1. AbstractThe sluggish pace of business expansion is not as a result of no information of six-sigma or lean. To a certain extent, the mistake remains in putting together the changeover from concepts to reality. Administrators require a gradually, clear-cut way of enhancement that show the way to foreseeable outcome. The report therefore enumerates the lean production tools and techniques, and six-sigma, and how the company ought to adopt and implement for high productivity and efficiency. 2. Introduction individual In the world of growing modernization, there is an increase in labour pay accelerated by high standards of living.
This has caused furniture production companies to drift from the lofty labour wages to small labour pay in businesses. Despite the fact that labour can still be affordable, the furniture enterprises are coping with the biggest challenges. The Arrod Garden Equipment Company in particular is more purposeful on getting raw materials and reducing distribution expenses than the workforces’ efficiency and is as a result of accessibility of inexpensive workforce. Owing to this, workforce efficiency is poorer in the company. In the same way, the price of wood which is the sole raw material is a major element of the furniture products is affordable and so there is high need for development in this area (Fled, 2000).
The major concern is on the workforce efficiency and creating the assembly line to be accommodating and flexible since the furniture business is very unpredictable and if the required clients’ demands are not met within the set time, the worry of failing in this trade is a dawning reality. Even at present, the business is still attaining similar or extra orders, but the fashions stylishness they have to tackle have intensified considerably.
Previously the industry was receiving high volume of orders and so there was no call for concern if the assembly line was synchronized, it would function for a period of time before altering the production to produce another type of product. But at the moment as a result of lesser amount and multifaceted models, the furniture business has to make numerous designs even in a day; this calls for advanced flexibility in quantity and stylishness alteration (Bisen & Srivastava, 2009).
3. Literature Review3.1 Lean Management Lean: This is using common sense approach and it emanated from Toyota Motor Company. This means doing a lot with fewer efforts exerted (Womack, Jones, & Ross, 1990). The Lean Principles Womack and Jones (2003) recognized five main principles of becoming Lean in their study “Lean Thinking”. The first one is to point and spot the principles that is being formed inside the business, allowing discovery of the clients and the client’s requirements. They lay emphasis that clients set value through what they are ready to pay for a given service or product (Womack & Jones, 2003). Figure 2: Five Lean principles (Womack & Jones, 2003) Once a need has been identified, value stream mapping technique is employed in order to create a service or a product.
The technique explains the processes and steps required for the production of the product. Process tasks are grouped into value addition task, task with no value addition but needed, and task with no value addition but not needed (Liker 2003). When value stream is drawn and waste is known and eradicated, the rest of the steps ought to be set so as to run so as to give a short process time and lead time.
One has to consider the product or service being processed so as to know the value added and no value added that takes place in the whole process (Womack & Jones, 2003). As soon as flow has been produced alongside the value stream, the lead period of the process from client order to distribution is considerably decreased. Nevertheless, if goods or services are created without active requirement, waste still take place.
With no requirement, goods or services are pressed all through the system and completed goods produce inventory. Completed merchandise generates substantial expenses, therefore waste take place. Hence, the fourth rule of Lean is to produce a pull system, which creates only goods or services when enquired by a client. In the perfect state, manufacture time is so small that the real manufacture of a merchandise or service will commence only once a client requisition is accepted. Lastly, the fifth rule is a hard-hearted drive for excellence which activates the procedure of constantly recovering the present state which is one of the main constituents of Lean philosophy (Womack & Jones, 2003).