Previous

Page - 17

ii. Moving to subsequent steps in the framework:
As we have noted earlier, a continual, conscious decision needs to be made as to how best to buffer newly arising variability (say, from new product introductions) - in terms of inventory, capacity, or time.
But the truly major gains of lean production will arise when sources of variability are attacked directly and reduced, so as to make the lean system reliable.

iii. Adoption of recognized variability-reducing techniques:
When attempting to address variability directly, techniques like Six Sigma are particularly useful, with their Define-Measure-Analyze-Implement-Control (DMAIC) thinking process.

iv. Integration of manufacturing system with other organizational systems:
Certain software products, e.g., DemandStream from SoftBrands, are designed specifically as solutions for lean manufacturing systems. These can be adopted, especially as they have the added advantage of being able to inter-operate with the company's ERP system.

v. Transition to lean enterprise:
In the very long term, 'lean' can stop applying only to production and be applied to the enterprise as a whole (Womack & Jones 1994). Womack and Jones have this to say on the subject: "If individual breakthroughs can be linked up and down the value chain to form a continuous value stream that creates, sells, and services a family of products, the performance of the whole can be raised to a dramatically higher level. As we envision it, the lean enterprise is a group of individuals, functions, and legally separate but operationally synchronized companies."

Next

* Contributed by -
Vaishnav Tadatmya Ashok,
IIM, Lucknow.