Global logistics and operations

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Global logistics and operations

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The Lean Manufacturing is a theory which looks for optimization in goods production through the removal of waste and implementation of flow, in opposition to batch and queue. Originally, there are 7 wastes called 'muda', which are: Overproduction (production more important than demand), Transportation (moving products that is not actually required to perform the processing), Waiting (waiting for the next production step), Inventory (all components, work-in-progress and finished product not being processed), Motion (people or equipment moving or walking more than is required to perform the processing), Over Processing (due to poor tool or product design creating activity), Defects (the effort involved in inspecting for and fixing defects). This theory comes from the Toyota Production System (TPS). Toyota's growth from a small company to the world's largest car manufacturer has been possible due to the TPS and Lean manufacturing System. To be clear, the lean Manufacturing approach consists of identifying and then eliminating all effective losses which mark out the chain of value (since the reception of the material until the forwarding of the product). There are several steps in Lean Manufacturing: Incremental changes, multifuncionality, participation, empowerment, close relations with suppliers, flow & transport improvement, TPM (Total Productive Maintenance), small batches, SMED (set-up time reduction of 25+ times) and Poka-Yoke.

Sommaire

Identify the order winners and the order qualifiers of the following business
Take the characteristics of lean manufacturing from the slide we used in class. Which of those aspects are easier to implement? Why? Which are more difficult? Why?
Do some research about Flexible Manufacturing Systems. What is the relationship between this approach and concepts seen during the seminar?
In our Lego experience, the person who put the small ships was never the bottleneck of the line, in spite of the distance that he or she should cover. Why?
What did you learn from the ''The Beer Game''?
Why can we not consider your performance in the Beer Game as an input for grading this course?
Take the following variables: 'Consumer loyalty'' and ''Use of technology''. Construct a matrix (in Schmenner's style) with these two variables and illustrate through an example each one of the four areas (high-high, high-low, low-high, low-low) that you will obtain
What did you learn from the Southwest Airlines case?

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Extraits

[...] On the other side, the packaging task requires rapidity, dexterity and precision, and takes more time than the other tasks anyway What did you learn from the Beer We have been organized in teams of 8 people, sub divided in teams of 2 (factory, retailer, wholesaler, distributor). The beer game was aimed at showing the different aspects of a supply chain and how a product transits from the beginning (factory) to the end (retailer) with intermediaries, such as wholesalers and distributors, but the chain is quite complex. Each team of 2 had a specific role. [...]

[...] The other colors were not close to the ship builder So the person had to run to change the colors and not waste time. Paradoxically, this person has never blocked the manufacturing of goods, because she had a single task, and it was hard to make a mistake because the ship had to be positioned depending on the foundations, quite easy and short. Indeed, the critical path of the manufacturing was the packaging. It's a long task and the person was quite slow (which didn't help!!). [...]

[...] Indeed, the relationships with suppliers have to be very good and followed by the company. It's important for the relationship to be built on trust and confidence. It's a long term strategic relation, which has to be highly considered. In a lean manufacturing, there are not many suppliers, so the few remaining have to be considered with attention and the relation between the company and the suppliers is a very important aspect. A good relation with suppliers allows the company to negotiate better concerning the lead times and just in time concept. [...]

[...] Moreover, communication was not possible between the retailer, wholesalers, distributors and factory. So there was no exchange of information (which is not true in “real life”). Indeed, it was quite difficult to have the exact stock we wanted because the other groups made their choices not according to their needs, but according to the chain (the distributor according to the wholesaler etc There was no coordination in stocks and in needs. It's like each team played for itself, without taking in consideration the other supply chain factors. [...]

[...] One of the disadvantages of the company is that the time on the ground is so short with no margin (between 15 and 25 minutes) that when there is a delay on one of the flights, it affects also other flights and people in transit can miss their plane. There is a special “action plan” when a flight arrives late in order to maximize the chances for passengers in transit (they are escorted by some Southwest employees directly to the plane). There is an important company spirit. The company wants the employees to be highly motivated and implied in what they do. [...]

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