...Abstract: Process industries, especially textile industries, have automatic machinery which are highly inflexible and have high volume/low variety products. This nature of the textile industry makes implementing lean manufacturing techniques a challenge; hence implementing lean techniques in a textile industry has been taken up as a challenge. We have chosen a combination of value stream mapping (VSM), 5S, kanban, kaizen, poka-yoke, and visual controls to improve the processes. The findings of this study reveal that a thorough analysis of the process, setup, and changeover time (CO), use of colour coding for identification of volume-mix, use of kaizen and quality circles which empower the workforce, are some of the various keys to a successful lean implementation in a textile industry. Keywords:Project manegement; lean manufacturing; agile manufacturing; value stream mapping; VSM; supply chain management. 1 Introduction What Is a Project Manager? SECTION 1: INTRODUCTION TO PROJECT MANAGEMENT Project management is the art of matching a project's goals, tasks, and resources to accomplish a goal as needed. We say "as needed" because one has limited time, money, and resources (human and machinery) with which to accomplish a goal. One can think of a project as a process. Figure 1 shows this process as a simplified block diagram. Figure 1: Simple Project Management System The process involves inputs and outputs. Successful projects "do the right things, with the right...
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...Taiwan’s bicycle industry A-Team battles Chinese competition with innovation and cooperation Jonathan Brookfield, Ren-Jye Liu and John Paul MacDuffie Jonathan Brookfield is an Associate Professor of Strategic Management and International Business at the Fletcher School of Law and Diplomacy at Tufts University (jon.brookfield@ tufts.edu). Ren-Jye Liu is a Professor of Industrial Engineering and Enterprise Information at Tunghai University in Taiwan (liurj@ie.thu.edu.tw). John Paul MacDuffie is co-director of the International Motor Vehicle Program (IMVP) at MIT and an Associate Professor of Management at the Wharton School of the University of Pennsylvania (macduffie@wharton. upenn.edu). The People’s Republic of China (China) has become a workshop to the world, and manufacturing there is increasingly moving beyond labor intensive, low value-added products. As a result, China poses a severe competitive challenge to companies in many industries around the world. For such companies, the recent successes of the bicycle industry in the Republic of China (Taiwan) may provide at least some reason for hope. Broadly speaking, Taiwan’s previous economic success has been built on the competitiveness of its small and medium sized enterprises, and competition among such companies has tended to be high. Such firms have shown a remarkable ability to recombine and form new networks in line with market changes. We call such networks ‘‘modular, symbiotic supplier networks’’ and, during the 1980s...
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...1Part A1 1. Introduction Contemporary projects varying from putting a human onto the moon to constructing a residential shopping center are astoundingly sizable, costly and complex. Managing such projects to ensure on time delivery while within the budget limitation is not an easy task. The complication of such projects arises when there exists large interdependence of activities (Taylor 2012:17). Particularly, certain activity may have one or more predecessors, in which it requires completion of other activities upon initiating (ibid). In dealing with such projects consisting of substantial dependency relations, managers seek to determine the most effective method of graphical process representation. This paper will first introduce the two forms of network diagram: Activity on the Arc and Activity on the Nodes. Following which, comparison and contrast based on their flexibility and effectiveness are carried out to determined the optimal method for project managers. 2. The Network Diagrams The network diagram is a useful tool for graphical representation of precedence association between the activities in a project (Larson & Gray, 2011:158). In an activity on the arc network diagram, an arrow is used to represent each activity, which is referred to as an arc (Anderson et. al, 2012:585). A circle called node is used to indicate the start and end of each activity (ibid). The node is often referred to in conjunction with the term event, which represents the finishing...
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...his expert advice and help which has always been source of inspiration for us. Above all, we owe everything to the Almighty and well-wishers for their valuable contribution and insights. However, we have taken utmost care in preparing this project report, mistakes would have crept though. (12010121196) Ms. N AMULYA REDDY (12010121213) Ms. NIKITA SINGHANIA (12010121276) Mr. REUBEN JOSEPH (12010121032) Mr. AMIT KUMAR JENA (12010121057) Ms. ARPITA DEB (12010121316) Ms. SAYONEE DATTA 1 Topic. Case Summary Q1: Toyota's revolutionary lean production Q2: Compare and contrast the arm's length relationships Q3: Development of Toyota's revolutionary "lean production system" Q4: Toyota enter into the NUMMI Q5: Toyota's subsequent expansion Q6: Role of national culture in shaping Toyota's lean production system Q7: Toyota is becoming more of a global corporation Page No. 03 05 07 08 09 10 12 13 2 SUMMARY Background Toyota is a multinational automobile manufacturing corporation headquartered in Japan. The company was founded by Kiichiro Toyoda in 1937 as a spin-off from...
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...Running head: Case 3.4 Survival of GM 1 Study of Case 3.4 Financial Survival of General Motors Student Name Wilmington University Case 3.4 Survival of GM Study of Case 3.4 Financial Survival of General Motors General Motors (GM) is struggling strategically with its meager financial position in the automobile industry. Alternatives solutions to address the financial trepidation include restructuring, reducing debt, and the most favorable alternative, focusing on products to satisfy customers. By using strategic management to implement better products at GM, the company can rein, once again, as a top competitor in the highly competitive automobile industry. Primary Issue 2 The primary issue is whether GM is capability of increasing its value to be financially solvent in the automobile industry. Langlois and Goldstein (2012) reflect on an announcement by auditors from Deloitte & Touche, “that GM's recurring losses from operations, stockholders' deficit and inability to generate sufficient cash flow to meet its obligations and sustain its operations raise substantial doubt about its ability to continue” (para. 7). If GM does not address its financial position it may cease to exist in the automobile industry. Analysis of GM Including Financials Despite changing times, for more than 70 years, GM was the leader of the automobile industry. Columnist Costantini (2012) depicts GM as follows. The world’s largest car maker from 1931 to 2008, when it was surpassed by Toyota...
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...Introduction Traditionally, managers in manufacturing companies have sought to maximize production so as to spread the costs of investments in equipment and other assets over as many units as possible. In addition, managers have traditionally felt that an important part of their job is to keep everyone busy on the theory that idleness waste money. These traditional views often aided and abetted by traditional management practices. Just-in-time (JIT) is an inventory strategy that strives to improve a business's return on investment by reducing in-process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals between different points in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT can improve a manufacturing organization's return on investment, quality, and efficiency. Different from JIT in that it is externally focused on the customer, lean operation starts with understanding what the customer wants. Lean production Optimize the entire process from the customer’s perspective. It is the systematic removal of waste by all members of the organization from all areas of the values stream. Lean is often referred to as a cost-reduction mechanism. Lean strives to make Lean, six sigma and lean sigma organizations more competitive in the market by increasing efficiency, decreasing costs...
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...Case Study Solution FoldRite Furniture Company Solution Costs | Sub-contracting | Chase strategy | Level strategy | Stable workforce strategy | Regular production | 7,062,200 | 6,978,314 | 7,062,200 | 7,062,200 | Subcontracting | 767,315 | | | | Hiring | | 4,890 | | | Overtime | | | | 959,143 | Layoff | | 1,926,080 | | | Excess inventory | | | 2,426,919 | 2,426,919 | Shortage | | | 1,929,972 | | TOTAL | 7,829,515 | 8,909,284 | 11,419,091 | 10,448,262 | The table compares the total costs using the sub-contracting, Chase, Level and Stable workforce strategies. Reviewing the data above, one may choose the subcontracting strategy. However, while calculating the cost incurred, the holding cost of inventory has not been added. The holding cost of inventory will be $2,426,919. Including this cost will increase the total to $10,256,434. Inventory cost must also be considered and the subcontracting strategy leads to more than the two-week inventory constraint. In addition, the subcontracting strategy inventory levels fall below the minimum required. The Level and Stable workforce strategies will be even more costly than the Sub-contracting strategy. Thus, we suggest that FoldRite use the Chase strategy. The chase strategy is the most profitable and the sales forecasts will be met. There is a significant concern with the Chase strategy. It may impact the morale negatively. To minimize this effect, the company...
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...SCHOOL OF BUSINESS University of Aarhus MASTER THESIS Challenges in Lean implementation Successful transformation towards Lean enterprise Ana Valentinova Kovacheva Supervisor: Ana Luiza Lara De Araújo MSc in Strategy, Organization and Leadership January 2010, Aarhus 2 Abstract The paper is based on a systematic literature review that examines how the implementation of Lean could bring value to the organization processes and contribute for achieving an operational excellence. Different organizational factors which have importance in the implementation process, are thoroughly examined. Key success factors that enhance the implementation process are identified - human resource practices, management style, organizational strategic vision, organizational culture, external partnerships. The research outlines the challenges that companies experience when they change their business model towards implementing a new to the company management system – Lean concept. For better understanding of the term the paper suggests definitions from the authors acknowledged in the field. Part of the research considers some critical points that impede the implementation of Lean. The conclusions are drawn upon considering lean as a complete business system, which change the way organization thinks in striving for a competitive advantage. Keywords: lean implementation, lean enterprise, Lean, challenges, process improvement 3 Table of Contents: Introduction...
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...Int. J. Mgmt Res. & Bus. Strat. 2013 Jaskanwal Singh Mand et al., 2013 ISSN 2319-345X www.ijmrbs.com Vol. 2, No. 1, January 2013 © 2013 IJMRBS. All Rights Reserved APPLICATION OF LEAN AND JIT PRINCIPLES IN SUPPLY CHAIN MANAGEMENT Chandan Deep Singh1, Rajdeep Singh1, Jaskanwal Singh Mand1* and Sukhvir Singh1 *Corresponding Author: Jaskanwal Singh Mand, mandjaskanwal@yahoo.com Supply Chain Management is a set of synchronized decisions and activities utilized to efficiently integrate suppliers, manufacturers, warehouses, transporters, retailers, and customers so that the right product or service is distributed at the right quantities, to the right locations, and at the right time, in order to minimize system-wide costs while satisfying customer service level requirements. SCM leads to a proficient way of doing things completely. Lean manufacturing and JIT play an importunate role in better functioning of SCM. Some of the lean manufacturing principles are: JIT inventory principle, JIT production principle, JIT human resource principle, JIT quality principle, JIT supplier relation principle, The present research involves role of lean manufacturing and JIT principles in SCM. Keywords: SCM, JIT, Lean manufacturing origin of the concept of lean or lean thinking cannot be easily assigned to any one person, company, INTRODUCTION Supply Chain Management (SCM) is a set of synchronized decisions and activities utilized to efficiently integrate suppliers...
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...GLOBAL SUPPLY CHAIN MANAGEMENT MO255 NIKKI WONG XIAO XUAN NORTHUMBRIA UNIVERSITY (2897 Words) Executive Summary The objective of this report is to develop Singapore as a premier global hub port and international maritime centre, and to safeguard Singapore strategic maritime objectives. Research for this report includes evaluating the application on Lean and Total Quality Management (TQM) in logistics and supply chain networks to achieve Maritime Port Authority (MPA) objectives such as quality of service, competitiveness, reliability and efficiency. The major findings shows that lean implementation improves processing times achieving more work in less staff time and bringing services up to standard. (Radnor, Walley, Stephens, & Bucci, 2006). It also changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Lean helps to eliminate waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Also, it requires keeping far less than half the needed inventory on site, results in many fewer defects and produces a greater...
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...| Case Study | Gillette | | Kristers Duksis | 11/18/2012 | | 1. The company „Gillette” has been one of the biggest names in the razor producing industry since 1904. Nowadays „Gillette” is still one of the leaders in the market of razors. Actually there was few lessons which company learned. One of those few things was how to keep razors and blades in shape for longer time what actually found out „Wilkinsons” by using stainless steel-blades coated with chemical film to protect edge. It was very large improvment into production development process, because that gave 2-3 times longer lifetime for the new razor. After that „Bic” introduced world with their new disposal razor, which was very good idea, because they figured out that could be more convenient for customers, because the won’t need to buy new razor every time when blades are blunt, so „Gillette” took both of those ideas and made universal razor which gave large develompment in the history of „Gillette”. Also they learnt how to improve another company’s procceses, like evalution, product creation, commercialization and concept generation. Again the made very good decisions about the cost of the production, company made very capable cost for new razor, what made this product availabe to buy for eveyone what let the serviceability to grow. 2. „Gillette” was so slow on stainless steel-blades, because they were already big worldwide company, which could recognize almost everyone, so they started...
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...in-process inventory and associated carrying costs. Just-in-time production method is also called the Toyota Production System. To meet JIT objectives, the process relies on signals or Kanban (看板 Kanban?) between different points in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality. Quick notice that stock depletion requires personnel to order new stock is critical to the inventory reduction at the center of JIT. This saves warehouse space and costs. However, the complete mechanism for making this work is often misunderstood. For instance, its effective application cannot be independent of other key components of a lean manufacturing system or it can "...end up with the opposite of the desired result." In recent years manufacturers have continued to try to hone forecasting methods such as applying a trailing 13 week average as a better predictor for JIT planning; however, some research demonstrates that basing JIT on the presumption of stability is inherently flawed. ------------------------------------------------- Philosophy The philosophy of JIT is simple: inventory is waste. JIT inventory systems expose...
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...Service – a time-perishable, intangible experience performed for a customer acting in the role of a co-producer. Customer Participation Customer Participation Service enterprises – organizations that facilitate the production and distribution of goods, support other firms in meeting their goals, and add value to our personal lives. The Four Realms of an Experience Absorption Absorption Entertainment (movie) | Education(language) | Estheticism(tourist) | Escapism (scuba diving) | Entertainment (movie) | Education(language) | Estheticism(tourist) | Escapism (scuba diving) | Immersion Immersion Active Active Passive Passive Environmental Relationship Environmental Relationship Experience Design Principles * Theme the Experience * Harmonize Impressions with Positive Cues * Eliminate Negative Cues * Mix in Memorabilia * Engage all Five Senses Service-Dominant Logic Is a mindset for unified understanding of the purpose and nature of organizations, markets and society. 10 Points on the foundation premises of S-D logic: * Service is the fundamental basis of exchange * Indirect exchange masks the basis of exchange * Goods are distribution mechanisms for service provision. * Operant resources are the source of competitive advantage * All economies are service economies * The customer is always a co-creator of value * The enterprise can only offer value propositions * A- service-centered view...
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...OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT www.ibscdc.org 1 Efficient Project Management at TransWorks Information Services Pvt. Ltd., an Indian-based BPO Company This is a real life case taken from a service industry; it discusses the real life problem faced by a BPO Company. It focusess on the problems faced by the calling agents and the management as a whole, many a times it so happens that the management perceives a problem in a different angle and the solution eludes them; this causes a lot of frustration on the part of employees and management resulting in mass attrition. The real concern today for any call centre company is its high attrition rate; the basic reason being the discord between the management and the employee. The employees look out for a congenial and empathetic management and shift to the other competing companies when offered a good work environment. This case study throws light on one such aspect where a mass attrition was avoided by the top management by strategic and lateral thinking. Pedagogical Objectives • How a manager dealt with such a challenging project with support of his team of 14 fresh trainees • How he managed to save the project and bring about some wonderful changes to glide through the difficult times • How innovation and teamwork can change things for an organisation. Industry Reference No. Year of...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0144-3577.htm IJOPM 26,7 Supply chain management: theory, practice and future challenges 754 John Storey and Caroline Emberson The Open University Business School, Milton Keynes, UK, and Janet Godsell and Alan Harrison Cranfield School of Management, Cranfield, UK Abstract Purpose – The purpose of this paper is to critically assess current developments in the theory and practice of supply management and through such an assessment to identify barriers, possibilities and key trends. Design/methodology/approach – The paper is based on a three-year detailed study of six supply chains which encompassed 72 companies in Europe. The focal firms in each instance were sophisticated, blue-chip corporations operating on an international scale. Managers across at least four echelons of the supply chain were interviewed and the supply chains were traced and observed. Findings – The paper reveals that supply management is, at best, still emergent in terms of both theory and practice. Few practitioners were able – or even seriously aspired – to extend their reach across the supply chain in the manner prescribed in much modern theory. The paper identifies the range of key barriers and enablers to supply management and it concludes with an assessment of the main trends. Research limitations/implications – The research presents a number of challenges to existing thinking...
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