Lean Manufacturing Assignment

Lean Manufacturing Assignment Words: 5251

Insert your college logo here UNIVERSITI UTARA MALAYSIA REZZEN PENANG TERM PAPER: Lean Manufacturing PREPARED BY: Your Name Student ID PREPARED FOR: Lecturers Name DATE OF SUBMISSION: Date going to submit Table of Content 1. 0Introduction 1. 1Jabil Vision 1. 2Jabil Mission 2. History of lean manufacturing 1. What is lean manufacturing 2. Primary elements for lean manufacturing 3. Issues in lean manufacturing 3. 7 types of waste 1. Overproduction. 2. Waiting 3. Transporting 4. Inappropriate Processing . Unnecessary Inventory 6. Unnecessary / Excess Motion 7. Defects 8. Underutilization of Employees 4. Jabil challenges on the 7 waste 5. Jabil Production Plan 1. Jabil China Plant Process 2. Strategic Capacity Planning 3. Jabil Lean Production 4. Jabil’s Supply Chain 6. Jabil lean manufacturing tools and equipment 1. Standard Work 2. Visual Management 3. The 5’S 4. Preventive Maintenance 5. Total Productive Maintenance 6. Change Over/Setup time 7. Production Layout and point of use storage 8.

Kanban System 9. Overall equipment effectiveness (OEE) 7. Recommendation for Improvement 8. Conclusion 9. References 1. 0Introduction Jabil Circuit, Inc. provides electronic manufacturing services and solutions worldwide. The company provides electronics design, production, product management, and aftermarket services to companies in the aerospace, automotive, computing, consumer, defense, industrial, instrumentation, medical, networking, peripherals, solar, storage, and telecommunications industries.

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Jabil Circuit offers its customers electronics design, production, product management, and aftermarket solutions that are responsive to their manufacturing needs. Its business units are capable of providing its customers with varying combinations of the following services: integrated design and engineering, component selection, sourcing and procurement, automated assembly, design and implementation of product testing, parallel global production, enclosure services, systems assembly, direct order fulfillment and configure to order, and aftermarket services.

Jabil Circuit conducts its operations in facilities that are located in Austria, Belgium, Brazil, China, England, France, Germany, Hungary, India, Ireland, Italy, Japan, Malaysia, Mexico, the Netherlands, Poland, Russia, Scotland, Singapore, Taiwan, Ukraine, the U. S. , and Vietnam. Jabil Circuit manages its business and operations in three divisions: Consumer, Electronic Manufacturing Services (EMS), and Aftermarket Services (AMS). The Consumer Division focuses on cell phones and mobile products, televisions, set-top boxes, and peripheral products, such as printers.

The EMS Division focuses on business sectors, such as aerospace, automotive, computing, defense, industrial instrumentation, medical, networking, solar, storage, and telecommunications businesses. The AMS Division provides warranty and repair services to customers in a range of industries, including certain of its manufacturing customers. Services Design Services Jabil Circuit offers a spectrum of value-add design services for products that it manufactures for its customers. It offers the following design services: ?

Electronic Design: Jabil Circuit’s electronic design team provides electronic circuit design services, including application-specific integrated circuit design and firmware development. These services have been used to develop various circuit designs for cellular telephone accessories, notebook and personal computers, servers, radio frequency products, video set-top boxes, optical communications products, personal digital assistants, communication broadband products, and automotive and consumer appliance controls. Industrial Design Services: Jabil Circuit’s industrial design team assists in designing the ‘look and feel’ of the plastic and metal enclosures that house printed circuit board assemblies (PCBA) and systems. ? Mechanical Design: Jabil Circuit’s mechanical engineering design team involves in three-dimensional design and analysis of electronic and optical assemblies using modeling and analytical tools. It also involves in industrial design, advance mechanism development, and tooling management. Computer-Assisted Design: Jabil Circuit’s computer-assisted design (CAD) team provides PCBA design services using advanced CAD/computer-assisted engineering tools, PCBA design testing and verification services, and other consulting services, which include the generation of a bill of materials, approved vendor list, and assembly equipment configuration for a particular PCBA design. ? Product Validation: Jabil Circuit’s product validation team provides product and process validation. This includes system test, product safety, regulatory compliance, and reliability. Product Solutions: Jabil Circuit’s product solutions efforts are focused on providing system-based solutions to engineering problems and challenges on the design of new technologies and concepts in specific growth areas as a means of expanding its customer relationships. Jabil Circuit’s design centers are located in Vienna, Austria; Hasselt, Belgium; Beijing and Shanghai, China; Colorado Springs, Colorado; St. Petersburg, Florida; Jena, Germany; Tokyo, Japan; Auburn Hills, Michigan; and Hsinchu, Taichung and Taipei, Taiwan. 1. 1Jabil Vision

Built on a foundation of empowered employees, Jabil strives to be the world’s leading global manufacturing services partner through the continued growth of customers and targeted markets by offering differentiated capabilities and cost-effective services. ? Customers & Markets – Grow targeted markets and deliver the best customer service in the industry. ? Execution & Capabilities – Differentiate and proactively offer industry-leading capabilities. ? Cost Effectiveness – Offer the lowest total cost services in a globally competitive environment. Employee Development – Respect employees and provide opportunities for professional growth. 1. 2Jabil Mission Provide a respectful and safe working environment to empowered and accountable employees. Run performance-oriented operations, and be the market leader in customer service. Deliver competitive costs to customers and financially solid returns to shareholders. 2. History of lean manufacturing Many of the concepts in Lean Manufacturing originate from the Toyota Production System (TPS) and have been implemented gradually throughout Toyota’s operations beginning in the 1950’s.

By the 1980’s, Toyota had increasingly become known for the effectiveness with which it had implemented Just-In-Time (JIT) manufacturing systems5. Today, Toyota is often considered one of the most efficient manufacturing companies in the world and the company that sets the standard for best practices in Lean Manufacturing. The term “Lean Manufacturing” or “Lean Production” first appeared in the 1990 book The Machine that Changed the World6. Lean Manufacturing has increasingly been applied by leading manufacturing companies throughout the world, lead by the major automobile manufactures and their equipment suppliers.

Lean Manufacturing is becoming an increasingly important topic for manufacturing companies in developed countries as they try to find ways to compete more effectively against competition from Asia. 1. What is lean manufacturing Lean is a team based continuous improvement process designed for long term maximization of company resources. Lean is an approach to achieving manufacturing excellence based upon the continued elimination of waste. Waste is defined as activities that do not add value to the product. Lean Manufacturing utilizes techniques and principles that improve efficiencies of value added activities.

Value added activities mean transform raw materials and information into parts or products. On the other hand, non-value added activities are consuming resources that do not contribute to the physical change of the product. 2. Primary elements for lean manufacturing The five primary elements to consider when implementing lean manufacturing are manufacturing flow, organization, process control, metrics, and logistics (Feld, 2000). These elements represent the variety of aspects needed to sustain a successful lean manufacturing implementation program.

Manufacturing flow addresses physical changes and design standards. Organization identifies people’s roles/functions, training in new ways of working, and communication. Process control is directed at monitoring, controlling, stabilizing, and pursuing ways to improve the process. Metrics addresses visible results-based performance measures, targeted improvement, and team rewards/recognition. Logistics provide the definition for operating rules and mechanisms for planning and controlling the flow of material. 3. Issues in lean manufacturing

Lean manufacturing is in direct opposition with traditional manufacturing approaches characterized by use of economic order quantities, high capacity utilization, and high inventory (Feld, 2000). In changing from a traditional environment to one of lean production, cultural issues will emerge quickly, as well as resistance to change. Implementing lean manufacturing techniques will change the organizational culture because everyone needs to be more involved and accountable and people may be laid off. A fast managing change program is needed to accompany the effort.

A slow approach generally does not work or achieve significant results. Lean manufacturing is not a magical solution (Feld, 2000). It involves a change in leadership that requires considerable communication, coordination, and organization which results in a change in the company’s culture. Just implementing one lean technique such as a Kanban system will not result in lean implementation. Positive employee reaction to lean manufacturing is essential to success, but does not always occur since becoming lean improves productivity and can reduce the number of workers needed.

Laying people off and asking the remaining employees to become more involved may not work. In order to create a lean manufacturing environment, the organization needs to be aware of where it is at that point. They must know why they need to change and why change is important. It is necessary to provide the answers to these questions to employees so they become more engaged in the process. “Motivation, tenacity, leadership, and direction all play roles in the successful deployment of a lean program” (Feld, 2000). Roles within the team and the way in which team members interact with one another are important.

All members must understand their roles and why they were selected for their assignment. 3. 7 types of waste Waste elimination is one of the most effective ways to increase the profitability of any business. Processes either add value or waste to the production of a good or service. The seven wastes originated in Japan, where waste is known as “muda. ” “The seven wastes” is a tool to further categorize “muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System, also known as Lean Manufacturing.

To eliminate waste, it is important to understand exactly what waste is and where it exists. While products significantly differ between factories, the typical wastes found in manufacturing environments are quite similar. For each waste, there is a strategy to reduce or eliminate its effect on a company, thereby improving overall performance and quality. The seven wastes consist of: 3. 1Overproduction. Simply put, overproduction is to manufacture an item before it is actually required. Overproduction is highly costly to a manufacturing plant because it prohibits the smooth flow of materials and actually degrades quality and productivity.

The Toyota Production System is also referred to as “Just in Time” (JIT) because every item is made just as it is needed. Overproduction manufacturing is referred to as “Just in Case. ” This creates excessive lead times, results in high storage costs, and makes it difficult to detect defects. The simple solution to overproduction is turning off the tap; this requires a lot of courage because the problems that overproduction is hiding will be revealed. The concept is to schedule and produce only what can be immediately sold/shipped and improve machine changeover/set-up capability. 3. 2Waiting

Whenever goods are not moving or being processed, the waste of waiting occurs. Typically more than 99% of a product’s life in traditional batch-and-queue manufacture will be spent waiting to be processed. Much of a product’s lead time is tied up in waiting for the next operation; this is usually because material flow is poor, production runs are too long, and distances between work centers are too great. One hour lost in a bottleneck process is one hour lost to the entire factory’s output, which can never be recovered. Reduce wasting can be achieved by linking processes together so that one feeds directly into the next. . 3Transporting Transporting product between processes is a cost incursion which adds no value to the product. Excessive movement and handling cause damage and are an opportunity for quality to deteriorate. Material handlers must be used to transport the materials, resulting in another organizational cost that adds no customer value. Transportation can be difficult to reduce due to the perceived costs of moving equipment and processes closer together. Furthermore, it is often hard to determine which processes should be next to each other.

Mapping product flows can make this easier to visualize. 3. 4Inappropriate Processing Many organizations use expensive high precision equipment where simpler tools would be sufficient. This often results in poor plant layout because preceding or subsequent operations are located far apart. In addition they encourage high asset utilization (over-production with minimal changeovers) in order to recover the high cost of this equipment. Toyota is famous for their use of low-cost automation, combined with immaculately maintained, often older machines.

Investing in smaller, more flexible equipment where possible; creating manufacturing cells and combining steps will greatly reduce the waste of inappropriate processing. 3. 5Unnecessary Inventory Work in Progress (WIP) is a direct result of overproduction and waiting. Excess inventory tends to hide problems on the plant floor, which must be identified and resolved in order to improve operating performance. Excess inventory increases lead times, consumes productive floor space, delays the identification of problems, and inhibits communication.

By achieving a seamless flow between work centers, many manufacturers have been able to improve customer service and slash inventories and their associated costs. 3. 6Unnecessary / Excess Motion This waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching. These are also health and safety issues, which in today’s litigious society are becoming more of a problem for organizations. Jobs with excessive motion should be analyzed and redesigned for improvement with the involvement of plant personnel. 3. 7Defects Having a direct impact to the bottom line, quality defects resulting in ework or scrap are a tremendous cost to organizations. Associated costs include quarantining inventory, re-inspecting, rescheduling, and capacity loss. In many organizations the total cost of defects is often a significant percentage of total manufacturing cost. Through employee involvement and Continuous Process Improvement (CPI), there is a huge opportunity to reduce defects at many facilities. 8. Underutilization of Employees In the latest edition of the Lean Manufacturing classic Lean Thinking, Underutilization of Employees has been added as an eighth waste to Ohno’s original seven wastes.

Organizations employ their staff for their nimble fingers and strong muscles but forget they come to work everyday with a free brain. It is only by capitalizing on employees’ creativity that organizations can eliminate the other seven wastes and continuously improve their performance. Many changes over recent years have driven organizations to become world class organizations or Lean Enterprises. The first step in achieving that goal is to identify and attack the seven wastes. As Toyota and other world-class organizations have come to realize, customers will pay for value added work, but never for waste. 4.

Jabil challenges on the 7 waste Based on overall observation done at Jabil, below are the obstacle faced by Jabil in terms of the 7 waste in order to achieve a world class lean manufacturing 1. Over production ? MRP push rather than kanban pull ? Large batch sizes ? Looks better to be busy! ? Poor people utilization ? Lack of customer focus 4. 2Waiting ? Shortages & unreliable supply chain ? Lack of multi-skill/flexibility ? Downtime/Breakdown ? Ineffective production planning ? Quality, design, engineering Issues 4. 3Transporting ? Badly designed process/cell ? Poor value stream flow ? Complex material flows Sharing of equipment 4. 4Inappropriate Processing ? Out of date standards ? Attitude – ‘Always done it like this’ ? Not understanding the process ? Lack of innovation & improvement ? Lack of standard operation procedures 4. 5Unnecessary Inventory ? Adds cost ? Extra storage space required ? Extra resource to manage ? Hides shortages & defects ? Can become damaged ? Shelf life expires 4. 6Unnecessary / Excess Motion ? No standard operating procedure ? Poor housekeeping ? Badly designed cell ? Inadequate training 4. 7Defects ? Out of control/Incapable processes ? Lack of skill, training & on the job support Inaccurate design & engineering ? Machine inaccuracy 5. 0Jabil Production Plan Jabil has decided to follow a Lean Production philosophy and will scrutinize the production process at the China plant. Lean is the goal of accomplishing high-volume production by using minimal resources and input and keeping minimal inventories. In order to identify which resources might be eliminated, the process must be examined. In effort to identify Jabil’s need to accomplish its goals of lean manufacturing we will examine what bottlenecks they may have, and the current use of their supply chain. . 1Jabil China Plant Process Jabil manufacturing’s intranet outlines in detail the process followed by the China plant. There are a total of six departments in the China plant. The resources move from the Receiving department to store department, to SMT, to Assembly, to Packaging, and finally to Shipping. This seems to be a fairly efficient process from beginning to end. 2. Strategic Capacity Planning The strategic capacity panning has three important capacities as per below: 1. Maintaining system balance 2. The frequency of capacity additions 3. External sources of capacity.

Maintaining system balance tries to maintain a constant balance between the stages of production. In a perfectly balanced plant, the output of stage 1 provides the exact input requirement for stage 2. Stage 2’s output provides the exact input requirement for stage 3, and so on. Since there is no truly perfect balance, Jabil must ensure that the output of each stage should not be too much larger than the next stages because this will cause imbalance. If there is imbalance then the addition of bottlenecks or the use buffer inventories in front of the bottlenecks may be necessary.

In frequency of capacity additions, Jabil must realize that there are two costs to consider when adding capacity: 1. The cost of upgrading too frequently 2. The cost of upgrading too infrequently. Costs are great when adding capacity frequently so Jabil must realize that if more capacity is needed, the costs must be calculated into the budget. The costs of new equipment, training employees, etc. to ensure the additions are necessary can be costly as well. On the other hand, upgrading too infrequently is also costly. Infrequent expanding means that the capacity is purchased in large quantity.

When there is an excess, the addition must still be carried in with the overhead until it is utilized. When considering external sources of capacity, Jabil may look to have some outside sources take on a share of the production. This is sometimes less expensive. When production is outsourced, other companies can do some of the work at a less expensive cost and can also help cover some of the production if one is being under- utilized 3. Jabil Lean Production Adjusting the supply chain management system to a just-in-time inventory will reduce the safety stock required to make the electronic products.

This in turn will decrease the cost of goods sold by which has increased by 5 million in one year. The Just-in-time (JIT) is an inventory strategy that will improve Jabil’s return on investment by reducing the in-process and associated carrying costs. Implemented correctly, JIT can improve a manufacturing organization’s return on investment, quality, and efficiency. For instance, its effective application cannot be independent of other key components of a Lean Manufacturing system or it can end up with the opposite of the desired result. . Jabil’s Supply Chain Jabil Manufacturing has a very successful supply chain management process in place. Since it is a billion dollar company that has been in business for almost three decades and is established in countries around the world they must have a supply chain process that meets their need in ordering supplies for the electronic products in a timely manner. This helps to ensure the success of their business. In the simplest terms, supply chain management (SCM) lets an organization get the right goods and ervices to the place they’re needed at the right time, in the proper quantity and at an acceptable cost. Efficiently managing this process involves overseeing relationships with suppliers and customers, controlling inventory, forecasting demand and getting constant feedback on what’s happening at every link in the chain. Jabil’s supply chain must consider several elements for the supply chain process. These include location, production, and inventory, transportation, managing the chain, product flow, information flow, and financial flow.

Each area is essential in order for the process to flow as expected. Jabil’s supply chain management involves the integrated function within the sourcing, procurement, conversion and logistical management activities. It also includes coordination and collaboration with suppliers, intermediaries, third-party service providers and customers. Jabil’s China plant has a promising future. With the implementation of Lean Production, utilizing a Just-In-Time production schedule, this plant has the possibility of decreasing the cost of goods sold and in turn, increasing the plant’s profits.

Jabil must also take a closer look at Strategic Capacity Planning in order to utilize its resources most efficiently. Jabil by introducing new production methods may experience a learning curve in the process of implementation but will benefit from the change in the long run. 6. Jabil lean manufacturing tools and equipment 1. Standard Work Standard work means that production processes and guidelines are very clearly defined and communicated, in a high level of detail, so as to eliminate variation and incorrect assumptions in the way that work is performed.

Jabil goal is that production operations should be performed the same way every time, except insofar as the production process is intentionally modified. When production procedures are not highly standardized, workers may have different ideas of what the correct operating procedure are and easily make incorrect assumptions. A high level of process standardization also makes it easier for Jabil to expand capacity without disruption. 2. Visual Management Visual Management systems enable Jabil workers to be well informed about production procedures, status and other important information for them to do their jobs as effectively as possible.

Large visual displays are generally much more effective means of communication to workers on the production floor than written reports and guidelines and therefore should be used as much as possible. When it comes to improving compliance with a process, visual presentation helps the team better understand a complicated process including the correct sequence of events, the correct way to perform each action, internal and external relationships between actions, and other factors. These visual tools include visual display such as chart, metric, procedure and process.

Other then visual display, visual controls such as indicators intended to control or signal actions are also applied at Jabil which provided production status information, quality tracking information and etc. 3. The 5’S The Five S’s are rules for Jabil which aim to organize each worker’s work area for maximum efficiency. 1. Sort – Sort what is needed and what is not needed so that the things those are frequently needed are available nearby and as easy to find as possible. Things which are less often used or not needed should be relocated or discarded. 2.

Straighten (or “Set in order”) – Arrange essential things in order for easy access. The objective is to minimize the amount of motion required in order for workers to do their jobs. For example, a tool box can be used by a Manufacturing Engineer (ME) who must use various tools. In the tool box, every tool is placed at a fixed spot that the ME can quickly pick it up without spending time looking for it. This way of arrangement can also help the ME be immediately aware of any missing tools. 3. Scrub (or “Shine”) – Keep machines and work areas clean so as to eliminate problems associated with un-cleanliness.

In Jabil, airborne dust is among the causes of poor product surface or color contamination. To be more aware of dust, Jabil paint their working places in light colors and use a high level of lighting. 4. Stabilize (or “Standardize”) – Make the first 3 S’s a routine practice by implementing clear procedures for sorting, straightening and scrubbing. 5. Sustain – Promote, communicate and train in the 5 S’s to ensure that it is part of the Jabil’s corporate culture. This might include assigning a team to be responsible for supervising compliance with the 5 S’s.

In Jabil, every single department is assign with a specified supervisor and leader who are responsible as an area owner for the 5s. 4. Preventive Maintenance Preventative Maintenance is a series of routines, procedures and steps that are taken in order to try to identify and resolve potential problems before they happen. In Lean Manufacturing, there is a strong emphasis on preventative maintenance which is essential for minimizing machine downtime due to breakdowns and unavailability of spare parts. 5. Total Productive Maintenance

Total Productive Maintenance (TPM) assigns basic preventative maintenance work including inspection, cleaning, lubricating, tightening and calibration to the production workers who operate the equipment. Basically in Jabil, TPM are assign to the equipment engineers. TPM clearly assigns responsibility to equipment engineers to proactively identify, monitor and correct the causes of problems leading to unnecessary machine downtime. By allocating this responsibility to the equipment engineers, maintenance problems are less likely to occur and therefore machine downtime can be reduced. . Change Over/Setup time Jabil aims to reduce unnecessary downtime due to machine setup or product changeovers since machine downtime is a significant source of unnecessary waste. This requires a culture of continuous improvement in which Jabil is continuously trying to find ways to reduce changeover and setup times. 7. Production Layout and point of use storage In Jabil, industrial engineers (IE) are particularly assigned to identify the waste of transportation and handling between any two processes.

IE continue to monitor works-in-progress are stored as close as physically possible to the place where they will next be used and to make sure the reduction of material handling requirements, reduce misplaced or inaccessible inventory, reduce damage to materials in transit, and to require the discipline of adhering to a pull based production system. 8. Kanban System “Kanban” is a pull-based material replenishment system that uses visual signals, such as color-coded cards, to signal to upstream workstations when inputs are required at a downstream workstation.

In Jabil, Kanban is a communication tool for pull-based production. 9. Overall equipment effectiveness (OEE) Overall Equipment Effectiveness (OEE) is a measure of the overall capacity utilization of particular pieces of equipment. Tracking OEE helps Jabil to identify the sources of bottlenecks, for making capital spending decisions and for monitoring the effectiveness of programs to increase machine productivity. 7. 0Recommendation for Improvement In order to improve the lean manufacturing in Jabil entire production process below are some recommendation which could be used as a guidelines:

In order to reduce the changeover time at the SMT, I would suggest applying quick changeover/setup reduction techniques ? Setting tools close to the work center, reducing the time that the operator spends looking for the tools. ? Standardization of the setup operations, so each operator must perform the setup in the same way and must run the work center similarly. ? Establishing a standard time to perform a setup. By this approach every operator must perform the setup of the work center in the same period of time. In order to improve communications, I suggest the utilization of a visual control system.

Some of the techniques that could be applied include call lights and Andon board lights, standard operations sheets, digital display panels, and a monitor screen and clock at each work center. Call lights and Andon board lights could be used to call immediately for a supervisor or technicians for different types of assistance (e. g. move material, problem in the line, etc). Standard operations sheets could be used for the first line supervisors to eliminate unnecessary inventory and workers and to eliminate accidents and defective production.

These sheets measure all three elements (cycle time, a standard operation routine, and a standard amount of work-in-process) every certain period of time. Digital display panels are another recommendation which would normally be used to show the pace of production, the day of production and the number of units that has been produced during the day. This would inform every person at the plant about exactly at what rate they must be working in order to satisfy customer demand. Another recommendation is to implement a monitor screen at each work center showing the parts’ specifications, a drawing, steps to assemble, etc.

Last, setting clocks at each work center in order to determine how much time an operator is spending to set it up would be beneficial. In order to reduce waiting time between each operation, I suggest the utilization of Kanban systems. As mentioned, a Kanban is a tool to achieve just-in-time. It consists of a card containing all the information that is required to be done on a product at each stage along its path to completion and which parts are needed at subsequent processes. By the utilization of this tool the parts can be moved quickly from one work center to another, improving the material flow and reducing the ork-in-process between processes. In order to increase the capacity of the plant without capital investments and also to avoid unplanned equipment downtime, I suggest the implementation of total productive maintenance (TPM), which is a process to increase the efficiency as well the useful life of the equipment involved. One of the key elements of this technique is employee involvement instead of equipment engineer, so each operator must take care of the work center he or she operates, maintain it, and report any damage as it occurs to the equipment engineer.

In order to improve the housekeeping I suggest the implementation of 5S techniques for the workplace standardization and organization, especially at the SMT assembly area. As mentioned, this technique includes the implementation of five steps: remove all unneeded items, create locations for the needed items, keep everything clean after utilization, set standards and procedures, and employee involvement. 8. 0Conclusion Lean manufacturing refers to a manufacturing improvement process based on the fundamental goal of Toyota production system (TPS) in order to minimize or eliminate waste while maximizing production flow.

Many manufacturing organizations realize the importance of practicing lean techniques. However, few organizations apply lean techniques with the necessary knowledge and proven tools to achieve it. Lean manufacturing is an ongoing process that enables an organization such as Jabil to manage by focusing on continuous improvement of all activities of the company with a focus on customer satisfaction. Lean manufacturing establishes a set of corporate disciplines that are coordinated throughout all levels of the organization by instilling quality control mechanisms to assure the company consistently satisfies or exceeds in customer expectations.

Unlike traditional style management, organizations are continuously searching for ways to improve customer quality through engagement of problem-solving to make process, products and services better. As Jabil compete in global markets, lean manufacturing concepts plays a significant role by setting standards to assure customers confident levels of quality for products and services manufactured in foreign boundaries. 9. References Davis W. J. and Stubitz S. J. Configuring a Kan-Ban System Using a Discrete Optimization of Multiple Stochastic Pesponses,” int. J. Prod. Pes. , 25, 721-740, 1987. Feld, W. (2000). Lean manufacturing: Tools, techniques, and how to use them. Boca Raton, FL: St. Lucie Press Liker, J. (1997). Becoming lean: Inside stories of U. S. manufacturers. Portland, OR: Productivity Press. Monden, Y. (1993). Toyota production system: An integrated approach to just-in-time. Norcross,GA: Industrial Engineering and Management Press. Nahmias, S. (1997).

Production and operation analysis. Chicago, IL: Irwin. Najarian, G. (2000). Just in time: Organizing in product work cells. Retrieved January 8, 2004, from http://www. remgrp. com/jitarticle. htm Ohno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge, MA: Productivity Press. Philipoon P. R. Pees L. P. , Taylor, B. W. and Huang P. Y. , “Dynamically Adjusting the Number of Kan-ban Systems in a JIT Production System Using Estimated Values of Lead Time. ” IEE Yrans. , 199-207, 1987 Spearman M. L. , Woodruff D.

J. and Hopp W. J. , “CONWIP: A pull Alternative to Kanban, Int. J. Prod. Res.. 28, 879-1566, 1990 Singh, N. (1995) “Systems Approach to Computer-Integrated Design and Manufacturing” , John Wiley & Sons, Inc. page 630-631 Tapping, D. , Luyster, T. , & Shuker, T. (2002). Value stream management: Eight steps to planning, mapping, and sustaining lean improvements. New York, NY: Productivity Press. Womack, J. , & Jones, D. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Simon & Schuster.

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