Lean Manufacturing
The article is very informative in terms of lean manufacturing. Due to its thorough literature review the process and principles of lean philosophy seem clearer (“Principles of Lean”).
Firstly, it explains what forms waste or muda. The activities that absorb resources, but create no value should be referred as to waste. It can be defined only by identifying customers and defining value of a product to them. For every process this waste may be composed of different activities from different spheres.
Secondly, the process mapping is crucially important for being able to see a product or service from the customers’ perspective. Mapping creates a problem-solving method to handle any problem at the very beginning.
Thirdly, every enterprise which intends to follow the lean philosophy should be aimed at creating flow, namely the progressive achievement directed at significant improvement.
Fourthly, the customer becomes a center of lean manufacturing. He or she creates demand which further activates the entire system. It is designed to meet customer’s needs.
And finally, the article explains how to act when waste and muda are detected in order to make all actions transparent and effective (Al-Dhaheri & Singh Kang 956-57).
If I were to implement the lean philosophy into Walmart’s operation, I would define what activities create no value (“Walmart: Keys to Successful Supply Chain Management”). For example, long queues, deficit supply or supply in excess as well as additional steps taking by employees (on the level of product-placement) could hinder the overall process and make it slower. Moreover, defects in products or failure to meet customer’s needs promptly and effectively may not only create no value, but negatively affect other related operations meaning greater damage and loss. This waste would be eliminated from the operation of Walmart. In addition, I would map what kinds of activities are directed at significant improvement of the entire performance. For example, I would study what activities of employees and what kinds of products or services create higher additional value, for example consultations or campaigns. The emphasis of the entire operation would be shifted to these activities in order to form flow. Success in dealing with this task may lead to improvement that should be the aim of any enterprise, including Walmart. As a manager, I would focus on the needs of every customer, that now is possible due to data bases, in order to understand what derives their demand. I believe that all those steps would bring greater profits and higher satisfaction of customers (Waddell).
Q2.
In the manufacturing industry, implementation of lean principles would require getting rid of old equipment in order to fasten the process of producing.
It would also require shifting from manual to automated work in every possible step of product making.
The process of manufacturing would require better control over workforce and resource allocation.
Moreover, taking into account the needs of customers, the products should be designed in order to satisfy their demand. This all would require implementation of the most recent technologies and innovative models (Nordin, Deros & Wahab).
For service industry, lean principles would stimulate interest to each particular customer. It would foster development of data bases that could hold better account of their needs.
Modern ways of communication would establish stronger ties between a customer and a service provider.
An enterprise would be interested in gaining loyal clients. Therefore, they would eliminate unnecessary activities and services and create new services with greater value.
Companies will be interested in providing a specified kind of service that is possible due to innovation (Ross).
Works Cited
Al-Dhaheri, Abdulla, Singh Kang, Paraminder. “Using Lean Philosophy to Improve Passenger Departure Flow in Abu Dhabi Airport.” International Journal of Scientific & Engineering Research 6.7 (2015):955-961. Print.
https://www.doria.fi/bitstream/handle/10024/104250/Master%20thesis_Karakulin.pdf?sequence=2
Nordin, Nrani, Deros, Baba, and Wahab, Dzuraidah. “A Survey on Lean Manufacturing Implementation in Malaysian Automotive Industry.” International Journal of Innovation, Management and Technology 1.4 (2010): 374-380.
“Principles of Lean.” Lean Enterprise Institute: What is Lean? Lean Enterprise Institute, n.d. Web. 12 May, 2016. http://www.lean.org/WhatsLean/Principles.cfm
Ross, Karyn. “Lean is Even More Important in Services than Manufacturing.” Lean Leadership Ways. Industry Week, 13 Dec 2013. http://www.industryweek.com/blog/lean-even-more-important-services-manufacturing
Waddell, Bill. “Walmart – The Lean Enforcer.” Kevin Meyer: Life and Leadership at the Nexus of Lean and Zen. Kevin Meyer, 24Mar 2009. http://kevinmeyer.com/blog/2009/03/outsource-innovation-bankruptcy.html
“Walmart: Keys to Successful Supply Chain Management.” University of San Francisco. University of San Francisco, n.d. Web. 12 May 2016. http://www.usanfranonline.com/resources/supply-chain-management/walmart-keys-to-successful-supply-chain-management/#
