Provide an example of attributes and variables measurements in two service organizations. Refer to Table 8.1 for sample service organizations, however, do not use these service organizations. Hint: draw from work experiences or other examples you see in your daily life.

Be sure to identify the criteria as either attribute or variable!

 

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Table 8.1 ELEMENTS 1. Waste elimination 2. Lean supply chain relationships 3. Lean layouts 4. Inventory and setup time reduction 5. Small batch production scheduling 6. Continuous improvement 7. Workforce empowerment The Elements of Lean DESCRIPTIONS Eliminating waste is the primary concern of lean thinking. This includes reducing excess inventories, material movements, production steps, scrap losses, rejects, and rework. Firms work with suppliers and customers with the mutual goal of eliminating waste, improving speed, and improving quality. Key suppliers and customers are considered partners. Work-in-progress (WIP) inventories are positioned close to each process, and lay- outs are designed to reduce movements of people and materials. Processes are positioned to allow smooth and level flows of work through the facility. Inventories are reduced by reducing production batch sizes, setup times, and safety stocks. This tends to create or uncover processing problems which are then controlled. Firms produce frequent small batches of product, with frequent product changes to enable a level production schedule. Smaller, more frequent purchase orders are communicated to suppliers, and more frequent deliveries are offered to custom- ers. Kanbans are used to pull WIP through the system. As queues and lead times are reduced, problems surface more quickly, causing the need for continual attention to problem-solving and process improvement. With lower safety stocks, quality levels must be high to avoid process shutdowns. Attention to supplier, WIP, and finished goods quality levels are high. Employees are cross-trained to add processing flexibility and to increase the work- force's ability to solve problems. Employees are trained to provide quality inspec- tions as parts enter a process area. Employee roles are expanded and they are given top management support and resources to identify and fix problems. Source: Lamming, R., Beyond Partnership: Strategies for Innovation and Lean Supply. London: Prentice Hall, 1993; Ohno, T., The Toyota Production System: Beyond Large-Scale Produc- tion, Portland, OR: Productivity Press, 1988; Schonberger, R. J., Japanese Manufacturing Techniques. New York, NY: The Free Press, 1982; Womack, J., and D. Jones, Lean Thinking: Banish Waste and Create Wealth for Your Corporation. New York, NY: Simon and Schuster, 1996. Table 8.1 ELEMENTS 1. Waste elimination 2. Lean supply chain relationships 3. Lean layouts 4. Inventory and setup time reduction 5. Small batch production scheduling 6. Continuous improvement 7. Workforce empowerment The Elements of Lean DESCRIPTIONS Eliminating waste is the primary concern of lean thinking. This includes reducing excess inventories, material movements, production steps, scrap losses, rejects, and rework. Firms work with suppliers and customers with the mutual goal of eliminating waste, improving speed, and improving quality. Key suppliers and customers are considered partners. Work-in-progress (WIP) inventories are positioned close to each process, and lay- outs are designed to reduce movements of people and materials. Processes are positioned to allow smooth and level flows of work through the facility. Inventories are reduced by reducing production batch sizes, setup times, and safety stocks. This tends to create or uncover processing problems which are then controlled. Firms produce frequent small batches of product, with frequent product changes to enable a level production schedule. Smaller, more frequent purchase orders are communicated to suppliers, and more frequent deliveries are offered to custom- ers. Kanbans are used to pull WIP through the system. As queues and lead times are reduced, problems surface more quickly, causing the need for continual attention to problem-solving and process improvement. With lower safety stocks, quality levels must be high to avoid process shutdowns. Attention to supplier, WIP, and finished goods quality levels are high. Employees are cross-trained to add processing flexibility and to increase the work- force's ability to solve problems. Employees are trained to provide quality inspec- tions as parts enter a process area. Employee roles are expanded and they are given top management support and resources to identify and fix problems. Source: Lamming, R., Beyond Partnership: Strategies for Innovation and Lean Supply. London: Prentice Hall, 1993; Ohno, T., The Toyota Production System: Beyond Large-Scale Produc- tion, Portland, OR: Productivity Press, 1988; Schonberger, R. J., Japanese Manufacturing Techniques. New York, NY: The Free Press, 1982; Womack, J., and D. Jones, Lean Thinking: Banish Waste and Create Wealth for Your Corporation. New York, NY: Simon and Schuster, 1996.