Analysis Of Tinker Air Force Base

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Tinker Air Force Base in conjunction with the 548th Propulsion Maintenance Squadron is embarking on a journey of Lean Production. The jet engine repair business has become one of fierce competition throughout the world and within the United States. Companies today demand quality parts on time and on cost; it is management’s responsibility along with employees of the 548th Propulsion Maintenance Squadron to deliver this demand to the customer, the warfighter. The literature review contains four sections that focus on Lean Production. The literature review sections are: 1. Brief overview of Lean Production 2. The role of management in Lean Production 3. The role of the employee in Lean Production Overview of Lean Production Ptacek et al. (2013) describe lean as a systematic approach for identifying and eliminating waste, engaging employees, while improving process flow. Lean is a continuous improvement initiative, always seeking ways to eliminate waste and subordinate to the constraint. Lean production is not a new concept, Lean roots date back to the early 1900s when Fred Winslow Taylor first sought to reduce cycle times and standardize work through implementation of his craft system. Henry Ford followed Taylor’s system while implementing his own innovative concepts. Ford looked to bring work to the employee, developed interchangeable parts and most famously created the assembly line (Ciarniene & Vienazindiene, 2012). Ford was able reduce cycle times and produce parts in mass quantities, however the employee disliked mass production, the working hours, and quality suffered greatly (Dennis, 2007). Shortly after World War II, Kiichiro Toyoda and engineer Taiichi Ohno created the Toyota Production System, which implemented... ... middle of paper ... ...he “crash and burners” often complain about decisions made by upper level management as well as complain about co-workers not performing to their full potential. While “crash and burners” can be some of the top performers within the organization, they often become exhausted and their production suffers greatly. The last level of employee engagement is “the disengaged” exhibiting low job satisfaction levels and low contribution levels. The disengaged employee feel underutilized throughout the organization, are skeptical about the direction and mission or the organization, and often spread negativity throughout the workplace. Per the study conducted by BlessingWhite (2013), with the United States, gender does not play a significant role in employee engagement levels, however trust in management plays a significant role in the employees’ engagement level.

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