Lean Production Approaches: Challenging Business Environment (Essay Sample)

Lean Production Approaches
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Institutional Affiliation
Lean Production Approaches
Introduction
In the contemporary, challenging business environment, many organizations utilize lean manufacturing principles to improve performance as well as maximizing production. The lean approach offers a framework for organizations to detect and eradicate additional sources of variability to enhance the performance of production systems (Abdulmalek & Rajgopal, 2007). The two core principles of lean production are pull and takt-time control. The Poka-Yoke principle involves practices that eliminate the production of defective goods. This paper discusses how lean manufacturing principles help organizations to enhance their production systems
Takt-time is useful at the final assembly production. It helps in the allotment of production throughout the factory as it sets a solid pace of production, which corresponds to the rate of demand. The calculation of Takt-time entails dividing the available production time by the customer demand. These lean principles impose constraints that ease the control each production unit. Additionally, it motivates employees to reduce sources of inconsistency in the production system.
Organizations employ the takt-time principle high-volume flow situations, where multiple tasks move along the production system in a similar direction. Mainly, it applies where the routines are limited (Abdulmalek & Rajgopal, 2007). The takt-time principle creates a rhythm across all processes in a production system. It keeps a constant flow and efficient utilization of capacities. Moreover, the takt-time concept is applied in the production unit to ascertain that all operations, especially in the final assembly work seamlessly in a fixed order. All the jobs exiting the output unit do so in a First in First out (FIFO) sequence (Bokhorst & Slomp, 2008). The principle eludes sources of erraticism by keeping all the employees focused on their roles.
Takt time helps in the alignment of production with demand (Bokhorst & Slomp, 2008). It eliminates the room for overproduction since the company produces in response to customer demand. Many organizations have adopted the lean production principle to boost performance as well as enhancing a flawless production. Implementation of the takt-time concept takes place in three phases (Bokhorst & Slomp, 2008). First, CONWIP phase involves a forceful reduction of on-going work to a fixed number of production orders. Second, FIFO stage requires the workers to focus on the older tasks first in that sequence within the production unit. Last, TAKT phase needs the workers at each Takt to handle one order at a time following the FIFO rule (Digalwar & Kukreja, 2013). The FIFO rule allows only one order to leave the system.
Poka –Yoke
The last five decades have witnessed intensifying business rivalry, especially in the globalized economy (Marick, 2000). Many organizations face the challenge achieving a sustainable competitive edge in the rapidly changing world. As such, different approaches have emerged to improve quality management. As competition intensifies and uncertainty looms, organizations need to prevent loopholes in production processes (Dudek & Szewieczek, 2009). Innovators have established mechanisms to help production managers in detecting the formation of errors at the point of occurrence. In the modern world, the use of Poka-yoke techniques ensures zero defects and a progressive product improvement.
The Poka-yoke methodology is used to detect and prevent errors in the production process (Marick, 2000). Shigeo Shingo (1961) introduced this method to identify and prevent errors and defects stemming from the mistake (Tsou & Chen, 2005). The term poka-yoke translates into resistance to flaws. The engineer, who worked at Toyota Motor Corporation, linked the Poka-yoke concept to the philosophy of respect for human rights and intelligence (Dudek & Szewieczek, 2009). The technique applies to repetitive production operations to save time. Also, it allows workers to engage in creative actions that add substantial value. Errors are likely to arise at any stage of the product life-cycle. When errors occur, they lead the production of defective goods. The customer buys a defective product from the firm in question (Dudek & Szewieczek, 2009). The consequence may have devastating effects, especially if multiple errors occur leading the production of massive defective products (Marick, 2000).
This situation can damage customer loyalty and reduce the firm’s competitive advantage. A vast body of literature suggests that a single loophole for a globalizing company can result in a huge downfall. As such, companies need to produce goods that are 100% devoid of defects (Tsou & Chen, 2005). In fact, research shows that quality is not only a regulatory...