Lean Manufacturing and JIT
JIT
Evaluate three of the main elements of both lean thinking and JIT. How can these concepts be used for effective planning and control of an operation? How are these two concepts different? How can the differences in each concept be overcome to achieve maximum efficiency benefits of both lean thinking/JIT systems?
Lean thinking was introduced to improve the traditional 'batch-and-queue' manufacturing process. One of the core principles of lean manufacturing is that of 'one-piece flow,' a system that "rearranges production activities in a way that processing steps of different types are conducted immediately adjacent to each other in a continuous flow" (Lean thinking and methods, 2012, EPA). This is designed to eliminate wasteful movements of workers and compress the time required to produce each, individual component of the manufactured product. Lean thinking strives to maximize efficiency of both time and resources. Lean thinking is also a zero-defect philosophy. Just like unnecessary...
" In those manufacturers who are attaining lean enterprise-level performance, the cultures of their companies have become incredibly focused on metrics, and in fact the organizations themselves have become so metrically driven that the culture itself embraces the concept of measuring performance and improvement (Nash, Poling 2007). Lean positioned for cost cutting vs. customer-driven change. This is also a critical mistake many manufacturers make, and often becomes the main focus these
Manufacturing Seven Key Elements for Successful Implementation Norman Binette, Jr. Biddeford, Maine Manufacturing organizations are built on the premise that they possess the ability to provide a wide variety of quality products for their customers. This reputation is dependent upon the constant review of existing processes and the identification of new and innovative methods of production that will enhance and increase the diversification of product lines. One such process that has proven itself
Business Manufacturing Business Owning a business can be difficult and challenging, but can also be highly rewarding. This paper will address a manufacturing business that will employ a minimum of 20 people. When a person has employees, how he or she operates the business changes drastically as compared to a business where the owner is the only "employee." With that in mind, it is vital to be aware of the issues
Ayers (2000, p. 4) describes a supply chain as "Life cycle processes supporting physical, information, financial, and knowledge flows for moving products and services from suppliers to end-users." A supply chain can be short, as in the case of a cottage industry, or quite long and complex as in the manufacture, distribution, and sales of automobiles. In fact, the automobile supply chain has its origin in the mining of the
STANDARD-BASED COSTING AND PERFORMANCE MEASURES FOR TODAY'S MANUFACTURING ENVIRONMENT This paper outlines the various defect of the standard-based costing method and how they do not effectively measure manufacturing environment of today. It has 8 sources in Turabian style. Cost control is needed by businesses to plan the actual cost it might incur on the production of certain commodities. The budget is an overall costing system but sub-division is needed if and when
This allows for greater levels of planning and cooperation, and fills in the information gap that currently exists between the factory floor and the rest of the supply chain. Lexmark provides an example of waste. Recently, the company found itself with more than $1 million in scrap from one lot. Engineers had insufficient information to isolate and fix the problem, so were instead relegated to crisis control. With more accurate
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