1.0 Introduction Based on the article of a traditional cost management VS lean cost management by Mahanim Hanid, Lauri Koskela and Mohan Sinwardena, the term of cost management is not a well defined term. It’s built on both cost accounting and management accounting, but goes beyond these two terms (P. Agrawal and Mehra 1998). For Brinker (1996) defines it as a set of techniques and methods for controlling and improving a company’s activities and processes, its products and services. In addition
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(CLD) – Vicious & Virtuous Cycle MRP/ERP, Forecast & push vs. pull based production system VA & NVA – NVA I & NVA II – Eight categories of NVA plus some more VSM – Flow – Pull – Perfection causal loop diagram Real time visual control, Transparency & access to information at all levels for effective & timely decision making, Participative management, cross-functional teams 8. Multi-channel distribution system 9. Six Sigma & Lean Six Sigma – A company-wide strategy, process improvement methodology, Identifying
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Ermita Manila IM – 10: Production Management CHAPTER VIII. Production Process Improvement For Product Innovation Submitted by: Tugade, Erwin Benedict P. Liang, Dongping (Jessie) BAM – IM – 4LE Submitted to: Noel B. Hernandez, Ph. D. Topics to be discussed 1. Production Process. 2. Characteristics of A Production Process. 3. Importance of Continuous Process improvement. 4. Innovation Drivers of Change. 5. Reverse Engineering. 6. Kaizen. Objectives *
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claimed that Henry Ford’s assembly line provided some of the rationale for lean. What features of assembly lines are common to lean systems? Features of assembly lines that are common to lean systems include: * Muda- waste and inefficiency * Pull system- replacing material or parts based on demand * Kanban- a manual system that signals the need for parts or materials * Heijunka- workload leveling * Kaizen- continuous improvement of the system * Jidoka- quality at the source
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on quality in the production of product. But then, they imposed a culture of analytical and systematic change. (Ashkenas, 2012) As a result, Japan became one of the countries that dominate key industries such as automobiles (e.g Toyota), telecommunications (e.g Fujitsu) and consumer electronics (e.g Sharp). It starting in 1970s when Japan was able to create low cost and produce quality products. For your information, people in Japan called continuous improvement as kaizen. Kaizen is Japanese word
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Supply Chain Management According to APICS, a supply chain is a “Global network used to deliver products and services from raw materials to end customers through an engineered flow of information, physical distribution and cash.” The Basic Supply Chain consists of three units….Supplier, Producer and Customer Four basic flows connect these entities together: 1. The flow of physical materials and services from suppliers to producer to customer 2. The flow of cash from the customer back “upstream”
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The idea for the creation of Toyota Motor Company began back in 1924 when Sakichi Toyoda invented and patented the Toyoda Model G Automatic Loom. A loom is an apparatus for making fabric by weaving yarn and thread. The Model G Automatic Loom was the first of its kind to use the Jidoka principle, which is where a machine stops itself once a problem occurs. The Jidoka principle and the money made off of the sale of the Toyoda Model G Automatic Loom were used to begin what we now know as the Toyota
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products, such as couplings and u-joints. As part of a movement towards lean manufacturing, Helical Products Company of Santa Maria, California is need of a principle that will help them continuously improve their shipping department. A study of 5S, a lean principle focused on waste reduction, will be done to investigate opportunity for implementation. A literature review takes a peek on research of lean manufacturing history, lean workbook/ tutorials and lastly case studies and journal articles. The
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LEAN HOSPITALS “Mark Graban’s book has documented what is now happening in hospitals all across America as we learn to apply the Toyota Production System methodology to healthcare. This book lays out the nuts and bolts of the lean methodology and also describes the more difficult challenges, which have to do with managing change. Graban’s book is full of wins—these are the same type of wins that are happening at ThedaCare every day. I wish I could have read this book six years ago, as it
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Introduction Intense competition and pressure from customers to reduce prices has forced many companies to reduce their costs to survive. Automotive manufacturers such as BMW and Mercedes have found that most of their costs are committed once the production begins, and thus, the cost must be reduced earlier in the product life cycle, particularly while the product is in the planning and design stages. Mercedes Benz is a multinational division of the German manufacturer Daimler AG, headquartered in
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