Read Chapter 7 Schneider R G Goldstein S M Rungtusanatham M

Read Chapter 7 Schoeder Rg Goldstein Sm Rungtusanatham Mj

Read Chapter 7 (Schoeder, R.G., Goldstein, S.M., & Rungtusanatham, M.J. (2013). Operations Management in the Supply Chain: Decisions and Cases (6th Ed). McGraw-Hill Irwin, New York, NY ISBN: ) and create a Microsoft Word document with your responses to the following questions. DISCUSSION QUESTIONS: Q3: Why did the concepts, principles, and techniques of lean emerge and evolve in Japan, not in the Western countries? Q4: State the lean tenets in your own words. Q8: How do workers and managers in a lean production system differ from their counterparts in traditional non-lean environments? Q15: Construct a value stream map for the following processes: cafeteria grocery store PROBLEMS: Work the following problems, being sure to answer each part of each question completely. As in yesterday's assignment, the length of the assignment dictates that only the first sentence is included here. Be sure to get the entire question from your text. Q4: Assume that a plant operates 2000 hours per year and the demand rate for parts is 100,000 units per year. Q6: A company is in the business of machining parts that go through various work centers. Q7: Suppose that a lean work center is being operated with a lot size of 50 units. Q8: A supplier provides parts to a manufacturing company that demands frequent deliveries.

Paper For Above instruction

The emergence and evolution of lean principles and practices predominantly in Japan, rather than Western countries, can be traced back to the unique cultural, economic, and industrial conditions that characterized post-World War II Japan. After the war, Japanese industries faced the critical challenge of reconstructing their economy with limited resources, prompting innovative approaches to manufacturing efficiency. The need for rapid reconstruction, combined with a culture that emphasized continuous improvement and respect for workers, fostered the development of lean practices such as the Toyota Production System (TPS). Additionally, Japan's limited natural resources made waste elimination not just a cost-saving measure but a necessity for survival in a resource-scarce environment. In contrast, Western countries traditionally emphasized mass production, economies of scale, and hierarchical management structures, which often led to inefficiencies and waste. The Western approach was historically characterized by generalized mass production techniques such as Fordism, which did not prioritize waste reduction to the same extent. Consequently, the principles of lean—focused on reducing waste, improving flow, and empowering workers—were not historically predominant in Western manufacturing environments until much later when global competition prompted the adoption of lean practices.

The core tenets of lean manufacturing can be described as a focus on value creation, waste elimination, continuous improvement, respect for people, and flow-based processes. In my own words, lean principles prioritize identifying what customers value and removing activities that do not add value, thereby streamlining operations. Waste elimination involves systematically reducing inventory, defects, overproduction, waiting time, unnecessary movement, excess processing, and unused talent. Continuous improvement, or kaizen, encourages ongoing efforts to improve processes, quality, and efficiency incrementally. Respect for people emphasizes empowering workers, encouraging teamwork, and developing their skills to contribute effectively to the organization's goals. Flow-based processes ensure that production moves smoothly without interruption, reducing delays and bottlenecks. Overall, lean is about creating a responsive, efficient, and waste-free production environment aligned with customer needs.

In a lean production system, workers and managers have roles that differ significantly from those in traditional non-lean environments. Workers in lean systems are viewed as vital contributors to continuous improvement and problem-solving. They are empowered with greater responsibility, decision-making authority, and involvement in process enhancements, fostering a culture of respect and teamwork. Managers in lean environments act more as facilitators and coaches rather than mere supervisors. They focus on nurturing a supportive environment where problems are quickly identified and addressed collaboratively. This shift encourages transparency, accountability, and a shared commitment to waste reduction and quality improvement. Conversely, in traditional systems, workers often have more narrowly defined roles with less involvement in process decisions, and managers tend to adopt top-down supervisory roles with limited engagement in day-to-day problem-solving or continuous improvement efforts.

Constructing a value stream map (VSM) for a cafeteria grocery store involves charting all the steps and flow of materials and information from procurement to the customer. Key steps include inventory replenishment, shelving, customer ordering, checkout, and waste management. The supply chain begins with grocery stock purchase, followed by receiving, quality checks, storage, stocking shelves, customer selection, checkout process, and product delivery to customers. Along each step, metrics such as process time, wait time, inventory levels, and bottlenecks are identified. For example, the time taken for inventory stocking can be a critical delay point, while waiting for checkout can be a bottleneck during peak hours. By mapping these steps and analyzing flow inefficiencies, the grocery store can identify waste (excess inventory, delays) and opportunities for improvement—such as reorganizing layout for better flow or implementing just-in-time inventory strategies.

Addressing the problems based on the given scenarios requires detailed calculations and analysis. For Q4, with a plant operating 2000 hours annually and a demand of 100,000 units, the required cycle time per unit can be calculated by dividing total available production time by demand, which yields a cycle time of 2 hours per unit. This indicates the rhythm at which units must be produced to meet demand efficiently.

For Q6, a machining company with various work centers must analyze throughput times, bottlenecks, and inventory levels between stations to streamline operations. Techniques like value stream mapping and process analysis can identify non-value-added activities, leading to targeted improvements such as smoothing schedules or reallocating resources.

In Q7, operating a lean work center with a lot size of 50 units involves examining setup times, throughput, and inventory levels. Smaller lot sizes reduce inventory and improve flexibility, but may increase setup frequency. Balancing setup times with batch sizes, using SMED (Single-Minute Exchange of Dies) techniques, can optimize throughput while maintaining lean principles.

Finally, for Q8, dealing with a supplier providing parts for frequent deliveries involves establishing reliable communication channels, just-in-time delivery arrangements, and quality standards to minimize inventory and delays. Building strong supplier relationships and implementing vendor-managed inventory (VMI) systems can ensure that parts arrive reliably and reduce holding costs.

In summary, understanding the evolution of lean, its principles, and its application in manufacturing and supply chain management is essential for operational excellence. Implementing lean tools like value stream mapping, continuous improvement, and empowering workers fosters efficiencies and enhances value delivery in diverse settings, from factories to retail stores. The detailed analysis of operational scenarios demonstrates how these principles can be practically applied to reduce waste, optimize flow, and improve overall performance.

References

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• Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. CRC Press.
• Womack, J. P., & Jones, D. T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press.
• Rother, M., & Shook, J. (2003). Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA. Lean Enterprise Institute.
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• Holweg, M. (2007). The Evolution of Lean Supply Chain Management. International Journal of Operations & Production Management, 27(5), 501-534.