Comparing Lean and Agile Strategies - Essay Example

Comparing Lean and Agile Strategies Several lean-agile strategies and techniques aid a producing institution to execute best producing practices. The institution must thus select the majority suitable lean-agile methods that are ideal for personal production requirements; prosperous execution of lean strategies needs functional knowing of the main operational equipments of lean-agile manufacturing. In order to understand the problem at PD Aquirium company, three issues must be well understood. First, the company experiences excessive work-in-progress movement with the orgniztaion. Secondly, is the long lead time order delivery, and finally poor product quality. With these problems well defined, the use of lean and agile strategies in PD aquarium means that all non-value adding processes in production will be minimized if not eliminated. Through the application of the right leand and agile value chain management, organizations expect proven breakthrough roadmap from start-to-finish (Sabri & Shaikh, 2010 p. 247). The most applicable tools at PD Aquarium are Just-In-Time (JIT), Total Quality Management (TQM), Production Smoothing, Total Productive Management (TPM), and Kanban method. These methods when applied properly and according to the purpose help an organization improve its efficiency in production; thus aiding an organization achieve its goal of profitability extremely well (Banomyong & Suptan 12). Kanban Kanban is a Japanese expression that stands for ‘card’ or ‘visible’. It was initially established by Taiichi Onho to manage manufacturing processes and execute JIT producing at Toyota production firms in Japan. Kanban is an indication card that contains data concerning amounts of item to be manufactured, the source of the item, and destination of the item. Execution of Kanban introduces a pull atmosphere in the institution. Applying Kanban, operators manufacture items according to the used items information other than the projected information (Less, Abrahamsson & Oza 2010, Pg. 49). The Kanban strategy is devised to ease material handling and stock control. Instead of piling the materials released to the manufacturing close to the line in huge amounts, smaller amounts of materials are physically available at the point of consumption on the line and restocked simply when a Kanban or indication is produced. From the advantages of Kanban, it is evident that presentation metrics of PD like cost, release time, and suppleness may be enhanced. For example, because of enhanced flow and developed reaction to shift in demand, there shall be enhanced in delivery time and suppleness. Through executing Kanban, there shall be low stock, through which the stock storing charge will be lowered, therefore as well lowering institutional cost. Main policies of Kanban application include: Simply manufacture items to replace the items used by the consumer Just manufacture items according to an indication sent by the consumer Through executing Kanban, Toyota production was able to lower work in progress and the cost related to storing stocks (Sabri & Shaikh 2010, Pg. 10). Total Productive Maintenance (TPM) TPM is described as “an exercise that facilitates undisrupted and effective application of equipment(s) by appliance operator engagement’. TPM is a plan for maximizing the dependability and efficiency of production tools. TPM is a technique applied to enhance general effectiveness of tools by a full manufacturing maintenance scheme for the whole life of the tools: with involvement of the total workers from greater control of daily workers; by encouragement or voluntary involvement. The objective of the TPM is to lower tools break-down, disorders, and security challenges. TPM is the basis of lean maintenance and security and security is the basis of TPM. TPM mixes the characteristics of manufacturing and predictive maintenance with creative control plans. Tools should be provided with proper keenness and maintained regularly, which is the major purpose of TPM. One of the main plans of TPM is worker participation, as well as motivating workers to take the tools like their own; for instance, having workers carry out maintenance plans. TPM needs promotion from top executives to be efficient. TPM will have a key effect on failure time lowering and raises the appliance accessibility. TPM enhances productivity, tools accessibility, quality, and security (Rainey 2010, Pg. 62). Total Quality Management (TQM) TQM is described as a practice that enhances the quality of an item through progressive enhancement in the production process by efficient feedback from workers. The main concepts of TQM include: Consumer contentment: determine inside and external consumers of the company and estimate their contentment regularly to make sure that they remain satisfied, loyal to the organization, and ready to provide any profitable information to the organization. Progressive improvement: progressively enhance the manufacturing scheme for production of excellent quality-by-quality enhancement groups and develop a reward and appreciation scheme according to groups’ attainment. This will ensure production of goods, which are in line with consumer needs and preferences. Total quality management: Get rid of quality supervisors. Estimate quality through employees, for example, from their feedback. Develop statistical quality management at each stage of the production process. This will ensure production of high quality and competitive products in the market. Training: establish a coaching schedule periodically to update the knowledge of the managerial and non-managerial workers engaged in production. This will ensure that the workers have the latest skills needed in the manufacturing process of the PD firm in order to manufacture high quality and adequate products always (Profes & Bomarius 2009, Pg. 144). Just- In -Time (JIT) JIT production is a control concept that assures enhancement by eradication of dissipates such as waiting time and excess manufacturing. JIT manufacturing is a technique whereby the manufacturing lead-time is hugely minimized through sustaining adherence to the reforms through will the total process manufacture the important parts at the significant time, and having in hand just the lowest inventory significant to seize the development together. Below are the conditions to manufacture important parts at the important time: Lowered set up time Team technology Multi-knowledgeable workers Complete preventive maintenance Kanban scheme Equal plat loading Quality management Quality circles An organization developing JIT flow in the entire production practice may have nil stocks (Bente & Langade 2012, Pg. 121). Production Smoothing Production Smoothing is a practice in which the manufacturing level fir every section is maintained as stable as likely crosswise and in the days. Instead of operating huge bunches of a single replica following another, it is instructed to operate small bunches of several replicas for little periods of time. This process leads to manufacturing similar combination of items during every period. The major benefit of executing ‘Production Smoothing’ is that the production of the producing unit shall be the correct sum as needed inside the needed time. There will be lowered opportunity of stock. Thus, it lowers the sum of stock in the manufacturing firms. From the advantages of Production Smoothing, it can be observed that there will be an important lowering in storing cost of stocks, supervising and reworks of items (Lines & Ambler 2012, pg. 33). Bibliography Banomyong, R. and Supatn, N.undated. Comparing lean and agile logistics strategies: a case study. Reading material provided by Bath Spa University, BM7030 Management in Practice Module week 7 [Online]. Available from: Bath Spa University Blackboard (Accessed: 29 November, 2013). Bente, S., Bombosch, U., & Langade, S. 2012. Collaborative enterprise architecture: enriching EA with lean, agile, and enterprise 2.0 practices. Amsterdam, Elsevier/Morgan Kaufmann. Less 2010, Abrahamsson, P., & Oza, N. 2010. Lean enterprise software and systems: first international conference, LESS 2010, Helsinki, Finland, October 17-20, 2010 : proceedings. Berlin, Springer. Lines, M., & Ambler, S. 2012. Disciplined Agile Delivery a practitioners guide to agile software delivery in the enterprise. [S.l.], IBM Press. Profes 2009, & Bomarius, F. 2009. Product-focused software process improvement: 10th international conference, PROFES 2009, Oulu, Finland, June 15-17, 2009 : proceedings. Berlin, Springer. Rainey, D. L. 2010. Enterprise-wide strategic management: achieving sustainable success through leadership, strategies, and value creation. Cambridge, UK, Cambridge University Press. Sabri, E. H., & Shaikh, S. N. 2010. Lean and agile value chain management: a guide to the next level of improvement. Ft. Lauderdale, FL, J. Ross Pub. Read More