A Continuous Improvement process is an incremental and ongoing approach to improve products‚ processes or services. These efforts generally seek to achieve incremental improvement over time or try to achieve breakthough improvement as an immediate result. Delivery processes are constantly evaluated and improved to increase their efficiency and effectiveness. W.Edwards Deming‚ a poineer in the field of quality saw it as part of the system whereby feedback from the customer is taken and evaluated against
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Discuss the critical elements of an effective and efficient stock control system for a continuous flow production line and how these elements can contribute to the profitability of McDonald’s business By Chan Tsunglin Introduction Business activities involves purchasing raw materials‚ semi-finished goods and components‚ changing them into finished goods or combined with services‚ and selling them to the customers. Before customers purchasing these finished goods and services‚ they are all hold
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INTRODUCTION Just In Time: The traditional concepts of Quality and customer satisfaction have been challenged in the recent years. Customer choices and perceptions have also been changing continuously. Japanese manufacturers were the first to meet these challenges by introducing many innovations in manufacturing systems and management‚ one of which is the philosophy of “Just in Time”. Just-in-time (JIT) refers to a collection of practices that is designed to eliminate waste and achieve manufacturing
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scoring | | | | 1. | | JIT is a philosophy of Your Answer: | variability increase. | | Correct Answer: | waste reduction. | | | | INCORRECT. JIT advocates a reduction in variability. | | 2. | | When using kanbans Your Answer: | the kanban cards provide a direct control on the amount of work-in-process between cells. | | | CORRECT. | | 3. | | This action tends to reduce variability. Your Answer: | Production personnel make product before specifications are complete
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Lean & Personal Development Paper #4 Sustaining Lean and Kaizen 10 November 2012 Abstract As the end of the Lean management course nears‚ the value of the course is about to be unleashed. The highest value in my opinion in learning lean management is to implement lean in one’s personal life. This paper describes the five lean principles in general and further details how I would apply three of the five principles in my personal life. Introduction There are five key principles
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Fort Collins History Fort Collins Division (FCD) was established In February of 1977‚ headed by Tom Kelley‚ and known in the beginning as a Calculator Products Group. One year later‚ the Ft Collins Division produced the HP-250 small business computer system and became known as the Desktop Computer Division (DCD) in august of the same year. In 1979‚ DCD was HP ’s most profitable division‚ reaching revenue of $200M. Their next big leap came in 1983 with the combination of the allied‚ yet struggling
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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
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1. Describe how Purchasing interacts with other functional areas of the company. The strategic role of purchasing is to perform source-related activities in a way that supports the overall objectives of a business. It can make many contributions to the success of that organization through its key role as one of the organizations’ boundary-spanning functions. Purchasing can gain important information about new technologies‚ potential new materials or services‚ new source of supply‚ and changes
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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
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and they both require different production methods. So in order to fully optimise our batch/flow production we have to use one of the following types of methods of improving production: - Specialisation/Division of Labour. - Lean Production. - Kanban. I have analysed all three types and they are excellent methods to improve production at McDonalds. The first method is “Specialisation/Division of Labour”. This is when the workforce is divided into small groups to improve productivity as each
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