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Chapter 15 Lean synchronization 455 is huge demand for special stairs in this region, but also a lot of competing small joinery businesses which can beat us on price and lead time. So we go to a lot of trouble quoting for stairs, but only win about 20 per cent of the business. If we got the cell idea to work, we could be more competitive on price and delivery, hence winning more orders. I know we will need a lot more volume to justify establishing the cell, so it’s really a case of “chicken and egg”!’ Questions 1 To what extent could (or should) Dean expect to apply the philosophies and techniques of JIT described in this chapter to the running of a staircase cell? 2 What are likely to be the main categories of costs and benefits in establishing the cell? Are there any non-financial benefits which should be taken into account? 3 At what stage, and how, should Dean sell his idea to the Joinery Manager and the workers? 4 How different would the cell work be to that in the main Joinery Department? 5 Should Dean differentiate the working environment by providing distinctive work-wear such as T-shirts and distinctively painted machines, in order to reinforce a cultural change? 6 What risks are associated with Dean’s proposal? Problems and applications These problems and applications will help to improve your analysis of operations. You can find more practice problems as well as worked examples and guided solutions on MyOMLab at www.myomlab.com. 1 2 3 4 5 6 Revisit the worked example earlier in the chapter that analysed a journey in terms of value-added time (actually going somewhere) and non-value-added time (the time spent queuing etc.). Calculate the value-added time for a recent journey that you have taken. A simple process has four stages: A, B, C and D. The average amount of work needed to process items passing through these stages is as follows: Stage A = 68 minutes, Stage B = 55 minutes, Stage C = 72 minutes and Stage D = 60 minutes. A spot check on the work-in-progress between each stage reveals the following: between Stages A and B there are 82 items, between Stages B and C there are 190 items, and between Stages C and D there are 89 items. (a) (b) Using Little’s law (see Chapter 4) calculate the throughput time of the process. What is the throughput efficiency of the process? In the example above, the operations manager in charge of the process reallocates the work at each stage to improve the ‘balance’ of the process. Now each stage has an average of 64 minutes of work. Also, the work-in-progress in front of Stages B, C and D is 75, 80 and 82 units respectively. How has this changed the throughput efficiency of the process? A production process is required to produce 1,400 of product X, 840 of product Y and 420 of product Z in a 4-week period. If the process works 7 hours per day and 5 days per week, devise a mixed model schedule in terms of the number of each products required to be produced every hour, that would satisfy demand. Revisit the ‘Operations in action’ at the beginning of this chapter, and (a) list all the different techniques and practices which Toyota adopts. (b) How are operations objectives (quality, speed, dependability, flexibility, cost) influenced by the practices which Toyota adopts? Consider how set-up reduction principles can be used on the following. (a) changing a tyre at the side of the road (following a puncture); (b) cleaning out an aircraft and preparing it for the next flight between an aircraft on its inbound flight landing and disembarking its passengers, and the same aircraft being ready to take-off on its outbound flight; (c) the time between the finish of one surgical procedure in a hospital’s operating theatre, and the start of the next one; (d) the ‘pitstop’ activities during a Formula One race (how does this compare to (a) above?).
456 Part Three Planning and control Selected further reading Ahlsrom, P. (2004) Lean service operations: translating lean production principles to service operations, International Journal of Services, Technology and Management, vol. 5, nos 5/6. Explains how lean can be used in services. Bicheno, J. and Holweg, M. (2009) The Lean Toolbox: The Essential Guide to Lean Transformation, 4th edn, Piscie Press, Buckingham. A manual of lean techniques, very much a ‘how to do it’ book, and none the worse for it. Holweg, M. (2007) The genealogy of lean production, Journal of Operations Management, vol. 25, 420–37. An excellent overview of how lean ideas developed. Liker, J. (2004) The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer, McGraw-Hill Education. Schonberger, R.J. (1996) World Class Manufacturing: The Next Decade, The Free Press. As above (and above that) but more speculative. Spear, S. and Bowen, H.K. (1999) Decoding the DNA of the Toyota Production System, Harvard Business Review, September–October. Revisits the leading company as regards JIT practice and re-evaluates the underlying philosophy behind the way it manages its operations. Recommended. Womack, J.P. and Jones, D.T. (1996) Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Simon and Schuster, New York. Some of the lessons from The Machine that Changed the World but applied in a broader context. Womack, J.P., Jones, D.T. and Roos, D. (1990) The Machine that Changed the World, Rawson Associates, New York. Arguably the most influential book on operations management practice of the last fifty years. Firmly rooted in the automotive sector but did much to establish lean. Useful web sites www.lean.org/ Site of the lean enterprise unit, set up by one of the founders of the lean thinking movement. www.iee.org/index.cfm The site of the Institution Electrical Engineers (which includes manufacturing engineers surprisingly) has material on this and related topics as well as other issues covered in this book. www.mfgeng.com The manufacturing engineering site. www.opsman.org Lots of useful stuff. Now that you have finished reading this chapter, why not visit MyOMLab at www.myomlab.com where you’ll find more learning resources to help you make the most of your studies and get a better grade?
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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116 Part Two Design Core products a
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118 Part Two Design Figure 5.3 The
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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134 Part Two Design Summary answers
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140 Part Two Design The supply netw
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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166 Part Two Design of a failing Di
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174 Part Two Design Table S6.3 Expo
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186 Part Two Design shown with thre
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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196 Part Two Design Figure 7.16 (a)
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200 Part Two Design Working from th
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204 Part Two Design Table 7.4 Stand
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214 Part Two Design E-business E-co
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216 Part Two Design Table 8.2 Examp
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220 Part Two Design ‘drive’ it.
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236 Part Two Design Human resource
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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256 Part Two Design Case study Serv
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258 Part Two Design 3 4 5 Step 1 -
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260 Part Two Design them. This mean
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264 Part Two Design Figure S9.1 Tim
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Key operations questions Chapter 10
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Chapter 10 The nature of planning a
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Part Four IMPROVEMENT Even the best
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Risk mitigation actions Chapter 19
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Notes on chapters 653 3 Sources inc
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Glossary 669 Transformation process
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cumulative representation 317-22 cu
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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