Project Report
"Lean" in food industries
There is a general perception that Lean Manufacturing and related continuous improvement businesses do not lend themselves to easy application in industries that have large batch processes, like the food and beverage industries. Typically these business types sell their products from large distribution or product mixing centers, and are not make to order businesses. They manufacture to a forecast, and usually the forecast lead time to production is long, resulting in large differences between the forecast that drives production levels, and actual demand.
The net result of this gap is large levels of inventory holdings, typically in finished goods; however, some food products also have
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But it does not alter the fact that Lean can still be implemented in food industries.
The biggest obstacles in food industry remain the same as any other type of business and are generally as follows:
• Lack of persistent and challenging leadership.
• Lack of a clear vision of the future and of what is possible to be achieved.
• Failure to link the processes in kaizen with normal work. It is often seen as a separate program and not part of everyone 's formal work
• Lack of patience and follow through.
• Failure to perceive that lean is a viable strategy to help achieve competitive advantage.
• Failure to engage and involve employees at all levels in the process from an early stage.
• Lack of constant visibility by management on the shop floor or gemba.
• Holding to the presumption that lean methods cost a lot of money. This results in indecision and failure to act.
• Failure to see that management must use lean methods to change the culture. The usual view of lean is that it is a narrow technical means to save cost. It is a highly integrative socio/technical strategy.
• Failure of management to take a whole systems view of the business and to see the connections between all processes.
• Persistent focus only on demanding results without a balanced focus on improving the processes that achieve the results. The goal is to have a proper balance between these two facets. • Perpetuating a blaming and judgmental culture.
Muda that is inherent
Production practices have had an important role in satisfying the dynamic market. Many approaches have being developed in order to respond effectively to specific business requirements. In fact, some areas of management have focused its study on the overseeing, designing, and controlling the process of production in an effort to find the best methodology that ensures the business success and performance. However, complexities arise in this field because many variables such as costs, inventory, scheduling, suppliers, etc have to be considered in any business. Lean approach and the traditional approach are two points of view that aim to address this complexities, and those will be examined in this essay.
No effective control and goal orientated leadership was visible. Nowhere during the four months did she ask for progress reports from the stakeholders, if she took any interest in the project and ask for progress reports, she would have seen that the project was behind schedule. No milestones were set to make sure that project goals were on track.
6.2.3 Lack of effective management system. Poor management system, lack of motivation to the workers, teamwork and appropriate scheme
-Lack of evaluation and no review process of service provision. A review process should be put in place and all partners must complete this and evaluations
This portrays illustrates that the company ignored importance of the mission and goals that were currently in effect for of the departments currently in effect, the needs of employees which they are serving, evaluation of each department’s organizational structure, development of staff, and relationships among departments and the recommendations for change that they proposed.
Five different obstacles were identify, operational level policy formulation, teamwork, adaptive management, strategic leadership, and agenda setting
| most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and that they lack the knowledge and judgment to make wise decisions about how best to do their work.
organisation. This could be a loss of income due to poor work, resentment within the team by other
The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.
failure to recognise and attempt to address this is a significant cause of change or transition failure. The
Unreasonable deadlines or extreme time pressure, sometimes management can give employees numerous works in the morning and want it back by the end of the day. You can get so overwhelm because of the time pressure you become stress and can make mistake that can cause the company.
The third error is leaders lacking a vision. A successful transformation according to Kotter requires “a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees.” A vision clarifies the direction of the company and helps to create motivation. The fourth error is then undercommunicating the vision by a factor of ten. In other words, Kotter suggests leaders must use every opportunity possible to communicate the new vision and strategies to the entire organization. This is followed by the fifth error of leaders not removing obstacles to the new vision. Organizations should allow members to make changes to their areas of involvement. People need to be empowered in order to be part of the process (Kotter).
Lean is defines the manufacturing philosophy that reduces the time between the shipping and customer demand, which based on the systematic method by eliminating waste, that means giving the customer what they want when they want it, and don 't waste whatever. Rahmana, Sharif and Esa (2013) suggested lean production is mentioned to improve the company 's performance from the philosophy in reducing waste in order. That means, lean system destination is the decrease cost by removing the non-value activities, which they are applying a category of tools and techniques for checking and eliminating defective in the production process. In the Evenort Company should emulate the five overriding principles of lean thinking in terms of implementing lean that there is guarantee the company has been driving correctly in the lean manufacturing (Cardiff 2015) as can show in table 1.
Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.
Poor communications with the staff and the lack of consultation with staff had created an ambience of mistrust of the management.