International Journal of Operation and Production Management‚ vol.17‚ no McCoy‚ T. 1996‚ Creating an open book organization: where employees think and act like business partners‚ AMACON Publishers‚ New York. McManus‚ H.L. & Millard R.L. 2002‚ ‘Value stream analysis and mapping for product development’‚ Proceedings of the International Council of the Aeronautical Sciences‚ 23rd ICAS Congress‚ 8-13 September‚ 2002‚ Toronto‚ Canada‚ pp. MIT & UIUC‚ 2003‚ ‘The Design Structure Matrix (DSM)’ available
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services ever has to wait on the other” (pg. 2216). JIT is a continuous improvement effort (a characteristic of lean systems) that reduces waste from the process‚ thus improving quality‚ delivery‚ flexibility‚ and reducing costs. Waste is any non value-added activity in a process such as movement. Lean processes utilize the pull method. In a pull method the product or service is produced as it is needed. JIT is a pull system in that the service is provided as the customer demands‚ which is a requirement
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wastage 8 2.3 Value stream mapping 11 2.4 Summary 12 CHAPTER-3 13 3.1 Introduction 13 3.2 Value stream mapping 13 3.3 Data collection 15 3.4 The current state map 15 3.5 The future state map 18 3.6 Calculations 19 3.6.1 Takt time 19
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MBA 503 Operations Management Application Exercises You may choose to do up to three application exercises of your choice to demonstrate the application of a concept or tool presented in this course. You may turn these in at any time during the course. You are encouraged to turn in a draft to me for any feedback to improve the application. You will earn up to 50 points for each of your successful applications. Voice of the Customer Identify customers/stakeholders of a process that you/your team
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group with a tool to assist in defining the objectives of lean manufacturing is developed. A case study is used to demonstrate the lean implementation in material handling operations. Keywords: material handling; lean manufacturing; case study; value stream mapping; diamond drill bit components 1. Introduction The proper flow of materials through manufacturing processes allows industries to generate and maintain a competitive edge. This edge is the ability to meet customer demand for on time delivery
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DEFENSE ACQUISITION REVIEW JOURNAL Joint Strike Fighter Courtesy of Lockheed Martin Corporation 172 Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response‚ including the time for reviewing instructions‚ searching existing data sources‚ gathering and maintaining the data needed‚ and completing and reviewing the collection of information. Send comments regarding this burden estimate or any
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Virginia Mason Medical Clinic Discussion Questions 1. What is Gary Kaplan trying to achieve at Virginia Mason? Gary Kaplan is trying to achieve a system at Virginia Mason that is profitable while delivering the highest quality of results. 2. Why is there a need to change at Virginia Mason? There is a need to change at Virginia Mason because the organization has been losing money over the last couple of years‚ there is fierce competition and company morale is low. 3. What was the
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Integrating Lean and Six Sigma The Power Of An Integrated Roadmap by March 1‚ 2011 Both the Lean and the Six Sigma methodologies have confirmed over the last twenty years that it is possible to accomplish extraordinary improvements in quality‚ cost‚ and time by concentrating on procedure performance. Whereas Six Sigma is concentrated on reducing discrepancy and improving procedure profit by following a problem solving method using statistical tools. Lean is principally concerned with
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Improvement of an Automotive Claims Process at Flat Town Insurance Introduction Chris Donn‚ Manager of Claims Processing at Flat Town Insurance (FTI)‚ was thinking about the upcoming Kaizen event to improve claims processing. Chris oversaw four departments in Claims Processing: Automotive Claims; Home Owners’ Claims; Business Claims; and Injury Claims. FTI’s new CEO‚ Pat Jones‚ had developed and championed a new Lean Initiative not long after taking over. After achieving substantial improvements
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What is the Theory of Constraints? The Theory of Constraints is an organizational change method that is focused on profit improvement. The essential concept of TOC is that every organization must have at least one constraint. A constraint is any factor that limits the organization from getting more of whatever it strives for‚ which is usually profit. The Goal focuses on constraints as bottleneck processes in a job-shop manufacturing organization. However‚ many non-manufacturing constraints exist
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