Final_Project_Milestone_Three__Sustaining_Operations.docx 5-2 Final Project Milestone Three: Sustaining Operations Southern New Hampshire University Theories and Techniques Lean Operations: Just in Time (JIT) & T
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Final_Project_Milestone_Three__Sustaining_Operations.docx 5-2 Final Project Milestone Three: Sustaining Operations Southern New Hampshire University Theories and Techniques Lean Operations: Just in Time (JIT) & Toyota Production Systems (TPS) The success ofLean Operations is predicatedupon there beingcontinuous and efficient improvement. Essentially, Lean Operations are facilitated by consumer demand for a product or service, and that product or service being produced in the least amount of time possible, with the highest level of quality. Some examples ofLean Operations include Just-in-Time (JIT) and Toyota Production Systems (TPS). The Just-in-Time operations is emblematic of its name”in terms of timeliness being aligned with consumer demand. This operation is founded in the business having minimal on-hand stock or inventory, with the goal being to have products made to the customer™s order.This enables the business to identify breakdowns in the business operations, develop a plan of action to resolve the issue, and then,implement preventative measures to ensure that the same issue does not persist in the future. Many companies are reliant on having an exorbitant amount of stock on-hand in case there is a breakdown in the production model, logistics, or some issue regarding product quality. However, this approach is a most inefficient use of a company™s time and assets, that could otherwise be used in the overall improvement and advancement of a company™s success. In the TPS operation method, assembly line production. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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