The paper "Analysis of Just-in-Time Manufacturing " is a great example of a management case study. Lean or Just-in-Time manufacturing is a highly recommended production management tool that is associated with increasing the firm’ s competitive advantage. The ideals of JIT are to have the supplies a firm requires at the exact time that they are needed. The main objective of lean manufacturing is to reduce waste while increasing value. With regard to these directives, the president of operations for Leagile Manufacturing; Scott Murphy hastily implemented Lean manufacturing at the company replacing the Manufacturing Resource Planning (MRP) rest assured that JIT will reduce the firm’ s operational costs while increasing its value.
However, to his surprise, the outcomes were contrary to his expectations. A myriad of operational problems emerged. This paper seeks to identify these problems together with their root causes, recommend possible solutions linking strategy to operational issues while addressing the problems and their root causes, and finally, the paper will also provide an implementation plan of the recommended strategy and related action. Strategic Problems Strategic management with regard to change implementation: the study and final implementation of the Just-in-Time were done solely by the vice president of Leagile Manufacturing Mr.
Scott Murphy. He read and understood how Lean Manufacturing works theoretically. In addition, he had never worked in any production firm using lean manufacturing as their production strategy and neither did he consult experts in relation to how JIT is implemented. With regard to this, the top management strategic move to replace MRP with JIT although the move was meant to increase the firm’ s productivity while cutting on wastes, doing it without training employees as to how the model works was a massive strategic weakness.
Consequently, a firm cannot implement JIT all by itself; partnership is recommended when undertaking this vital task for it to be fully successful. Further, poor JIT implementation plan; the implementation of the latter was so hasty; the management never undertook an extensive feasibility study to establish the viability of Lean manufacturing to the firm before implementing it. Theoretical information is not enough and Scott’ s move to implement JIT was immature and thus it led to a myriad of problems. Sales problems Late deliveries: production activities are overwhelming given the fact that customer demands consistently change within a short period and thus their orders keep on varying.
The production department inefficiencies are the primary cause of delayed deliveries. For instance, the production department failure to match up customer demands and taking more time in manufacturing different parts resulted in reduced overall productivity. Given these facts, there were no enough products to be supplied to customers on time. Massive manual data entry; the continued customer habit to change their orders contributed largely to increased paperwork in the sales department.
In addition, their re-order habit means increased data manipulations thus making sales department work more tasking and tiring. Production problems Late Supplies: the suppliers were inefficient in their raw material delivery and hence causing delays in the commencement of production process thus leading to delayed productions. Changing in-progress orders: due to placing future orders, customers were at times compelled to change their product specifications thus making production process tedious and inefficient.
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