While counter to these attempts to define lean production, Dahlgaard and Dahlgarrd-Park (2006) and Lewis (2000) have doubt the degree of accuracy and clearness of those existing definitions. The absence of a unique and clear definition would hinder the implementation of lean production to a certain extent, for instant it may encounter difficultiesof both communication(Boaden, 1997 in Jostein, 2009) and identifying the overall objective of the conception (Andersson et al., 2006 in Jostein, 2009).
Lean production couldconduceto exploit and cultivate competitive advantages for manufacturers via eliminatingsurplus stocks and excess capacityfor the purpose of moderating and alleviating the impact of supply variability, processing time variability and demand variability,
However, in the light of Anupindi (1999), maintaining excess capacity would breached the core lean principles; the acceptance level of the second one is much higher that rely on lowering throughput time that can be realized by keeping continues flow without unnecessarybreaks during manufacturing process.Consequently, building a social-technical system is required to manage supply variability, processing time variability and demand variability whenproceeding with minimizing inventory and lean principle(Hopp andSpearman, 2004; De Treville and Antonakis, 2006).
To be specific, fail to deliver goods or services with right quality and quantity on time can cause supply variability (Womack et al., 1990). Creating reliable and long term relationship with some key suppliers and developing dependable relationship with supplier base could manage the issue of variability in supply.Not only that, periodical feedback on process and product quality and delivery performance is helpful with restrainingsupply variability. Companies should also take further improvement and development into account (Rachna Shah et al., 2007). In order to shorten the variability in processing time, identifying specifics of production line benefits line balancing and the prediction of production volume. Superfluous rework can be avoided by setting up strict quality standards which in turn would cut down processing time and production cost (Monden, 1983).The change of demand could swing the whole stability of production schedule. Takt time stemmed from cycle time is therefore designed to adjustproduction capacity according with customer demand and the net active work time (ibid).
Along with the expansion in different regions and different fields, lean production has been widely applied in manufacturing and service industry.For example, Maike, Todd and Patricia (2009) described the trial of lean implementation projects within a global manufacturer which is specialized in producing food processing machines. Lean concepts was also used to improve processing procedure of integrated steel mill primarily byvalue stream mapping to pinpoint proper lean techniques (Fawaz et al., 2007).Tarcisio (2009) conducted a case study of a harvester assembly line that assessed the effectiveness of lean production on working environment at both plant and division level.
In terms of service industry, implementation of lean principle has been widely promoted in recent years, particularly in the United State, the United Kingdom and Australia (Stewart et al., 2012;Brandao de Souza, 2009). 35% of formal publications in healthcare service that mentioned process impro
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