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Nov 24, 2024

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Global Operations GROUP PRESENTATION Group : Group Name SID 1. 2. 3. 4.

Introduction  Lean Production, often known as the Toyota Production System (TPS), is a production strategy created by Toyota in postwar Japan (Chiarini et al., 2018).  Lean may be traced back to the need for increased production and efficiency in the face of limited resources.  Toyota's production system is often regarded as among the best in the industry because of the company's dedication to innovation and constant refinement. The elimination of waste is central to the Lean Production philosophy.  Waste may be defined as any step in the production process that does not directly contribute to the end product or service (Powell & Reke, 2019).  Organizations may boost productivity, lower expenses, and increase patronage by actively seeking out and eliminating sources of waste.  Lean also stresses the need of continuous improvement, where all workers are pushed to find and execute little tweaks that add up to major gains in productivity.

Cont ’  Lean Production's widespread success in manufacturing is well-documented.  The Toyota Production System is now widely recognised as the gold standard for effective and reliable production methods.  Toyota and other companies that have implemented Lean concepts have reaped several advantages from the system's focus on waste reduction, just-in-time manufacturing, and employee participation (Glass et al., 2016).  Lean concepts have been widely adopted in industrial settings but their usefulness in service industries like healthcare has been questioned (Yamamoto et al., 2019).  The Boston Consulting Group compiled a report titled "Rethinking Lean: Beyond the Shop Floor" that delves into the application of Lean to service-oriented businesses.  It proposes that manufacturing Lean concepts may be adapted to service operations with some tweaking of existing methods.

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Lean adoption in the service industry  As more and more businesses in the service industry strive to improve their operational efficiency, service quality, and customer experience, they have begun to pay more attention to the concept of lean adoption (Gupta et al., 2016).  Although Lean was designed for the industrial sector, it has found useful use in service sectors.  Each of the many businesses that make up the service sector—such as healthcare, hotels, banking, transportation, and retail—faces its own set of problems and possibilities when it comes to implementing the Lean methodology.

Benefits of Lean adoption to British Airways (BA) There are potential advantages and difficulties for BA in adopting Lean concepts.  Improved Operational Efficiency  Enhanced Customer Experience  Cost Reduction

Cont’  Safety and Quality Improvements  Employee Engagement and Empowerment

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Challenges of Lean Adoption for British Airways  Complex and Dynamic Operations  Workforce Skill Development  Balancing Efficiency and Flexibility

Cont’  Resistance to Change  External Factors and Industry Regulations

Best Lean Strategy  British Airways' deployment of Lean may benefit from a Continuous Improvement Programme, one implementation technique.  The goal of this approach is to foster an environment where workers are encouraged to suggest and carry out Lean projects throughout the company (Niemann et al., 2018).  Here are the most important things to remember while putting this plan into action:  Leadership Commitment and Vision  Lean Training and Education  Establish a Continuous Improvement Team  Value Stream Mapping and Process Analysis

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Cont’  Employee Engagement and Empowerment  Pilot Projects and Quick Wins  Standardized Work and Visual Management  Continuous Improvement Events  Performance Measurement and Review  Knowledge Sharing and Learning  Customer happiness, operational efficacy, and the company's long-term viability will all rise as a consequence of British Airways' implementation of a Continuous Improvement Programme to systematically drive Lean projects, engage staff, and constantly improve operations.

Mitigation strategies  Solutions to potential problems with British Airways' deployment of Lean:  Employees' aversion to altering their status quo is one possible obstacle. This may be reduced by including workers in the transition to Lean early on, making the advantages of the approach clear, and giving them the resources they need to adjust to their new roles (Tortorella et al., 2021).  Inadequate training and skill gaps among personnel may pose a threat. Complete training programmes on Lean concepts, tools, and techniques should be made available to employees at all levels of the organisation to help alleviate this problem.

Cont’  Successful Lean implementation depends on open lines of communication and enthusiastic participation from everyone involved.  Misunderstandings and hostility may develop when people fail to express themselves. This may be prevented if open lines of communication on Lean efforts, their development, and their results are created (Hundal et al., 2021).  Share the positive outcomes: Explain why the shift is necessary and how adopting Lean principles would benefit the company as a whole in order to get everyone's buy-in and cooperation.  Instruction and help: Employees will be more receptive to the new methods of working if they are given in-depth training on Lean concepts, tools, and processes.  The issue of long-term survival is also crucial. Lean concepts should be ingrained into the fabric of the company and its leadership to guarantee they last (Tortorella et al., 2021).  Supporting learning, knowledge exchange, and reinforcement of Lean habits is essential.  In order to retain the Lean mentality and promote continuous development, it is important to provide channels for the exchange of best practises, lessons learned, and success stories.

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References  Chiarini, A., Baccarani, C., & Mascherpa, V. (2018). Lean production, Toyota Production System and Kaizen philosophy: A conceptual analysis from the perspective of Zen Buddhism. The TQM Journal, 30(4), 425-438.  Glass, R., Seifermann, S., & Metternich, J. (2016). The spread of lean production in the assembly, process and machining industry. Procedia CIRP, 55, 278-283.  Gupta, S., Sharma, M., & Sunder M, V. (2016). Lean services: a systematic review. International Journal of productivity and performance management, 65(8), 1025-1056.  Hundal, G. S., Thiyagarajan, S., Alduraibi, M., Laux, C. M., Furterer, S. L., Cudney, E. A., & Antony, J. (2021). Lean Six Sigma as an organizational resilience mechanism in health care during the era of COVID-19. International Journal of Lean Six Sigma.  Niemann, W., Josi, B., & Kotzé, T. (2018). The ‘lean and green’paradigm: drivers, barriers and practices in the South African airline services industry. Journal of Contemporary Management, 15(1), 605-635.  Powell, D., & Reke, E. (2019). No lean without learning: rethinking lean production as a learning system. In Advances in Production Management Systems. Production Management for the Factory of the Future: IFIP WG 5.7 International Conference, APMS 2019, Austin, TX, USA, September 1–5, 2019, Proceedings, Part I (pp. 62-68). Springer International Publishing.  Tortorella, G., Narayanamurthy, G., Godinho Filho, M., Portioli Staudacher, A., & Mac Cawley, A. F. (2021). Pandemic's effect on the relationship between lean implementation and service performance. Journal of Service Theory and Practice, 31(2), 203-224.  Yamamoto, K., Milstead, M., & LIoyd, R. (2019). A review of the development of lean manufacturing and related lean practices: The case of Toyota Production System and managerial thinking. International Management Review, 15(2), 21-90.

7044SSL Group Presentation..

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