Describe each of these systems: lean production and mass productionImportant note: please refer to the given lessons on the photos attached thank you nanagement.Lean production systems are so named because they use much less of certain re-sources than mass production systems use-less space, less inventory, and fewer work-ers-to produce a comparable amount of output. Lean production systems use a highlyskilled work force and flexible equipment. In effect, they incorporate advantages of bothmass production (high volume, low unit cost) and craft production (variety and flexibil-ity). And quality is higher than in mass production.The skilled workers in lean production systems are more involved in maintaining andimproving the system than their mass production counterparts. They are taught to stopproduction if they discover a defect, and to work with other employees to find and correctthe cause of the defect so that it won't recur. This results in an increasing level of qualityover time, and eliminates the need to inspect and rework at the end of the line.Because lean production systems operate with lower amounts of inventory, additionalemphasis is placed on anticipating when problems might occur before they arise, andavoiding those problems through careful planning. Even so, problems still occur at times,and quick resolution is important. Workers participate in both the planning and correctionstages. Technical experts are still used, but more as consultants rather than substitutes forworkers. The focus is on designing a system (products and process) so that workers willbe able to achieve high levels of quality and quantity.Compared to workers in traditional systems, much more is expected of workers in leanproduction systems. They must be able to function in teams, playing active roles in oper-ating and improving the system. Individual creativity is much less important than team mass production System inwhich lower-skilled workersuse specialized machinery toproduce high volumes of stan-dardized goods.interchangeable parts Partsof a product made to such pre-cision that they do not have tobe custom fitted.division of labor Breaking upa production process into smalltasks, so that each worker per-forms a small portion of theoverall job.During the early part of the twentieth century, automobiles were just coming intovogue in the United States. Ford's Model T was such a success that the company had trou-ble keeping up with orders for the cars. In an effort to improve the efficiency of opera-tions, Ford adopted the scientific management principles espoused by Frederick WinslowTaylor. He also introduced the moving assembly line.Among Ford's many contributions was the introduction of mass production to the au-tomotive industry, a system of production in which large volumes of standardized goodsare produced by low-skilled or semiskilled workers using highly specialized, and oftencostly, equipment. Ford was able to do this by taking advantage of a number of importantconcepts. Perhaps the key concept that launched mass production was interchangeableparts, sometimes attributed to Eli Whitney, an American inventor who applied the con-cept to assembling muskets in the late 1700s. The basis for interchangeable parts is tostandardize parts so that any part in a batch of parts would fit any automobile comingdown the assembly line. This meant that parts did not have to be custom fitted, as theywere in craft production. The standardized parts could also be used for replacement parts.The result was a tremendous decrease in assembly time and cost. Ford accomplished thisby standardizing the gauges used to measure parts during production and by using newlydeveloped processes to produce uniform parts.A second concept used by Ford was the division of labor, which Adam Smith wroteabout in The Wealth of Nations (1776). Division of labor means that an operation, such asassembling an automobile, is divided up into a series of many small tasks, and individualworkers are assigned to one of those tasks. Unlike craft production, where each workerwas responsible for doing many tasks, and thus required skill, with division of labor thetasks were so narrow that virtually no skill was required.Together, these concepts enabled Ford to tremendously increase the production rate athis factories using readily available inexpensive labor. Both Taylor and Ford were de-spised by many workers, because they held workers in such low regard, expecting themto perform like robots. This paved the way for the human relations movement.

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Production can be stated as the process of either producing or manufacturing or mining products or…