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PROJECT SUBJECT: IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMPHASIS ON VALUE STREAM MAPPING IN JOB SHOP ENVIRONMENT ( MILLWORK/CABINETRY INDUSTRY)
It must be written in Standard English, be plagiarism free, be error free and meet all standards of graduate level writing. Margins
All
pages of the project, including all preliminary pages, the body of the text and pages of the appendices, must conform to the following margin requirements:
Conduct industry specific research into this project. It must include
References or Works Cited: References or Works Cited are compiled according to the designated style manual (APA 6.0) and must include every source cited in the study, including material which has been adapted for use in tables and figures.
It should be about 70 pages long including my work
During the last decadesthe U.S. wood products and furniture manufacturing industries have been greatly affected by changing business environment , economic cycles, rising production and transportation costs, changing buyer habits, and increasing global competition. In order to survive small businesses have to improve their productionperformance. A commonly applied philosophy to improve production performance is calledlean manufacturing. This method, derived from the Toyota Production System, eliminates waste, increase efficiency and effectiveness of processes while increasing the competitive strength and responsiveness of a company.
Lean management, allows companies to become more competitive and enhance the likelihood of survival. However, findings show that Lean awareness and its use in Wood product and Millwork industry is very limited (Pirraglia et al., 2009). The group of industry segments with the highest Lean awareness and Lean implementation status are “engineered wood productsâ€Â, “manufactured homesâ€Â, and “household furniture manufacturing,” as opposed to industry sub-segments such as “sawmill†and “Commercial Millwork and Cabinetry,” which had lower Lean awareness and Lean implementation status (Pirraglia et al., 2009) because most small manufactures have minute-by-minute changes to respond to customer change orders, material shortages, work order reconciliation problems, which results in quality issues, delays in manufacturing and delivery of products. So it has become imperative for small manufacturers, find ways to reduce waste and improve efficiency.
There are also a lot of small companies that are struggling to change the culture in their facilities and are having problems in adapting and sustaining the lean principles. The following list presents some statistics about the success rate in lean implementations:
• Based on a survey by Aberdeen Group, only 20% of the participating companies that started their lean journey is succeeding with their lean implementations and getting the benefits (Aberdeen, 2006).
• Based on a survey with 433 US manufacturers, 74% of companies admit that they are not making good progress with lean implementations (Pay, 2008).
5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
Source: Lean Enterprise Institute, Inc
There are also lean tools and technical requirements to implement these leanprinciples. Some of the lean tools are summarized below
B) Statement of the problem:
Management expert James P. Womack, Ph.D., is the founder and senior advisor to the Lean Enterprise Institute, Inc., a nonprofit training, publishing, conference, and management research company
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