Understanding and Finding the Differences in Total Quality Management and Lean Manufacturing - Assignment Example

Introduction The paper looks into a case study (Anvari et.al, which is about the two manufacturing and production techniques in modern times. Based on the introduction, the discussion portion is undertaken. The discussion portion will further allow analyzing the factors, elements, components and variables that are mentioned in the case study. The critical understanding of the factors is taken into account in order to assess the overall impact the two techniques of manufacturing have created over production in the recent times. The final part of the paper constitutes the conclusion part which is based on the overall assessment of the scenario and study undertaken. Critical assessment through the comparison of the two technologies and features of each is performed in this paper. Discussion: With developments and advancements in the different fields of production, technology and manufacturing, the desire was felt for bringing about advanced methods of handling these functions. In effort to overcome the challenges and stay abreast with the demands of the times, two techniques were introduced. Each of these techniques was a gift of Japanese automobile manufacturing company- Toyota (Allen, 2010, 17). Since its introduction, this technique and methodology has found large amount of success and implementation across the world. There are certain key features to these two techniques. These two techniques are namely T.Q.M acronym for Total Quality Management and Lean Manufacturing. Each of these has its own characteristic features and functions associated with them. Part of the paper is aimed at understanding and finding the differences with regard to their implementation and specialization in terms of their operational scale and performance domain determination. The two concepts are the innovative ideas of the Toyota Production System that brought about these two concepts to advance and enhance the overall mechanism of production and manufacturing. Each of the aforementioned schemes of production and manufacturing related function is attributed to the purpose of bringing about improvement in the organizational outlook and overall quality of services and products that are manufactured by the given organizations. This particular case takes account of Toyota motors that incorporates these two functions and gains maximum amount of benefit from it through different mechanisms and integration in different environments. The case tries to present the different dimensions of the technology and techniques presented. It aims at understanding the effective outcomes achieved through it, its compatible nature with regard to the other associated terms and concepts that are already in place in the Toyota manufacturing plants and industries. Further in the research study performed under the case study, different variables are explained which could possibly benefit from the integration and incorporation of the T.Q.M and Lean Manufacturing concepts. The areas that would receive benefits from it include the internal activities as well as the outside the industry interactive processes and functions undertaken by performing a professionally engaged function. The paper identifies two areas and differences where these two techniques bear dissimilarity. Analysis: While in simple terms each of the two concepts (T.Q.M and Lean Manufacturing Process) may be termed as quality improvement initiatives, yet each differ on number of accounts and in number of domains. Each has relatively different area of specialization and domain where it can deliver relatively better as compared to the other processes and options that are otherwise available. Critical review of T.Q.M: Experts such as Brown et.al and Harari have questioned the overall effective outlook of T.Q.M and they have termed its productivity to be around 25 percent to 40 percent at maximum in the tested environments in American and European continent. Critical review of Lean Manufacturing: Similarly lean manufacturing is termed as restricted in its application. In a relatively fluctuating environment where the customers’ mood and demand is relatively variable, the Lean management and manufacturing concept may not prevail more successfully as compared to the concept of T.Q.M. The presence of other techniques such as Kanban, Six Sigma and J.I.T manufacturing process makes the competition tighter between Lean Manufacturing process and other techniques available. Lean Manufacturing is primarily composed and focused around eliminating the redundancy. This redundancy may be in form of the practices and activities of the employees, or this may well be in terms of the products and processes undertaken towards the daily routine activities and production processes. Apart from the installation and incorporation of this technology in Toyota environment, the case study aims at determining the compatible nature of this technology in the different sectors and industries which may not be restricted to automobile production industries. Lean Manufacturing process is strictly resolved to removing the non value adding products (Marquis, 2010, 65), services and activities, the T.Q.M in contrast may be more broadly focused around steps that would enable improving the overall quality and practices. In other words, it can be stated that T.Q.M looks at the positives of the process and environment, the Lean Manufacturing in contrast looks into the negatives of the surroundings and aims at overcoming them through punitive measures such as identifying the variables and elements of no or little value to the final outcome. Methodologies are undertaken in T.Q.M. The characterization and determination of set of tools has been presented by the proponents of the field of quality experts. They have given out seven tools as the basic agents and tools that are brought into use by T.Q.M. The likes of Ishikawa and Mizuno have validated the use of such tools and an integral part of the T.Q.M concept and methodology. The step by step approach of T.Q.M is supported based on the fact that T.Q.M is termed as a dependent entity that requires the presence of other variables, other processes and other components of the system, Lean manufacturing in contrast allows for far more independent operation performance. T.Q.M also entails the customers’ desires identification, knowing what is to be delivered, under what circumstances, in what capacity and what environment, make up for the basic “Ws” questions that are kept in front while undertaking the process of T.Q.M. The use of statistical methods such as previous trends and other variables of market survey and clients orientation are taken into account in T.Q.M. Conclusion: T.Q.M can be loosely termed as a client’s oriented process with regard and consideration of the quality, Lean Manufacturing in contrast can be termed as a strictly quality oriented process that is aimed at removing the redundant bit from the overall environment. This bit can be the process, the employee, the product, the idea or any other part that impedes the process of excellent services and products manufacturing. Organization is considered to be a system within in which the different processes are contributing towards the proper working of organization. T.Q.M based on its philosophical domain and dimension is also termed as a revolution towards the manufacturing industries and its positive impacts have been felt since its incorporation (Stupak/Leitner, 2001, 11). It is based on this fact that the concept and phenomenon of T.Q.M can be termed as a philosophy that was introduced for the purpose of bringing about improvement in the organizational culture and trends, Lean Manufacturing at the same time is process and improvement oriented idea. Holistic approach against the individualistic approach separate out the two processes. Lean Manufacturing has been termed as a more comprehensive and more accomplished method of going about performance improvement and process advancements; T.Q.M in contrast has been termed as an approach that aims at finding the improvements step by step in an iterative method. Motivational factor is also termed as a prerequisite towards the introduction and incorporation of T.Q.M within the organization. References: Allen, T. T. (2010). Introduction to Engineering Statistics and Lean Sigma: Statistical Quality Control and Design of Experiments and Systems. Springer Anvari, A., Ismail, Y., & Hojjati, M. H. (2011). A Study on Total Quality Management and Lean Manufacturing Through Lean Thinking Approach. World Applied Sciences journal Marquis, H. (2010). A Study Guide to Service Catalogue from the Principles of Itil V3. The Stationery Office Stupak/Leitner. (2001). Handbook of Public Quality Management. CRC Press Read More