Leaning Games

Lean manufacturing's main keys are:

• Perfect quality for the first time - Quest for zero defects, revealing and solving problems at source
  
  


• Waste minimization - eliminating all non value added and safety nets, the maximization of scarce resources (capital, people and space)
  
  


• Continuous improvement - reducing costs, improving quality, increasing productivity and sharing of information, pull processing: products are removed from the consumer end, not pushed to the end of production
  
  


• Flexibility - producing different mixes or greater diversity of products quickly, without sacrificing efficiency at lower volumes of production, construction and maintenance of a long term relationship with suppliers by sharing the risks Collaboration, sharing costs and information-sharing agreements.

The world economy today is still evolving and more competitive than ever. There are new companies created everyday and old tighten their grip on their thrifty empires. For one of these companies remain or become successful successful, they must find a way to stay on top of their game and please the customer better than ever. Increasingly, successful companies are turning to lean business practices (lean manufacturing , lean customer service, office welding, lean distribution, lean public sector) that the answer to stay on top of their industry. Lean 5S is not necessarily a particular mode of production of a product. It is rather a philosophical way of thinking.

McDonald's may be regarded as having recently implemented a soldering technique. McDonald's no longer an abundance of food waiting for the holding tanks in anticipation of a rush hour of lunch. If a race is not, then there is an obvious waste of food and labor. Instead, McDonald's has focused on the preparation of food when the customer orders to provide a meal cooler and warmer. An emphasis on training and improving labor policy is the key to maintaining this service fast and reliable. By implementing this new "lean" thinking, waste food and labor has been minimized, which is the main objective of the welding process.

Lean manufacturing is in fact born in 1914 with Henry Ford and mass production moving assembly line. Lean is based on maintaining a constant flow of goods at the door of the customer. Ford's system did exactly that, but it lacked some of the most important and common in today's lean philosophy. The assembly line of Genuine Ford put thousands of Model T cars at a huge rate. The problem was that it did not matter what the customer demand or requests were, there was a basic black Model T available. They do not worry about customer satisfaction or demand whatsoever. The Ford Motor Company stuck with mass production and had a large stock of inventory (waste) just sitting. Although Toyota is credited with beginning Lean Production with their Toyota Production System, the roots of "lean" date back as far as the 16th century. In 1570, King Henry III of France watched in amazement as the Venice Arsenal built galley ships in less than an hour using continuous flow process.

Later in the 1940s, the Toyoda Loom Company had its own problems. After the Second World War, when Japanese industry was decimated, the Toyoda family decided to extend Toyoda Automatic Loom Company to start a car company. They had a little money, but do not have the infrastructure. They certainly could not compete directly with established companies like Ford. Therefore, their application has been unique to Japan, which means the supply of small quantities with high variety, while Ford was selling any color Model T