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Chapter 3: Q4C (page 371)

Question:Outline a plan for introducing lean at Quality Parts Company.

Short Answer

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Answer

The plan for introducing lean at Quality Parts Company will depend on the principle to increase the profitability of the firm and create value in the mind of the customers by reducing waste. The removal of waste should be done with proper analysis and planning.

Step by step solution

01

Steps to focus while introducing lean

Step 1: Steps to focus while introducing lean

Firstly, identify the area that can create value for the firm then create value stream mapping to keep an eye on every step of the manufacturing process. Create a pull system and then keep this change a continuous change.

02

Outline for introducing lean at Quality Part Company

Step 2: Outline for introducing lean at Quality Part Company

The steps may involve the development of a schedule, training, team development, waste reduction, implementation of the prepared workflows, etc.

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Most popular questions from this chapter

When a customer allows the supplier to manage inventory policy for an item or group of items.

What are the roles of suppliers and customers in a lean system?

Question: A company currently using an inspection process in its material receiving department is trying to install an overall cost reduction program. One possible reduction is the elimination of one inspection position. This position tests material that has a defective content on an average of 0.04. By inspecting all items, the inspector can remove all defects. The inspector can inspect 50 units per hour. The hourly rate including fringe benefits for this position is \(9. If the inspection position is eliminated, defects will go into product assembly and will have to be replaced later at a cost of \)10 each when they are detected in final product testing.

  1. Should this inspection position be eliminated?

Meritor is so pleased with the outcome from previous suggestions that the consultants are invited back for more work. The consultants now suggest a more complete robotic automation of the making of muffler assemblies and also a reduction in container size to eight per container. Meritor implements these suggestions and the result is that the muffler assembly fabrication cell now averages approximately 32 assemblies per hour, and the catalytic converter assembly cell can now respond to an order for a batch of catalytic converters in one hour. The safety stock remains at 12.5 percent. How many kanban cards are needed?

Anything that does not add value from the customer’s perspective.
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