Indian Carpet industry is has a leading position in the world for its traditional hand knotted carpets. Most of carpet weaving work is performed manually, that increases production time .The objective of this project is process improvement using lean tools at Jaipur rugs, an India based carpet manufacturing company. To lead the global market company needs to set certain standards and implement certain techniques to deliver good quality items at promised time. Most of the processes of carpet manufacturing are based on traditional hand work. So the longer lead time and waste are some of major issues that company need to tackle. This chapter presents the background, problem statement, methodology and objectives of project at Jaipur rugs. And literature …show more content…
Company is famous for its hand-knotted carpets and its main customers are western countries. The company produces variety of products in rugs, pillows and floor covering in different design, quality and sizes but the leading product of the company is hand-knotted carpet. It has twenty branches in ten states of India along with more than 40000 artisans. C. K. prahlad included Jaipur rugs case study in his books The Fortune at the Bottom of Pyramid citing it as an example of social business which helps in tackling world …show more content…
This concept leads to build in quality at production process by eliminating root-causes of problems. This concept was originated at Toyota Weaving and Spinning Company started by Sakichi Toyoda. He invented the loom that automatically stopped whenever a broken thread was detected by it. It reduced the production of defective parts. Later in 1924, he invented automatic looms that allowed one operator to control multiple machines. Another important pillar of TPS is JIT that was invented in 1937 by Kiichiro Toyota after the start of Toyota Motor Corporation. Due to scarcity of resources the company could not afford to waste resources. Hence they just followed the concept of JIT in their production system. Taiichi Ohno an engineer in Toyota Company was appointed as production shop manager at engine plant and was assigned the task to improve the operational productivity. Ohno and various other people contributed to improvement and overall development of TPS. There are various other tools developed by TPS such as takt time, standardized work, kanban, 7 Wastes, 5S, SMED, Visual Control, Error Proofing and
In today’s operational management arena, there are certain expectations from a managerial aspect that must be met in order to be successful. A comprehensive look at the Space Age Furniture Company will show exactly what the Materials Requirement Planning (MRP) calculations are for this company at present time and then take the information given in order to properly suggest ways to improve the sub-assemblies. In addition, there will be an analysis on the trade-offs between the overtime and inventory costs. A calculation will be made on the new MRP that will improve the base MRP. This paper will also compare and contrast the types of production processing to include the job shop, batch, repetitive, or continuous, and determine which the primary mode of operation should be and exactly why. A detailed description on how management can keep track of the job status and location during production will also be addressed. Finally, there will be a recommendation on they type of changes that need to occur that will be beneficial to the company and at the same time add value to the customer. This paper will conclude with summary of the major points.
The Japanese were using a variety of manufacturing improvement processes, like kaizen and poka-yoke, but it took time for them to be recognized and brought back the U.S. by individuals such as Edward Deming. Meanwhile, other business managers were also looking for ways to enhance quality and speed up production. In 1951, the concept of total quality management was introduced along with its quality circles. In 1982, Tom Peters’ book In Search of Excellence shook the industrial world by making companies look seriously at their production mode. Statistical process control (SPC) was also making a comeback in industrial areas. Ford Company started to look seriously at was happening with automobile production in Japan.
Continuous improvement (CI) refers to a philosophy consisting of improvement activities that increase successes and reduce failures in a production process (Bhuiyan & Baghel 2005, p. 761). It involves activities and processes that focus on continuous and incremental innovation (Bessant et al., 1994, p.17). CI is a new approach that enhances productivity, performance, and achieves competitive advantage needed in the highly competitive industries. It may also serve as a complementary approach to other quality improvement initiatives such as total quality management (TQM) (Pike, Barnes, & Barnes 1995, p. 23; Larson 2003; Lassen, Gertsen, & Riis 2006; Oakland 2007, p. 227). The purpose of this research is to explore the application of production systems engineering methods in the CI at manufacturing plants.
Based on future supplier contracts, shortening lead time for delivery of parts and materials establishing leaner processes, namely addressing wastes identified through implementing a Just-In-Time (JIT) system. A centralized wharehouse system, co-located near the manufacturing plant will reduce shipping and transportation costs or look for larger space with warehousing capacity. Savings, significant enough will be a factor if space with warehousing falls within the
The methodology of Lean Six Sigma is the merger of two business tools that includes Lean Manufacturing and Six Sigma. Six Sigma focuses on improving current business processes and performance while Lean Manufacturing focuses on the improvement of the processes of an organization by using highly skilled employees to increase speed and quality. Combining the two methodologies creates an organization that focuses on quality, efficiency and speed to lower operational costs and increase profits. By following the Lean Six Sigma methodology, many companies have attempted to create a lean, waste-free environment ultimately at the expense of the employee and occasionally at the expense of the organization.
KEDA was founded in 1992, mainly into manufacturing of Ceramics Machinery. The other major offerings by Keda involved stone processing, building materials processing and energy resource management. They had more than 2000 employees and a broad product offering by 2010. In this industry, managing infrastructure for inventory was of extreme importance because of the various, customizable offerings across multiple plants. It had become a world leader in building materials machinery by early 2000s. All the units including sales & marketing, logistics, production & inventory was acting separately. Thus for a sustainable business, it was highly important to move from decentralization to a centralized system. For this purpose
The correlation of expansion in Footwear International fell within the same time constraints as Bangladesh’s political history. As power transferred in 1971, the Manager Director of the company was recognized as being an integral part of the independence movement of Bangladesh. Two years following President Ershad gaining office, Footwear Bangladesh seen as the number one growth potential within Footwear International’s strategic plan. Sales were in excess of 10,000,000 pairs of footwear and gave the company 15% of the national market (L...
Friesen is truly struggling to find a way to "have his cake and eat it too". Friesen is passionate about TPS ways of achieving lean manufacturing by staying focused on achieving cost reduction by thoroughly eliminating waste. He knows that just in time (JIT) production is implemented to insure plants produce only what is needed, only how much is needed, and only when it is needed. He has been thoroughly trained in jidoka principles, understanding processes are put in place to make any production problems instantly self-evident through visual deviations from normal conditions. He also understands the value of the andon pull, and that it states the andon card is not replaced until the problem is fixed – often resulting in a stop of the line. However, he felt this problem was different, and therefore an alternate process was acceptable. He believed it was possible to deviate from some of the core jidoda principles by fixing the quality problem off the production line, and within the quality control (QC) team. He believed this would allow him to save money by not having idle machines. Even after all the alarming red flags in front of him that indicate...
The objective is to become a leader Toyota Motors cost leadership strategy entails minimizing selling prices and controlling costs, such as reducing cost of operations (Thompson, 2016). They accomplish this through the Toyota Production System (TPS). TPS was established based on years of continuous process improvements. The organizations overall objective was creating the ability to produce vehicles more efficiently, effectively, and
Our business will start by renting two big rooms, (one show room and one store room).Three changing cabins will be fully furnished. This location is a national and international tourist attraction due to Gumba. Our store will be organized as sole property of ownership in Ganga’s name. Even though, Nepal is one of the small and poor countries, people over there are very rich and changing trend makes people to spend their money easily in clothing and fashion. Our aim is to try our best to provide branded and latest fashionable clothes to our customers.
These core competencies are a part of their production system, better known as the Toyota Production System (TPS). The TPS is based on the philosophy of “completely eliminating all waste”. Excess inventory, defective products, and unnecessary processing steps are all inclusive when discussing excessive waste, which eventually negatively effects the corporation as a whole. In 1924, Sakichi Toyoda created the Toyoda Automatic Loom, which improved productivity and work efficiency by eliminating wasteful practices and defective products. Kiichiro Toyoda believed that “the ideal conditions for creating things are more successful when machines, facilities, and people work together to add value without generating any waste.”
Handicrafts of Jharkhand reflects the cultural heritage , customs and traditions of the state. Suitable and effective steps should be taken to provide training ,improved tools, design development, technological improvement, raw material support, providing bank financing and marketing assistance to boast the growth of the sector.The steps should be taken to boost manufacturing of sophisticated & intricate handicrafts in cane & bamboo work wood carving stoneware, brass work, lac etc.
Just in Time (JIT) manufacturing, also known as the Toyota production system (TPS), is a way to reduce flow times within production system, response times from suppliers to customers, and capitol needed to produce goods. JIT Manufacturing originated in japan during the 1960s and 1970s and mainly at Toyota.
...on, by understanding the general textile manufacturing processes, we could relate the processes based on its importance and effects to the environment.
In 1950s, Toyota has developed lean thinking. The Toyota Production System aspires to minimize waste and increase efficiency while at the same time enhances its product quality. From this initiative, Toyota managed to widen its competitive edge by employed fewer employees in the car production with a small number of flaw products.