Components Of A Successful Manufacturing System

Mankind’s interrelation with manufacturing systems has a long history. Nowadays we see manufacturing systems and their applications as systems in which goods are produced and delivered to the suitable places where we can obtain them. We are conscious of the fact that everything we consume or obtain is produced at some facilities. We are also aware of the fact that many components involve at these processes such as laborers, capital, and machines. Nevertheless, majority of people might not realize how these processes have developed all along this time and changed our daily lives surprisingly. Manufacturing, as a crucial part of the industry, has always had overwhelming impacts on our life habits, societal

Riordan Manufacturing is an industry leader in the field of plastic injection molding that has earned them international acclaim. (Apollo Group, Inc., 2004,). The mission that Riordan Manufacturing has embarked on will lead the company into the 21st century with a sound footing in the plastics manufacturing industry. In order for Riordan Manufacturing to be able to meet its customer 's needs and expectations, there needs to be systems in place that not only focuses on the quality but also the management of the manufacturing

In the book, The Toyota Way, Jeffery Liker provides an in-depth account of, not only the tools and methods of Toyota’s Production System, but also a broader explanation of the principles at work in the Toyota culture. This philosophy of manufacturing can be summarized through two important pillars: “Continuous Improvement” and “Respect for People.” These pillars help define Toyota’s approach to doing business, were the focus is on continuous learning and embracing change. By incorporating this ideology and its 14 principles into its manufacturing operations, Toyota has become the greatest manufacturer in the world. In this essay, I will provide a synopsis of Toyota’s 14 principles and also offer my own account of lean manufacturing at CNH Industrial.

These principals include; elimination of waste, continuous improvement, respect for humanity, leveled production, just in time production, quality built in among other principles.

Lean Manufacturing system pursues optimum streamlining throughout the entire system by the elimination of waste (non-value added/ waste) and aims to build quality into the process while recognizing the importance of cost reduction.

Lean production is known as lean where the aim is to remove waste, which is known as Muda a Japanese word which means waste, where the first company to use lean was Toyota. The company caught the “world attention in 1980” (Liker, 2004) as cars where lasting longer than American cars and Toyotas finical turnover was increased as well its shares increased by 24% when the market was crashing. Toyota production system (TPS) and lean production are similar as the aim is to remove waste and make the best quality product aswel to make the product the most valuable as this will make the production line will only have adding cost to the product none adding value. There is three types of waste the first waste is Mura a waste caused due to variation between products which can cause delay and further costing. The second waste is Muri which is cause by overworking employers to the maximum to the point where they

Lean is defines the manufacturing philosophy that reduces the time between the shipping and customer demand, which based on the systematic method by eliminating waste, that means giving the customer what they want when they want it, and don 't waste whatever. Rahmana, Sharif and Esa (2013) suggested lean production is mentioned to improve the company 's performance from the philosophy in reducing waste in order. That means, lean system destination is the decrease cost by removing the non-value activities, which they are applying a category of tools and techniques for checking and eliminating defective in the production process. In the Evenort Company should emulate the five overriding principles of lean thinking in terms of implementing lean that there is guarantee the company has been driving correctly in the lean manufacturing (Cardiff 2015) as can show in table 1.

Lean manufacturing is a continuous improvement practice that focuses on waste reduction. Waste in its simplest form is anything that is excessive and consumes resources. It can also be referred to as non-value-added activities that do not add value to the end product (Rizzo, 2008, 58). Sustainability on the other hand recognizes a print company’s capability to satisfy the 3 dimensions: people, profit and environment (Wirtenberg, 2013). These three dimensions are referred to as the triple bottom line (TBL). Even when a business is making a profit, anything that does not create value for customers, fulfill employees’ needs, and benefit the environment is wasteful and must be restructured to eliminate non-value-added activities (Wandiga, 2013).This is the philosophy of lean manufacturing; a beneficial concept that can help reduce the amount of wasted resources in a company and contribute to its sustainability.

Lean production is widely understood to be production based upon a range of waste saving measures inspired by Japanese manufacturing companies, particularly the Kaizen and Just in time techniques. Metov’s plastics have taken the decision upon themselves to incorporate some of the characteristics of lean production namely time management and critical path analysis into their manufacturing process and I will examine these.

Remanufacturing has a low profile in world economics and is inadequately understood because of its relative freshness in research terms. However, environmental and competitive pressures are shifting the global and business environment and this is attracting interest in the practice. Balancing economic and social development with environmental protection is a key challenge in securing long-standing sustainability. Emerging sustainable approaches to manufacture is a critical global apprehension. Key measures towards this include active design for environment, for example by improving remanufacturing efficiency and effectiveness. Companies must design products for durability and ease of recovery of their materials at end of life, and must consider the business prospective of processing used products to harness the enduring value in their components.

The actual market competition requires companies increasing quality and reducing cost by reducing any type of waste. The Toyota System production is based on two pillars: increase efficiency and reduce waste since the beginning of the process by developing details plan and activities focusing on long term results. Despite the fact of the simplicity definition of lead thinking, in practice developing lean thinking techniques is a challenging activity for companies especially in these competitive markets that requires quality, speed and customize products (Marutschke, 2012).

At the current situation, Lean Manufacturing has turned into an overall marvel. It is entirely effective in drawing the consideration of organizations of all sizes. An extensive number of organizations are taking after Lean advancements and encountering unlimited upgrades in quality, production, customer service etc. According to lean principles, any use of resources that does not deliver consumer value is a target for change or elimination. It also refers to the elimination of non-value adding/wastes. This Lean approach has mainly been applied in manufacturing, notably in Toyota, and the Toyota Production System, from where Lean originates in the early 1960’s but not to a complete extent. However, lean has also been widely applied in non-manufacturing areas. ‘Lean Management’, or rather ‘Lean production’ is considered to be a smart approach on a system of measures and methodologies. Considering the aspects on a whole, the potential to bring the concept of Lean in various fields of activity like product development, supply chain,

Using Nissan, the Japanese car manufacturers, as an ideal example of how a business can adopt different techniques in an attempt to improve the efficiency of the entire manufacturing process. The company in its entirety looks to improve this day-by-day, with the business tasking themselves with the reduction of waste both

When someone who has had some contact with Lean Manufacturing talks about waste they are often talking about Muda, or the seven wastes (or 8+ wastes depending on your definitions), but they often forget the other wastes defined within the Toyota Production System; Mura and Muri.

Until the industrial revolution in the mid 18th century, most goods were custom made. Industrialisation brought about a fundamental shift from cottage industry production to large scale manufacturing. Simultaneously, industrial activity underwent extensive mechanisation. As explained by Ho, ‘craftsmen were diminishing and being replaced by mass production and repetitive work practices.’ The aim with the new industrial era was to produce large numbers of the same product which required processes to be put in place to control quality as it could not be