How Kanban System Works Would Work Well For Furnware? Essay

In its simplest terms, the Kanban system is used to alert the production team exactly what needs to be produced, the quantity required and the designated time frame (Horngren, George & Srikant 1997).

Matrix – is a permanently designed to reach detailed results using employees from other areas within the company (Chand, n.d.). This structure uses a horizontal reporting within the hierarchical function structure. Some of the advantages are distributing decision making, strong project co-ordination, and there is a fast and flexible response to change. There is, however, the cost of administration is high, authority and responsibility can be confusing, and group decision making can be exaggerated. Within this structure, there are functional and product managers. The functional managers oversee the daily task of functions to keep the business going whereas the product manager oversees getting the products

This lean production technique involves using a range of “practices designed to reduce waste and improve productivity and quality” (Chase, Jacobs, & Aquilano, 2006). The JIT principles use tools, and techniques that allow Riordan Manufacturing “to produce and deliver products in small quantities, with short lead times, to meet specific customer need” (Chase, Jacobs, & Aquilano, 2006).

Each project has a designated manager or director of the project. This person is responsible for monitoring the project, collecting the data, and developing reports. This person oversees the project. The tools and techniques used are based off of the requirements of the initiative. Tools can range from a simple flowsheet to a complex failure mode (“quality and satisfaction,” 2013).

Riordan Manufacturing has a reputation for precision and innovation. As a Fortune 1000 enterprise, Riordan cannot afford to have the issues of bottlenecking affecting their production. As a result, a detailed analysis of the bottlenecks, the effects, and appropriate strategic planning were examined. Lean production planning was examined as was new processes. The details of the new processes also outlined the benefits to the company.

Our book defines JIT as, “… a philosophy of operation that seeks to maximize efficiency and eliminate waste in any form”( Vonderembse 2013, Chapt 11.1). Perhaps one of the greatest functions of JIT is that it uncovers the problems in production by keeping minimal items available. With no pools of inventory the goal of JIT it to allow a smooth flow of production without any kinks or waste. Since using the JIT system Space Age has uncovered a problem with its key worker ED putting in to many hours due to a glitch in the production of part 3079.

It was considered to be overly structured and complicated, especially in the opinion of the CEO. He felt that lean management system enabled people’s involvement in the designing and improvement of processes more than that within the IT system. With the failure of initial IT implementation, CEO was of the opinion that “one size fits all” is not a feasible approach in Lean and IT amalgamation. Due to this, there were discrepancies of opinions among the executives as some believed IT systems could prove to be beneficial in the long run. Mr. Cremin believed that Lean manufacturing pushes the decisions down to people directly engaged in producing products. Incremented changes are key to innovation and continued improvement and an overly structured and complex IT system could interfere with the process innovation.

New recruits were warned that no one will tell them what to do, but it was their

(2016). In the case of Angel Pottery, the purchase of a second kiln (low-tech resource) could help to alleviate the bottleneck that exists due to limited space kiln space. Lean management could be applied to increase productivity and improve cycle times. With the constraint of firing space alleviated by capital expenditure on a second kiln, pull from the customer or demand will drive production. This Kanban will help to orchestrate when and how much inventory should be

In our modern organization, there are certain tools that are used to shape & build a more quality infrastructure. The significance of the various elements attached to KM cycles help provide innovation on propelling organizations. There are four essential areas that play a significant difference on developing a firm foundation. (1) Knowledge creation and/or capture, helps increase our effectiveness within displaying on ability of exemplifying quality work results. It also develops better efficient ideas of innovation or developing a sense of techniques to effectively demonstrate an effective effort in attaining desirable results (2) Knowledge Acquisition & Application helps building between areas that may needed to be redefined with new innovation/knowledge. The other incentive maybe understanding new efficient opportunities to reach the conceptual goal (3) Knowledge codification helps with attaining organization from various entities that are essential to organizational functioning proper. At Swift Transportation, the knowledge codification for drivers stem from the Qualcomm. The Qualcomm helps store routes, paperwork, newsletter, & other important information concerning jobs specifics (4) Knowledge Sharing & Dissemination becomes available through the Qualcomm (Frost, 2010). There are outlets that helps all departments within our company to transfer information. The new developments are readily made accessible from corporate headquarters to our trucks.

Tactical dashboards: They track departmental processes and projects and emphasize analysis more than monitoring or management. It has intermediate time horizons, uses mostly internal information, and has structured decision process. They display results in a business intelligence (BI) to monitor a projector process that they manage; it uses OLAP tools, parameterized reports, advanced visualization tools, and scenario modeling tools to encourage users to explore information to identify trends and ascertain the root causes of problems or issues and let them create plans that contain multiple scenarios. This dashboards use workflow tools to make users share their findings and request approval, also monitoring and auditing tools to track users adoption and

Kanban in Japanese means “visual signal” or “card” according to LearnIt.com. The following document discusses the history, uses, and alternative methods of Kanban. The term Kanban originally was coined as a phrase to describe process work flows in the 1940s at a Toyota factory. Kanban uses have now expanded beyond manufacturing and into project management. Alternative methods that might use Kanban are waterfall, scrum, and eXtreme programming. There are a lot of best practices to follow in Kanban such as being flexible to incremental changes throughout the project and encouraging leadership at all management levels. It is also important visualize the workflow and then to manage it. This will help for everyone to understand the logic and make the flows consistent. Kanban can be really beneficial to Project Management because it allows everyone to see the progress of all the phases of the project and how their part plays into the big picture.  This process also allows flexibility with its ability to make additional tasks and changes continuously. There are also some downsides to Kanban in project management. When projects have too many specialized workflows for tasks it makes it hard to have consistent workflows, and Kanban doesn’t always account for two or more people working on a task.

Although efficiency is improved and waste is eliminated, the J.I.T. system is not an easy feat and requires very close coordination between Toyota plants and their suppliers. To achieve the necessary level of coordination, Toyota implements the e-Kanban system which uses the communication network and computers to maintain continuous communication between the company and its suppliers (CORPORATION., T. M., n.d.).

Trello is a Kanban-based system based on the product management system developed by an ex-leader of Toyota. It’s one of the most intuitive and easy to use project management tools out there – the simplicity

Rodolfo's production processes and methods, while capable of producing exceptionally high quality products, aren't going to be able to keep up with competitors from both a cost and throughput standpoint. What Rodolfo must do is implement a company-wide control system that will give the company greater visibility into customer demand in the form of forecasts, and in turn manage production more effectively based on that data. The control system must also have a single system of record or order activity to ensure the company stays organized on a common foundation of transaction, cost and supply chain data (Li, Moselhi, Alkass, 2006).