Accenture was able to use this information to locate where they were losing the most productivity and identify the problem to resolve next (Accenture, 2011, High Performance Delivered Section). This worked well for them because they were able to quickly fix the issues that Vorne discovered. The main problem Accenture dealt with was identifying the cause of the production delays. Vorne was able to provide this information and give insight on how to improve the production time most efficiently.
Our company, Salomon, could benefit greatly from using a system like Vorne because it would be able to identify where we are having problems with machines breaking down and provide us with advice on what needs the most improvement. With this information …show more content…
This can be difficult because customers expect superior quality and prompt delivery. In the early 1990’s, Toyota discovered that there were many problems in their production process that were inefficient and caused many delays (Black, 2003, p. 326). One of the major problems was machine maintenance. Maintenance on a machine can take some time and is difficult to prevent. Toyota came up with a system for lean manufacturing that eliminates delays in the production process and prevents them from …show more content…
The second criterion is to determine the location of maintenance issues. This would be met because Toyota trained their employees on how the machines work and how to identify problems. Salomon’s third criterion is to repair damages immediately. When there are minor problems, employees that are working the machines are taught how to quickly fix the problem. However, if there is a problem that requires more repairs, it may take longer. The final criterion, to prevent maintenance delays from reoccurring, would also be met because Toyota used reliable machines and tried to keep the machines in good shape to reduce future problems. This process is beneficial because it is successful at reducing the amount of machine issues in an efficient way and has been proven to work. The only problem with this solution is that it requires employees to have a large role in how effective this solution is. If employees are not trained properly or do not follow instructions, there will still be delays in production and it slows down the whole process. Toyota’s steps to prevent maintenance issues and delays satisfy Salomon’s criteria. Therefore, this is a viable solution for managers at Salomon to
Our company, Salomon, could benefit greatly from using a system like Vorne because it would be able to identify where we are having problems with machines breaking down and provide us with advice on what needs the most improvement. With this information …show more content…
This can be difficult because customers expect superior quality and prompt delivery. In the early 1990’s, Toyota discovered that there were many problems in their production process that were inefficient and caused many delays (Black, 2003, p. 326). One of the major problems was machine maintenance. Maintenance on a machine can take some time and is difficult to prevent. Toyota came up with a system for lean manufacturing that eliminates delays in the production process and prevents them from …show more content…
The second criterion is to determine the location of maintenance issues. This would be met because Toyota trained their employees on how the machines work and how to identify problems. Salomon’s third criterion is to repair damages immediately. When there are minor problems, employees that are working the machines are taught how to quickly fix the problem. However, if there is a problem that requires more repairs, it may take longer. The final criterion, to prevent maintenance delays from reoccurring, would also be met because Toyota used reliable machines and tried to keep the machines in good shape to reduce future problems. This process is beneficial because it is successful at reducing the amount of machine issues in an efficient way and has been proven to work. The only problem with this solution is that it requires employees to have a large role in how effective this solution is. If employees are not trained properly or do not follow instructions, there will still be delays in production and it slows down the whole process. Toyota’s steps to prevent maintenance issues and delays satisfy Salomon’s criteria. Therefore, this is a viable solution for managers at Salomon to