Read Out The Research Paper Carefully And Based On Your Unde

Read Out The Research Paper Carefully Andbased On Your Understandingyo

Read out the research paper carefully and based on your understanding you should answer the following questions. Questions: 1. Define why Manufacturing Companies emphases on lean thinking? Justify your answer with suitable example. (3 Marks) 2. What do you understand by the term overproduction? Why do you think overproduction waste described as the biggest waste while comparing to all other type of waste? (3 Marks) 3. What are the benefits from Suppliers to end users by using lean thinking? (3 Marks) 4. Use APA referencing style (1 Mark) Note: You can assume any manufacturing company of your choice while answering questions.

Paper For Above instruction

Read Out The Research Paper Carefully Andbased On Your Understandingyo

The importance of lean thinking in manufacturing companies cannot be overstated, primarily because it centralizes on maximizing customer value while minimizing waste. Lean thinking encourages organizations to streamline their processes, eliminate non-value-adding activities, and enhance overall efficiency and productivity. This approach is particularly vital in a highly competitive environment where reducing costs and lead times directly correlates with increased market share and profitability. For example, Toyota’s adoption of Lean Manufacturing practices, widely recognized as Toyota Production System (TPS), has significantly contributed to its global success by reducing inventory costs, improving quality, and boosting customer satisfaction (Womack, Jones, & Roos, 1990).

Overproduction refers to manufacturing more products than are needed or earlier than required, leading to excess inventory that does not generate immediate value. It is a critical waste in lean thinking because it consumes resources unnecessarily, increases storage costs, ties up capital, and can lead to spoilage or obsolescence of goods. Overproduction is often considered the biggest waste compared to other types because it triggers a cascade of other wastes—such as unnecessary transportation, excess inventory, defective products, and over-processing—that compound inefficiencies within the production system (Ohno, 1988). For instance, producing too many units of an item that customers do not immediately need leads to storage issues and potential waste if demand does not materialize, which ultimately increases overall operational costs.

Lean thinking offers significant benefits from suppliers to end users, including reduction in lead times, improved quality, and cost savings. Suppliers practicing lean principles can optimize their processes, reduce inventories, and streamline the delivery chain, resulting in faster response times to customer demands. For end users, this translates into higher quality products, lower prices, and increased flexibility to customize or adapt orders based on market needs. Additionally, lean collaboration fosters better communication and value co-creation between suppliers and manufacturers, ultimately enhancing customer satisfaction and loyalty (Liker, 2004). For example, a lean-supplier relationship can facilitate just-in-time deliveries, reducing the need for extensive storage and enabling companies to respond swiftly to market changes.

References

• Womack, J. P., Jones, D. T., & Roos, D. (1990). The Machine That Changed the World. Rawson Associates.
• Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Productivity Press.
• Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. McGraw-Hill Education.
• Shah, R., & Ward, P. T. (2003). Lean manufacturing: Context, practice bundles, and performance. Journal of Operations Management, 21(2), 129-149.
• Ritzman, L., & Kramlich, R. (2016). Lean Thinking Fundamentals. Lean Enterprise Institute.
• Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: A review of contemporary lean thinking. International Journal of Operations & Production Management, 24(10), 994-1011.
• Fullerton, R. R., & McWaters, R. E. (2002). Implementing lean manufacturing: The role of human resource management practices. Journal of Manufacturing Technology Management, 13(4), 291-302.
• Maskell, B. H. (2001). Performance management and measurement. In The Lean Business Systems (pp. 247-268). CRC Press.
• Krafcik, J. F. (1988). Triumph of the lean production system. Sloan Management Review, 30(1), 41-52.
• Hopp, W. J., & Spearman, M. L. (2011). Factory Physics (3rd ed.). Waveland Press.