Total Operations Solutions
A holistic approach to Operations Management, this book focuses on value chain management, addresses new and current issues, and covers an implementation program to demonstrate how to put the methodology into practice.
TABLE OF CONTENTS Total Operations Solutions
What is the Link Between Flexibility and Lean Process?
With lean process the aim is to achieve a just-in-time system. Justin-time means that materials are received directly into production from suppliers just when required. This means that suppliers have to be geared up to deliver to the right specification and on time. With just-in-time supply there is no room for errors in specification, or late delivery.
In order to achieve the agility of supply as demanded by justin-time the infrastructure will have to be flexible in product design, workstation design and capacity and scheduling management. Initial observations may suggest that characteristics of flexibility and lean appear to be in conflict, e.g. flexibility aims for a buffer and lean aims to eliminate waste. However, the aims of optimizing designs and responsive agile customer service are the same for both flexibility and lean.
Why be Flexible?
Our strategy should be to improve our flexibility instead of depending on forecasting algorithms. The best way to improve performance and customer service is to create a highly responsive manufacturing and supply operation. Flexibility is usually achieved by adequate capacity, inventory and agile scheduling (e.g. kanban, see below). The cost of becoming flexible is often relatively small investment with greater returns. It is also a great insurance policy in case supply chain forecasting falls short of promises.
Flexibility is the ability to be responsive. In the past the manufacturers depended on a limited product range often supported by a protective market. Henry Ford and the days...
Copyright Ron Basu and J. Nevan Wright 2005 under license agreement with Books24x7
