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Value-added analysis of a non-value-added activity : material delivery / by Troy E. Gueller.

by Gueller, Troy E.

Production mangement.

Just-in-time systems

Manufacturing processes

vii, 73 leaves : ill. ; 29 cm.

Advisor: Cecil Head.

Committee members: Dr. Paul Hudec, Stanley Kosmatka.

Introduction -- Case study on material delivery improvements at Company X -- Case study on material delivery improvements at Company Y -- Conclusions.

Over the last 15 or so years a new vocabulary has spread like wildfire throughout the manufacturing industry. Companies have had to change and become better to survive increasing competition from both old and new competitiors. Many people now use words such as Lean Manfacturing, Just-In-Time (JIT), Total Productive Maintenance (TPM), 5S's (Seiri, Seiton, Seisu, Seiketsu, Shitsuke), TQM (Total Quality Management), Six Sigma, Kanban, Muda, and Visual Factory as though they had been sent down from Heaven. Many manufacturing businesses have seen dramatic increases in productivity and quality through implementation of one or more of the listed manufacturing techniques, others still have yet to successfully implement any of these approaches. All of these techniques, although different from one another, are ways to steamline the manufacturing process, involve employees, eliminate waste, and reduce inventory.

World class manufacturers are those that demonstrate they are the best in their industry in the competitive priorities (quality, price, time to market, and customer service). These companies are the ones that all the others are striving to mimic. Benchmarking has shown that the companies on top have done an excellent job implementing many of the listed manufacturing practices and have effectively changed the culture within their organizations.

This thesis does not propose any new ideas in the area of manufacturing practices dealing with Lean Manfacturing or Just-In-Time. The concepts are already well written about, explored, and have been proven many times over and over in manufacturing. This thesis attempts to have the reader understand that becoming the best at what a firm does is more than just using the above buzzwords. It is about getting better and continuously improving the company's operations. The two basic concepts that are key to continuous improvement are implementing "pull" systems or Kanbans and finding and reducing waste or Muda. The best way to explain the concepts is through actual cases where these practices have been applied. Chapters 2 and 3 are two different case studies of companies that headed in the direction of improving the material flow to and within their plants. The case studies detail where the companies were, what they changed to get them where they are today, and then lists some recommendations that could be used to improve their systems even further. Chapter 1 briefly goes through the history of Just-In-Time and explains the concepts of a "pull" system (kanban), the elimination of waste (Muda), and talks about material delivery and management support needed for change. Chapter 4 ends with a final discussion on the best practices that will lead to improvements in a company's material delivery system and an ideal setup if a company were to start from scratch or totally revamp their system.

Getting better at what a company does whether it is producing a product or providing a service is what staying in business should be about. Stockholders want better returns each and every year. Employees want bigger checks and better benefits for their services and customers want chapter, higher quality products and/or services with more options and extras. Companies must realize that achieving all of these can be possible, but only if the company continually improves in everything it does from bookkeeping to manufacturing. Improvement is not a trip, it is a long rewarding journey.

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