How Lean management can be applied in the case of Plumbers Supply Company
Plumbers Supply Company recorded an overwhelming performance in its fire protection unit in the last decade (Miina 2012, pp. 232-250). This was according to average industry benchmark; however, this was not the general case. Apparently, there were some clients who were not satisfied and had contrary opinions to this claimed ‘best-in-class’ achievement. Issues were raised from concerned customers regarding the lack of certain items given that the company stocks a wide range of materials causing unreliability. Further, Plumbers Supply Company has been having its headquarters at a construction location dating back to the late 19th century. Expansion and improvements have been made to the rooms, zones of storage, and various facilities. The rate of movement is high within the company given the sorting and packaging processes involved. With the various kinds of units and materials that the company deals in, there are definitely emerging wastes.
According to Pezziardi (2010), there are seven types of wastes that arise in the process of mass production. Pezziardi categorizes these wastes into the conveyance, motion, overproduction, defects, over-processing, waiting and inventory. From the situation at Plumbers Supply Company, there are number of wastes. Waiting as a waste comes in at the customers end due to lack of desired particular materials required for their intended use or rather construction. Huge varieties of stock lead to probable motion, defects and conveyance wastes. Sorting and packaging of equipment stocked at the company entail a lot of unnecessary movements that might lead to the destruction of goods through breakages (Thomsen 2006).
Charron (2010) describes lean management as a philosophy of enhancing faster and reliable production of high-quality goods as well as services by virtue of ultimately doing away with any kinds of wastes in the process. Lean management seeks to offer value to the client while focusing on wastes’ elimination in the process of production as well as achieving consistent improvements. Hicks (2007, pp. 233-249) describes lean philosophy as distinguishing value-added processes from the non-value-added ones and utilizing the value added ones correctly to bring satisfaction to the client. It is all about low cost and efficient production at the producer level while offering the required and expected product or service to the consumer. Lean management philosophy can be used to help solve the warehousing (part of production) problem and satisfying the Plumbers Supply Company’s customers’ needs. Identifying a bigger business location with well-defined, distinct zones will help solve the some of the aforementioned wastes in warehousing (Schulze & Störmer 2012, p. 71).
How Lean Model/tools can be applied
The 5s tool in lean management can help identify the wastes and help create the solution. The 5S tool is actually established the general proper housekeeping. To achieve required standards, a proper atmosphere of doing things should be in place. Ideally, it is all about breaking down sophisticated processes into simple ways. According to the 5s tool, organized and well-explained steps in production processes are essential in achieving the best results. The 5s strategy entails; sorting, straightening, shining, standardizing and shining (Jackson & Jones 2006). Sorting; entails doing away with the irrelevant goods and keeping the required ones. Straightening and shining focuses on keeping goods in well-identified positions for easy retrieval while ensuring tidiness of the goods. Standardization and sustenance go together too as they are all about maintaining the condition of the goods as they arrived in the warehouse until the customer(s) get(s) them.
Take Time tool can also be used to counter the customer waiting-waste. This tool focuses on countering the customer demands with an efficient, appropriate and timely delivery of goods. This will ensure smooth flow of appropriate goods that perfectly meet the customers’ demands.
Potential Issues with Lean Management Implementation
There are however a number of obstacles that might affect the implementation of the lean management in the process of service delivery. Despite having its ownership under family, there might be opinion differences in terms of management. Such management conflicts might jeopardize implementation of policies as managers of a long-lived family enterprise such as Plumbers Supply have an equal say in the company (Levinson 2013). Implementation of lean involves the overhaul of certain systems, and this might create conflict with employees. It only takes time as well as enlightening the involved about the importance of lean management.
References
Charron, R. (2010). The Lean Management Systems Handbook.
Hicks, B. (2007). Lean information management: Understanding and eliminating waste. International Journal of Information Management, 27(4), pp.233-249.
Jackson, T. and Jones, K. (2006). Implementing a lean management system. Portland, Or.: Productivity Press.
Levinson, W. (2013). Lean management system LMS:2012. Boca Raton: CRC Press.
Miina, A. (2012). Lean Problem: Why Conpanies Fail with Lean Implementation?. MM, 2(5), pp.232-250.
Pezziardi, P. (2010). Lean management. Paris: Eyrolles - Éd. d'organisation.
Schulze, A. and Störmer, T. (2012). Lean product development â enabling management factors for waste elimination. International Journal of Technology Management, 57(1/2/3), p.71.
Thomsen, E. (2006). Lean Management. St. Gallen: SMG Publ. [u.a.].
