Mr.minh Chapter 7

7/29/2019 Mr.minh Chapter 7

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Bi Thi Minh Tun Group 2 K50BFQuestion 1:

Plastic manufacturing firm. Their biggest of problem of inventory is the overload stockpile due to low contracts and smal

warehouse size. There lot sizes are about 500 batches and the setup time is 5 hours. When I asked them about lean

production, they have no idea what I was talking about. Therefore, a lean production approach can help this firm to reduce

the inventory level and reduce the possible waste during production process so that they can operate more efficiently andeffectively. Moreover, they can reduce the setup times to reduce the cost of production.

Question 2:

Repetitive manufacturing is the production of standardized discrete products in high volume. Materials are produced in

large batches, and machines are made to run faster to reduce cost. This can refer to assembly line manufacturing with the

relative production standardization. However, batch and job shop are different because their level of standardization is

lower and they somehow provide possible choices for the customers, which mean these type of manufacturing is more

flexible than repetitive manufacturing.

Question 3:

The concepts, principles, techniques of lean emerge and evolve in Japan because Japanese people are careful and

discipline so that they can follow the instructions from the managers without the worry of mischievous. Moreover, the

Japanese has a tradition to keep improving themselves by any means necessary as they see themselves imperfect at some

point in their life, or in production process in a company, and they are in need of upgrading their skills and knowledge.

Question 4:

Specify exactly what creates value

Improve the value stream

Design the flow to avoid waste

Produce only what the customer pulls

Strive for perfection

5 Whys 5 S Poka-yoke (mistake proofing)Question 5:

In a professional establishment the stable master usually has complete responsibility for the horses including devising

training schedules, choosing feeds for optimum nutrition and ensuring the horses are shod, wormed, inoculated and

provided with timely veterinary care. In a private residence the stable master has these responsibilities and must also

accommodate the riding schedules of the employers family and, if necessary arrange for lessons and training. The stablemaster must insure that a groom is on call during specified hours in case any members of the employers family wish toride. So in order to reduce the waste during these processes, stable master must apply lean thinking in organizing and

controlling the stable to limit the cost, shorten the time of delivery and increase the quality in term of horse strength.
http://en.wikipedia.org/wiki/Nutritionhttp://en.wikipedia.org/wiki/Veterinary_medicinehttp://en.wikipedia.org/wiki/Great_househttp://en.wikipedia.org/wiki/Great_househttp://en.wikipedia.org/wiki/Veterinary_medicinehttp://en.wikipedia.org/wiki/Nutrition


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Bi Thi Minh Tun Group 2 K50BF

Question 6:

Inventory:

_ Takt timeIn lean production systems the takt time of production should be set equal to the average demand rate of themarket to match production with demand and thus minimize inventories produce no more and no less.

_ Lean tenets using the combination of lean tenets will help a manufacturing or service firm to reduce waste andtherefore reduce the inventory to an efficient level.

_ Reducing setup time through Single setups or One-touch setups. Reducing setup times, lot sizes, and lead times is the

engine that drives lean production systems and thus continually decrease inventory (General Motors case for example)

Lot size:

_ Single unit production Since in some cases, it will not be possible or economical to achieve perfectly mixedproduction on the final assembly line, lot size can be reduced by using single unit production.

_ Kanban systemreduce lot size to exactly equal to the container of parts, which are carefully and logically calculatedand arranged to achieve the lean approach objectives.

Question 7:

Before Applying Lean Tenets After Applying Lean Tenets

_Suppliers doesnt have to provide parts just in time. Theycan choose the quantity or the time of delivery as long asthey meet the contract terms

_Suppliers doesnt have much responsibility to improvetheir client production process

_Suppliers need only to follow push mentality or traditionalmass production method which constantly providematerials to limit their cost regardless of the inventory levelof their clients

_Suppliers are charged with the responsibility of producingquality parts just in time to support the next production

process, which is the pull mentality of lean production

(Kanban system)_Suppliers are considered to be partners, not adversaries

_Suppliers are given specific delivery times rather thanshipment dates

_Suppliers have greater responsibility to improve theproduction process through quality teams, suggestionsystems, and other forms of participation between suppliers

and firms.

Question 8:

Traditional Approach Lean Approach

Workers _Low skills_Employees opinion are notappreciated

_Pay systems are often based onseniority and level of job skill

_Repetitive jobs with no need offlexibility

_Workers doesnt fully understandtheir roles in the company but only to

_Broader set of skills_Employee take part in dailyoperations decision which direct affec

the production process_Pay systems reward workers on the

basis of the number of different jobsthey can perform

_ Encouraged flexibility

_ Workers are required to understand


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Bi Thi Minh Tun Group 2 K50BFperform as directed by the managers

_Maintenance is put in charge ofspecific team and each worker doesnthave much responsible for equipment

maintenance

their roles

_Workers take responsibility for mosof their own maintenance, and thisgives them more control over

production

Managers _No need for cooperation or

collaboration between workers andmanagers

_ Focus on mass production to reducethe cost regardless of inventory levelor lot size

_Cooperation or collaboration between

workers and managers_Understand the Lean concept and

coordinate workers to achieve theLeans goals (low inventory, reducewaste )

Question 9:

When lean tenets and lean techniques are used, quality can be assured since defects are discovered quickly by the next

process. A lean production system is designed to expose errors and get them corrected at the source rather than covering

them up with inventory, therefore it reduce the cost for the firms. Moreover, a company can reduce the cost by creating auniform load on all work centers that support final assembly. This sequence presumes, of course, that the changeover cost

beween models is zero or nearly zero. If this is not so, the final assembly line should be redesigned to achieve a very low

setup cost. A better method to achieve such low setup cost is single setups or one-touch setup. In term of labors, since

labors are given more responsible in the decision making process related to daily production routine, they can improve

their performances which also improve the company productivity as a whole and eventually reduce the cost of operations.

Question 10:

Repetitive manufacturing approach is suited to the manufacturing of products with a continuous and fairly steady demand,

such as medical supplies, food products, and appliances. The company can keep up a continuous rate in confidence that

there will be a market for products as they roll off the line. In special circumstances, manufacturing can be increased ordecreased to adjust to changing market conditions, but in general, this type of manufacturing is very fast and highly

efficient. Therefore, inventory level or waste (lean approach) during the production process is less important than the

quantity and quality of output toward these firms as there are always market demands for such products.

Question 11:

The NHS (National Health Service) confederation has taken the initial steps towards implementing lean thinking across

their group hospitals. When implementing lean principles in an healthcare sector some of the key points to note are:

The key to improve productivity is to identify the non-value adding tasks and eliminating them. Simultaneously focus needs to be paid to improve the value adding activities in combination with the complete

processes involved.

The focus should be on improving the activities related to the end customer i.e. the patients which can be donethrough improving all the processes leading to better patient care.

By implementing lean thinking NHS wanted to address primarily the financial deficits, the hospital acquired infections

and death rates, capacity constraints etc. NHS was able to realize the following benefits:

Improved quality and higher safety


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Bi Thi Minh Tun Group 2 K50BF

Better delivery quality Higher productivity with the same resources

Question 12:

Accounting

Provide accurate, timely, and understandable information to motivate the lean transformation throughout theorganization, and for decision-making leading to increased customer value, growth, profitability, and cash flow.

Use lean tools to eliminate waste from the accounting processes while maintaining thorough financial control. Fully comply with generally accepted accounting principles (GAAP), external reporting regulations, and internal

reporting requirements.

Finance

Provide fast, accurate, and increasingly transparent information to support smart, informed business decisions Focusing on external customers

Human resources

A flexible workforce with full worker understanding and cooperation An environment of participation and teamwork must be created Quality teams and suggestion systems are used to encourage the workers and engineers actively in problem-

solving activities.

Marketing

Create promotions or campaigns to receive feedbacks from customers for their satisfaction on the product quality Concentrating on customers requirement toproduce the right products in and on time

Question 13:

The five lean tenets seek to eliminate waste by utilizing the full capability of workers and partners in continuous

improvement efforts. Wastes, which needed to be casted away and replaced by improvement, exist in every function

among the firm. Therefore, by applying lean approach to practice, other functions can figure out the best process that is

efficient and effective to carry out their business and reduce the cost for the company in term of labor, material, or

overhead.

Question 14:

Bank Doctors officeOverproduction _Multiple form of paperwork to

complete a transaction_Multiple copies of reports

_Multiple forms asking for the same

information_Multiple copies of reports_Multiple lab tests

Waiting time _Customer waiting to meet the clerk_Customer waiting to complete the

_Patient waiting_Waiting for results


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Bi Thi Minh Tun Group 2 K50BFtransaction, usually resulted from the

delay time between each steps tocomplete the transactions

Unnecessary transportation _Complex information processingstages in order to complete onetransaction

_Customers have to keep in touch withthe bank (might involve several

travelling) to complete a complextransaction

_Patients being transport betweenhospital due to lack of equipment orexpertise

_Patients being moved from onefaculty to another illogically due to the

hospital poor layout and coordination

Excess processing _Adding more value to a service thancustomer want or will pay for

_Double or triple checkinggateway/evaluation before thecustomers requirements are fulfilled

_Rekeying patient information whencustomer return to the hospital due tolack of information system investment

_Faculty stagnation due to illogicallymaintenance plan

Too much inventory _Stockpile of unnecessary paperworkdue to an inefficient process design

_Overstocking of meds_Overstocking of supplies (medica

equipment for example)

Unnecessary motion _Needless movement of worker to askfor information/permission from themanagers

_Needless movement of customers to

complete the transaction at differentbanks (for example from one bank toanother, or from one country toanother)

_Walking to and from storage room_Searching for missing patieninformation and charts

Defects _Wrong information (might be fromthe information input process)

_Loss information due to computer

damages_Pranks or corruptions among the

banks

_Medical and surgical errors_Order-entry errors_Incomplete forms

Question 15:

1. Cafeteria Value Stream Map


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Bi Thi Minh Tun Group 2 K50BF2. Grocery Value Stream Map

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Mr.minh Chapter 7