In the real world, every company faces several problems. The perfect situation in business never exists. Being aware of that is always beneficial. However, nowadays many companies have undefined problems which unsolved can cause loss of money or reputation. Without seeing the problem, it is impossible to define it and find its roots. According to Kaizen26, problem is a positive aspect of prospering, as it forces the change and improvement. Generally, Kaizen is a philosophy that focuses upon continuous improvement of processes in manufacturing, engineering, and business management. It helps to improve and standardize activities, and eliminate waste.
If one has a clearly defined problem (1) and its causes (2), one can state the clear goal (3), which is essential when dealing with a project. Only having the aim makes it possible to see if everything is going in the right direction. Additionally, it helps in determining and choosing the way of action.
At the beginning of the project, the problem was not given. The only information was a kind of the company, in which the project would be held, and the main area of its operation. Thus, first undertaken action was finding out about the RFQ process, prototyping and general work in the manufacturing company (the result of this research is shown in chapter 6. “Theoretical background”). Step by step more topics and ideas, which needed to be investigated, were discovered. This stage of the project was extremely useful, as it broadened the general perception of the project. However, it was the first visit in Faurecia, which helped to define the problem precisely. In Grójec it was possible to see how the prototype shop works, and to ask many meaningful questions to the employees concerning the...
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...f prototyping, which are not often seen (if ever) at the regular production plant. That is why engineers doing Feasibility Study have to be very flexible and, at the same time, very efficient and well organized. Quick response to customer is very important as time (together with good quality and reasonable price) is the factor which plays huge role for the client and is really appreciated.
For each new RFQ received, prototype shop must start a kind of new, small production line. Planning it, as well as predicting all the costs connected with it, is extremely hard and includes high time pressure. The necessary steps before putting together the Final Offer are: Feasibility Study, Technical Analysis and Cost Calculation. To do that, engineers from Feasibility Study Team, people from Cost Evaluation Team and suppliers need to work together and communicate efficiently.
Therefore, creating goals helps establish what direction I am trying to go in, and also allows me to figure out how to solve a problem. Another example is if I fail a test, I will try to examine the errors within my work; however, I will then create a goal for myself to make sure I do better on the test the next time. Finding the errors and creating goals to fix the errors makes me an independent learner. I am taking the charge that I want to do better; therefore, I am going to create a goal that helps me succeed. By fixing the errors, I then challenge myself, inside and outside the classroom.
objectives vital to the successful completion of the project (history would prove otherwise). In addition,
Continuous improvement (CI) refers to a philosophy consisting of improvement activities that increase successes and reduce failures in a production process (Bhuiyan & Baghel 2005, p. 761). It involves activities and processes that focus on continuous and incremental innovation (Bessant et al., 1994, p.17). CI is a new approach that enhances productivity, performance, and achieves competitive advantage needed in the highly competitive industries. It may also serve as a complementary approach to other quality improvement initiatives such as total quality management (TQM) (Pike, Barnes, & Barnes 1995, p. 23; Larson 2003; Lassen, Gertsen, & Riis 2006; Oakland 2007, p. 227). The purpose of this research is to explore the application of production systems engineering methods in the CI at manufacturing plants.
The term "lean manufacturing" or "lean production" was first used by Womack et al. (1990) in their book The Machine that Changed the World.
...n you desire, taking an encompassing goal and breaking it down to smaller specific goals allows you to create a defined map that will promote your progress, one small step at a time, until your dreams have been achieved.
“Quality of lean systems is based on kaizen, the Japanese term for “change for the good of all” or continuous improvement” (Russell & Taylor, 2013, pg. 737). Continuous improvement involves “every employee at every level” (Russell & Taylor, 2013, pg. 737). It is the process of employees identify “quality problems, halt operations when necessary, generate ideas form improvement, analyze processes, perform different functions, and adjust their working routines” (Russell & Taylor, 2013, pg. 737). “The idea focuses on improving processes and products while using employee creativity to help define the way procedures and systems can be improved” (Wagner, N., 2015). The kaizen approach encourages an organization to achieve better operational excellence and improve their productivity. The key component to achieve a successful kaizen “is finding the root cause of a problem and eliminating it so the problem does not reoccur” (Russell & Taylor, 2013, pg. 738). One of the techniques for achieving the root cause of a problem is asking the “5 Why’s”: “repeatedly asking “why?” until a root cause is identified” (Russell & Taylor, 2013, pg. 738). Kaizen is that big results from many small changes accumulated over time. This does not mean that kaizen means small changes. What is does mean, is that everyone involved is making improvement for a more streamline process. Kaizen is part of the quality of source that involve; visual control,
Let’s start from the very beginning. Lean manufacturing is a business model that incorporates a variety of methods that focuses on eliminating non-value added processes while producing quality products on time every time at a low cost with greater efficiency. A few of those methodologies, for example, are kaizen, just-in-time manufacturing, process improvement, and continuous improvement. Now there are many how; however, history needs to be disgusted first so that a better understanding can be achieved.
The most important issues to bring to the negotiation table are the time period in which the plant will is available to use, the determination of the current workforce, and the patent of Petrochek that accompanies to the plant. Among these issues, the time is significant because we incur a loss of profit of $1 million every month for waiting the plant to be available. In preparing for this role play, we had analysed the situation of ourselves, assessed the counterpart and developed a set of strategies to deal with this negotiation.
A continues Improvement is a necessary action in order to achieve greatness. The continuing improvement will be achieved by “ Everyday, Everybody, Everywhere Improvement” - Masahi Imai, Kaizen. As the founder of Kaizen (where Kai means Change and Zen means For the better) he believes that as we thought of “ Everyday is a challenge to be better than yesterday” or continuously, a drastic advantages will be achieved rapidly. Kaizen works like a waterfall, from the top to the bottom. The flow of Kaizen should be implemented first by the highest authority or as if in a company is their C.E.O, goes down to the managers, and then to all employees, ended up in the beautiful lake which is the results of everyone’s hard works. This is the beauty of Kaizen “ Every day is a challenge and it starts from today”- Masahi Imai, Kaizen. If changes are needed, then it should be
Implementation of the project will not be an overnight thing, as we need the machinery to be put in place and set up for our use. We may not have the capability to set this machinery up ourselves. Funding, as frequently mentioned, is necessary in order to pay the company we choose to purchase the machinery and have it implemented. Funding may also be needed to cover the training of staff members.
Focus shall be on utilizing pre-production tools while developing the prototypes. Actual material, wherever possible, shall be used in the development of prototypes rather than having substituted parts. Make the prototypes as closer as possible to actual outputs.
Setting goals and priorities are an important part of any successful plan. By setting goals you are making a statement about what you wish to accomplish. Goals provide you with focus and motivation. You are more likely to get things done when you set goals for yourself. Priorities are the key to helping you to meet those goals. Priories help you to determine what tasks need to be done and when. Setting priorities keeps you on track and on time.
“The Goal” is a book written by Eliyahu M. Goldratt and Jeff Cox in 1984. The book is very famous in the management field. In 2004, the author published the third revision of it and celebrated selling over than three million copied of it around the world. Also, the goal book is taught in over than 120 collages. The book was recommended by my professor to be read and summarize as an extra credit.
Lean production is an approach to production developed in Japan. Toyota, the Japanese car manufacturer was the company that invented lean production. The whole aim of lean production is to reduce the quantity of resources used up in production. By doing this, lean production uses less of - factory space, materials, stocks, suppliers, labour, capital and time. Lean production reduces costs, increases efficiency and output and improves motivation. Lean production involves using a range of practices designed to reduce waste and improve productivity and quality.
Improvement in the quality is a continuous process; by discontinuing the continuity will shatter the business competitiveness in the market. Generally, six sigma, lean and Kaizen are being used for continuous improvement by the companies. But in case of manufacturing companies, they need to be more calculative and carful in the continuous improvement is essential but the company should be cautious in not investing in destructive research. It is not possible for implementing the TQM in all process (Ashkenas, 2013).