Lean Management

In: Business and Management

Submitted By ralphlauren
Words 713
Pages 3
| Syllabus |
|Course code |LEANM |
|Course name |Lean Management |
|Course version |1 |
|A. The location of the course in the study system |
|Level of education |Under graduate |
|Degree level |Bachelor |
|A form of study |Fulltime |
|Field of study |Management |
|Profile of study |general academic |
|Specialization | - - - |
|Unit administrating course |Faculty of Management |
|Unit implementing course |Faculty of Management…...

Similar Documents

Lean Management

...the goods are received, verifying the delivery takes 2 hrs and move into the in-store stock room takes 45 minutes. Store shelves are replenished each day, with items being pulled from the stock room and placed on display shelves during times when employees are not directly providing service to customers. Estimated time for customer purchase is based on the time to enter, seek, find, select, and transact for the desired item in-store (Guidon Performance Solutions, 2009). The estimated time for customer purchase in the current state is a lead time of 15 minutes prior to the checkout process and 5 minutes to complete the checkout process. The replenishment process is also shown in Fig.1 with utilization of the inventory management system. Inventory data is entered and stored at the following points: receiving, which enters the total items received during the last shipment; storing, which tracks volumes in the stock room for in-store sale and delivery of online purchases; and checkout, with perpetual tracking of outgoing items for both in- store and online purchases. Physical counts of in-store inventory are conducted at one-month periods and are not included in the process time. The data summary table describes the total time for online and in-store movement of items from the retail supplier to the customer. Total lead time is 7 days, including lead time for online orders to process through, lead time for purchase orders to be placed......

Words: 2842 - Pages: 12

A Lean Plan Sustainability Project Management

...A LEAN PLAN Green Acres will identify a Lean Operations Plan and ways to reduce or the wastes produced in our production or project and service development. To be lean: • Identify customers and specify value, recognize that even a small fraction of our efforts and time adds value for the end customer. • Identify the value stream – the entire set of activities through the stages of our Neighborhood Designs project – and create flow by eliminating wastes. The value stream represents the end-to-end process that delivers value to the customer. • Produce only the products that the customer wants. Value depends of customer's desires and is pulled from the provider by the customer. • Pursue perfection – every action and asset adds value for the end customer. There are several potential wastes involved in the areas of production, project and service development. The first is waiting – long intervals between operations – which would cause a loss of time and add costs if a lot of units of the Neighborhood remain vacant. Another is transportation, as it is an additional concern for our processes, incurs cost and adds no value to the operation. Unnecessary Inventory could also affect our operation or performance. The negative impact on agricultural lands of the project, too, will also add a high cost to the project. Finally, we intend to support the reduction of the burning of fossil fuels by reducing the need for automobiles. (cardiff.ac.uk), (Maltzman......

Words: 495 - Pages: 2

Research on Lean Project Management

...Research on Lean Project Management Research on Lean Project Management Summary This report explains theories and assumptions of current project management methods, and compares it to the Lean Production Delivery System (LPDS) by showing advantages and disadvantages of each method. This report also includes how the LPDS is more efficient than other methods by eliminating wastes and save cost and duration. Introduction: Client needs nowadays are getting more stylish due to the continuous new challenges in the environment, economy, technology and society for the necessity of creating or upgrading new projects. Meeting these requirements involves changing old methods in managing projects into new ones which are more essential to meet the needs of the market. Moreover, new concepts have been considered in addition for the time, cost and quality to guaranty the success of a project. Many new concepts could be presented for production management, but the Lean Production Delivery System (LPDS) is one of the most successful practices concerning the development of project management. For this matter, this report will include an investigation and discussion comparing the advantages and disadvantages of current project management methods and Lean Production Delivery Systems (LPDS). Current project management methods, Advantages and......

Words: 283 - Pages: 2

Lean Management

...industries, have automatic machinery which are highly inflexible and have high volume/low variety products. This nature of the textile industry makes implementing lean manufacturing techniques a challenge; hence implementing lean techniques in a textile industry has been taken up as a challenge. We have chosen a combination of value stream mapping (VSM), 5S, kanban, kaizen, poka-yoke, and visual controls to improve the processes. The findings of this study reveal that a thorough analysis of the process, setup, and changeover time (CO), use of colour coding for identification of volume-mix, use of kaizen and quality circles which empower the workforce, are some of the various keys to a successful lean implementation in a textile industry. Keywords:Project manegement; lean manufacturing; agile manufacturing; value stream mapping; VSM; supply chain management. 1 Introduction What Is a Project Manager? SECTION 1: INTRODUCTION TO PROJECT MANAGEMENT Project management is the art of matching a project's goals, tasks, and resources to accomplish a goal as needed. We say "as needed" because one has limited time, money, and resources (human and machinery) with which to accomplish a goal. One can think of a project as a process. Figure 1 shows this process as a simplified block diagram. Figure 1: Simple Project Management System The process involves inputs and outputs. Successful projects "do the right things, with the right tools, and in the right way". SECTION 2:......

Words: 9856 - Pages: 40

Lean Project Management

...BUILDING RESEARCH & INFORMATION (2003) 31(2), 119–133 Lean project management Glenn Ballard1,2 and Gregory A. Howell1 1 Lean Construction Institute, 4536 Fieldbrook Road, Oakland, CA 94619, USA 2 University of California at Berkeley, Berkeley, CA, USA E-mail: gballard@leanconstruction.org Projects are temporary production systems. When those systems are structured to deliver the product while maximizing value and minimizing waste, they are said to be ‘lean’ projects. Lean project management differs from traditional project management not only in the goals it pursues, but also in the structure of its phases, the relationship between phases and the participants in each phase. This paper presents a model of lean project management and contrasts lean and traditional approaches. Four tools or interventions are presented as illustrations of lean concepts in action. Keywords: construction management, Lean Project Delivery System (LPDS), lean project management, project management, value, waste Les projets sont des systemes de production temporaires. Lorsque ces systemes sont organise pour fournir le produit tout ` ` ´s en optimisant la valeur et en minimisant les gaspillages, on dit qu’il s’agit de projets au plus juste. La gestion de ce type de projet differe de celle des projets classiques non seulement au niveau des objectifs vise mais aussi a celui de la ` ´s ` structure des phases, des relations entre les phases et des participants a chaque phase. Cet article......

Words: 7726 - Pages: 31

Lean Management Aramark

...and “Lean” Food Service for Olympic Champions CASE ANALYSIS (CHAPTER 12) Submitted by: Al Gerome Bondoc Submitted to: Sir Edward Lacson A.ViewPoint Laura a new graduate from Cornell University School of Hotel Administration was recently offered a new entry-level position as an operations analyst at Aramark. B.Significant Case Facts * Laura a new graduate from Cornell University’s School of Hotel Administration was recently offered as an operation analyst for ARAMARK. * According to Fortune Magazine, ARAMARK is the leader in professional services, providing award winning food services, facilities Management, and uniform and career apparel to health care institution, universities and school districts, stadiums and arenas, and businesses around the world. * Laura was excited because she was going to Beijing during 2008 Olympics to work for ARAMARK food services. * ARAMARK served over 340,000 motor fans who attended one of the biggest event in Spain. * More than 1100 ARAMARK employees served attendees more than 9,000 fruit dishes, 120,000 sandwiches, 40,000 hot dogs, and 40,000 cups of coffee during the three-day event. * ARAMARK team would be responsible for serving 3.5 million meals during the event (or 10,000 people per hour). * ARAMARK biggest challenge would be to ensure to feed almost 65,00 he athletes, coaches, officials and members of media throughout the Olympics. C. Problem How can Laura apply the concept of Lean......

Words: 428 - Pages: 2

Quality Management and Lean Systems

...Quality Management and Lean Systems In Quality Management there are five concepts. The third is Six Sigma which is a route for the development and allocation of close to perfect products. It is a level of how much a process differs from exactness (Russell & Taylor, 2013). The goal for Six Sigma is equal to or less than 3.4 defects (anything outside of a customer’s specifications) per million opportunities (Russell & Taylor, 2013). Six Sigma has two sub-methodologies (practices, procedures and rules) DMAIC (define, measure, analyze, improve, control) which is a system for improvement of existing processes which fall below standards and looks for improvement, and DMADV (define, measure, analyze, design, verify) which is used to develop new products or procedures at the most highest quality levels (Russell & Taylor, 2013). Both of these processes are achieved by project team members (green belts) and project leaders (black belts) and overseen by supervisors (mater black belts). In Lean Systems there are five concepts. The fifth is Poka-yoke, in short it is the prevention of defects from occurring, also known as “fool-proofing” (Russell & Taylor, 2015, Chap. 16). Poka-yokes create correct conditions prior to executing step, preventing defects from happening in the first place. Any item, action, or worker involved in production can have a defect causing failure of a product, so it is vital to reach a defect free zone. There are two methods for prevention based poka-yokes...

Words: 522 - Pages: 3

Lean Management in Automobile Industry

...Lean Management In Automobile Industry Lean Management In Automobile Industry Arvinder Singh, Bargavi Poloju, Inderpreet Kaur, Inderjeet Kaur, Jaskaran Singh Gill Eastern Institute of Technology September 10, 2015 Abstract Lean and six sigma are widely known business improvement processes for industries /organisations these days for achieving drastic results, which are majorly cost cutting, quality maintenance and time management by specializing in processes to boost performance. Nowadays, There are some industries that are even integrating lean and six sigma into a more cohesive strategy i.e., lean sigma in order to establish even more powerful and effective process which focuses at eliminating wasteful activities and retaining most of the strengths of each activity. Lean Sigma aims to combine waste eliminating strategies of Lean Thinking with variability reducing techniques of six sigma to promote growth and increase revenue from the bottom line of organisations(M. Kumara). Lean management is outlined as a consistent and a methodical approach to determining and eliminating waste through continuous improvement, flowing the merchandise at the pull of the client in pursuit of perfection. The idea of lean management was developed for maximizing the resource utilization through reduction of waste, and eventually lean was developed in response to the unsteady and ever-competitive business organisations. For organisations to face major challenges and competition can......

Words: 4468 - Pages: 18

Case Study on Lean Management

...Chapter 16 The following case study examines an inquiry about lean training from a production manager to a professor. Although the case is short, the responses from both parties imply hidden concerns about lean management and philosophies. It is important to note that numerical data is not present and the analytics of this case is based of behavioral and philosophical indications from the involved parties. The backbone of this paper is to acknowledge the barriers of lean management benefits and implementation. It will consist of a brief introduction on lean philosophy, dissection of the case study, an overview of lean management results, and recommendations for the case situation. Just like a manufacturing plant, lean philosophy is transformative approach to a systematic operation. The general idea is to produce more with less. Rarely has there been an entity that progresses without producing waste. A car, for example, uses gasoline to create combustions within an engine to accelerate the car forward. In doing so it produces emissions from the consumed gasoline. Humans need to eat for functionality. Through the digestive and metabolic systems, food is broken down and the body takes carbohydrates and proteins for energy and then discards what can't be used. Trees, cells, and businesses all have a system that transforms inputs into outputs. All of these systems produce some form of waste. The idea behind lean philosophy is to analyze the systems process and improve waste......

Words: 1582 - Pages: 7

Lean Management

...THE ROLE OF LEAN MANUFACTURING AND LEAN TECHNIQUES IN THE SUCCESS OF AN ORGANIZATION ACKNOWLEDGEMENT Requirements of this project were rather stringent as sufficient knowledge of the topic was not enough. It was also necessary to have abundance of devotion and willpower together with an ability and willingness to perform hard labour for successful completion of this project. It would be unfair on my part not to acknowledge the contribution of all those who had encouraged me all through and kept my spirits from flagging and that include my parents, friends and well wishers. These people, though not directly involved with the project, did most certainly provide the ambience that was sorely needed while undertaking such a strenuous task. I feel extremely fortunate that I had Mr/Ms Xxxx as my project leader and cannot thank him/her more for the unstinted encouragement I had received throughout this period. If his/her suggestions that resulted in necessary and timely course corrections were not there, I doubt very much whether this project would have at all seen the light of the day, let alone being successfully completed within the deadline. ABSTRACT The word that is most significant in Lean Manufacturing process is ‘lean’ which literally means a body or a system that does not have any unnecessary or avoidable flab or float. Such flab or float exists in manufacturing systems and are manifested through unnecessary or nil value movements or costs that do not add to the......

Words: 22914 - Pages: 92

Lean Management

...Lean is a logical approach to minimize gap between customer’s expectation and actual outcome at the best speed with the lowest cost. Lean.org defines Lean by a succinct definition “Lean is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources”.1 LEAN addresses new reality: 1 What is Lean? Ref: http://www.lean.org/WhatsLean/ The advent of Lean can be traced to after World War II, when Kiichiro Toyoda and other from the Japanese car manufacturer, Toyota, studied Henry Ford’s car manufacturing Production process to develop its own efficient Toyota Production System, using processes that maximized the value for the customer with lesser resources. Ford was the pioneer in bringing together an entire production process in what he termed Flow production. He was able to revolutionize sequential development, in the form of the moving assembly line systems, use standardized parts, develop fabricated components in the manufacturing process which could be assembled to the vehicle in a matter of minutes, to produce Model T vehicles of one variety only. Using what eventually came to be known as principles of Lean production, Toyota and especially its senior executive Taiichi Ohno was able to dramatically produce automobiles at one third the number of engineering hours, in half the amount of time, with higher quality and lesser cost, than the American and European car manufacturers. When Jim......

Words: 1010 - Pages: 5

Lean Management

...Lean Management In operations, there are several different services that are involved with a company and the way it operates. The operations of a company’s products comes down to the tangibility of its output, production on demand or for inventory, customer-specific production, labor-intensive or automated operations, and the need for a physical production location. However, when developing the products, a company could lose much more money than it gains. This is due to redundancy, waste, and being unorganized. Due to the possibility of losing more money and the possibility of actually saving and making more money, many companies have implemented lean management. Lean management is “an approach to running an organization that supports the concept of continuous improvement, a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality” (Rouse). Simply put, lean management is to use minimal resources that are able to produce high quality goods and/or services. Being lean is a company’s ultimate goal. There is a balanced, smooth, and fast paste flow that matches the supply of the customer demand. Through lean management, the company is able to eliminate redundancy, eliminate waste, and make the system much more flexible. The number one benefit of lean management is that the company will make and save much more profit. The history of lean manage goes as far back as the 18th Century when Eli...

Words: 1024 - Pages: 5

Research on Lean Project Management

...Research on Lean Project Management Summary This report explains theories and assumptions of current project management methods, and compares it to the Lean Production Delivery System (LPDS) by showing advantages and disadvantages of each method. This report also includes how the LPDS is more efficient than other methods by eliminating wastes and save cost and duration. Introduction: Client needs nowadays are getting more stylish due to the continuous new challenges in the environment, economy, technology and society for the necessity of creating or upgrading new projects. Meeting these requirements involves changing old methods in managing projects into new ones which are more essential to meet the needs of the market. Moreover, new concepts have been considered in addition for the time, cost and quality to guaranty the success of a project. Many new concepts could be presented for production management, but the Lean Production Delivery System (LPDS) is one of the most successful practices concerning the development of project management. For this matter, this report will include an investigation and discussion comparing the advantages and disadvantages of current project management methods and Lean Production Delivery Systems (LPDS). Current project management methods, Advantages and Disadvantages: As described in the text, ―Project Management is the application of knowledge,......

Words: 2428 - Pages: 10

Lean Supply Management

...all levels of the organization. To rally all levels of the organization around the new direction, the shared vision must be flowed from level to level. This can be most effectively done through a process called catchball, which is discussed in the following section. [5]Henry Mintzberg, The Rise and Fall of Strategic Planning (New York: Free Press, Macmillan, 1994), p. 209-210 [6]Robert Kaplin & David Norton, "The Balanced Scorecard-Measures that Drive Performance," Harvard Business Review, January-February 1992, pp. 72. Author's note: Since the 1992 HBR article, Kaplan & Norton have expanded balanced scorecard theory to a management system (Harvard Business Review January-February 1996 which is essentially the adoption of management by planning (hoshin) practices. [7]Jeffrey Wincel, "A Practitioners View of Strategic Procurement," Supply Chain Management Review. (Summer 1998), p. 63, exhibit 4....

Words: 481 - Pages: 2

Lean Management

...There is considerable interest to apply the principles of Lean Manufacturing in the Service Industry – sometimes called Lean Services. The motivation comes from the fact that the Toyota Production System – also known as Lean Manufacturing – has been very successful in transforming manufacturing. The popular thought is that those same lean principles that has transformed manufacturing could do the same for services. I have applied the principles of Lean Manufacturing in both services and manufacturing and I’ve learned the subtle difference in both contexts and also how one might apply lean to one versus the other. What is unwise is the blind copying of the tools of lean manufacturing, thinking that they will work in services. The fact is that manufacturing and services are very different. Let me attempt to highlight how a service business is different from a manufacturing business. Service Business Manufacturing Business simultaneous production and consumption (co-creation between producer and consumer) consumption and production at different stages many critical aspects are intangible many critical aspects are tangible concept of inventory may not be material, but can be virtual such as requests and, in healthcare, patients waiting for service can be considered a type of inventory usually has inventory and buffers considerable variability in service delivery some variation open universe in variety of service cases closed set in variety in product......

Words: 284 - Pages: 2