Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process.

Teamwork cannot be demanded. Everyone involved must discuss and understand what the goal is and what is required of them. Teams should have traits such as goals and objectives, empowerment, trust, authentic participation, innovation, creativity, risk taking and leadership. (Temme and Katzel, 1995)

| “The top 10 features of an effective team are: * clear purpose; * open communication; * constructive conflict; * effective problem-solving and decision making; * defined roles, responsibilities and accountability; * strong relationships; * systems and procedures; * experimentation and creativity; * measurement and self-assessment; * shared leadership.” For a team to be effective, they need to have clear

Description of what key attributes enhance the team’s success and cause them to be differentiated

means by the fourth unit it will take 80% of the time of the second and the eighth unit will take

P: After working together and people looking out for each other the team will get stronger and be more productive as there is high morale

The primary keys to success for the company will be based on the following factors:

As a result of this and the age of the production equipment turn around for orders can be three to four weeks. If the process takes too long a competitor can take away business. Especially if the competitor has a factory that is more up to date with their technology and processes.

Manufacturing operations are crucial to our company. To be successful and satisfy consumers, Jaguar Land Rover must have an efficient line of production. The operations management team is primarily concerned with overseeing, designing, and controlling the process of the business operations in the production of our goods. While we have been prosperous in the past, it is critical that we change our production process from just-in-case manufacturing to just-in-time manufacturing. Not only will implementing this new practice allow us to maintain our success, it will also allow us to surpass it and achieve an entire new level of prosperity.

Example: The average sewing throughput time of a garment dropped from 15 working days to 1 working day by converting sewing department setup from traditional to cellular.

While team dynamics and cohesion play a great role in the success of any team, we believe that external factors (situation, system) can profoundly affect behavior and performance. The importance of creating an environment that supports great people and encourages them to support one another so the whole is far greater than the sum of the parts is undermined by this statement. Even a great team can’t be guaranteed to fix a mediocre idea or come up with good ones every time. The system/environment have a big role in the success of a team.

Once we began our changes, we had to make more assumptions since we realized that we had to be able to divide the first operation into two parts, as the operation time was 100 seconds, greater than the maximum cycle time needed (90seconds) to achieve our goal of 300 computers in a shift.  We also assumed that with an upgrade, we could change the hardware testing software activity time to 50% of the original time. We also assumed we could change the screwing operations to decrease the needed time by changing the action to

Commitment and involvement- the team should be able to understand the goals and should be committed in achieving them

Modular productivity style is an upsurge fad in the automobile industry. The motives behind this approach were to reduce capital investment and minimize the time for the production of automobiles. MCC motives were no different, systems partners invested in the development of factory thus lowering the MCC financial commitment. The suppliers were on the site, the final assembly of cars takes just 4.5 hours. Onsite suppliers provide flexibility, just in time operations and short supply lead-time.

In today 's fast paced environment, manufacturing flexibility is extensively recognized as a critical component to accomplish a competitive advantage in the marketplace. Characterized by increasing product variety and short product life cycles and, it become apparent as a key competing weapon. It reflects the ability of organizations to acknowledge the changes in their customers ' needs, as well as to unanticipated changes develop from competitive pressures. [1]

Speaking of the basic forms of transformation systems, there are five of them including job shop, continuous process, cellular production, flow shop, and project (Meredith & Shafer, 2013). Job shops are industries that offer a wide range of products and services. They can achieve diversity in possible outputs using departments functionally specializing in one or other good. The specialty of this transformation system is that the departments comprise of identical equipment or involve people with nearly the same set of skills, and the process is carried out on a non-stop basis. It also has a peculiar layout that is based on a historically stable output so that it is rarely changed.