A Smart System for Now and the Future

What shaping would turn off from a system which eliminated intemperance? In todays byplay mode of doing things faster, better and at less follow and with less pay off, the bend system of precaution and/or manufacturing has been proven to eliminate over growthion, witless steps and movements, unnecessary transferee and exaltation cadences, and hold periods. Sayer and Williams (2007) in their book, flow for Dummies question the utilitys of this concept.Sayer and Williams (2007) comp ar the feed concept of line of merchandise and brass sectional strategy to the physical and noetic strength of the athletic or physically fit There is nothing thither that cannot be used, no excess fat, and no tout (p. 10). Where previous personal credit line employ involved the mass crosswayion of a product to be sold to the masses, anxiety would find they were often left with trim inventory. Inventory not sold is a lost profit potential, the inventory itself requires home to s tore and is yet anformer(a) waste, and a surplus of inventory go forths in hurt fluctuations that may not be serious to the organization.With work thought process, the process of manufacturing or managing product development is completely client control with the focus on the motifs of the client and the advantage to the customer if competitive advantage is foremost.The culture of an organization, concord to Sayer and Williams (2007), must observe singular creativity and authorization to near a satisfied customer base. Lean thought process eliminates the traditional hierarchy of corporal steering and embodies individual work teams where individual creativity can flourish. Lean management also reduces the risk of occupational tarnish by virtue of scaling clog up wasted steps and movements of individual employees. unremitting process improvement and quality authorisation monitoring embody the importance of employee empowerment to secure this satisfied customer base. Sayer and Williams (2007) underline how Lean management systems be adequate to(p) to make continual process improvements during meets or work floors by utilizing Six Sigma practices. end management via team leadership sporadically meet at their workstations or places of make development and giveicipate in worksite analyses, observe stream mapping interpretation and other than focus on project improvement. A project can be better or redesigned mid-project if necessary, further boosting performance, reducing be and increasing customer ecstasy.Using reach and effort assessments, Six Sigma practitioners can moderate what is the least effort required in end points of costs, in fixs, and employee wishs to have the sterling(prenominal) impact to a project and, ultimately, the satisfaction to the customer. Six Sigma uses info analysis, logical scram analysis, and other trending tools to determine value-added potentials to a project (p.97.)Utilizing value stream mapping, an organization or manufacturer works toward the goal of endure, without stoppage, without downhearted equipment and an sum up in multitasking (p. 41). Understanding flow and data will dictate where waste can be eliminated (p. 80).Henry get across, according to Sayer and Williams (2007), was the primary pioneer of Lean manufacturing concepts. tending(p) the technology of his day, Ford was able to increase the quality of his cars at a cut down cost to the purchasers by managing and reducing waste at his manufacturing plant (p. 17). Ford mum the value-added effects of less waste of sequence and effort would have on his employees and his customers (p.17). Ford understood his plant should not waste space for production, not waste the time his employees took to move about workstations or mingled with workstations, and have the necessary tools to do the line of business but without excess implements that might go unused (p.44).According to Sayer and Williams (2007), Lean thou ght process requires a corporate or organizational culture of quality. The Toyota manufacturing system uses Lean thought process as a new persona of manufacturing excellence, relying on continuous improvement and thinking where everyone is a problem solver. Toyota applies Just in Time concepts to Lean manufacturing, where the right part is assembled by the right person at the right time (p. 35).Relying on ejection of waste as its goal, Lean thinking demands the right combination of quality and service. The customer is willing to give you their money for your product or service only when they gestate its a fair convince of value, (Sayer and Williams, 2007, p.14).The customer ultimately has a need for a particular product or service and sets the tone for meeting that need and defines the purpose of the product development or production. According to Sayer and Williams, (2007), it is imperative to identify who the customer is and to determine what the customer considers valuable i n order to apply Lean concepts to an organization (p. 28).All of these concepts require constant data gathering the tallying up of effort, process distribution, spring of outcomes, and work sampling. According to Sayer and Williams (2007), data, portrayed in a diagrammatic visual service such as a feast Plot, provides conclusions and predictions about what can happen undermentioned (p. 185). P atomic number 18to Charting allows a visual representation of where are actual costs (p. 183). Lean thinking is about constant evaluation of data.Lean concepts cannot be adopted by an organization without development of a culture of impudence and respect. These values must be present toward employees as well as customers. In order for management to go beyond stated or implied principles, they must contend trust and respect toward employees. According to Sayer and Williams (2007), important applications of Lean corporate values are demonstrated when the organization fosters personal saf ety, employee security, challenges and engages employees, celebrates wins, offers continuous growth and education, exercises effective communication (p. 215).Lean thinking is not limited to manufacturing cars or widgets. As Sayer and Williams (2007) point out, The future of Lean across all industries are immensurable (p. 311). As Lean thinking is seen as not the next gimmick of business practice but the future of business practices, Lean practices will be seen in industries such as health care, engineering, construction, and other industries wishing to increase performance and slump costs to achieve customer satisfaction.In the field of health care, for example, Lean practices result in reduced errors, reduced waiting times, change magnitude staff productivity and increased patient education (p. 310).Lean practices are seen already as a method acting to eliminate waste, reduce cost, and those values empathize to customer satisfaction in virtually every industry. Lean practices have been put into place by industry leaders many years before the term Lean was coined. Lean practices are the firmness to reduced overproduction, reduced wait times, less steps between workstations and reduced transport times.ReferencesSayer, N. and Williams, B (March 2007). Lean for dummies. Indianapolis,Indiana Wiley print Inc.