Autoliv

Autoliv
Business Brief Abstract This business brief will discuss Autoliv, a Fortune 500 company who
manufactures automotive safety components (Krajewski, Ritzman, Malhotra, 2013). Autoliv has
over 80 plants in more than 32 countries, all of which run on a lean manufacturing system, which is
referred to as "Autoliv Production System (APS) (Krajewski, Ritzman, Malhotra, 2013). Toyota
pioneered the principles that the APS is based on (Krajewski, Ritzman, Malhotra, 2013). Another A
lean system allows businesses to improve operations, by getting rid of the "unwanted waste", such
as overproduction, transportation, waiting, motion, inventory, defects, etc (Krajewski, Ritzman,
Malhotra, 2013). The four main items that will be discussed regarding ... Show more content on
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Some of the visual aids that Autoliv uses are as follows: Blue communication wall, which consists
of company goals related to customer satisfaction, shareholder/financial performance, and safety
and quality (Krajewski, Ritzman, Malhotra, 2013). Each cell that the employees work in have a
banner that shows how well the cell is doing for the month (Krajewski, Ritzman, Malhotra, 2013).
There are heijunka cards in each cell and a "rail" is in place to help manage the workload. The "rail"
is color coded and each employee knows what each color represents, which helps keep them on task
(Krajewski, Ritzman, Malhotra, 2013). In short, the visual aids can help simplify the role of what is
expected in each cell by every employee. A quick glance can give an employee an idea of how well
they are doing currently, compared to the month. Just In Time Considerations (JIT) The Just In Time
Philosophy (JIT) is simply to eliminate waste, by cutting excess capacity or inventory and removing
any activities that do not create value (Krajewski, Ritzman, Malhotra, 2013). As mentioned in the
introduction, there are certain items that need to be gotten under control in order to run a neat, lean
system. The goals of a lean system are to eliminate eight types of waste (overproduction,
inappropriate processing,
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History, Uses, And Alternative Methods Of Kanban
Kanban in Japanese means "visual signal" or "card" according to LearnIt.com. The following
document discusses the history, uses, and alternative methods of Kanban. The term Kanban
originally was coined as a phrase to describe process work flows in the 1940s at a Toyota factory.
Kanban uses have now expanded beyond manufacturing and into project management. Alternative
methods that might use Kanban are waterfall, scrum, and eXtreme programming. There are a lot of
best practices to follow in Kanban such as being flexible to incremental changes throughout the
project and encouraging leadership at all management levels. It is also important visualize the
workflow and then to manage it. This will help for everyone to understand the logic and make the
flows consistent. Kanban can be really beneficial to Project Management because it allows everyone
to see the progress of all the phases of the project and how their part plays into the big picture. This
process also allows flexibility with its ability to make additional tasks and changes continuously.
There are also some downsides to Kanban in project management. When projects have too many
specialized workflows for tasks it makes it hard to have consistent workflows, and Kanban doesn't
always account for two or more people working on a task. Kanban can be a valuable tool for Project
Management and other Just–In–Time processes. The Kanban method is really useful for visualizing
the process flows for which each task must go

Analysis Of Lean Mfd, By W Edwards Deming And The Deming...
6. PDCA
One of the most important tool in Lean mfd. is the PDCA (Plan–Do–Check–Act Cycle).
This is often termed as the Deming Cycle or the Deming Wheel after its founder,
W Edwards Deming.
Deming was one of the creators of the quality management approach that is followed by many
present industries.
He also introduced the manufacturing world to statistical process control techniques which was very
effectively used by the Japanese at that time, who used them with great success.
According to him if the production processes are defined clearly, the quality of the finished product
will increase considerably.
And therefore, the PDCA Cycle was an approach built to change the problem–solving way followed
by the industries, was very much ... Show more content on Helpwriting.net ...
 Initialize a small–scale project based on the nature of your problem
Our section on Practical Creativity includes several tools that can help you generate ideas and
solutions. Our section on Decision Making includes a number of tools that will help you to choose
in a scientific and dispassionate way between the various potential solutions you generate.
Step 3: Check In this phase, the effectiveness of the pilot solution is measured, and information is
recorded. This information is then used to make the solution even better.
Depending on the success of the solution and the number of areas for improvement found, one may
decide how many times the "Do" and "Check" phases should be repeated, to find more effective
solution.
Once a satisfied solution is found that will outweigh the cost of benefits achieved by repeating the
Do and Check phases any more. We can finally move on to the final phase.
Step 4: Act
Now once you found an appropriate solution, its time implement the same.
However, the use of the PDCA Cycle doesn 't stop here.
If an organisation is using PDCA cycle as tool for continuous improvement, it can move to Phase 1
'Plan' to follow their goal of Continuous Improvement.

7.Kanban
A Kanban also termed as "pull" production system practices simple, visual signals to regulate the
motion of materials between work stations, as well as the manufacturing of new products to refill
those which are sent to the next work station.
A

Inventory And Inventory Control System
INTRODUCTION:
The more inventory a company has... the less likely they will have what they need. –Taichi Ohno
What is Inventory?
Inventory is considered to be the raw materials, work–in–process goods or completely finished
goods that are a portion of a business 's assets that are ready for use or will be ready for sale to
customers.
Possessing huge amount of inventory for longer period of time is not considered to be usually good
for a business because of inventory storage, obsolescence and spoilage costs. On the other hand, we
also need to consider that possessing too little inventory isn 't good either, because the business runs
the risk of losing out on potential sales and potential market shares. (1)
In any organization, Inventory Management is a very important concept that is been followed and
there is a dedicated team that looks after the planning, scheduling and flow of inventory. Typically
there are two standard inventory control systems that are followed within organizations for effective
Inventory Management:
Push System: The main ideology of push inventory control systems is forecasting inventory needs to
satisfy customer demands. Here, companies should make a prediction as to which product the
customers would purchase and also determine the quantity of products that will be purchased.
Everything in a push system is decided on basis of a prediction and forecasting and that is the major
flaw in the system. These forecasts are often inaccurate as well as

Jit And Its Effect On The Manufacturing Industry
In this essay the method of production, Just–In–Time (JIT), will be examined. The historical
background of JIT and its impact on the manufacturing industry will also be discussed. An important
highlight of this paper will be the discussion of push versus pull and how it relates to JIT. Lean
manufacturing and its relation to JIT will also be addressed. Finally, the relationship between JIT
and a Kanban manufacturing system will be highlighted. Information from scholarly research will
be utilized to determine whether JIT can be implemented without Kanban. The essay will conclude
with the current status of JIT and its future relevance in the manufacturing industry.
Background of Just–In–Time The mission of JIT is to create and deliver goods just in time to be sold
(Daniel et al., 2009). This method includes sub–assemblies just in time to be assembled into finished
goods, fabricated parts just in time to go into subassemblies, and purchased materials just in time to
be transformed into fabricated parts (Schonberger, 1982). This technique was designed to achieve
maximum levels of efficiency and quality production. Before the technique became popular in
Western industrialized countries, the Japanese industry used JIT successfully. Taiichi Ohno, credited
with creating the JIT system, applied the technique at Toyota in an effort to handle smaller batch
sizes and offer a wider variety of car parts that could be used for assemblies (Radziwill, 2010). Prior
to JIT, Western

Value Stream Analysis: The Objectives Of Value Stream...
 Value is added any time we physically change our product towards what the customer is buying.
 A Value Stream is all the actions, value creating and non–value creating required to bring a
product from order to delivery.  Value Stream Analysis (VSA) is a clear evaluation of where value
is added and where non–value (waste) accumulates in a process.  The Objective of Value Stream
Analysis are: 1. To prosper a value statement that is the 'voice of customer' and serves as 'moral
sense' of future work. 2. To make a clear picture of the current state of the flow of information and
resources. 3. To recognize waste in the system. 4. To recognize the gabs between the current and
future state, set priorities and create high level action plan.  Why it is used? It is used to identify
improvement areas for process ... Show more content on Helpwriting.net ...
This method is prepared to identify internal strengths and weaknesses. It can be used inside the firm
or along its wider supply and distribution chain, but the basic is the same. In general, the goal is
giving the customers what they need and providing customer value. The dispute is to identify any
and every place where value is not being added. 1. Analysis quickly concentrates on where change is
needed and throws up opportunities for change. 2. The firm consists of order of activities, each of
which is planned to add some value to the product or services as it moves through. 3. Ultimately, it
finds its way to the customer.  The methods of conduct Value Stream Analysis (VSA): 1. Define
what the customer value. 2. Prior to make a plan of the value stream, be well–prepared by outlining
any current state process flow maps and metrics. 3. The entire team should be covered in mapping
the values stream and the result should represent the team's way to improvement. 4. Once you have
made a plan of the value stream, work with the team to explore for accuracy and areas of
opportunity by outlining the process, lessons learned and problems

Elimination Of Waste And A Supply Chain Context
Elimination of waste in a supply chain context
Amy Newell
212043
EMBA 704
Dr Charles Thornton
Introduction
Various definitions of the term 'Supply Chain' exist and with differing Interpretations and
understanding. As stated in Horch (2009), many regard the supply chain as combination of inbound
materials, manufacturing finished products, inventories and distribution. Pioneering work which led
to the creation of Lean originated In the 1970s when Toyota Motor Company completed a
productive system with a distinct competitive advantage known as the 'Toyota Production System'
(Leseure, 2010). Lean Production involves a disciplined approach to manufacturing (Waller, 2003).
A core concept of lean philosophy is waste elimination. ReVelle (2001) defines waste as "...any
activity that absorbs resources such as cost and time but adds no value". Waste can be classified in
numerous ways. Organisations reduce and eliminate waste in their operations through waste
management. Companies incur wastes in a supply chain through internal or external processes.
Causes of waste in a supply chain context include: forecasting errors, inefficient processes,
communication breakdowns and lack of responsiveness. Money and time wasted through production
and supply chain processes can be reduced by the optimisation of supply chain activities. In order to
successfully eliminate waste, organisations must develop lean supply chain management methods
and apply them in supply operations (Albu and

How Inventory Related Costs Can Affect An Organization 's...
Three ways in which inventory–related costs can affect an organization's profit and loss statement
from one year to the next are inventory errors, inventory carrying costs, and inadequate inventory
levels leading to customer service costs. According to Weygandt (2005), inventory is vital in
determining the results of operations for a particular period.
Determining inventory quantities include taking physical inventories and determining the ownership
of goods. Some ways that inventory errors occur are by miscounting during physical inventories,
giving an incorrect money value to the inventory when received, or a goods receipt of inventory
does not take place and ownership of the inventory is not achieved in the inventory management
system. Inventory errors also occur when inventory purchased is in transit and not added to the
inventory count. "Correct valuations and physical counts of inventory are important in determining a
business's profit or loss" (Bradford, n.d.). All errors will have an impact on the profit and loss
statement from one year to the next. An error in ending inventory in the current period will have a
reverse effect on net income of the next period. (Weygandt, 2005).
"There are two relevant financial aspects of inventory. First, the accounting measures of inventory
stocks and flows affect both the income statement and balance sheet. Second, the level of inventory
held affects the amount of capital needed as well as the income of the period" (Bierman &

Lean Manufacturing With Kanban System Implementation
Lean Manufacturing with Kanban System Implementation
Abstract Article one is about Application of kanban system for managing inventory and it states that
Lean manufacturing is a culture in which all employees continuously look for a Ways to improve
processes. The present article also states that how company can use this tool for managing the
inventory.
Article two is about Application of Kanban system for implementing lean manufacturing and it
provide a background on lean manufacturing, present an overview of manufacturing wastes and
introduce the tools and techniques that will help companies for future betterment . Manufacturing
approach is to be on cost reduction by eliminating Non– Value added activities that the idea of lean.
This paper provides an overview of implementation of lean manufacturing in Engine valve
machining cell in a leading auto components manufacturing industry.
Article three is about Lean manufacturing case study on kanban implementation and it states that the
objectives of this case study is to determine how does the Kanban system works effectively in
multinational organization. This also gave idea on the study suggest that inventory management, top
management commitment, vendor participation, and quality improvement are important for Kanban
deployment and towards lean manufacturing.
Introduction
Lean manufacturing is a process used in manufacturing organizations to increase competitive
advantage.
Toyota has developed better ways to

Benefits and Drawbacks of Kanban Systems
1. Historical Background of Toyota's Production System
Kanban System was found by the Vice–President of Toyota Motor Company Taiichi Ohno in the
middle of the 20th century. The idea behind Kanban System came from US supermarkets and this
system is about producing only the necessary products, at the necessary time, in necessary quantity
(Sugimori et al., 1977).
The starting point of Kanban was the recognition of diversity of Japan's features and the idea is
developed by considering the two distinct characteristics of this culture : (1) lack of resources in
Japan, (2) Japanese working culture (Sugimori et al., 1977).
After World War II, Japan was affected excessively – insufficient and unproductive land for
agriculture – and this lead ... Show more content on Helpwriting.net ...
(Sugimori et al., 1977) To understand Kanban, one must be aware of pull systems. A pull system
controls the flow of resources in production by replacing only what is consumed. To illustrate, let's
assume that an order is received from the final customer. Next, pull system is activated with a
message which is sent to a plant to complete products to be scheduled. Then, the company gives
related raw material information to its suppliers in order to start production of the order. When
materials and/or subassemblies arrive to the plant, assembly of the products starts with considering
due date of the order. At the end, orders exit the production line and are supplied to the final
customer who orders them. Actually, they are already sold at the very beginning.
JIT is based on a pull system and Toyota was applied its JIT system with kanbans. Kanban
production control system includes the usage of cards that manage the production of parts and
delivery in plant. Therefore, there are basicly two types of kanbans : (1) production kanban which is
used to order production of the portion withdrawn by the succeeding stage and (2) transport kanban
(T–kanban) which is carried when going from one stage to the preceding stage (Huang C. &
Kusiak A., 1996).
Literally, Kanban production control system connects two consecutive stages of production, that are
isolated in terms of time, through buffer stocks (Mertins &

Essay On JIT
Just–in–Time production (JIT)
JIT is a customer–oriented management philosophy used in contemporary supply chain
management. Originally, it was used to refer to the process of producing standard products at the
right time to meets the demands of the consumers. However, in modern manufacturing plants, the
term is used to describe the approach of producing goods at the most minimum waste level possible.
It enables the manufacturing companies to avoid costs associated with the overproduction of goods
(Hirano 12). JIT plays an integral role in streamlining the production process. It allows the
manufacturing plants to avoid holding buffer stocks that contribute to increased inefficiency.
Moreover, the approach reduces inventory costs because there are minimal units of goods stored in
the warehouses. Overall, JIT helps to improve efficiency and the overall ... Show more content on
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It incorporates a JIT tool that uses a card with a stock number. This innovation operates as a pull
systems device, pulling inventory out of the production unit to make sure that consumers receive
their orders in time. It minimizes the idle time in a manufacturing unit to increase the consumer's
satisfaction. During the manufacturing process, the Kanban processes the customer's orders first
before proceeding to the production (Khojasteh and Sato 4364).
Four principles guide the operation of this innovation. Firstly, in any production unit, the Kanban
must at all times accompany the products flowing through the system. Secondly, the defective parts
identified during the primary stages do not proceed to the next process. They are eliminated to
enhance the efficiency of the process. Thirdly, the downstream processes cannot withdraw more
amounts than the ones stipulated by the Kanban. Fourthly, the upstream parts can only disseminate
items to the downstream processes in the sequence and numbers quantified by this

My Own Words Around The Time Production ( Jit )
LAMAR UNIVERSITY
LEAN MANUFACTURING INEN 5354 HOME WORK–2
SUBMITTED BY MAHESH THOUTA L20358921 08/06/2015
Investigate and explain in your own words Just–in–Time production (JIT).
The full form of JIT is "JUST IN TIME", which means making only what is needed, when it is
needed and in what quantity it is needed. Anything other than this will be considered as wastage.
This is one ... Show more content on Helpwriting.net ...
It came from Japanese language . The meaning of word kan means visual and ban means card. It is a
visual tool which is used to get JIT production. It has the following information.
–the details of the customer
–the supplier of the part
–where to store part
–how to transport
There are 2 types of Kanban
1)production Kanban : which gives the type and quality of the product that the supplier must
produce.
2)withdrawal Kanban: which gives the type and quality of product that the customer may withdraw.
There are 6 kanban rules to achieve good production. Team member and supervisors should know
these rules and skills to solve the problems
1) Never ship bad items :
Manufacture have to produce the parts which are free from defects because it doesn't have any value
because nobody wants to buy that, so it is loss to the company like the loss of raw material and
manpower . In order to overcome these problems, the manufacture should concentrate on following
necessities
–rapid problem

Just-in-Time Supply Chain Managment Systems and Chrysler Auto
In the article, "Chrysler Averts a Parts Crisis," by Jeffrey Ball, in the Wall Street Journal, readers get
a small glimpse of how major businesses utilize just–in–time systems and how they may be
impacted during a national crisis such as September 11th. Just–in–time is getting the right quantity
of goods to the right place exactly at the right time. The goal is to get products at a certain place not
too early and not too late, instead, just–in–time.(1) Just–in–time systems is an inventory strategy
that is relatively simple to explain and understand. In order to fully understand just–in–time systems
we must thoroughly define it and answer a couple key questions. First, how does a just–in–time
system minimize warehousing costs? Second, ... Show more content on Helpwriting.net ...
JIT minimizes "quality problems" that can result when parts sit around for a long time. JIT stresses
the importance of minimizing waste. A company that uses JIT is from the school of though of
feeling like they have a need for continuous improvement. The JIT viewpoint on improvement is "if
it's not perfect, make it better" instead of "it's good enough." JIT minimizes "quality problems" by
using pull quick setups and small lots and by using flexible resources and efficient facility layouts. If
parts aren't sitting around wasting space and money then there is less of a chance for the parts to go
bad. JIT systems depend heavily on transportation networks. Everything from trucks, boats, and
planes help to deliver time sensitive parts to factories that use JIT. In the article, "Chrysler Averts a
Parts Crisis," it exposed how sensitive a JIT operation can be to a disrupted transportation network.
On September 11th and the days following, airplanes were grounded and trucks were stuck in
eighteen hour lines at U.S. border crossings. Since, in just–in–time systems, manufacturing parts are
delivered to assembly plants a few times throughout the day in small batches, instead of less
frequent deliveries in huge piles that require warehousing, this effected assembly lines and auto
plants very badly. The JIT system works to minimize warehousing costs as well as quality problems

Service Quality Of A Company
ASSESSMENT 2
INDIVIDUAL REPORT
Submitted by:
Gerard Bayucan
Submitted to:
Joahnna Esguerra
DHSM 303
1. Service Quality
This is an assessment which indicates how well a company did or the organization to achieve what
the customer's needs and expectation. This indicates if the service that a company or organization is
good enough to impress their customer or must be improve for the better.
Dimensions of Quality
a) Performance – this refers to the characteristics of a product made. This can make or break a
company depending on how the consumer is contented.
b) Reliability – this refers on how dependable and trustworthy is the product. This will also tell if
the product would function well in a long duration and what would its failure rate. The lesser the
failure rate would indicate how good is the product there are manufacturing.
c) Features – this is the secondary aspect of performance. It also characteristics that must be present
to the basic operation characteristics.
d) Durability – this refers to the amount or how long would a product last before a replacement
would be used. It also closely related to a products warranty which indicates the life span of a
product.
e) Serviceability – refers to the competence, speed, courtesy and the ease in repairs of the product. A
consumer is no just concern about the breakdown of a product but also about how fast the service
would be provided for their product to get fixed. It also tackles about the service

Value Stream Mapping in Industry
Value Stream Mapping
1
Value Stream Mapping Definition
Value Stream Mapping (VSM):
– Special type of flow chart that uses symbols known as "the language of Lean" to depict and
improve the flow of inventory and information.
2
Value Stream Mapping Purpose
Provide optimum value to the customer through a complete value creation process with minimum
waste in:
– Design (concept to customer) – Build (order to delivery) – Sustain (in–use through life cycle to
service)
3
Why ?
Many organizations pursuing "lean" conversions have realized that improvement events alone are
not enough Improvement events create localized improvements, value stream mapping & analysis
strengthens the gains by providing vision and plans ... Show more content on Helpwriting.net ...
Manual Info Icon : A straight, thin arrow shows general flow of information from memos, reports, or
conversation. Frequency and other notes may be relevant. Electronic Info Icon : This wiggle arrow
represents electronic flow such as electronic data interchange (EDI), the Internet, Intranets, LANs
(local area network), WANs (wide area network). You may indicate the frequency of
information/data interchange, the type of media used ex. fax, phone, etc. and the type of data
exchanged. Production Kanban Icon : This icon triggers production of a predefined number of parts.
It signals a supplying process to provide parts to a downstream process. Withdrawal Kanban Icon :
This icon represents a card or device that instructs a material handler to transfer parts from a
supermarket to the receiving process. The material handler (or operator) goes to the supermarket and
withdraws the necessary items.
14

Value Stream Mapping Information Symbols (Cont.)
Signal Kanban Icon : used whenever the on–hand inventory levels in the supermarket between two
processes drops to a trigger or minimum point. It is also referred as "one–per–batch" kanban.
Kanban Post Icon : a location where kanban signals reside for pickup. Often used with two–card
systems to exchange withdrawal and production kanban. Sequenced Pull Icon: represents a pull
system that gives instruction to subassembly processes to produce a

Sunwind Ab Case
2) Draw the schematic flow diagram for Sunwind and all Volvo plants. (Draw at abstract level not
detailed level). Provides detail of distances and demand (quantity based on 1987 forecast) flow.
Ans) Demand of Sunwind is 1250/week = 1250*45 = 56250 units
The following table gives us the demand of each plant yearly for the year 1985 Plant | | Torslando |
Kalmar | Ghent | Total | Year | 1985 | 17050 | 4525 | 12090 | 33665 | | % | 50.65% | 13.44% | 35.91% |
100% | Year | 1987 | 32919.947 | 8736.819 | 23343.23 | 65000 |
Depending on the percentage of share of each plant of the total in 1985, the same percentage is used
to calculate the demand of each plant in 1987, as we know the total production of Volvo from all ...
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5. This helps in cutting the waste by cutting the excess capacity or inventory and removing the non
value–added activities. 6. This will develop a close relationship with their suppliers, in a way they
will get suppliers as a partner in the venture. 7. This will also encourage the suppliers to get
themselves placed in and around the Sunwood plant so as to deliver the raw materials on time. 8.
This system gets an in–plant representative who will be onsite in Sunwind on behalf of the suppliers
whose main purpose is to plan and schedule the replenishment of the materials from the supplier
hence even the forecasting is also taken care by him. 9. He also helps in designing ideas to help
reducing cost and improve manufacturing processes and managing production schedules for
suppliers, materials contractors and other subcontractors. 10. It also provides the best organizational
structure needed to improve the supplier coordination by integrating the logistics, production and
purchasing processes together.
The advantages of the Volvo if Sunwind go for JIT is same as the ones enjoyed by Sunwind on
behalf of their supplies * This will develop a close relationship with Sunwind. * This system gets an
in–plant representative who will be onsite in Volvo on behalf of the Sunwind whose main purpose is
to plan and schedule the replenishment of the materials from the supplier hence even the

Danaher Case Study
Introduction
This case study is conducted to understand how information systems can help Danaher work leaner.
Organizations now have to use technology to transform their business. Since the creation of the
internet, it has brought many opportunities for innovative e–business that will be based on for new
approaches to the business. The more businesses advertise on social media like Facebook, Twitter
and other social media. There are also a lot of new information technology and information systems
to help businesses to achieve their goals and make their work more effectively and more efficiently
(Charts, & Reynolds, 2010). One example of a business using information technology and
information systems to achieve their goals better is Shell ... Show more content on Helpwriting.net
...
Although the firm has been working on maximum efficiency, Tom Mathis has come up with a better
solution to solve the problem. He plans to cut costs by purchasing supplies from overseas sellers.
Mr. Mathis knew that this strategy would have increased the cost and time of delivery. The factory
buyers should also take the time to investigate any potential new vendors. So he is using information
technology to implement the program and to improve the process of inventory restocking.
(Larenernest, 2010) However, workers have been so accustomed to the Kanban system that it is
difficult for them to change the system, so there is a high resistance to change among the business.
In addition, it is well–known that Microsoft managed to reduce inventory levels and increase
production rates without significant investment in information technology. They settled with the
traditional method of trying to adopt new methods and many operating firms were deliberately
separated from the technology because the first thing the experts tell Kanban factory to do is to
disconnect the Material Requirements Planning System (MRP). MRP is a system used to manage
manufacturing processes in terms of production planning, scheduling, and inventory control. This
causes another problem for Mr. Mathis since the firm does not have the internal resources needed to
support the system that he wants to employ. (Carr, 2005)
Question 2
From a

How Kanban System Works Would Work Well For Furnware? Essay
Q1) Explain what is Kanban System? How Kanban system works would work well for furnware ?
Ans) Kanban is way for teams and organizations to visualize their work, identify and eliminate
bottlenecks and achieve the improvements in their opertations in terms of throughput and quality.
Kanban is a method to progress from your existing system and plan more efficiently. Almost any
kind of business can be benfitted from Kanban for ex. software development, IT/ Ops, Staffing,
Recruitment, Marketing and Sales, Procurement etc. Kanban offers to bring about significant
benefits such as reduced lead time, increased throughput and much higher quality of products or
services delivered!
Kanban is a concept related to lean and just–in–time (JIT) production, where it is used as a
scheduling system that tells you what to produce, when to produce it, and how much to produce.
Between the 1940s and 50s, Taiichi Ohno of Toyota applied the Kanban logic in their Toyota
Production System (TPS) to support non–centralized "pull" production control. In the post–
depression era of 1970s, Kanban was popularized in the manufacturing industry as a tool for Lean
Manufacturing. Of late, many thought–leaders in various industries have found its applicability
beyond the manufacturing industry as well.
In simplified terms, Kanban is a visual system for managing work moving through a process – the
"value stream". It is a system for visualizing work, reducing waste by limiting work in–progress,
and maximizing

Analyzing the Daimler Sap System
Title: Analyzing the Daimler SAP system
Contents 1.0 Introduction about the cooperation ........................3 2.0 Why Choose
SAP...............................................4 3.0 Investments & Challenges to go for SAP way.............5
4.0 Problems during SAP implementation.....................6 5.0 SAP
implementation.........................................................7 6.0 The Benefits by Using the
SAP........................................8 7.0 Recommendation for Future Improvement...................9 7.1 The
Benefits by Using the SAP 7.2 Introducing the e–logistics 7.3 The Decision phase of the SAP
8.0 Conclusion......................................................12
9.0 Reference .......................................................13
1.0 Introduction about the cooperation
The ... Show more content on Helpwriting.net ...
So it will take Daimler AG quite a long time to return the investment.
In order to go the SAP RFID technology way, the Daimler AG needs to totally change their current
system which is called manual kanban process. In the new system, the technique of kanban system
still exists, but they are using the RFID technology to replace the kanban card. As the result of using
the manual kanban system for many years, the staffs and employees will feel difficult and need quite
a long time to adapt to the new system and all these will reduce the efficiency at the beginning.
Also the links between the warehouses and facilities also need to be adjusted and the adjusting time
can be depend on how the project being performed for replacing the manual kanban process. The
supply chain management will require some changes and to make all these smooth can't be done in a
short time, and some problems will occur at the starting phase.
In addition, Daimler AG is the first automotive manufacture that is trying to combine the kanban
with RFID technology with the help of SAP. Because of lacking of experience the risks for the
project is increasing and nobody can ensure that this will be a success. If the project fails, the whole
manufacturing system will be affected and the profitability will decrease based on that situation.
All these make the implementing the SAP way not that simple as this is a pilot project and Daimler
AG is the first one

Service Quality And Quality Management Essay
Service quality can be defined as the reflection of service delivery by finding the gap between the
perceived service and expected service. There are 8 dimensions for quality , they are performance,
features, reliability, conformance, durability, service ability, aesthetics, perceived quality and value.
Total quality management depend mainly on quality control tools and previously developed quality
techniques. It's a process of continuous quality improvement which finally results in high quality
products or service for customers. Total quality is the related with customer satisfaction.it includes
the steps plan, do, act, check these steps which combinely known as total quality management.
Servqual model is otherwise called as servqual service quality. Its one of the main component of
high quality service. There are five main common factors for servqual model they are reliability,
assurance, tangibles, empathy and responsiveness. There are seven types of gap in servqual model .
Here am pointing out 5 gaps in servqual model, this model is an extension of parasuraman et al.
(1985). This model is very useful in finding out the quality of service delivery and gaps in service
delivery before and after the service. For example in a hospital setup new Zealand city hospital the
service delivery measured using this model. This is the most common method used in measuring
service.
Gap:1 Customers expectations with management

Kanban Pros And Cons
Kanban (literally signboard or billboard) is a system for scheduling for lean and just–in–time (JIT)
production. It is a controlling system the logistical chain from a view of production, and is not an
inventory control system. Taiichi Ohno developed Kanban, at Toyota, to find a system for
improvement and maintainence of high level of production.
Kanban became an effective tool in support of running a production system as one, and it has proved
by becoming an excellent way for promoting improvement. Areas where problems occurred were
highlighted by reducing the number of kanbans in circulation.
Origin of KANBAN: –
In the late 1940s, Toyota started studying supermarkets with the idea of apply storing and shelf
stocking techniques to the factory floor. At a supermarket, the required quantity is only obtained by
the customers at the required time, no more or less. Furthermore, what it is expected to sell within a
given time frame is only stocked by the supermarket, and only what is needed by the customers they
take, since supply in the future is assured. This observation of the supermarket led Toyota to viewing
the processes as being a customer of one or more preceding processes, and the processes which are
... Show more content on Helpwriting.net ...
While this trend has begun to lead to a reduction of the use of kanban cards, it is still holding
commonly in the modern lean production facilities by finding widespread use of kanban cards. At
Oracle ERP (Enterprise Resource Planning), kanban is used to signal the demand to the vendors
through e–mail notifications. When the stocks of a particular component gets depleted by the
quantity assigned on kanban card, a kanban trigger is created (which can be manual or automatic),
an order for purchasing is released with the predefined quantity for the vendor defined on the card,
and the vendor is expected to dispatch the material within a specified lead

Landstuhl Regional Medical Center Supply Processes
MEMORANDUM FOR RECORD
SUBJECT: Landstuhl Regional Medical Center Supply Processes
1. Current OPS: Currently many clinics and wards within the hospital have no form of a supply
accounting system. The last point of accounting for CL VIII (medical supply) or CL II (office
supply) is when it leaves the Supply Chain Management Branch (SCMB) warehouse. Once
distributed to the clinics and wards, it is the responsibility of each section to manually account for
their stock. Unfortunately, once in their possession many sections have no method of accounting for
their stock. This common practice can be compared to an open vending machine. Employees
identify the need for an item, go to the supply room take what they need, and leave without any
annotations. This causes many negative second and third order affects. The individual managing the
supply is completely in the dark with no clue as to what is left on the shelf at the end of the day. It is
not until there is zero balance on hand or the item is critically low that the realization is made "we
need more". Normally in the States emergency orders can be filled in a matter of hours by the Prime
Vendor (e.g. Cardinal) for items not stocked in the warehouse. Here in Germany we do not have this
luxury. Often times it could take days to weeks maybe even months to receive such items.
Additionally, this has adverse effects on SCMB as well. When these emergent situations present
themselves SCMB has to stop all normal business and jump

Basic Element of Just in Time
Basic elements of Just In Time
The basic elements of Just In Time (JIT) were developed by Toyota in the 1950 's, known as the
Toyota Production System (TPS). JIT was well–established in many Japanese factories by the early
1970 's. JIT began to be adopted in the U.S. in the 1980 's (General Electric was an early adopter),
and the JIT/lean concepts are now widely accepted and used. There have ten basic elements in Just
In time which are flexible resource, efficient facility layout, pull production system, Kanban
production control, small lot production, quick setup, uniform production, quality at the source, total
production maintenance and supplier network.
1. Flexible Resources
The Concept of flexible resources, in the form of ... Show more content on Helpwriting.net ...
Small lots with shorter setup times reduced from hour to minuet and it's increase flexibility to
respond to demand changes. Shingo as a genius at the task reduced setup time on a 1000 ton press
from 6 hours to 3 minuets using SMED ( single–minute exchange of dies ) system. SMED principle
can apply in separate internal setup from external setup. Its also can convert internal setup to
external setup. Besides that, it can streamline all aspect of setup and perform setup activities in
parallel or eliminate them entirely. 7. Uniform Production
JIT attempt to maintain uniform production levels by smoothing the production requirements on the
final assembly line. Changes in final assembly always have dramatic effects on component
production upstream. When this happen in kanban , kanban for certain part will circulate very
quickly at some times and very slowly at others. Kanban systems can handle +/– 10% demand
changes. One way to reduce variability in production is to guard against unexpected demand
through more accurate forecasts. Another approach to achieving uniform production is to level or
smooth demand across the planning horizon. Demand is divided into small increments of time so
that the same amount of each item is produced each day and item is mixed throughout the day in
small quantities. 8. Quality at the Source
Quality has to be extremely high to ensure JIT system to work well. Jidoka is the authority to stop
production line. Visual

The Service Quality Of An Organization
1. Introduction This report illustrates all about the service quality of an organization and this report
helps to improve the quality of organization. In this report shows the service quality, dimension,
advantage of lean process, kanban process and ten principle of good business process management
of this organization. Aria gardens is one of the good service quality provider in Albany, New
Zealand. Aria Gardens offers three levels of treatments. These are provided in separate areas of the
facility to guarantee that residents are cared for in a safe and appropriate environment. Moreover
they got well excellence award in 2014 for good quality of care provider. A main goal of quality
improvement is to maintain what is existing health care system while focusing on the area that need
improvement. Recently this organization had a change in their quality of caring, they deployed
Alpha bed or air mattress to all residence because it helps to reduce bed sore from long term lying.
Initially they introduce few product for demo purpose then after few weeks' evaluation done by the
quality team regarding the advantage of new implemented product and finally they decide to by this
product.
2.
This session will explain the quality, service quality of a product and its dimensions. Most of
organization choosing products based on the quality and dimensions. 2.1
Quality
Quality is the ability of a product or service to constantly meet or exceed customer expectations

Advantages Of Jit
Just in Time (JIT) is an approach of continuous and forced problem solving via a focus on
throughput and reduced inventory. The Toyota Production System TPS. With its emphasis on
continuous improvement, respect for people, and standard work practices. Is particularly suited for
assembly lines. Learn operation supplies the customer with exactly what the customer want's when
the customer wants it. Without waste, through continuous improvement. Lean operation are driven
by workflow initiated by the 'pull" of the customer's order. When implemented as a comprehensive
manufacturing strategy. JIT, TPS and lean system sustain competitive advantages and result in
increased overall return. If there is any distinction between JIT, TPS and lean operation, it if that ...
Show more content on Helpwriting.net ...
And the ideal lot sizes is one, The Japanese call this system Kanban. (Kanban) allows arrival at
work centre to match (or nearly matches) the processing time. Kanban is a Japanese word for cards.
In their effort to reduce inventory, the Japanese use say term that "pull" inventory through work
centres. They often used a card to signal the need for another container of material hence the name
Kanban. The card is the authorization for the next container of material to be produces. A Kanban
need not be as formal as signal light light or empty carts. The cook in a fast food restaurant knows
that when six car are in line, eight meat patties and six orders of French fries should be cooking.
Removal of unnecessary activities, such as receiving, incoming inspection, and paperwork related to
bidding, invoicing and payment. And then removal of in plant inventory by delivery in small lots d
irectly to the using department as

Just in Time
BUS 320 – Group Research Project "JUST IN TIME" Just–in–time (or JIT) manufacturing is a way
of managing manufacturing systems that could reduce waste, and lower cost, thus increasing profit.
Just–in–time can also be defined as a philosophy of manufacturing based on planned elimination of
all waste and on continuous improvement of productivity. It has been described as an approach with
the objective of producing the right part in the right place at the right time, hence the phrase Just–in–
time. JIT should improve profits and return on investment by reducing inventory levels, reducing
variability, improving product quality, reducing production and delivery lead times, and reducing
other costs, such as those associated with machine ... Show more content on Helpwriting.net ...
After Dell has received a customer order, they then begin production of the product. This
exemplifies a pull system within the supply chain. A pull system by Dell's standards is reactive
whereby production is executed in response to a customer order. This system provides Dell with a
competitive advantage within its industry allowing them to become the market leader. Dell and
Toyota are two model companies of just in time. They effectively get the right products to their
customers when they need it. Both companies have achieved a competitive advantage within their
industries due to utilizing the just in time process and allowing visibility between them and other
members of the value chain. Southwest airlines are another example of a leading company that uses
just–in–time. What makes Southwest airlines outperform their competitors is its ability to do the
basic routine work of running an airline quickly and efficiently. This is contributed to Southwest
airlines turning planes around at the gate and also through preventative and scheduled maintenance.
They're flying the same fleet and hiring from the same labor pool, however they are sending out
extra flights per day, per plane and crew and that flips them from a breakeven or loss–making
position to profitable. There are a

Topeka Plant Adopted In 1979 To Support Its Mass...
Q1: Do the traditional accounting practices that the Topeka plant adopted in 1979 to support its mass
production process have value in a lean environment? Explain the specific reasons that support your
answer.
In general, we do not think that traditional accounting practices that Topeka plant adopted in 1979 to
support its mass production would fit into the lean accounting environment. The differences
between the two accounting methods make the traditional accounting hard to work for the lean
environment. We would analyze from the following perspectives:
Goal
The goal of traditional accounting practices is to achieve the lowest possible cost per unit by
maximizing employee and equipment productivity. However, the goal of the plant's ... Show more
content on Helpwriting.net ...
When inventories are low and under good control, the valuation of inventory becomes much less
complex. Lean Accounting contains a number of methods for valuing inventory that are simple,
accurate and often visual. Several of these methods do not require any computer–based inventory
tracking at all. * Implement a Pull System where customer demand dictates the production level.
Visual controls are used to trigger upstream links in the value stream to initiate additional
productions. Automatically signals replenish the parts of upstream links without the need to prepare
paperwork such as a material requisition. * Assign the days–of–inventory (DOI) metric to staff
members responsible for buying materials for each value stream. Buyer should focus on improving
the pull and flow of inventory and on reducing inventory levels. A reduction in days of inventory is
much easier to see rather than a one–tenth of a point improvement in a site inventor turn under
traditional measurement systems. Using DOI metric at the value stream level, buyers begin to see
how their actions on reducing inventory result in actual improvement of inventory level. * Establish
a task time. Task time is the average production time allowing for each unit of demand and is
calculated by taking the total operating time available during a period and dividing it by the number
of units demanded by the customer during that period. Task time

Managing Inventory Of A Supply Chain Management
Table of Contents
INTRODUCTION_TUAN UYEN NGUYEN 2
MANAGING INVENTORY 3
KANBAN SYSTEM_KOMGROB KRAIHAN 3
ABC CORPS HELP DESK_ KOMGROB KRAIHAN 3
FEDEX_ KOMGROB KRAIHAN 4
COCA_COLA MANAGING INVENTORY_ TUAN UYEN NGUYEN 4
KANBAN SYSTEM TO JUST IN TIME METHODOLOGY_PHAFAN WEINGKAN 6
MCDONALDS _ PHAFAN WEINGKAN 7
ALDI_ PHAFAN WEINGKAN 7
MANAGING INVENTORY IN ACCOUNTING PERSPECTIVES_ TUAN UYEN NGUYEN 7
TOYOTA THE BEST PERFORMANCE OF MANAGING INVENTORY_ PHAFAN WEINGKAN
8
DELL_ KOMGROB KRAIHAN 8
HARLEY DAVIDSON_ KOMGROB KRAIHAN 8
CONCLUSION_ TUAN UYEN NGUYEN 8
REFERENCE: 9
Introduction
The most important part in supply chain management is managing inventory as company operation
tries to minimize cost from supplier, manufacturing, and production. Regarding to inventory, the
management accounting must have understand the basic of inventory management. There are a
numbers of techniques including: ABC system, EOQ model, TQM, and JIT system. All those
several system are relating in managing control as EOQ still has to be considerate in JIT
methodology, or quality control is also important part in JIT.
As this report will go further investigate on how those company has implemented successfully Just
In Time philosophy in reducing their cost. Just In time inventory has growth increasingly from the
late 1970s, according to text book (langfield) manufacturing product–using JIT processing system.
This method provides information from comparing to the pull system of production in reducing

The Advantages And Disadvantages Of Just In Time Inventory...
In the 1970s and 1980s, the U.S. economy was under great threat from the efforts of Japanese
efficiency. Many solutions having to do with tariffs and other import restrictions were implemented
to give American industry time to catch up. One of the major areas that American industry felt it had
to change was to copy Japanese management techniques and strategies. Some of the changes
included the development of teams, employee empowerment, and making organizations flatter with
fewer layers of management. One of the management concepts that came from the Japanese model
is known as "just–in–time" inventory or management. It is the purpose of this paper to explore the
implementation of, and the advantages and disadvantages of the Just in Time process. Introduction
The manufacturing industries in the world have undergone a tremendous change in the last three
decades. Due to this there are drastic changes in management approach, techniques used in
production and process, expectations of customer, attitudes of supplier, as well as competitive
behavior (Ahuja et al., 2006). In the highly dynamic and rapidly changing modern era, the global
competition among organizations has led to higher expectations from the manufacturing
organizations (Miyake and Enkawa, 1999). The global marketplace has witnessed an increased
pressure from customers and competitors in manufacturing as well as service sector (Basu, 2001;
George, 2002). Due to the rapidly changing global marketplace only

A Brief Note On Jit And Its Effect On How Business Is A...
Every company, firm, or organization has a need to know and understand how to plan for production
and the inventory needed to sustain it. During the reconstruction following World War Two an
atmosphere was present that enabled pioneering minds just as Deming to institute several industrial
theories into practice. Having embraced the concepts whole heartedly, these theories enabled post
war Japan to become a world leader in development and production. According to Evans & Lindsay
(2010), these concepts began to take root and have great effect on how business was conducted
globally. One of these concept that still to this day are displaying complete relevance is that of Just–
In–Time (JIT). It must be understood that JIT in time is only a supporting process of larger concepts
such Lean production and inventory control, and how they interact with push or pull of materials
within the production plan; How the concept of Kanban can be instituted to farther support the JIT
process.
JIT is a management principle based on the idea of cycle time which sustains a follow of materials
in a specified amount to predetermined stations. The essence of JIT manufacturing is the timely
provision of materials, components and sub–assemblies as need arises in the manufacturing process
(Daniel, Reitsperger, Morse, 2009, p. 3). This follow of materials is only moved when triggered by
the requirement for the materials at the station farther along the production line (Starr, 2007). By

Application Letter For Service Quality
Diploma in Health Services Management (DHSM) DHCS 303: Managing Service Delivery
Submitted by: Maurice Tio (ID No. CIB00002T8) Tutor: Dr. Siham El–Kafafi Introduction In an
organisation there is always a need for continual improvement especially in the quality of service
being rendered to the costumers. Living up to the expectations of the costumers and exceeding that
expectations will make your brand a sought after brand (Gage, 2013). In Adventist Medical Center
(AMC), service quality is one of the most important trait. A trait that is generated from the top
management and radiates to the lower level management. Service quality is for everyone in the
organisation and should be delivered in the most professional way. AMC is a secondary hospital that
offers from Outpatient care to patient admission from the Emergency room to in patient care, from
operating room to recovery room, from the orthopaedic department to the rehabilitation department.
Service Quality Service Quality is the comparison of a customer to a service by a person/company
between the perception of what a service and the expectations of a customer. Different customers
have different perceptions on what a good service and what a bad service. It is up to the company to
satisfy every ones needs and expectations to have happy and contented customers (Oliver, 1997).
Five Quality Dimensions: 1. Performance refers to the how an employee do a certain job whether he
is doing good or below

Toyota Supply Chain Management Case Study
Toyota always believed that strategic long–term view must be taken to drive, enhance, and cultivate
business growth. This long–term commitment is focused on what is best for the customer and
reinforces the belief that Toyota's focus starts and ultimately ends with its customer base. Toyota
puts its long–term commitment to its business objectives ahead of short–term financial gains, a
strategic element both Airbus and Boeing have clearly neglected, much to their detriment. This has
been amply demonstrated by the well–chronicled downward slides in production levels. As
demonstrated by these production slides, both Airbus and Boeing have underestimated the absolute
need to cultivate, align and integrate their global supply chain partners into ... Show more content on
Helpwriting.net ...
Toyota heavily emphasizes on the importance of value stream mapping. Everyone on the shop–floor,
engineers, technicians and managers must understand the flow of processes. A successful value
stream mapping is an invaluable tool that helps one to grasp the current condition and look for
improvement opportunities. Most of the aerospace companies have tried their hand at promoting the
principles of TPS by bringing top management to the shop–floor to develop innovative solutions to
production problems through discussion with shop floor specialists and technicians. For most of
these companies this strategy worked and lead to an improvement in production efficiencies. One
such solution for the problem of seat transportation onto the aeroplane was obtained using a "Hay
Elevator" as seat loader, through innumerable discussions and brainstorming among the

Generation Planning And Control : Contextual Investigation...
FURNWARE
Generation Planning and Control
Contextual investigation: Furnware Custom Classroom Furniture Manufacturer
Plaban Roy
Batch 136
20141161
6/26/2015
Table of contents
Serial number Content page
1 Explain what is Kanban System? How Kanban System would work well for Furnware? 3
2 Develop a production plan for furnware and explain how your plan could help furnware to
optimize its production capacity and resources capacity to meet its customer's demand? 6
3 Provide your critical evaluation, should Furnware increase its workers or invest in new equipment
or both and why? 10
1. Explain what is Kanban System? How Kanban System would work well for Furnware?
Kanban System:
Matzka, Di Mascolo & Furmans, (2012) characterize kanban framework as a Japanese fabricating
framework that uses a direction card to control the supply of parts sent along the creation line. In
this sense, cards are utilized as a part of the framework to engage creation or transportation of a
chose measure of material. Consequently, the framework alludes to the Just–In–Time (JIT)
reasoning of data preparing and shop floor control framework.
The framework organizes back to back phases of generation incorporating creation and
transportation in a get together like design. It is, subsequently, kanban framework alludes to the
manual system for control over generation and stock sums inside of a creation plant in a charming
manner. Therefore, the framework is most appropriate to unite

Advantages Of Scrum
Scrumban: The Best of Scrum and Kanban
Over the years 'Scrum' has become the most popular Agile methodology. With emerging issues in its
practices, organizations started evaluating the Kanban model. However, as the adoption of both
methodologies increases, it seems there are challenges associated with both Scrum and Kanban.
'Scrumban' – a combined approach is being gradually adopted and seems to be the way ahead to
overcome these challenges.
The Scrum Approach
Scrum is a prescriptive methodology with a predefined set of guidelines. The team size is kept small
and work in divided into short development cycles called sprints. The Sprint is locked, work is
completed, and all work is expected to be complete at the end of the sprint. The essential ... Show
more content on Helpwriting.net ...
Disadvantages:
The necessity for an experienced team with fixed roles.
Small team sizes and short sprints can be too demanding for the team members.
Sprint estimation is tough and needs to be precise. Sprint planning is an additional process and can
incur time expenses.
Without a defined end to the project, there is possibility of scope creep due to probable addition of
new features.
The Kanban Approach
Kanban approach uses visual methods to track what, when and how much to produce. It can easily
be applied to existing Scrum methods. It is intended to manage workflow and increase performance
with customer focus as a priority. Kanban is not prescriptive in its approach and follows five core
properties:
 Visualize the workflow using card walls with cards and columns.
 Limit Work in Process (WIP) by implementing a pull system for new work.
 Measure and improve flow to keep work moving.
 Make management and processes explicit to facilitate discussions and consensus on
improvements.
 Continuous improvement (Kaizen) using quantitative and scientific methods.
Disadvantages:
Kanban as a technique provides very little

Service Quality Of A Service
Maurice Tio CIB00002t8 Introduction In an organisation there is always a need for continual
improvement especially in the quality of service being rendered to the costumers. Living up to the
expectations of the costumers and exceeding that expectations will make your brand a sought after
brand (Gage, 2013). In Adventist Medical Center (AMC), service quality is one of the most
important trait. A trait that is generated from the top management and radiates to the lower level
management. Service quality is for everyone in the organisation and should be delivered in the most
professional way (Kabir & Carlsson, 2010). AMC is a secondary hospital that offers from Outpatient
care to patient admission from the Emergency room to in patient care, from operating room to
recovery room, from the orthopaedic department to the rehabilitation department. Service Quality
Service Quality is the comparison of a customer to a service by a person/company between the
perception of what a service and the expectations of a customer. Different customers have different
perceptions on what a good service and what a bad service. It is up to the company to satisfy every
ones needs and expectations to have happy and contented customers (Oliver, 1997). Five Quality
Dimensions: 1. Performance refers to the how an employee do a certain job whether he is doing
good or below average (Garvin, 1987). In the Health Sector, performance can be related to how well
a health care assistant or a nurse take

Jidoka And Information Systems Collaborate To Achieve...
Jidoka and Information Systems Collaborate to Achieve Competitive Advantage Via Differentiation
Jidoka holds that quality should be integrated throughout the manufacturing process (Toyota Motor
Corporation Australia, n.d.). The premise of this approach lies in designing processes and equipment
in such a way in which a call for attention is made to any problem as soon as it arises. This principle
was seemingly implemented as early as 1902 by Saki chi Toyoda when he invented the world's first
automatic loom which was automated to halt immediately when any threads broke. Today the
principle of "automation with human touch" is most vividly manifested at the Altona plant in the
Andon cords situated directly above the production lines ... Show more content on Helpwriting.net
...
Although efficiency is improved and waste is eliminated, the J.I.T. system is not an easy feat and
requires very close coordination between Toyota plants and their suppliers. To achieve the necessary
level of coordination, Toyota implements the e–Kanban system which uses the communication
network and computers to maintain continuous communication between the company and its
suppliers (CORPORATION., T. M., n.d.).
To obtain direct and continuous communication with suppliers, the E–Kanban system leverages
technology to signal the flow of materials within the production line (CORPORATION., T. M., n.d.;
Naik, Kumar, & Goud, 2013). In comparison to the traditional Kanban system, the E–Kanban uses
barcodes and electronic messages such as email or electronic data interchange instead of Kanban
cards which require manual entry and are frequently lost. The barcodes are used to highlight the
inventory. These barcodes are then scanned throughout the multiple processes of manufacturing to
signal the barcodes utility. Once the barcodes are scanned, the information collected from each
barcode is compiled and stored in the computer. This information is automatically sent to Toyota's
suppliers via a corporate network to inform them of the parts needed and the time and place they are
to be delivered.
As a result, work processes are made more effective and efficient

Principles Of Kanban Methodology
Today Kanban methodology is especially popular in software development. But few people know
that it was invented for other industry. Kanban originated in Japan in 1940s. Of course there was no
software industry at that time. The methodology was invented by the employees of Toyota
Corporation as a project management tool. It was aimed at improving the quality of production and
minimizing the terms of its delivery. In 1940s delivery of certain production to the customer just in
time was a great problem. The companies that implemented Kanban project management system
performed this task successfully regardless of the conditions.
The success of Kanban methodology can be explained by the fact that it is based on three main
principles.
The first principle says that a Kanban team must consider ... Show more content on Helpwriting.net
...
Kanban development methodology is defined as one of the Agile methods. It has been extremely
popular among software developers in recent years. Partially that is because of its unique ability to
manage any projects. If you use Kanban for software development, you are able to create the
product of supreme quality within the shortest amount of time. In most cases that is just what any
customer and user needs.
Like any other Agile software development methodology, Kanban is based on strong customer and
user involvement into the workflow. As we have already mentioned, consideration of the customer
demands was the main principle of Kanban methodology even before it applied to software
development. In this industry it was improved even more. Kanban is a software development
methodology with the greatest range of customer involvement into its projects. In Kanban the
customer participates at the process of work constantly. Usually he is represented by a man named
the Product Owner. He is responsible for gathering user stories and prioritizing them in the product

Product Flow Control Using Kanban Signals
Abstract:
Kanban is a Japanese term which means "visible record". This is the term used in production and
inventory control systems and methods which help us find out the answer or questions like: what
parts to manufacture, when to start manufacturing, when to stop manufacturing, how many to
manufacture and where to deliver them to.
Kanban works on a pull systems to automatically schedule more production without intervention of
Supervision nor Planning & Scheduling Department personnel. Kanban works for higher volume ,
repetitive products where setup time is short and there is great deal of demand certainty.
A pull system has advantages over push system, 1:It can be observed easily unlike push system 2:
Efficiency: ... Show more content on Helpwriting.net ...
Methodology:
The main idea of implementing the kanban signals is to improve the product flow in order to keep
up with the demands of the customers. The kanban system help in keeping the inventory to
minimum. The system does this because the supplier does not send the suppilies until they get an
order from the factory. A JIT production system is used which help in reducing the cost of inventory.
Kanban introduces efficiency in entire manufacturing process also it helps in worker empowerment.
The kanban system empowers line workers since they are the ones who manage the kanban cards.
When a worker in an assembly line sees that a kanban card related to the process has reached its
trigger level, he acts on the signal. The most important function of a kanban is that it instructs when
to produce parts. In a lean manufacturing environment, no production or parts movement takes place
without a kanban. Another key function is visual control; to identify what is in each box. Each box
of product should have a kanban attached to it. If there is a box without a kanban signal, then it
means that something is out of place. The third important function is inventory control. When we
use a kanban system, it is very easy to control the amount of finished product on hand. The number
of kanbans in the system will be

Advantages Of Kanban
Elaborate how Kanban, Kaizen, Takt time and Statistical process control can aid in improving Lean
6 Sigma operations.
1. KANBAN
The other approach to squander decrease was a kanban. In 1952, Taiichi Ohno developed a kanban
framework at Toyota, as a framework to enhance and keep up an abnormal state of creation.
Kanban turned into a viable instrument to help running a generation framework overall, and an
amazing approach to advance change. One of the principle advantages of kanban framework is to set
up a furthest point of confinement to the work in advance stock, abstaining from over–burdening of
the assembling framework. The idea of "to do" – "doing" – "done" turned into the foundation of
numerous online apparatuses utilized for overseeing ... Show more content on Helpwriting.net ...
Sometime recently, this piece of the testing procedure took 20 minutes and required two workers.
One worker showered water on the feel sick of the auto while someone else was driving the auto and
turning the tire. The representatives measured the water check on the ground to compute the turning
span. After the Kaizen, the driver would associate a pipe with the water tank in the engine and
utilized that to splash water on the tires while additionally turning the tires. This thought did not
originate from a talented Black Belt, but rather from a student assistant. It diminished the time
required for that errand from 20 minutes to 5 minutes, and furthermore lessened the labour required
from two to one.
What was picked up was not simply a couple of minutes in a day–long process, yet thought age as
creative interest. The certainty picked up by the representative opened ways to numerous more
Kaizen exercises, signifying managed change after the finish of the Six Sigma

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