Thursday, March 14, 2019

Agile Strategiesf

all(prenominal) companys objective is to make profits. In modulate to achieve this unfathomed goal, turnout has to be streamlined. This will enable companies to incur minimum and doable losses. For them to achieve this, seemingly, companies need to review their payoff strategies. Over years, agile fruit mechanisms have been proposed to be the most efficient.According to Dimancescu (1997), hunt manufacturing refers to a method of producing more than(prenominal) valuable products with fewer resources. He further asserts that there be two approaches to this concept. The first refers to a set of tools that assist in identifying and continuously removing wastes from a manufacturing process. Steady waste removal makes the quality of the end product better.Meanwhile, the date used in producing goods as well as the cost is lowered. The present moment approach focuses on making work flow smooth and and then eliminating inconsistency without the system.The process of heel over manufacturing was initiated by Henry Ford, who excessively initiated the complete process of mathematical product (Warmack, Jones & Roos, 1990). In 1913, he put unneurotic interchangeable segments that had standard work and conveyance in motion. He referred to this as flow achievement.He then put in to a line order fabrication steps in process sequence wherever it deemed possible. He used particular machinery and gauges to bring to abridgeher the different vehicle separate to work the needs of the customer.Warmack et al. (1990) agrees that this was a major step especially because the Ameri open fire market had machines meant for general purpose and were grouped according to the process. In addition, they were more tiresome and generated great volumes of waste before a product could in the end reach the market.However, pack and Daniel (2003) affirm that Fords work lacked variety. This was his major challenge. According to James and Daniel (2003), his Model T was non on ly limited to one color, provided also to one stipulation. This meant that all his models were similar.When the world demanded for different variations of automated machines in the market, otherwise auto manufactures stepped in with different ideas. With time, the market was filled with more convenient designs that were larger and operated double-quick. With each step, the costs and wastes from the same were stretchd.In the early 1930s, Mondem (1988) explains that the Toyota company, not macrocosm satisfied with what the market was offering revisited the earlier principles applied by Ford and invented the Toyota Production System (TPS).Basically, this system changed the focus of engineers in the manufacturing sphere of influence from specific machines and their use to product flow through the manufacturing process.Toyota concluded that that by sizing the machines for the required volume, introducing machines that had the capacity to perform self monitoring for purposes of qual ity, putting the machines in sequence ass the process stipulates, initiating faster set ups so that each machine could create small amounts of various part rime and having each step that is set up notifying the previous step of its authorized material requirements, would lead to obtaining cheaper, wide variety, best quality and faster machines to tack the dynamic customer requirements.In addition, it found out that management of past breeding is mandatory to achieve this as past records could be simpler and accurate (Fujimoto, 1999).Today, the rudiments of die hard manufacturing atomic number 18 taking root and spreading so fast. Every company in the near future will be pressurized to reduce wastes and increase production in order to realize profits and be able to compete favorably. Besides, the world now is changing to green production and companies do not have an option.Leaders argon also beginning to measure the importance of list production, especially in these hard ec onomic times. It is open-and-shut that each leader would desire his company to be economically efficient by lowering costs and enhancing the quality of production.The service industry is also coming on board with all the leaders realizing the importance of incorporating lean principles in its delivery. For example, in the education sector, p bents are overwhelmingly going for acquirement institutions that give the best quality education.Likewise, the health sector is adopting the same principles. some companies prefer low cost labor (Fine, 1998). Elimination of wastes if adopted by such companies will be instrumental in assisting them avoid the impacts of but depending on low cost labor. The answer for this lies in the fundamentals of lean production.With an increase in the demand and delivery manufactured products, it will be mandatory to adopt lean principles in their supply. Besides, Kanigal (1997) argues that the assimilation of lean principles in great deals lifestyles wi ll enable them to be creative, conquer the obstacles and look forward to newborn and advanced production methods in all sectors. The future of lean manufacturing is because promising as most companies are now adopting the trend.Nakajima (1988) defines potty production as a way of producing standardized goods in large amounts and at a low cost per unit. Lean production contrasts to lot production in so many ways. Mass production focuses on narrow and expensive machines that come goods in huge quantities.Its employment of many people to keep the costly machines occupied justifies their high cost of the final products. Lean production on the other hand gives manufacturers a chance to produce fewer products with minimal defects and that address the requirements of the customer (James and Daniel, 2003).For instance, in the production of cars, pot produced cars would be many and virtually identical while lean produced cars would be fewer and to the needs of the customer. They would not then be similar.Products from lean production reach the market earlier than mass produced products. It is because the products are less than those produced through mass. As a result, lean produced products are sold off faster than the mass produced products.This is not only because of the quantities produced, but also because lean produced goods are customized. Individual needs of customers differ and lean production pays special circumspection to this.For example, a car produced through lean production would have every detail a customer really expects unlike to that from mass production where the specific needs of customers are not considered. In the case of catering, mass produced meals contain the same type of ingredients while lean produced varied depending on the needs of the customer.With regard to leading, Warmack et al (1990) argues that in mass production, the command dodging is commonly used while in lean production leadership is mainly participative and consultati ve.For a company to satisfy the demands of their customer, different specialists are employ and consultation and full participation is mandatory in order to get the views of every individual, which have equal chances of being necessary. With mass production, commanding is employed more often as skills are also limited. In addition, run a accepted machine would involve just pressing certain buttons, and then the job rolls on.External relations in lean production are long- term as opposed to mass production where the relations are largely based on the price of the product. It is because in the lean production, manufacturers discover up the needs of the customers and in the process, long term relations sustain (Warmack et al, 1990).For example, in the textile industry, lean production ensures that the customer chooses the design and in the case of any alteration, the customers views are absorbn in to consideration. Then, long term relations develop as the customer will be consul ted on several occasions before the production process ends.According to James and Daniel (2003), the organisational make up in mass production is commonly stratified and highly encourages taking orders and discourages flow of vital information. Those in senior positions commonly give orders and challenging them is not tolerated. Juniors are expected to obediently take orders.This practice is prevalent in large mass manufacturing companies where supervisors have the indebtedness to give orders and not to be challenged in any way. In the lean production, flat structures are employed hence the flow and information communion is highly encouraged.The views of all the stakeholders rather than shareholders are given equal consideration. education sharing is key in designing perfect products and avoiding obstacles that the team skill encounter as they progress.Customer satisfaction in lean production is assured than in mass production because in the former, goods produced have less er defects as their design is customized. In the latter, customer satisfaction is lower as their views are not considered during production (Warmack, et al, 1990). Any product designed to address the specific requirements of the customer will always be more satisfying than those produced to reckon the needs of the market.With regard to engineering, James and Daniel (2003) argue that mass production usually employs the genius models with minimal customer input and respect for the goods provided. Machines are unconquerable and expected to perform accordingly.Specialists are employed and more often, customers are perceived to be poorly informed about the product. Lean manufacturing on the other hand is team based with maximum in put from the customer. all the complaints, praises and recommendations from customers are vital in lean manufactured products.Manufacturing schedules in the mass production are specific, adhered to and very difficult to adjust. Orders from the authorities ar e purely followed without fail. This is unlike in the lean manufacturing where schedules are very flexible and can be adjusted accordingly depending on the demands of customers.For example, if a customer demands that the product ordered be ready within a specified catch of time, this will be strictly followed and other orders would be put on hold (Warmck et al, 1990).Quality assurance in mass production is done through sampling. At certain intervals during as production progresses, products are picked and assessed to determine if they set to the expected standards. However, in lean production, quality is guaranteed from the source and the product being let out to the market usually has very few or no defects.The products are usually thoroughly checked to ensure they meet the customers demands (James and Daniel, 2003).

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