Target Company's Manufacturing Process

Production practices have had an important role in satisfying the dynamic market. Many approaches have being developed in order to respond effectively to specific business requirements. In fact, some areas of management have focused its study on the overseeing, designing, and controlling the process of production in an effort to find the best methodology that ensures the business success and performance. However, complexities arise in this field because many variables such as costs, inventory, scheduling, suppliers, etc have to be considered in any business. Lean approach and the traditional approach are two points of view that aim to address this complexities, and those will be examined in this essay.

People often start using lean production tools without understanding their impacts on the waste reduction. Value stream mapping can be used to recognize the wastes in the system. Value stream is a network of steps from beginning to end that provides the result for the customer. Some activities add value while others do not. All non-value adding activities are wastes. Tools like value stream mapping and 5S need to be linked with waste reduction.

“Lean manufacturing systems produce what customers want, in the quantity they want, when they want it, and with minimum resources. Applying lean concepts in manufacturing typically presents the greatest opportunities for cost reduction and quality improvement” (Jacobs & Chase, 2011, p. 423), Riordan Manufacturing can better position themselves as market leaders.

Chase et al. (2006) state that “lean production is an integrated set of activities designed to achieve high-volume production using minimal inventories of raw materials, work-in-process, and finished goods” (p. 471). The essential components of lean production are surplus elimination, constant work-flow, and consumer appeal. The minute these components are in the neighborhood of supply, quality and cost, this outlines the groundwork for a lean production organization. A Japanese plan of continuous progress named the Kaizen is responsible for the lean production idea. Riordan can adjust the lean production concept by employee empowerment and advancement, staying focused on making processes stronger, impact of consumer relations, rapid merchandise growth and production, and cooperation with suppliers are the imperative strategies of Riordan managing lean. Features of a lean enterprise include a combined single piece continuous workflow and near incorporation of the entire value series from raw material to finished product. In addition, demand drives production rather than predictions. This means that manufacture designing is by consumer demand or appeal and not to become system loading or strict work flows on the company floor. This will help Riordan keep minimal inventories at each step of the production process. It is also important to know that having a working participation by employees involved in

This paper presents a relevant contribution for practitioners and managers to deal with the implementation of lean. It shows that through the effective use of available tools to measure the lean manufacturing implementation of the company. Lean methods are available for them to identify specific problems and opportunities to improve the lean practice implementation.

Under the lean production approaches, a number of factors are essential to the process for

Aldi is a food retailer organization operating since 1913 in the international market including Germany, Australia, and the US. Aldi is an organization that focuses primarily on quality of the products and giving its customers value for money. The case study is the description of how Aldi uses lean approach such as lean thinking, lean production to improve productivity and maximize customer satisfaction. Aldi’s core purpose is ‘provide value and quality to our customers by being fair and efficient in all we do’ by following the Core values. Core values of Aldi are simplicity, consistency and responsibility that goes hand in hand with Lean production concepts.

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

“Lean means creating more value for customers with less” (Krejewski, L., Ritzman, L.P., & Malhotra, M.K., 2013). Implementing this into a project can make the project very successful at a lower rate of cost and time. There are five steps in allowing the lean process to work successfully. This process is easy to remember but not always easy to achieve. Specifying the value from the customer’s point of view of the product that the customer is interested in purchasing is the first step. Identifying all the steps of value for the product the customer wants to purchase and eliminating the steps that are unnecessary is the second step. Creating a sequence of steps that flow in a consistent fashion and will flow smoothly toward the customer is the third step. Introducing the flow of the product that the customer is interested in purchasing and allowing the customer to pull value from the product is the fourth step. The fifth and final step in the lean technique process is “as value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste” (Lean Enterprises Institute, 2015).

 Comparing and contrasting the implementation of Lean Manufacturing in manufacturing and service industries:...................................................Page no.8-9

Mike Rother and John Shook were asked to use their knowledge of Toyota practices to create a simple tool for managers to enable them to see the flow of value. They came up with Value Stream Mapping. This lean tool can help companies optimize their production in such a way that it results in drastic reduction in cost and throughput time and also improved quality.

The concept of Lean Manufacturing was not quickly adopted by the United States manufacturing companies because of the cost incurred by changing the old manufacturing processes; the perceived need did not outweigh the benefits. In the 1970’s and the1980’s manufacturing companies in the United States took a closer look when Japanese and Chinese companies were selling similar products as the United States like cars, trucks, electronics, and toy, but at lower cost to the U.S. consumers. Companies within the United States urgently sought out experts from Japan to understand this new method due to declining revenues and the realization they were being forced out of market share. They learned that the concept of Lean Manufacturing was to change the goals by exposing waste in all areas within the manufacturing process with an increased focus to satisfy

Fawaz A.A, Jayant, R. (2007). “Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study”, International Journal of Producti

This essay is going to analyze a case study based on lean thinking principles and techniques. It is could divide in four significant parts. First, to outline the definitions of Lean manufacturing philosophy and applied the strategies to achieving, next create future state Value Stream Map, Furthermore justification Lean Six Sigma tools and techniques, which would appropriate, and critically discussed the key successful should his idea to the Evenort Company.

For the past few years, almost every manufacturing or service industry has been trying to apply lean. The tools that enable elimination in construction industry are equally important and little has been done to map the application of lean tools from manufacturing to the construction. Value stream mapping as a lean tool for manufacturing is a basic, graphical tool aims to describe production processes and reduce the wastes. In its current state, value stream mapping is not able to implement in construction as successfully as in manufacture due to the fundamental differences between the manufacturing and construction. This paper used the structured literature review as the methodology to help the study to summary the current state of application of the value stream mapping in construction and manufacturing then used the comparative analysis to identify these differences as well as similarities between the manufacturing and