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Lean techniques unit 2
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Biblical Integration The Sand Cone Model describes business improvement as a process which should be based on improving specific competitive dimensions in a different order (Meredith & Shafer, 2013). For instance, a business which is struggling with quality outputs should place an emphasis on improving the quality of its outputs first. Businesses that produce high quality outputs are successful over the long term. Matthew 7:24-25 (ESV) states, “Everyone then who hears these words of mine and does them will be like a wise man who built his house on the rock. And the rain fell, and the floods came, and the winds blew and beat on that house, but it did not fall, because it had been founded on the rock.” When a business builds its foundation on …show more content…
Businesses that are attempting to improve multiple processes simultaneously over a long period of time should reference the sand cone model before implementing business process improvements. Businesses experience lasting and cumulative improvements when the sand cone model is used to assign priorities to business improvements. The sand cone model emphasizes that businesses should focus on quality as the base of the sand cone and use quality performance as the first layer of business improvement. An emphasis on quality can be applied to many business operations. Real-world businesses can and should focus on quality at all levels of the organization. When businesses effectively utilize the sand cone model they are able to make improvements in quality performance and simultaneously improve other aspects of the business such as, dependability, speed, and …show more content…
(2011). Building factory fitness. International Journal of Operations & Production Management, 31(9), 916-934. doi:10.1108/01443571111165820. Retrieved from http://www.liberty.edu:2048/login?url=http://www.emeraldinsight.com.ezproxy.liberty.e du:2048/doi/full/10.1108/01443571111165820 Kasra Ferdows is a researcher from Georgetown University in Washington, DC and Fritz Thurnheer is a consultant from the Hydro Aluminum Extrusion Group in Lausanne, Switzerland. Ferdows and Thurnheer examined the difference between factory fitness and leanness. The article examined how the Hydro Aluminum Extrusion Group designed, launched, and managed a comprehensive factory fitness program in 42 locations across five continents between 1986 and 2001. Importantly, the factory fitness program was based on the sand cone model, but was slightly modified to fit the business strategy of the Hydro Aluminum Extrusion Group. The sand cone model was used to avoid tradeoffs between the manufacturer’s production capabilities. Over a long period of time the sand cone model can be used to improve multiple production capabilities
In Regina Calcaterra’s memoir, Etched in Sand, the speaker is Regina as a ten-year-old female, who was being abused, and forced to grow up much faster than most, other children her age. She wrote this book to reach her siblings, and show her love for them; but she also was looking to reach out to children who were/are being abused, are in foster care, and who are homeless. The book was set in The Hamptons of Long Island, during the 1970s and 1980s. Regina and her four other sibling were being abused by their mother, who was hooked on drugs and alcohol, and was all around a very irresponsible person. This group of siblings, were moving quite often because their mother either did not remember to pay the bill, or they were sleeping in the back
The American Dream has been a fantasy for many people around the world. It has
In today's competitive marketplace, all firms are seeking ways to improve their overall performance. One such method of improvement, recently adopted by many firms, is benchmarking. Benchmarking is a technique used to evaluate internal business processes. "In this analysis, managers determine the firm's critical processes and outputs, baseline those processes, then compare the performance of each process against a standard outside the industry" (Bounds, Yorks, Adams, & Ranney 1994). To effectively improve a business process to world-class quality, managers must find a firm that is recognized as a global leader, not just the industry standard. Successful benchmarking requires tailor-made solutions, not just blind copying of another organization. Measurement and interpretation of data collected is the key to creating business process solutions.
The company that the author has chosen to compare his own organization with is the Toyota motor company. The Toyota Company has become a renowned leader in the area of quality management. Toyota’s theory of “keep it lean” has kept the company running at a level that eclipses the industry standards.
The Goal is a book that has an immense support on improvement, which will undoubtedly encourage the Total Quality Management terminology when trying to built up and improve their productivity. However, the Theory of Constraints also plays a very important role in this book, because it guide us to not only focus on the improvements of the business as a whole, but also to focus intensively on the constrains, “ Herbies”, or bottlenecks.
Investigating the Effect of Drop Height on the Depth of Sand Aim: To investigate the depth of the sand depending on the height at which the ball is dropped from. Variables: Independent variable chosen: The height at which the ball is dropped Dependent variable chosen: The depth of the sand after removing the fallen ball from it. Constant variables and how they will be controlled: Variable How we will keep it constant Amount of sand We leave the sand in the bucket and make sure that none spills over. Type of sand Use the same one for each trials Ball Use the same ball for each trial, with the same size, volume, material and brand.
Bjerke, Juel M. "Week 2 Lecture Notes - Achieving Business Process Excellence and Process Re-engineering." MFGO 601 - The Globally Integrated Manufacturing Company. 2 Nov. 2011.
Intense global competition, rapid technological changes, advances in manufacturing and information technology and discerning customers are forcing manufacturers to optimize manufacturing process, operations, and all the possible nodes of supply chains that enable them to deliver high-quality products in a short period of time (Karim et al. 2013). The origins of lean thinking can be found on the shop-floors of Japanese manufacturers and, in particular, innovations at Toyota Motor Corporation (Shingo, 1981, 1989; Monden, 1994; Ohno, 1988). These innovations, resulting from a scarcity of resources and intense domestic competition in the Japanese market for automobiles, included the just-in-time (JIT) production system, the Kanban method of pull production, respect for employees and high levels of employee problem-solving/automated mistake proofing. This lean operations management design approach focused on the elimination of waste and excess from the tactical product flows at Toyota (the Toyota "seven wastes") and represented an alternative model to that of capital-intense mass production with its large batch
Moore, R., & Scheinkopf, L. (1998, January 1). Theory of Constraints and Lean Manufacturing: Friends or Foes?. . Retrieved June 14, 2014, from http://www.tocca.com.au/uploaded/documents/lean%20and%20toc.pdf
Manufacturing businesses and business leaders need to increase their focus on key success factors such as: innovation, productivity improvement, investment in people & skills, and funding. Innovation is not just about retention and development, or the latest technology. It’s also about practical and efficient problem solving and business transformation. In the manufacturing industry, this can be achieved by: refining or exploring new supply and distribution channels, establishing new business offerings, developing leaner organizational arrangements, improving processes, providing a better customer experience, and accessing green, clean technology – high on the agenda for environmentally conscious customers (Performance, 2011)
In conclusion, Built to Last gives many examples of companies that have focused more on building an organization rather than making a profit. Many of the most successful companies have gotten to that point through a passionate commitment to a core ideology. They continually look to preserve that core, while creatively seeking ways to improve and stimulate progress. These are the timeless management principles that have worked for visionary companies of the past, present, and future. According to Collins and Porras, "one of the most important steps you can take in building a visionary company is not an action, but a shift in perspective" (Collins & Porras, 2002). To be built to last, you have to be built to change.
Quality is a very important thing in an organization; therefore it is not possible to improve the quality of a product or service substantially without major changes in all aspects of the organization. Because quality is so important if changes aren’t made throughout the organization the output of the product will no be very successful. Everyone in the organization plays a major role in the out come of its products.
In past few years, companies and industries of various sizes have become aware that they need to improve business processes such as product development, order fulfilment, planning, distribution, and customer service. So everybody is now focusing on doing process improvement or redesigning.
In the new global economy, with the improved information technology, and the increased competition, a study by Levy (2007) shows that, many companies have attempted to recognize and implement lean production (LP) systems, established by Toyota, that involve goals such as just-in-time (JIT) delivery, low inventories, zero defects, flexible production in small batches and close practical cooperation with suppliers. Therefore, this paper will present how Kellogg’s has been able to manage its lean production in a very efficient way to create long term value products and competitive advantage.