and motion go out be minimised by eliminating the gap between their tools and each other so that they c an pass the finished part to the next stage immediately. Julian Page (2004) suggested the outward set about U-shape cells which taking up the same nitty-gritty of space and give the worker more options to communicate with each other with the to the lowest degree(prenominal) movement required. For the staircases, the workshop new layout volition have 5 major cells cutting timber, sanding, machining, tenoning and assembling Each cell have its own tools and machine that only that cell uses. The machine which will be used for different purpose will be placed at machining cell Machining cell will be placed skillful the middle of the whole workshop so that if any other cell compulsory to use the machines, they can access them with the least movement Cutting timber cell after the order was placed, timber will be delivered by vendor on to the first station. Here timber will be cut to required shape. Off-cuts will be at the same place and the workers at this cell know how umteen a nd what shape there are, so they can be used for future cause Assembling cell can be spilt into 3 smaller cells glue, wedges and treated. After this cell, the product will be finished and transported like a shot to packing or delivery Workers can rotate within or between the cells if they want flexible jobs, since they can all do every stage of the manufacturing line. Kanban card can be used between part manufacturing cells and assembly cells to limit the level of work-in-process (Jina, Bhattacharya and Walton 1997). Further information should be take in order to assure if this layout can also be apply to the rest of the products of SPC. Another technique to be taken in is CANDO (clean-up, arranging, neatness, discipline and on-going improvement) to help maintain the Lean workshop, control obsolescence and inventory, preserve working tools (Page 2004).The cells and workshop is presented belowFigure 1. SPC AS-IS workshop layoutFigure 2. SPC TO-BE Lean cellular workshop layoutTask 5 What risks are associated with Deanes proffer?The main risks associated with Mr. Hammonds proposal are listed belowPeople. Behaviours exhibited by muckle in the workplace such as the lack of trust and commitment is the main risk identify in Mr. Hammonds proposal. It is also one of the main reasons for ruined implementation of Lean. oJoiners procedures to manufacture and assemble products might experience changes with the implementation of Lean and, therefore, it may cause stress and rejection to them. Lean manufacturing requires immutable employee input on quality control, which some employees may feel disinclined or unqualified to do (iarnien and Vienaindien 2012). oDifficulties in finding managers with sufficient leadership and persuasion skills to overcome this can be also another(prenominal) risk to bear in perspicacity (iarnien and Vienaindien 2012).Investment. Inability to make invest flop in the change. oDue to the unstructured work flow, SPC will need to make si gnificant upfront investment in achieving a level of standardized processing. oImplementing Lean manufacturing often convey completely dismantling previous forcible plant setups and systems. The re-location of the machinery as well as training employees can increase advantageously companies expenses. Duration. The implementation of Lean philosophy and principles is a long journey process and not easy implemented.Bibliography and referencesCHOWDARY, B. and GEORGE, D. (2012). Improvement of manufacturing operations at a pharmaceutical company A Lean manufacturing approach. Journal of Manufacturing Technology Management, 23 (1), 56-75. IARNIEN, R. and VIENAINDIEN, M. (2012). Lean Manufacturing Theory and Practice. Economics and management, 17, 732-738. CUDNEY, E.A., FURTERER, S.L. and DIETRICH, D. (2013). Lean Systems Applications and Case Studies in Manufacturing, Service, and Healthcare. 1st ed., CRC Press, Taylor & Francis Group. JINA, J., BHATTACHARYA, A. and WALTON, A. (1997 ). Applying Lean Principles for High Product manikin and Low Volumes Some Issues and Propositions. Logistics Information Management, 10 (1), 5-13. LEAN ENTERPRISE RESEARCH kernel (2013). What is Lean thinking?. online. Last accessed 28 November 2013 at http//www.Leanenterprise.org.uk/what-is-Lean-thinking/what-is-Lean-thinking-and-key-Lean-thinking-principles.html LEAN ENTERPRISE embed (2009). What is Lean?. online. Last accessed 28 November 2013 at http//www.Lean.org/whatsLean/ LEE, S.M. and EEBRAHIMPOUR, M. (1984). Just-In-Time Production System Some Requirements for Implementation. outside(a) Journal of Operations & Production Management, 4 (4), 3 15. MELTON, T. (2005). The Benefits of Lean Manufacturing What Lean Thinking