Why might some workers prefer not to work in a lean production environment? Why might some managers resist a change from a more traditional mode of production to lean production?Important note: please refer to the given lesson in the photos attached. Use it as a basis. Thank you DescriptionExamples of Goodsand ServicesAdvantagesDisadvantageswCraft ProductionHigh variety, customized output, withone or a few skilled workersresponsible for an entire unit ofoutput.Home remodeling and landscaping,tailoring, portrait painting,diagnosis and treatment ofinjuries, surgery.Wide range of choice, outputtailored to customer needs.Slow, requires skilled workers, feweconomies of scale, high cost,and low standardization.Mass ProductionHigh volume of standardized output,emphasis on volume. Capitalizeson division of labor, specializedequipment, and interchangeableparts.Automobiles, computers, calculators,sewing machines, compact discs,mail sorting, check clearing.Low cost per unit, requires mostlylow-skilled workers.Rigid system, difficult to accommodatechanges in output volume, productdesign, or process design. Volumemay be emphasized at theexpense of quality.Lean ProductionModerate to high volume ofoutput, with more varietythan mass production. Fewermass production buffers suchas extra workers, inventory,or time. Emphasis on quality.Employee involvement andteamwork important.Similar to mass production.Flexibility, variety, high qualityof goods.No safety nets to offset anysystem breakdowns, feweropportunities for employeeadvancement, more workerstress, requires higher-skilledworkers than massproduction.TABLE 1-8A comparison of craft, mass,and lean production nanagement.Lean production systems are so named because they use much less of certain re-sources than mass production systems use-less space, less inventory, and fewer work-ers-to produce a comparable amount of output. Lean production systems use a highlyskilled work force and flexible equipment. In effect, they incorporate advantages of bothmass production (high volume, low unit cost) and craft production (variety and flexibil-ity). And quality is higher than in mass production.The skilled workers in lean production systems are more involved in maintaining andimproving the system than their mass production counterparts. They are taught to stopproduction if they discover a defect, and to work with other employees to find and correctthe cause of the defect so that it won't recur. This results in an increasing level of qualityover time, and eliminates the need to inspect and rework at the end of the line.Because lean production systems operate with lower amounts of inventory, additionalemphasis is placed on anticipating when problems might occur before they arise, andavoiding those problems through careful planning. Even so, problems still occur at times,and quick resolution is important. Workers participate in both the planning and correctionstages. Technical experts are still used, but more as consultants rather than substitutes forworkers. The focus is on designing a system (products and process) so that workers willbe able to achieve high levels of quality and quantity.Compared to workers in traditional systems, much more is expected of workers in leanproduction systems. They must be able to function in teams, playing active roles in oper-ating and improving the system. Individual creativity is much less important than team

Lean production environment: “Develop the highest quality products, at lowest cost, with the…

Why might some workers prefer not to work in a lean production environment? Why might some managers resist a change from a more traditional mode of production to lean production? Important note: please refer to the given lesson in the photos attached. Use it as a basis. Thank you

Why might some workers prefer not to work in a lean production environment? Why might some managers resist a change from a more traditional mode of production to lean production? Important note: please refer to the given lesson in the photos attached. Use it as a basis. Thank you

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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