Thanks for your insightful comments Rick. How is it different? Alignment is critically important. For example, the lack of standard work, and its continued acceptance by management, is a primary cause for variability in office and services. Often this is attributed to the failure to continually develop leaders who deeply understand lean, who can sustain and even improve the system, and who can teach it to others.
The tradeoff is that rather than merely relegating the replenishment signal to simultaneously coordinate timing and product information, we may want the replenishment signal to only coordinate timing, while we coordinate the release of product information.
For example, if everyone performs a particular activity in widely varying ways, what kinds of conclusions can you draw about efficiency and the the impact on the customer process? Having said this, the greater issue in my mind is the need for appropriate policies, methodologies, and tools in customer service, as well as in production itself.
Stabilize The objective of this step is to create predictable and repeatable outputs. If you can bring a supplier with you on the lean journey, I think you could see a reduction in price.
In this instance, your staff members are left on their own to figure out how best to perform a particular process.
Can you see how this could cause instability, since the outputs can greatly vary based on who performs the process? When partnering with suppliers to implement lean, you need to provide your suppliers with the best information you have about your future needs. I think that Explain why lean manufacturing requires a stable demand environment biggest mistake manufacturers make is to start their lean programs by forcing inventory to their suppliers.
It is incumbent on each organization to develop a set of clear objectives, identify the business processes that relate to them, and determine which need to be addressed.
If you ask the supply chain, particularly manufacturers, how they would prefer environments they will tell you that they need forecasts and visibilities as they as well do not like inventories and particulary dislike holding finished goods.
Why do so many companies struggle with the application of common-sense Lean concepts to office and service processes? With work instructions and prioritization rules posted visibly, less time will be needed to direct the most basic activities.
The business will then realize near immediate benefits, and customers will quickly see the results. A SIOP process, which may not be necessary in a low mix stable environment, can be the key to success in the less stable situations.
But first, a caution: The stock reason is that the nature of work performed in the office or service is different. With some imagination and some different tools, you can apply Kanban to parts with variable demand as I pointed out in my article.
Companies establish regional factories using regional suppliers. If your office or service process is incapable of delivering a consistent output, then your lean effort must begin here. By standardizing, you can make the answers to these basic questions readily apparent, and that leads us to our next step.
Creating Lean Flow in Office and Service Processes There are many well documented lean successes in manufacturing applications.
Few organizations sufficiently invest in the development of their people.
May 28, at In the replenishment game Kan Ban does nothing more than emulate actual demand while MRP driven senarios emulate the forecast however both methods require some form of forecast on which to base their response to the market.
Bring your suppliers into your business. Less variability will creep into the process strictly due to the shorter duration, and your employees are more likely to adhere to the process if they are know that it represents the best known simplest way possible at the time it was developed.
In your example, it sounds like the demand for the option in India was unpredictable.
The real world example I use involves a high cost 26 week lead-time item that was a product option. But you can create new habits, given sufficient time and support.
Another purpose of standardizing is to make it easier to identify nonstandard conditions. Here is whats you need to know That comes at a cost in terms of lead time and flexibility sometimes.
However, if we consider the mechanics of how a pull system works, we can find that there is a way to make a flexible pull system that naturally adapts to changes in demand. But how will you sustain continuous improvement? The fundamental question is how we know when to make an adjustment and how we make it.
Nonstandard conditions will not be recognizable if there are no standards to compare them to.
The good news is that you can reduce variability through the application of lean concepts.Explain why lean manufacturing requires a stable demand environment. Chapter 13 - Lean and Sustainable Supply Chains Chapter 13 Lean and Sustainable Supply Chains Answer Key True /.
Jan 31, · Imagine comparing a manufacturing operation using regular lot-sizing and the same operation with a kanban/lean production approach.
What would be your expectations of the difference between the total cost (i.e., inventory holding costs + setup/ordering costs) of each? > PRST Test 1. PRST Test 1. Subscribers only. The answer may locate at the end of this page.
D. Estimates of product or service demand on the system Explain why lean manufacturing requires a stable demand environment. Answer:View Answer.
Explain why lean manufacturing requires a stable demand environment. Describe how success to successful system archetype works. What should be done about it/5(K). Practicing Lean Fundamentals in an Office Environment Description: This two-day workshop has been designed for individuals and teams who work in office and service environments that want to gain a better understanding of the philosophy, thinking and acting within a Lean Enterprise and how it might benefit their customers, organizations, and staffs.
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