Four key operations management concepts.docx
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Four key operations management concepts.docx
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Fourkeyoperationsmanagementconcepts
CONTENTSPAGE
1.Introduction2
2.Discussion2
2.1Kaizen2
2.2EliminationoftheSevenWastes3
2.3Just-In-Time4
2.4TotalQualityManagement5
3.Relationshipamongfourconcepts7
3.1Conceptssimilarity7
3.2Conceptsdifference7
3.3Conceptssupport8
4.Benefitforcompanies9
5.Conclusions11
6.Referencelist12
Fourkeyoperationsmanagementconcepts
1.Introduction:
Foroperationsmanagers,itisimportanttolearntheseconceptsincludingKaizen,EliminationoftheSevenWastes,Just-In-Time,TotalQualityManagementbecauseitcanhelpcorporationstoimprovetheirbusinessprocessessothattosavecostandtimetoproducebetterqualityproducts,andimprovethecompetitiveadvantage.
2.Discussion:
2.1Kaizen
AccordingtoWincel,J,P.(2004,pp.54-57)KaizenisoneelementofJapanesemanufacturingphilosophythatisveryimportantforthecorporationstocontrolcostandquality.'Kai'meanscontinuousorchangeand'Zen'meansimprovementsokaizenisthemethodofcontinuousimprovement.Thismethodistoimprovethedetailsofeachprocesssmallbutcontinuousintheproductionandoperation.YasuhiroModen(1998,citedinWincel,J,P.,2004)hasshownthatkaizenisawaytoreducetheslackofthecorporationsbythe"continuousimplementationofsmallerimprovementactivities."Kaizencanreducethemovementintransportationandanynon-valuetasks,toreducethewasteofmaterial,toimprovetheoperatingprocedures,toimprovethequalityofproduct,tosavethetimeofproduction,andtokeepmotivatingthestaff.Kaizencanhelpcompaniestoreducethecost.
MasaakiImai(1986,citedinSlack,N.,Chambers,S.,andJohnston,R.,2007,pp.595-597),authorof"KAIZEN,TheKeytoJapan'sCompetitiveSuccess",describeskaizenstrategyisthemostimportantconceptforJapanesemanagementanditisalsothekeypointtoJapanesecompetitivesuccess.Inkaizenconcept,everyoneinvolvedineachaspectofthecontinuousimprovementneedtotakepartintheimprovement.Kaizenemphasisestheuseofstaff,professionalethics,communication,training,teamwork,andstaffparticipationandself-discipline.Kaizenisalowcostinvestmentbutitisveryefficientandeffective,soitisagoodmethodtokeepimprovingthecorporations.
Manycorporationsusecontinuousimprovementstrategy,suchastheflowsystemandpullsystemtodecreasetheleadtimeincludingproductiontimeanddeliverytime,tomaketheprocessmoreflexible,torespondtothecustomersquickly,andtoimprovetheproductionprocessactivitiesfrombeginningtotheendinordertoimprovetheproductsqualityandsavecostforthecorporations.(VadimKotelnikov,2010)
2.2EliminationoftheSevenWastes
Harrison,A.andvanHoek,R(2008,pp.194-195)providesanoverviewofsevenwastesthatarenon-value-addingactivitiesortheactivitiesthatthecustomersarenotgoingtopay.ThereisaJapanesewordcalledMudathatmeanswaste.Therearesevenwastesasfollows:
1.Thewasteofinventory:
inventorywastedisaboutthestoreofunnecessaryrawmaterials,WorkInProcess(WIP)goods,andfinishedgoods.Itcausesalotofunnecessarymovement,package,andprotectiontasks.Itwillincreasetheholdingcostincludingmorespacerequiredandmorelaborcost,andincreasetheleadtimes.Italsoharms"FirstInFirstOut"(FIFO)operationanddevaluesthegoods.
2.Thewasteofover-production:
itmeanstoproducetoomuch,ortooearly.Itwillincreasethematerialscostandlaborcost.Thewarehouseneedstobeenlargedandmaintainedforstoringthegoods.Instead,theobjectiveofproductionistoproducegoods"Just-In-Time"(JIT).
3.Thewasteofdefects:
thedefectivegoodsneedtobefixedorbemadeagainsoitwillcostmoremoneyandtime.Italsowastesthematerialsandmachineandlabor.Itisimportanttoproducegoodscorrectlyatonceinordertoavoidrepairingorproducingagain.
4.Thewasteoftransporting:
itcannotcreatevaluetomovegoodsfromoneplacetotheotherplace.Thetransportingwasteincludesthemovingwaste,placementwaste,sortingwaste,andotheractionwaste.Thiswastecanbeminimized,butitcannotbeavoidedbecausethematerialmustbemovedtofactory.
5.Thewasteofoverprocessing:
itmeanstheprogressoftheprojectisunnecessaryanddomorethanwhatitneedtodo.Somestepsoftheprocesscanbecanceled,replaced,andmergedinordertomanagetheproductionwell.
6.Thewasteofmotion:
thewastedmotionincludesmachinewastedandhumanwasted.Forexample,thelayoutofmachineorequipmentisnotdesignedwellsothegoodsneedtobemovedfaraway.Wastedhumanmotionisabouttheunnecessaryreaching,walking,bendingorstretch.
7.Thewasteofwaiting:
theemployeesneedtowaitforthematerialbecauseofdelay,orwaitforthemachinetowork.Ifthemachineisbroken,oronestepneedstorework,itwillcausewaitingwaste.Theleadtimewillbeincreasedduetodelay.(Dennis,P.,2007,pp.20-24)
Toeliminatethesevenwastescanhelpthecompaniestoreducethecost,avoidtoomuchstock,anddecreasetheleadtime.
2.3Just-In-Time
AsWomack,J.PandJones,D.T(2003,p.349)pointoutthatJust-in-time(JIT)isasystemofmanagementthatistoproduceanddelivertherightgoodswiththerightquantitytotherightplaceattherighttime.JITsystemcanreducetheinventory,shortenworkinghours,reducecosts,andimproveproductivity.TheobjectiveofJITistominimizewasteandcost,andimprovethequalityineachprocess.
Dennis,P.(2007,p.69)notesthattherearesomeregulationsthatJITfollows:
1.Ifthecustomersdonotorderthegoods,neverproducethegoodsinadvance.
2.Leveldemandisimportantbecauseitcanmakethetaskstobedonesmoothlyandinorder.
3.TousekanbanthatisasmallvisualcardtocontrolorrecordtheflowofmaterialsthroughJIToperation.
4.Toincreasetheflexibilityofthelaborandmachinery.
InordertoachieveJIToperation,therearetwosystems,"pullsystem"and"pushsystem",tocontroltheflowofmaterialssothatthematerialsjustbedeliveredinsmallquantitythatmakesuresomestocksareinworkinprocess(WIP)process.Itavoidstoaccumulatelotsofmaterials,andreducewaste.(Waters,D.,2003,P.183)
KanbanisanimportantvisualtoolforachievingJITproduction.Itisusuallyacardattachedtothepackageofthegoodsorthepart,anditwillincludesomeinformation,suchasthestoragearea,itemnameandnumber,boxtype,anddeliveryarea.(DavidJ.Lu,1986,pp.84-94)
2.4TotalQualityManagement
Qualitymeanstoprovideproductsorservicesthatcansatisfythecustomerscompletelyandmeettheirwantsandneeds.TotalQualityManagement(TQM)isamanagementconceptthatisbasedonallstaffparticipationtoimprovethequalityoftheproductsorservices.Itsobjectiveistosatisfythecustomerssothattoachievethelong-termsuccessofthecompany.TotalQualityManagementmodelhasthreefundamentalqualityprinciplesthatare:
1.Customersfocus:
qualitystandardisbasedonthecustomers'needs,requirements,andexpectations.
2.Processimprovement:
inordertogetgoodoperationalperformanceandoutput,itshouldfocusonthecontroloftheinputandprocess,understandtheprocessflows,andreducewaste.
3.Totalinvolvement:
allstaffneedtoparticipatetheworktoimproveprocessesandsatisfycustomerssothattobuildcompetitiveadvantageoftheorganisation.(Tenner,A.R.andDeToro,I.J.1992,pp.30-33)
AccordingtoOakland,J.S(1995,pp.27-32,p.114,pp.198-208),ThecoreofTotalQualityManagementisthat:
●Toidentifythecustomer-supplierrelationshipnomatterexternallyorinternally.
●Tomanagetheprocessesthataretoconvertinputtooutput.
●Tochangetheculturetoadoptthecustomers'wantsandneeds.
●Toimprovethecommunicationaroundtheteamworksorprocesses.
●Toimprovethelong-termcommitmenttoachievequality.
TheseabovepointsarethesoftpartsofTQMmodel,thehardpartsareasfollow:
●Systems:
TQMbasicrequirement,suchasqualitysystem,environmentalmanagementsystem.
●Tools:
tomeasureandimprovethequality,suchasProcessFlowcharting,Checksheets,orHistograms.
●Teams:
suchasthequalityimprovementteam,thecouncils.
3.Relationshipamongfourconcepts
3.1Conceptssimilarity
Thesefourconceptshavesomesimilarpointsasfollow:
1.Kaizen,sevenwastes,JIT,andTQMallarethemanagementconceptsaboutproductionandoperation.Theyhaveacommonobjectivethatistoimprovethecompetitiveadvantageoftheorganisation.
2.ThefirstthreeconceptscomefromJapanesebusiness,TQMisalsodevelopedthoughJapanesebusiness.AllofthemhavehelpedJapaneseToyotacompanytobeverysuccessful.
3.KaizenandTQMneedallstafftoparticipatetheworktomakesureeveryprocessisimproved,andbothconceptsfocusonthequalityoftheimprovementorprocesses.
4.EliminationofsevenwastesandJITaimtoreducewasteandcost,avoidtoomuchstock,andshortentheworkinghours.
5.Thesefourconceptsfocusonthedetailofeachprocess,andchangeorimprovethemethodsofproductionsothattosavecostandimprovequality.
3.2Conceptsdifference
Althoughthesefourconceptshavethesamegoal,theywillusedifferentmethodstoachievetheirgoal.
Kaizeniscontinuousimprovementthatrequireseveryemployeetotakepartinimprovingthedetailofeachprocesscontinuouslytogetahugeimprovementsothattoimprovethecompetitiveadvantage.
Eliminationofsevenwastesfocusoneliminatingthedifferentkindsofwastesduringtheproduction.Tocomeupwithspecificsolutionstoreducethewastesothattoreducethecos
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