Difference between revisions of "User talk:Searchtec"
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| − | + | '''Process Improvement- Lean Manufacturing''' by searchtec Consulting Group | |
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| + | Lean manufacturing is about the ‘no waste’ culture and philosophy in managing the organization processes. It does not matter managing any specific company size or type of business. Whether it’s a large-complex corporation or a small group of students with a house painting business, successful lean-process improvements reliability is in its implementation and the leadership of those participating in it. | ||
| + | The triumph of lean manufacturing is determined by how companies manage and conduct business to achieve maximum benefits from the resources available to them without having to spend too much in the process. Success is also achieved by the reduction or elimination of the wastes of as related to operations. | ||
| + | These wastes have been identified as: | ||
| + | •Transportation (the movement of goods more than what is minimally needed) | ||
| + | •Activity(employees working more than what are minimally required) | ||
| + | •Defects (the efforts linked with inspecting and fixing problems) | ||
| + | •Process (conducting more work than what is actually needed) | ||
| + | •Overproduction (leading to wasteful stockpiles) | ||
| + | •Inventory. | ||
| + | It is a must that all companies need to reduce costs, what with rising energy prices and on-going competition. Even profitable companies are now implementing lean manufacturing as a strategy to improve operations. | ||
| + | The challenging part about implementing lean manufacturing tools is that most of the wastes identified are buried or out of sight, making cost reduction and process improvement complicated. But with strategic planning, lean manufacturing tools should be straight forward to realize for any given company. | ||
| + | Searchtecgroup.com | ||
Revision as of 17:55, 21 July 2008
Process Improvement- Lean Manufacturing by searchtec Consulting Group
Lean manufacturing is about the ‘no waste’ culture and philosophy in managing the organization processes. It does not matter managing any specific company size or type of business. Whether it’s a large-complex corporation or a small group of students with a house painting business, successful lean-process improvements reliability is in its implementation and the leadership of those participating in it. The triumph of lean manufacturing is determined by how companies manage and conduct business to achieve maximum benefits from the resources available to them without having to spend too much in the process. Success is also achieved by the reduction or elimination of the wastes of as related to operations. These wastes have been identified as: •Transportation (the movement of goods more than what is minimally needed) •Activity(employees working more than what are minimally required) •Defects (the efforts linked with inspecting and fixing problems) •Process (conducting more work than what is actually needed) •Overproduction (leading to wasteful stockpiles) •Inventory. It is a must that all companies need to reduce costs, what with rising energy prices and on-going competition. Even profitable companies are now implementing lean manufacturing as a strategy to improve operations. The challenging part about implementing lean manufacturing tools is that most of the wastes identified are buried or out of sight, making cost reduction and process improvement complicated. But with strategic planning, lean manufacturing tools should be straight forward to realize for any given company. Searchtecgroup.com