Chapter3. Development of Lean Indicator 3.1. Introduction 3.2. Existing Inventory leanness Measure 3.2.1. Absolute measures 3.2.2. Standardized measures 3.2.3. Complex measures 3.2.4. Limitations of existing Inventory leanness Measure 3.3. Development of Leanness Indicator 3.4. Implementation of proposed Model 3.4.1. Inventory split between two locations 3.4.2. Policy change 3.5. Conclusion
Chapter3. Development of Lean Indicator
3.1. Introduction
Lean production implementation decisions affected every aspect of an organization. Inventory leanness and its resulting benefits vary across companies. Some concludes that the effect of inventory leanness on company’s performance is not significant while others …show more content…
As waste is eliminated it results in quality improvement, reduced production time and cost. It includes SMED, Value Stream Mapping, Five S, Kanban known as pull systems, Rank Order Clustering, poka-yoke known as error-proofing, single point scheduling, Total Productive Maintenance, elimination of time batching, mixed model processing, , redesigning working cells, multi-process handling and control charts for checking mura. Lean Accounting does not stand alone. It supports lean manufacturing, lean product design, lean logistics, and so forth. Lean Accounting is the secondary to the operation. There is a prudent and orderly maturity path for implementation of Lean Accounting. As company matures with lean manufacturing and other lean processes more and more of the benefits of Lean Accounting can be and
Chapter3. Development of Lean Indicator
3.1. Introduction
Lean production implementation decisions affected every aspect of an organization. Inventory leanness and its resulting benefits vary across companies. Some concludes that the effect of inventory leanness on company’s performance is not significant while others …show more content…
As waste is eliminated it results in quality improvement, reduced production time and cost. It includes SMED, Value Stream Mapping, Five S, Kanban known as pull systems, Rank Order Clustering, poka-yoke known as error-proofing, single point scheduling, Total Productive Maintenance, elimination of time batching, mixed model processing, , redesigning working cells, multi-process handling and control charts for checking mura. Lean Accounting does not stand alone. It supports lean manufacturing, lean product design, lean logistics, and so forth. Lean Accounting is the secondary to the operation. There is a prudent and orderly maturity path for implementation of Lean Accounting. As company matures with lean manufacturing and other lean processes more and more of the benefits of Lean Accounting can be and