LEAN TECHNIQUE IN MANUFACTURING 6
Lean Technique in Manufacturing
June 8, 2018
Lean Technique in Manufacturing
Previously, nearly all manufacturing processes in organizations and supply chain systems were predominantly engaged in mass production of goods and services, with a primary aim of reaping from the economies of scale. With the passage of time, this idea was discovered to help bear certain anomalies, which significantly affected business growth and prosperity. The previous concept was prone to wastage and other related weaknesses, which resulted in high costs of doing business. The need to reduce this high wastage and costs eventually led to the introduction of the lean technique system. The lean technique is some systematic approach to manufacturing and supply chain that significantly aims at reducing or minimizing wastage without sacrificing productivity (Bruce & Towers, 2004). Its primary goal is to add value, efficiency, and effectiveness to the production processes and reduce or eliminate that which does not add any value in the manufacturing system.
Currently, several business-oriented organizations both big and small, have adopted the lean approach method in their manufacturing processes and other related operations. Particularly in the supply chain system and management. An example of an organization that makes use of this concept in the business field is the Toyota Auto Company. This firm is widely known for its adoption of this system in its manufacturing processes. Previously, the small automobile organization initially tied to the traditional methods and approaches of production, which was quite wasteful and costly. It had to re-direct its focus on primarily reducing the original Toyota Seven Wastes so that it could finally improve overall client value and satisfaction (Ohno, 1988). The initially small automaker, which was struggling to gain entry and acceptance into the competitive business field, owes its current dominance and success to the lean strategy of production.
The Toyota automaker had to identify and steadily aspire to reduce and eliminate the wastes in the previous Toyota Seven Waste and consequently add value to product and service delivery. On significantly decreasing its wastage, it significantly improved on quality. Additionally, the use of this strategy led to the time taken to produce a unit item, reduced considerably with time. Besides that, the ultimate cost of providing a similar unit of commodity further decreased markedly in the organization, hence client benefit and ultimate satisfaction (Dos et al., 2010). One of the methods that they applied to succeed in this area included the Toyota way, which significantly improved the flow of the manufacturing process.
The manufacturing process was structured in such a manner that it became even smoother and coherent, and this significantly reduced the unevenness that was rampant. This unevenness in the manufacturing process previously resulted in a lot of wastage and losses. Moreover, they adopted an approach resembling the Just In Time, JIT approach of production and supply whereby goods are manufactured on demand and tailored to suit the needs of a client (Luh & Hoitomt, 1993). In fact, the idea of proper work scheduling has dramatically assisted the organization further. In general, the present giant Toyota automaker in the industry began as a small firm full of wastage and unnecessary, costly liabilities. With the adoption of the lean technique of manufacturing and supplying goods, the company has tremendously grown from stride to stride.
The Toyota automaker may equally move further to make some significant improvements to its present status using the lean strategy technique for the sake of better productivity and client satisfaction in the marketplace. It should lace it with some adequate and appropriate work scheduling methods so that smoothness and coherence in the workplace are enhanced further, for the overall benefit of the organization and the customers. Moreover, it should strive to reduce or minimize constraints that emerge in the manufacturing as well as in the supply chain system (Dos et al., 2010). If not reduced or eliminated, these constraints tend to hinder an organization from achieving its planned goals and objectives. For instance, formulation of policies and other programs that support the noble idea of lean manufacturing should be encouraged further in the organization.
In case bottlenecks are witnessed in the manufacturing process or the supply chain system, appropriate corrective measures should be adopted promptly to help break and successfully manage the situation before it escalates. These constraints if left to proceed for long may negatively affect the throughput of an organization, therefore acting with urgency is a prerequisite. If this is done promptly, this automaker organization may realize enhanced efficiency, effectiveness, and productivity in the workplace, alongside sales volumes (Bruce & Towers, 2004). Besides that, the Toyota automaker may equally try to embrace the latest technological advancements and breakthroughs available to reduce further the production time and enhance productivity. The same if adopted may considerably help uplift quality standards in the company, thus customer satisfaction and long-term loyalty. Organizations are at present, advised and encouraged to embrace the noble concept of lean manufacturing and supply chain system for overall wastage reduction, efficiency, and effectiveness in the competitive business field. An example is Bejamo Bakeries Limited.
Bejamo Bakeries Limited is one of the renowned organization in Hawaii, which is yet to embrace the lean technique of production and supply chain management system. This led to several wastages and losses since traditional mass production has made some products go wrong in the warehouse, which makes it worthwhile for it to follow cue. Complying with the demands of lean technique system may enable it to synchronize production and demand for enhanced quality productivity and profitability (Christopher & Towill, 2001). Afterward, it may only produce what the market can accommodate comfortably. Additionally, this would help it identify and manage emerging constraints which has proved difficult to handle in the organization. If Bejamo organization may manage to comply with demands of the lean technique, it may equally be able to benefit from the accompanying work scheduling which is similarly a headache in the organization.
In conclusion, the former traditional method of mass production of goods and services aimed at benefiting from the economies of scale appears quite archaic today. That is because nearly all manufacturing processes in organizations and supply chain systems are mainly skewed towards the lean technique of production and supply chain system. That former concept was prone to wastage and other related weaknesses, which resulted in high costs of doing business that demanded necessary corrective measures. The modern lean technique of conducting operations has helped eliminate several constraints and other related anomalies, which hindered business growth and prosperity because of wastage and associated excessive costs. Besides, it has contributed immensely to value addition to several business enterprises, a fact that makes it reliable among many business-oriented companies.
Bruce, M., Daly, L., & Towers, N. (2004). Lean or agile: a solution for supply chain management in the textiles and clothing industry? International journal of operations & production management, 24(2), 151-170.
Christopher, M., & Towill, D. (2001). An integrated model for the design of agile supply chains. International Journal of Physical Distribution & Logistics Management, 31(4), 235-246.
Dos Santos, R. F., Marins, F. A. S., Alves, J. M., & Moellmann, A. H. (2010). A real application of the theory of constraints to supply chain management in Brazil. Brazilian Journal of Operations & Production Management, 7(2), 81-100.
Luh, P. B., & Hoitomt, D. J. (1993). Scheduling of manufacturing systems using the Lagrangian relaxation technique. IEEE Transactions on Automatic Control, 38(7), 1066-1079.
Ohno, T. (1988). Toyota production system: beyond large-scale production. crc Press. 70-120