Implementing lean manufacturing and design for manufacturing concepts in a job shop manufacturing environmentGausman, Christian. January 2009 (has links) (PDF)
Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.
Smith, Ryan Erich
Financial institutes, typically banks, that derive funding from the collection of cash deposits, could derive benefit from the research. In addition, companies who act as outsourced suppliers to such institutes, and therefore process cash deposits on behalf of the banks should derive a similar benefit. Notably, some financial institutes outsource their cash management services. The advantages of outsourcing, such as freeing up staff, and getting the organisation to focus on its core activities, has to be weighed against the challenges that it provides. Hines et al. (2000: 17) note that outsourcing often means a heavy reliance on third party for service, the reliance on third parties 7 for the managing of funds, as well as the risk of securing customer confidentiality. Referring to a survey done by Ernst and Young in 1999, Hines et al. (2000: 15) revealed that revenue from cash management had grown from $7 billion in 1993, to $10 billion in 1999. It would thus be hard to overstate the significance of this industry, or the importance of gaining a competitive advantage. This research aims to provide some guideline on how the banks could become more competitive through pricing and service without cross-subsidising their bulk cash processing divisions. Competitiveness, in turn, would be derived by improving productivity through the application and transfer of lean tools from manufacturing and the service industry. Although the lean approach is well established in the manufacturing sector and certain product-service sectors, evidence of lean in pure service environments is very limited (Piercy & Rich, 2009: 59). Cash centres have a unique combination of service and product environments in the sense that: (1) cash is the commodity and (2) the commodity received from customers is in a sense used as raw material to create products like floats, payrolls, and cash for ATMs. This research could therefore contribute to the way management views the suitability of lean production methodologies in the context of a part product and part service environment such as the cash centre.
Lean manufacturing as an alternative operational process in a small printing organisation in Johannesburg.Naidoo, Sugandren. January 2012 (has links)
M.Tech. Business Administration. Business School.
De Beer, Lourens
The research project measured the influence of lean culture elements as well as power distance elements on the success of lean manufacturing implementations. The literature review revealed that lean transformations are not always successful and sustainable since organisation see these as quick win opportunities to improve short term profits. Lean, however, is a long term philosophy that entails not just quick changes but a fundamental change in the way that business is done. The elements that were measured in the study were organisational awareness, employee engagement, managerial consistency, accountability, mutual respect and autocratic behaviour. The study revealed a strong relationship between these factors and the success of lean implementations. The results indicated that there is a positive relationship between lean culture and the other lean elements. The study also indicated that autocratic behaviour has a positive relationship to lean implementation. The study showed that tools that were developed in the past are valid across various industries and that power distance does play a role in lean implementations.
With global advances in technology, many organizations are finding it difficult and quite challenging to do business as usual. Japanese companies are on top of the world economy, while many Western companies are struggling to find ways to compete with them (Womack, et al., 1990). The Japanese secret weapon “Lean Production” is no longer a secret; more and more western companies are now learning and adopting Lean techniques to remain relevant and competitive. Lean management is a consistent philosophy and a set of practices that must be maintained over time in order to see the gains (Losonci & Demeter, 2013). Lean is not a quick fix to reduce costs, but a continuous improvement journey that will transform an organization into a cost efficient value-driven system. Lean is still a fairly new phenomenon in South Africa, particularly in the Eastern Cape. The road towards the lean implementation is viewed by many as a challenging and yet rewarding journey. South African organizations are following the trend of implementing lean in order to eliminate waste, improve quality, speed, customer satisfaction and thereby increasing profits. It is however still a long journey towards achieving total perfection. The main challenge facing South African organizations is the ability to sustain the lean improvements over a longer period. This study will focus on identifying and analyzing the main barriers that inhibit many successful organizations from sustaining lean improvement efforts.
Lean manufacturing is the method to drive the costs down. Thesis concerns historic development of lean manufacturing methods giving special attention to Taylor's scientific management, husbands Gilbreth motion studies and Ford's production schema for "T" model. From today praxis the thesis is considering TPS (Toyota Production System) developed by Toyota Motor Corporation as an application of lean manufacturing. It was further developed by James Womack and Daniel Jones in their lean manufacturing theory analysis. The thesis introduces the example about fictitious HAD Corporation that is constructed on the bases of three real IT global companies. Analysis applies Womack's and Jones theory of lean manufacturing including five steps: value, value stream, flow, pull, perfection. The thesis can serve as an overview of lean manufacturing history, current methods and case study.
Estudo comparativo da estrutura da academia corporativa Lean da Mercedes-Benz do Brasil com as práticas capacitadoras do LEM- Lean Enterprise Model/Silva, A. E. C. January 2015 (has links) (PDF)
Dissertação (Mestrado em Engenharia Mecânica) - Centro Universitário da FEI, São Bernardo do Campo, 2015
(has links) (PDF)
Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.
04 June 2012
M. Ing. / According to Taque (2005: 30), current lean manufacturing can be presented as ineffective due to a lack of guidelines for establishing and implementing the application thereof. In this project, guidelines for the implementation of lean manufacturing were developed using data collected from multiple sources. One of these sources were company visitations conducted at Desta Power Matla (DPM) in Johannesburg and Bosch SA in Brits. In addition, interviews were conducted with an expert in the field of lean manufacturing, ECSA-accredited professionals in the field, academics in industrial engineering and workers who use lean manufacturing. The significance of this study lies in assisting employees in understanding lean manufacturing production and then developing and implementing guidelines for its implementation. The study also brings to the fore the role of the individual worker in acquiring knowledge about and an understanding of lean manufacturing guidelines. This will ultimately enable companies to implement lean manufacturing production successfully. The results emerging from the data were used to develop guidelines for lean manufacturing production.
Assessment of the status of lean implementation at selected South African Revenue Service branch officesSamela, Thandile January 2011 (has links)
Governments around the world want to deliver better education, better health care, better pensions and better transportation services. They know that impatient electorates want to see change, and fast. But, the funds required to meet such expectations are enormous, particularly in the many developed economies where populations are aging and the public sector's productivity has not kept pace with that of the private sector. The need to get value for money from governments at all levels is therefore under the spotlight as never before. However, cost-cutting programmes that seek savings of 1 to 3% per year will not be sufficient and, in some cases, may even weaken the quality of service (Bhatia & Drew, 2006). One of the key innovative means to improve productivity, and do more with less, is through the implementation of lean initiatives. The purpose of this study is to conduct an 'Assessment of the status of lean implementation at selected SARS (South African Revenue Service) branch offices'. Literature review was conducted to investigate the origins of lean and how the service industry tapped from this philosophy, which was initially developed for the manufacturing sector. The lean philosophy has now been widely adopted in various service industries, from government agencies such as the South African Revenue Service to financial institutions such as ABSA bank, including the healthcare industry. The findings of the research indicated that even though the organisation has made a strategic decision to implement lean, this has not been entirely successful as there is a lack of understanding of lean among managers and team leaders. There are some pockets of excellence though. The researcher recommends that a comprehensive road map be developed to guide the organisation into a sustainable lean implementation.
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