Why the Military Should Not Be Deployed on U.S.

There is also a high risk hat the troops themselves can get infected and a high possibility of the disease spreading even more. Lastly there is just not enough funding to send troops out onto our own soil. According to the Tim Make from the deathliest. Com American Soldiers preparing for deployment to West Africa are given just four hours of Bola- related training before leaving to combat the epidemic. Four hours of training is simply not enough time to learn about and understand the disease itself. A team of two can train as many as 50 personnel over that four-hour time frame, SEMIARID told The Daily Beast.If a single school teacher can barley each a class about a subject in math over a time period of a couple weeks how do we expect a team of two to fully teach and help a group of 50 troops to grasp the full concept of the risks of Bola and in that matter any other contagious disease. On The Common Sense Show, Dave Doges explains how President Beam's misguided decision to send 3,00 troops to Liberia to combat Bola virus may have put them all at risk for contracting the deadly disease. If the military were to assist with a pandemic outbreak here on CA. S soil, troops and their families would be at risk at contracting the disease.By doing this the military is no longer solving the problem they are just adding to the problem making the total number of infected people greater. In 191 8 the Spanish flu killed an estimated number of 675,000 Americans and about 20 million worldwide. According to the U. S Department of Health, the reason the death toll was so high in America was because of how many American troops contracted the disease while trying to combat it. Because history repeats itself, we should nit send out U. S troops to assist with an outbreak. Sending troops out would be very costly and would put us in more debt.Just sending out 3,00 troops to West Africa would cost the U. S over 750 million dollars, this is according to the Washington Post. The U. S is a lready 18 trillion dollars in debt and by sending troops out this would put us even further in the whole, something we will never be able to come out from. Money for the military is already being with held and spending money to combat something that will always exist is worthless. By spending money to deploy troops, we are taking away the possibility of buying new and up to date equipment needed to protect against both domestic and foreign invasions.U. S troops should not be given the responsibility of dealing with disease. They are not doctors, nor are they scientists and even with proper training and equipment there will always be a possibility of contracting the disease, which means further contamination of the American population. The military's purpose is to solve domestic and foreign issues that can potentially cause a threat to U. S citizens, not to combat disease. If we deploy troops onto our own soil then troops would be putting Americans lives in danger, which is a contrad iction to their soul purpose.

Focus paper: Teenage pregnancy Essay

There are many issues that are arising in the United States. These issues seem to catch media attention but they are publicized so much that teens believe it is all in fun. They don’t understand that doing drugs does not lead to fun partying. Becoming a dealer is not a quick way to cash it’s a quick way to death. Committing suicide does not make everything easier. The only person you took the pain away from was yourself. The media captures all these fun moments that people do with only a little bit of the bad. Teenager’s girls see all these other girls on T.V raising a baby and they think â€Å"hey I can do that.† Then reality kicks in and it is nothing like how it was on T.V. There are many issues among teens in the United States, but the focus on this paper is going to be following teenage pregnancy. In today’s society when someone hears that a young girl is pregnant they automatically think she was sleeping around. People jump to the conclusions and they don’t take time to realize there are many other causes for teenage pregnancy than the girl sleeping around. The reality of it is there are actually five major causes to teenage pregnancy. Peer pressure, underage drinking, glamorizing teen pregnancy, lack of knowledge and sexual rape are the five major causes of teenage pregnancy. Peer pressure is a cause for almost anything involving teenagers; whether it be for drugs, drinking or sex. Teenagers often feel pressure to make friends and fit in. Many times these teens let their friends influence their decision to have sex even when they do not fully understand the consequences. Teenagers have sex as a way to appear cool and to fit in, but in some cases the end result is an unplanned teen pregnancy. According to the Kaiser Family Foundation states that more than 29 per cent of pregnant teens reported that they felt pressured to have sex, and 33 percent of pregnant teens stated that they felt that they were not ready for a sexual relationship, but proceeded anyway. When peer pressure is involved to have sex that usually means that drinking is involved as well. Underage drinking is another cause that leads  to teenage pregnancy. Teen drinking can cause an unexpected pregnancy, according to the website Love to Know. Many teens experiment with drugs and alcohol. Drinking lowers a teen’s ability to control her impulses, contributing to 75 percent of pregnancies that occur between the ages 14 and 21. Approximately 91 percent of pregnant teens reported that although they were drinking at the time, they did not originally plan to have sex when they conceived. Peer pressure and underage drinking go hand in hand with teenage pregnancies. One leads to another which causes an unexpected pregnancy. Out of the other three causes glamorizing teenage pregnancy and lack of knowledge also go together. The movie industry and the media contribute to teenage pregnancy by glamorizing teen pregnancy in movies. Movies that show teen pregnancy as something to be desired encourage teens to engage in reckless sexual activity, according to ABC’s â€Å"Good Morning America.† During adolescence, teens become more focused on their appearance and how people view them. Teens see on T.V that there same age are having cute little babies so they go out and have sex without being fully educated in what that really is. Teenagers who are uneducated about sex are more likely to have an unintended pregnancy. Some teens do not fully understand the biological and emotional aspects associated with having sex, according to DailyRecord.co.uk. Many times, teens do not have the knowledge needed to make informed and responsible decisions abo ut whether or not to engage in sexual activity that can alter their life. Social media is not helping teenage pregnancy it is only causing young girls to go out and try it. The last and final cause for teenage pregnancy is rape. Teens can become pregnant as a result of sexual abuse or rape. The Guttmacher Institute states that between 43 and 62 percent of teens acknowledge that they were impregnated by an adult male, and two-thirds report that their babies’ fathers are as old as 27. Approximately 5 percent of all teen births are the result of a rape. People in society need to realize that teenage pregnancy is a big issue today. Many of these young girls don’t finish high school. Teen pregnancy greatly affects education. Only 51% of teen moms have a high school diploma. The number for those who didn’t have a teen birth is closer to 89%. Parenthood is the leading cause for teen girls dropping out of school. Teen moms are extremely unlikely to go to college. Only about 2% of young teen moms ever get a higher education degree. Statistics show that In  the United States, there are nearly 750,000 teen pregnancies each year, that’s about 2000 a day! . It’s estimated that about half of Latina and African American teenagers will be pregnant a t least once before they’re 20.Raising a baby can cost up to $10,000 in the first year alone. About 80% of teen fathers don’t marry the mom. They also contribute very little to raising the baby. On average, teen dads pay less than $800 a year on child support. Teenage pregnancy is an issue just like drug use and alcohol abuse that needs to be looked into. There is no way to stop teenage pregnancy. Talking to teens about it is not going to stop them when they are at a party and alcohol is involved. Instead contraception’s should be provided in public bathrooms, schools and encouraged to be available at home. Many believe that providing protection in schools will only encourage teens to have sex. Reality is they are going to have it whether there is protection or not, so why not provide them the right choice of using protection. Maybe if protection is provided there will be less unexpected pregnancies in the United States.

The Economy of Leesville Louisiana Essay Example | Topics and Well Written Essays - 1500 words - 1

The Economy of Leesville Louisiana - Essay Example Hubbard for grinding corn and sawing lumber. The first commodity store was opened by Daniel brown and his brother in the year 1868. On the west bank of the creek Newburn H. Guinnthe divided the land and sold out by making allotment for various business ventures. In 1870 he named the society as Leesburg. A post office was set up in 1873 and in the year 1874 the name was changed to Leesville. Growing cotton became the major occupation in this area after the Civil War. In 1900 railway construction was developed and by mid-1930s highways was also set up. Ranching, peanut and melon farming are the major occupations in Leesville. During 1968 to 1990 the population of the city was 150 and by the year 2000 it had seven rated business (Brown, n.d.). There is diversification of business within Louisiana. The government is very cooperating and keeps the upcoming entrepreneurs posted with the resources available for developing an enterprise within the state. The state of Louisiana is basically an industry based economy. The industry is mainly based on the natural resources like timber, natural gas, oil and water. The gross state product in 2001 was $148.7 billion out of which mining contributed $28.1 billion (Louisiana Economy, n.d.). In spite of a worsening economic situation across Unites States, many residents of Leesville are enjoying abatement from the pain of fiscal suffering. According to Rand Alford, the owner of Alford Motors, Leesville’s condition is much better than many other states of America. His auto sales business has won recognition for his successful business ventures from the Leesville Rotary Club. He considered the city of Leesville to be safer and secured due to the presence of military in their area. Most of the business persons are of opinion that people of Leesville are fortunate enough to rescue to some extent from the economic crisis that has affected the national economy. As stated by Tammy Brafa, the managing broker of Magnolia

Business Ethics Case Study Example | Topics and Well Written Essays - 750 words - 3

Business Ethics - Case Study Example The principle seeking the greatest good for greatest number matches with the alternative to hire and interpreter and provide English language classes for the Angolans in that it would allow the majority Angolans to gain communication abilities with the Expats and government officials and chefs. The principle enhancing the welfare of society overall matches with this alternative since it would enhance overall communication in â€Å"Explorer 4† ring by establishing a common language of communication. The principle seeking the greatest good for greatest number matches with the alternative of developing and adopting a detailed antidiscrimination policy since the policy will benefit the majority Angolans that are suffering from discrimination. The principle enhancing the welfare of the overall society matches with this alternative because the policy will promote equality in â€Å"Explorer 4† ring. The principle seeking the greatest good for greatest number matches with the a lternative to understand and comply with the antidiscrimination and all labor laws applicable in Angola because it would allow the majority Angolans to enjoy better working conditions. The principle enhancing the welfare of the overall society also matches with this alternative because it ensures all workers at â€Å"Explorer 4† ring enjoy the benefits and conditions offered by the antidiscrimination and all labor laws applicable in Angola. The Utilitarian Approach is the most relevant to the dilemma and matches with each alternative. Ideally, the Utilitarian Approach focuses on the consequences that actions or policies have on the well-being ("utility") of all persons directly or indirectly affected by the action or policy (Velasquez et al.1). The approach notes that the benefits in the most ethical action or policy supersede the harms (Velasquez et al.1). Notably, the Utilitarian Approach matches with the alternative to hire an

Love medicine novel Essay Example | Topics and Well Written Essays - 1250 words

Love medicine novel - Essay Example Along with myriad themes interplaying subtly within the plot of the novel, lays the theme of existential crisis which is one of the potent motifs of the texts evolved during the post-modern periods. The identity crisis and the quest of the self or the ‘cogito ergo sum’ concept which means I think and therefore I exists develops as a very important thematic aspect of the novel, â€Å"Love Medicine† as the story of the novel proceeds. THESIS STATEMENT The characters of the story are the symbols manifesting multiple themes of the novel. The character of Marie Kashpaw builds the theme of existential crisis or the quest for identity within the text. This essay intends to brew up and discuss the theme of identity crisis inherent within the novel, â€Å"Love Medicine† through an analytical and exploratory analysis of its character Marie Kashpaw. MARIE: A STUDY OF THE CHARACTER FROM THE PERSPECTIVE OF EXISTENTIALISM The Chippewa tribe of North Dakota originally and as showed in the novel too are a patriarchal tribe. However, the presence of the two feminine characters Marie and Lulu only does not support that the text is feministic in nature. The novel, â€Å"Love Medicine† also projects the character of two matriarchs who through their immense strength and indelible courage are able to unite the family members together. Marie Kashpaw is married to the chairman of the tribe. Nevertheless, her esteemed position in her small community does not end up by being only the ornamental head matriarch of the community. At the outset of the novel itself, as pointed out by Louise Erdrich, one can find Marie proudly asserting, â€Å"He is what he is because I made him† (154). This is a statement Marie passes indicating her husband who is the chief of the tribal council and her statement is admitted by almost everyone surrounding her including her children. From the character analysis of Marie Kashpaw, her prideful nature and her immense capa city to unite not only the members of her family but also the members of her community finds a profound expression. The sense of identity or to be precise self-created identity is found so stark in Marie that when her parents come to drop off June she comments, â€Å"the two drunk ones†. She desperately passes comment about her mother, â€Å"the old drunk woman who I didn’t claim as my mother anymore† (85). Marie is aware of her identity which she has made for herself and which she places above all the other entities in her life. Her quest for creating her own identity was successful and was above the limitations of a Lazzare. Marie is strong willed and a very much revered matriarch in her community. Marie comments when she goes to meet dieing num â€Å"by now I was a solid class. Nector was tribal chairman. My children were well behaved, and they were educated too" (148). She was very happy and confident to meet an old acquaintance because she was aware of the fact that she had been the strong pivot of her family which enabled them to gain prosperity and respect in the society. She is happy to make Nector worthy of his position and train her children with good behavior and education as well. The socio-political

Introduction to Political Science Research Paper

Introduction to Political Science - Research Paper Example (Christoff, p. 10-12) For some years consecutively, President Bush constantly said that they will withdraw their army troops from Iraq as a strong and democratic government will be formed capable of taking care of the country. These benchmarks for taking back were hardly ‘straw men’ more than realistic anticipations. An efficient united government was never created, Iraqi security troops have always been considered inadequate, despite of been prepared and equipped by the United States, now around 200,000 men proved their efficiency in current clashes against Shi’ite armies. That is why American employment of Iraq is being continued for almost five and a half years along with little remediation by society without having the political equilibrium resolved. (Christoff, p. 10-12; Gearan,p 1) There is a cause to trust, in information, that President G.W.Bush never had any intention of taking back forces and camps from Iraq. Lately in 2001, Bush as well as associates cl arified that the bigger locus of this War against Terror was in order to reorganize Moslem universe with lines sub serving our national concerns; the attack on Iraq was supposed to be the opening strike in that overextended plan. Precisely Iraq was attacked not because of its strong as well as threatening attitude, it was invaded for its weak nature and people were divided. The actual motive of the attack of Iraq resulted a permanent occupation for the compliant believer state and buildings of enduring army camps for the local projection of the power of American. The rationality of the neo-conservative regalistic plans include security of feeble pro-American administrating government, local protection troops perpetually abased on the control of America, and some degree of stable military profession. This discontinuity with realistic world may be the best representation of emphasis over the victory by President G.W.Bush and currently by presidential aspirant McCain. They demand of â €˜Victory’ over Iraq, but safely avoided defining their meaning by that word. Likely, ‘surrender’ as well as withdrawal seemed synonymous which were utilized in suggesting that withdrawal as very embarrassing.( Cordesman et al, 5-7) While the current presidential campaign was going on, Mr. Obama insisted to take back most American forces from the land of Iraq within sixteen months, though a small amount of army will stay there. The left force would aim al-Qaeda to secure our diplomats as well as other personnel, prepare Iraqi troops, and attend other missions. The missions might be relative to his point that the American forces would be needed to help reconstruction of the nation and places for the castaways, events that need a year to finish. (Wehrey, et al, 23-35; Middle East policy council (US) p 65-70) The left troop would not, nevertheless, become engaged in ethnic clash. The phase of months was selected as it seemed Mr. Obama apparently believing that th e recent Iraqi government is not strong enough, stabilized, or legitimate in functioning freely without United States army assistance. The elections in Iraq will occur on 31st of January and in the ending 2009 which may give strength to the government, with participation of Sunnis, though it is not guaranteed. The absolute taking back of the United States army from Iraq supposed to have a winning effect. The United States would not be accused with an expense of

Money, Banking & Finance Essay Example | Topics and Well Written Essays - 2000 words

The Fisher Theory of Nominal Interest Rates and Inflation Rate - Essay Example According to the economist, interest is ‘an index of a community’s preference for a dollar of a present (income) over a dollar of future income’ (Library of Economics and Liberty, 2008). The label that he has put to his theory of interest rate is ‘the impatience and opportunity’. Fisher has postulated in this theory that interest rate results from an interface between two forces: the time preference that people have for capital at present and the principle of investment opportunity (Library of Economics and Liberty, 2008). Irving Fisher’s theory of interest establishes a link of nominal interest rate (i) to the rate of inflation (П) and the real rate of interest (r). The rate which is derived after making an adjustment for the inflation is the real interest rate. This is the interest rate which the lenders should consider for lending their funds. The relationship that has been presented by Fisher between these three interest rates is: Thus, the above relationship states that if the rate of inflation increases by 1 percent, then the nominal interest rate increases by more than 1 percent. This means that there is a positive relationship between the rate of inflation and nominal interest rate (University of Missouri-Kansas City, 2010). In the next step of the analysis, the effect of taxes on the real rate of return will be taken into account. Let a country be considered with currency C. Then let it be the nominal risk-free rate of interest, rc be the real interest rate and Пc be the expected rate of inflation. Let to be the rate of tax on the interest income and r*c be the after-tax real rate of return. The after-tax rate of return is ic (1-to). Then, From the above expression, it can be explained that with the increase in the rate of inflation, the nominal interest rate also increases by a few proportion of the increase in inflation rate (Mulligan, 2002).  Ã‚  

Internet Comedy (American) and Asian Stereotypes Essay

Internet Comedy (American) and Asian Stereotypes - Essay Example Many of these comedies impose their subjective vision of the Asian nationality and culture on the American viewer. In response, Asian actors develop their Internet shows to challenge and eliminate the existing stereotypes, turning comedy into a unique instrument of multicultural education. Unfortunately, the number of comedies challenging racial beliefs about Asians is too low to change public perceptions of the Asian culture. As a result, comedies may well serve to develop racial tolerance but can hardly cause a substantial change in the public representation of the Asian race. The number of comedies starring Asian actors constantly increases. Since the end of the 1990s, inviting Asian actors to work in American comedies has become commonplace. In 1998 and later in 2001, Rush Hour and Rush Hour 2 comedies became a small sensation in American comedy, grossing millions of dollars (Park, Gabbadon & Chernin 157). The use of African American and Asian actors in the lead roles did not ali enate but, on the contrary, attracted White and non-White audiences (Park, Gabbadon & Chernin 157). However, it is at least incorrect to say that the presence of Asian actors in the lead roles in American comedies helps to resolve the existing racial tensions. Asian stereotypes in American comedy and American society continue to persist. ... Meanwhile, Asians Bart Kwan and Joe Jo are promoting their YouTube channel to push the boundaries of Asian stereotypes in the media, on television, and in the Internet (Steve). So, what is happening with the Asian stereotypes and prejudices in American comedy? Back to Rush (1998) and Rush 2 (2001), the Asian nationality is associated with the two terms, ‘sushi’ and ‘Triad’, throwing the viewer even deeper into their own cultural ignorance. Additionally, non-Asian actors in the movie suggest that all Chinese people look alike (Park, Gabbadon & Chernin 162). Again, a popular American comedy turns into the source of influence on the public opinions about Asians and, simultaneously, reflects the most important long-standing beliefs about Asians in the Western world. As a result, instead of helping American viewers to identify themselves with the multicultural world, Asian actors in comedies further reinforce the existing national prejudices. They promote the val ue of cultural ignorance and turn prejudice and bias into an essential ingredient of people’s daily lives. Prejudice against Asians is being normalized, and even the funniest comedies and YouTube channels created by Asian actors cannot withstand the pressure of normalized cultural bias. In comedies, Asian actors and characters tend to occupy a minority position, which further complicates the development of equality perceptions in the American nation. It is interesting to note, that characterization is one of the basic ways in which American comedies promote Asian stereotypes. Comedy is the genre which allows incorporating all types of characters and provides freedom for self-expression and judgment (Mintz

CRM Model Essay Example | Topics and Well Written Essays - 1750 words

CRM Model - Essay Example Consequently, the medical industry has not been left behind in implementing CRM especially in Intensive Care Unit (ICU) and High Dependency Unit (HDU) operations, Shortell SM. et al (1994). It analyses the human factors in high-stress and high risk environments. All available resources, information and people are used to achieve safety and competence. It involves team training and simulation of emergency situations. Though there are wide variations in the specific designs and implementation of CRM programs in different organizations, the aim remains the same. There are several similarities between the aviation industry and the healthcare industry. One obvious one is that both have highly specialized experts operating with high-tech equipment. Secondly, both have large numbers of people working in different areas in pursuit of differentiated objectives that lead to a common goal attainment; running efficient flights and delivering effective healthcare respectively. Another similarity is the inevitable interdependency of the different departments involved so as to attain the set goal. However, when it comes to risk factors, healthcare has a much higher occurrence of real emergency situations compared to aviation. Patients with complicated, life threatening ailments are rushed in several times a day and have to be attended to immediately. The possibility of human error in these high speed operations is a definite possibility. When such errors occur, they are attributable to poor teamwork in terms of communication, coordination and split second decision making. In a nutshell therefore, healthcare needs CRM even more than aviation. Modern healthcare organizations have no choice but to apply CRM models. This is because they have to do whatever is possible to ensure that they operate with the highest level of efficiency at all times. One of the numerous available CRM models focuses on primary

Final Research Paper Example | Topics and Well Written Essays - 4250 words

Final - Research Paper Example This report is aimed at conducting a study and presenting a paper to the board of directors of a large nonprofit based health relief company regarding the issues about solving the health needs of a poorly developed African Country, Ghana. This report is prepared by keeping in mind the available organizational resources and capabilities , the funding required for the project initiatives , the need for obtaining subsidized medicines from, the major international pharmaceutical organizations functioning across the globe, the need for collecting non generic medication sources, non USDA approved medications and alternate stem cell based medication from different foreign sources. The research is conducted with the ultimate objective of proposing the most suitable and practically feasible expenditure plan including the budgetary propositions, financial controls, funds accounting perspectives, management of public expenditure, analysis of the relevant budgets and financial statements related to the healthcare industry in the country, the financial reporting requirements as per the regulatory requirements of the state government and the management and control of public expenditures. Additionally, these financial management components are critically delved into and evaluated for the purpose of providing sufficient information to the decision making authorities to take key administrative decisions and also apply the financial structures like expenditure plans and budgets as significant financial disciplinary processes and tools. The healthcare segment has become a booming as well as a crucial sector in terms of importance and effectiveness. The recent focus of the healthcare industry has remained constant on the provision of healthcare and medical aids to the lesser developed or under developed nations in the world like Africa. Many of the regions in

Business ethics Essay Example for Free

Business ethics Essay In business there will always be the line to act with integrity or to lie, cheat, and steal. Famous author Douglas Adams once said, â€Å"To give real service you must add something which cannot be bought or measured with money, and that is sincerity and integrity† (Heathfield, n. d). The priority of any business is to serve the needs and wants of the customer and more important his or her stakeholders. Any business decision made in major corporations must line up with stakeholder’s interests, but more important stakeholders have the social responsibility to represent in the best interest of the entire corporation. The prevalence of so many major scandals with corporations caught in the public is drawing much needed attention on concepts of ethic, and social responsibility. Ethics and corporate responsibility is a direct application of the ideas of in business practice. This papers purpose is to explain the role of ethics and social responsibility in building a strategic plan while incorporating the stakeholder interests. Business execs have the responsibility to adhering to the unspoken ethics they have only not taught but also have enforced by society and the law. Ethics are inherently common sense decisions made by those in authority with the power to affect an entire organization. When, business executives make decisions they must consider business ethics and the organizations (stakeholders) values. Once the essential questions ask is, â€Å"Do the organization’s values reflect accepted society values? (Young, 2004) Business executives must execute strategic business plans where they take into account not only each value associated with each choice, but the consequences of each choice. The interests of the stakeholder are one of the prime obligations of an organization. The demands of the stakeholders are generally to increase profits; this is echoed by economist Milton Friedman, the â€Å"one and only one social responsibility of business is to increase its profits, assuming an honest and open marketplace†. (Bigelow, 2013), According to Friedman also that corporations owe no responsibilities to society. However, critics will disagree that corporate social responsibility is always to put the customer first, which ensures a customer’s happiness and loyalty. Stakeholders are not only investors into companies but they also have voting power, which carries social, and financial influence within the company. Their social responsibility is to the customers and to the employees (Jones, 2012). They have decision power, and ultimate control over allocation of resources. Corporations and organizations ultimately exist to satisfy the needs and agendas of the stakeholders. The problem lies in, however; when the needs and the agendas of the stakeholders can blur the line between what is ethically right and what is considered against the law. The organization’s obligation to the stakeholder is as much as a priority as the relationship to the public. â€Å"The relationship between a customer and a firm exists because of mutual expectations built on trust, good faith, and fair dealing in their interaction† (Ferrell). When creating a strategic business plan the organization must incorporate its social responsibilities for the customer, and prevent any ethical dilemmas. Clear examples that recently have captivated the news over the decade has been the highly publicized cases of Waste Management, Enron, WorldCom, Tyco, HealthSouth, which exaggerated earnings to meet the expectations of stakeholders, Freddie Mac, AIG, Bernie Madoff, and host of others. These examples of accounting fraud, manipulation of books, and stealing from clients made by top executives in the position to meet the expectations of stakeholders and not making ethically sound decisions. To prevent these scandals from occurring, ruining not only the organization, the employees but also the public’s faith within the corporate world, according to research ethical risk management is an option dependent on the infrastructure in which it promotes ethical conduct and standards. The directives and the support from management in the way it manages potential problems with the lack of ethical standards. Because of the number of scandals not only have businesses implemented stronger measures for ethical practices but also have the legal systems. The establishment of the Sarbanes-Oxley Act (SOX) in 2002, which came after the scandal of WorldCom, was because the number of major corporations collapsing under the weight of their own unethical practices. According to the SEC, â€Å"the Act mandated a number of reforms to enhance corporate responsibility, enhance financial disclosures and combat corporate and accounting fraud, and created the Public Company Accounting Oversight Board, also known as the PCAOB, to oversee the activities of the auditing profession† (SEC, 2012). Ethics is a fundamental part of compliance and governance systems. Ethics explicitly should integrate into the elements of strategic planning in businesses. In determining the roles that factor into managing stakeholder’s interests ethically organizations must first take into consideration that the business is the first line of defense in taking responsibility for managing and supervising corporate responsibility effective in accordance with the level of influence the business set by the organization. Executives in a position to communicate to stakeholders must always implement ethical decisions when balancing their needs and the organizations’. The executives must be responsible in providing clarification and verification of ethical standards in place. The executives must drive the culture and work environment of compliance toward ethical standards and practices to ensure the effectiveness. Business ethics is important in every organization and the main responsibility is to act with integrity and honesty. References Ferrall, O. C. (2004). Business ethics and customer stakeholders. Academy of Management Executive, 18(2), retrieved from http://danielsethics. mgt. unm. edu/pdf/Customer Stakeholders. pdf. Bigelow, L. (2013). What are the social responsibilities of a company to its stakeholders? Hearst Newspapers, Retrieved from http://smallbusiness. chron. com Heathfield, S. (n. d. ). Inspirational quotes for business and work: Integrity. Retrieved from http://humanresources. about. com Young, P. (2004). Ethics and risk management: Building a framework. Risk Management, 6(3), 23-34. Retrieved from http://www. jstor. org â€Å"The Laws That Govern the Securities Industry. † (2012). SEC. Retrieved from http://www. irmi. com/expert/articles/2005/head02. aspx.

Annual parent meeting Essay Example for Free

Annual parent meeting Essay Each year, Title I programs are required to host a meeting for parents to explain what the Title I program is and how parents can become involved in the Title I program. (This is different from the Annual Review meeting, which is also a requirement). At this meeting, the following issues must be addressed: Explain their school’s participation in Title I (whether they are schoolwide or targeted) Explain the Title I requirements (schoolwide or targeted, whichever is applicable) Explain what participation in Title I programming means, including: o A description and explanation of the school’s curriculum; o Information on the forms of academic assessment used to measure student progress; and Information on the proficiency levels students are expected to meet. Explain the district parental involvement policy, school parental involvement policy, and school-parent compact. Explain the right of parents to become involved in the school’s programs and ways to do so. Explain that parents have the right to request opportunities for regular meetings for o parents to formulate suggestions and to participate, as appropriate, in decisions about the education of their children. The school must respond to any such suggestions as soon as practicably possible. In order to keep parents informed, schools must invite all parents of children participating in Title I Part A programs and encourage them to attend. In a schoolwide program, this means ALL parents should be invited; in a targeted assistance program, just those parents with children participating in Title I should be invited. Schools must also offer a flexible number of additional parental involvement meetings, such as in the morning or evening so that as many parents as possible are able to attend. You must be able to document this meeting with minutes, agendas, sign-in sheets, etc. You may want to do more than the law requires for this meeting, especially if you often have problems with attendance. Below are a few things to keep in mind regarding the Annual Parent Meeting: This can be an introduction to the Title I program, a workshop, a welcome night, etc.; the format is up to you. Preferably, this meeting occurs at the beginning or in the fall of the school year. This meeting, whatever form it takes, must be documented with minutes. Is there two-way communication at this meeting, or is it the teacher/administrator giving information to parents about the program? Do you involve parents in the agenda? Do you try to get ideas from them on what this meeting should involve? Annual Title I Parent Meeting Requirements 8/2010 Page 1 Training Opportunities The Title I program should provide parents with opportunities to become partners with the school in promoting the education of the child at school and at home. This should include information about specific methods parents can use at home to complement their child’s education. The Annual Review Each year, schools must hold a meeting to review their entire Title I program. This meeting typically takes place in the spring of the school year. Therefore, if there are programmatic changes to be made, they can be implemented the subsequent school year. Questions to be considered include: â€Å"What worked well this year?† and â€Å"What changes would we like to make for next year?† Student Eligibility Targeted assistance Title I programs must inform parents that their child is eligible to receive Title I services. This notification must be sent home on an annual basis. Parents must be given the opportunity to decline services if they so choose. Below are a few things to keep in mind regarding informing parents of student eligibility: Documentation of parent notification for eligibility must be maintained. Be sure to retain copies of parent permission signatures, especially if parents decline services. Informing Parents of Student Progress Parents must be kept informed of their child’s progress. In targeted assistance programs, some type of progress report must be sent home to the parents to show their child’s progress with Title I services. This report may be sent home during conferences, with other report cards, or any other time a Title I teacher wishes. It is very helpful to send suggestions as to how parents can help their child with skills and areas in which the child may be struggling. Below are a few things to keep in mind regarding informing parents of student progress: The method used to notify parents must be documented. This notification must be disseminated at least twice a year, ideally more often. The notification must contain assessment results from at least three different assessments in the various areas the child receives Title I services. For instance, if a child receives services in reading and math, three reading and three math assessment results must be documented. Annual Title I Parent Meeting Requirements 8/2010

Automotive Industry Lean Model Analysis

Automotive Industry Lean Model Analysis Introduction In any organization there are essential activities which need to be run effectively: production, quality, logistic, and so on. These activities are the means for the main purpose of any company which is to make money (Goldratt, 1993:41). Today the companies are facing a fierce market place: set the production with customer demand, in variety and quantity, and pursuit superior quality. To reach this is a high goal for any company, reach that and being effective is the core of nowadays strategy plan. The financial crisis that exploded the last year led many companies analyze the way they were operating in, and seek how to be more effective and make the company sustainable in the medium and long term. Reduction of cost is important at any time but reduction in time of crisis is essential. The way to escape the pitfalls faced in the mass production requires a redefinition of the production management system which eliminates the waste and pursuit the efficiency of the company as a whole. This dissertation is a case study base in an industry of automotive  industry. This sector has the characteristic of being very influential in the development of emerging trend in management.  From Henry  Fords  and the introduction  of the  moving  assembly to Toyota Production Systems many innovations have been development in this sector. Taiichi Ohno (1988) was the first person to identify seven inefficiencies which do not contribute to the goal of any company. These inefficiencies of wastes are denominated as muda in the Toyota Production System. It was after the book The machine that changed the world?, 1990, when the term Lean began to be known all over the world. Lean thinking is the medicine for companies suffering from inefficiency, and is Lean because it provides a way to do more with less; less human resources, less equipment, less time and less space, (Womack J. et al., 1990:15). All this reduction measures could be easily translated into money hence when a company is making money it has a future to plan. Another  characteristic  of  automotive industry  is  the  low  margins. The company, in which is based the dissertation, as  many  of  others  automotive manufacturers, is struggling  with  low  or  negative  profits. Through the application of Value Stream Mapping, Cell layout, and Takt time is the intention of the research to show and encourager the company to swap from traditional production into lean manufacturing Confidentiality   The company where the case study is bases is a sensitive phase of change. Due to this reason this dissertation will not display the company name, name of persons working at the company and other pieces of information that can be derived from the research. Therefore the company is referred throughout all dissertation as the company. Aims and objectives The main objective of this dissertation is to study and understand lean model and revealing the efficiency of lean techniques by applying them in a case study. These objectives can be summarised as the following: To carry out an extensive literature review about the lean model. To study the different elements and techniques of lean Draw the potential new ways to seek the processes and process layout. Outline potential improvements in the points below which contribute to solve the problem of the current highly expensive processes. Quality Lead Time Space Inventory Workers required This study intends to show the benefits of lean approach application and be used as an internal feasibility study of the potential application of this philosophy into the company. Nevertheless, whether the company finally decides to apply these principles or not is not the purpose of this project. Methodology The methodology for the first three chapters involves and intensive literature search and review on the lean philosophy. The source of this information was from extensive range of information sources as: written literature; books, journals, and the internet resource; also detailed discussions with lecturers and colleges who had knowledge on the topics. An important part of the literature review was to understand the concept of the lean and how can be applied. Secondary data is based in review documentation provided by the company. Primary data collection is based on the observation of how the company is currently working and after the working procedure are know lean approach will be applied starting with Value Stream Mapping, and the subsequence tools and techniques, described in more detail in the next chapters. Nevertheless a deep explanation to this topic will be found in the methodology chapter. Limitations One of the most important limitations for this dissertation is time limit, driven in part for the limitations time that the research had to the company. The research will be focus to a small area, but the same steps can be applied for all areas/families. No consideration will be taken, about potential issues derived from this research concerning to material handling. Another limitation is the confidential agreement between the research and the company, for this reason relevant information data could not be publicly released. The distance to the company being researched and the researcher is clear limitation for the arrangement of appointments with the company. Nevertheless this limitation known beforehand and a planning was agreed with the company in the first meeting; both sides agreed to make three on site visit of 3 working days each and another visit for presenting the research. 13,14,15 of Aprilà ¯Ã†â€™Ã‚  1 toma de contacto y anÃÆ' ¡lisis de la situaciÃÆ' ³n actual 21,22,23 of Juneà ¯Ã†â€™Ã‚  2 Implementation de VSM, cell layout, takt time,. 13, 14, 15 of July à ¯Ã†â€™Ã‚  3 seguimiento de las mejoras applicadas 24 of Augustà ¯Ã†â€™Ã‚   4 Ajustes y presentacion del projecto a la compaÃÆ' ±ÃƒÆ' ­a. Research structure This dissertation is divided into 8 chapters, with a brief outline below; Chapter 1 Introductionà ¯Ã†â€™Ã‚  This chapter explains about the nature and the background of the dissertation objectives. Chapter 2 Literature reviewà ¯Ã†â€™Ã‚   Is included here a study of the background literature on lean manufacturing. Chapter 3 Tools and techniquesà ¯Ã†â€™Ã‚   This chapter explains the tools and techniques used under the umbrella of lean manufacturing. Chapter 4 Methodologyà ¯Ã†â€™Ã‚   This chapter gives the overall view of the research design taking into account the methodology under taking to do the primary research and explain the type of research, data and tools used. Chapter 5 Company overviewà ¯Ã†â€™Ã‚   This chapter discuss the current situation of a second tier car company which is faced a crisis. Chapter 6 Implementation of lean Chapter 7 Data result and analysis Chapter 8 Conclusion and recommendations. This page is left blank on purpose Literature Review Origins of Lean Manufacturing Any new management approach that emerges will undoubtedly contain pieces from the knowledge from the past. Therefore we can find characteristic of lean were addressed in the past like: interchangeable parts developed by Ely Whitney (1765-18825), the work standardization made by Frederick W. Taylor (1856-1915), or the time and motion studies made by Frank Gilbreth (1868-1924), where he pursuit the elimination of non-value elements. But without any doubts the most influence person in the development of Lean was Henry Ford, he organized all the elements of a manufacturing system; people, machines, tooling and raw materials, in a continuous flow system, for manufacturing the famous model T by applying this methodology the factory achieve to rise the effectiveness in the assembly process and by 1920 he achieved to reduced the price of the model T at 34% of the original price in 1908. Kiichiro Toyoda travelled to EEUU (1929) in his search for learn the American Way. Fords assembly line provided the flow idea upon which Kiichiro Toyoda based his early car production, but soon he realized the need to adapt it to the market conditions and the culture in Japan. They knew that they could not compete with the giants like Ford in foreign markets. Therefore, they were producing only for internal market, and bring the raw materials from outside, for that reason Toyota could not lower cost by exploding economies of scale, thats why they build a systems upon an strategy: to make many models in small numbers (Ohno, 1988). They pursuit the cost reduction through the elimination of the inefficiencies; defined as muda, Japanese word for waste. (W. J. Hopp et al, 2000) Henry Ford vision about systematic elimination of waste, standardization and elimination of process variability, Quality at the source, and so forth was so inspirational for Ohno and the definition of TPS. In the book Toyota Production System; beyond large-scale Production, 1988, Ohno quoted the Fords book Henry Fords Today and Tomorrow in different chapter as a key to the development of lean principles. In 1945, after Toyoda Kiichiro set an ambitious goal: Catch with America in three years (Ohno, 1988). In order to achieve this goal Toyota production system was developed as a respond to the severe competition imposed by mass production and offered an alternative production system according with the restrictions of the moment. Under these conditions Taiichi Ohno (1912-1990) was brought into the company as a leader to translate the ideas of Kiichiro Toyoda into action. He was working for the company since 1932 but wasnt until 1943 when he went transfer to Toyota Motor Company, where he became Machine-shop manager in 1949. During that period the company was fighting on bankruptcy hence major investment or massive inventories werent affordable. For many years the western companies had cut the cost by increasing the production but after oil crisis, explore around 1973, rapid growth stopped and the principle if you can make it, you can sell it (Ohno, 1988, p2), most of the Japanese industries had losses, but Toyota overcame these problems. The capability of Toyota to overcome the crisis was the trigger for eyes opener to Japanese companies and implement the TPS. The Toyota Production System (TPS) was first denominated in the West as Just in Time (JIT).After the initial visits of industries from western countries to Japanese industry, the people returning with stories of factories which produced only what was needed, when needed, without any Just In Case expensive stock. Later, we realised that there was more than this, and the JIT was worked because was part of a more global management system, TPS. A system in fact useful to reduce costs and from that time the TPS became very popular. (Y. Monden 1993). But this system got popularity in the western countries after a researcher made in 1990 for Massachusetts institute of technology (MIT) by James P. Womack and Daniel T. Jones. This five year research about the future of the automobile makers, revealed a gap between the conventional mass production and the new trend used in Japanese industries. This book coined the term Lean as a description of the Toyota Production System. Definition of Lean As is described above, Toyota Production System was born in Toyota (1945). This system is sustained for two pillars: Just in Time and Autonomation or Jidoka. The name of Lean manufacturing was given in a research published by Massachusetts institute of technology (MIT) in 1990. Ohno make three statements in his book Toyota Production System; beyond Large-Scale Production, 1988, taken together we can use as his definition: The basis of the TPS is the absolute elimination of waste. The two pillars needed to support the system are: Just in Time and Autonomation (Jidoka) (Ohno, 1988 p4) Cost reduction is the goal (Ohno, 1987 p8) After World War II, our main concern was how to produce high-quality goods. After 1955, the question became how to make the exact quantity needed (Ohno, 1987 p33). We can conclude that for Ohno the TPS consist of many techniques that are designed to reduce the cost by removing the waste and providing the right product, at the right quantity at the moment is required. Using less of everything this statement was made in the book The machine that change the world (Womack et al. 1990) as a definition of Lean production. Another important contribution of TPS was a new approach of looking at the equation formed by: Price, Cost and Profit. When TPS was developed, the western was using the following equation to obtain price of a product: Price=Cost + Profit In this formula if the cost increase, the best way to maintain the same profit is by raising the price, is based on the principle that is the company who fix the price. By offering more feature, quality or service they can raise the price. By another hand, Japan proposed the next expression: Profit=Price â‚ ¬Ã¢â‚¬Å" Cost In this equation is the market, the final customer who is fixed the price. The companies used the voice of the customer as a means to design the new features of a product, and the price they are willing to pay for it. With this equation the only way to obtain better profits is by reducing the cost as much as possible (fig. 3.1). This equation leads the companies to pursuit internal improvement if they want to keep or raise the profit in the current market situation. (J. Santos, et al. 2006). Figure 3â‚ ¬Ã¢â‚¬Ëœ1 Equation price-cost benefits (adaptation of J. Santos et al 2008) Price fixed by the customer Cost Profit Summarizing we can conclude that Lean is a theory of management that consider the uses of resources for any means other than the creation of value from customer point of view is a waste (defined below); and pursuing the elimination waste as a means of achieving greater efficiency of the process. (Y. Monden, 1993) Seven types of Wastes Muda is a Japanese means waste. According to James P. Womack (2003) any activity which absorbs resources but creates no values is called waste. Lean thinking provides a way to identify the value, defined by the final customer, and analyze the value stream in the search for not added value action in order to eliminate and based in Continuous improvement, where the search for new improvements is never ending. (Womack et al., 2003) The wastes defined by Ohno include parts not right the first time, piles of products made in Just in case, processing step that no one had analyzed, to realized that they are not needed, transporting goods thought work floor, workers, machinery or material waiting to the next step in the process, and so forth. (Womack et al., 2003, p16). There are many types of waste; some are easy to discern others difficult. An important thing to remember is that to eliminate waste, you must find it first, towards eliminating it. The seven wastes (7Ws) addressed by Ohno (1988) are detailed below, with the addition of the one defined by Womack, 2003. Overproduction Manufacturing companies, sometimes produce more than they have sold, some times because they want to build an inventories, in the expectation that the market requirements arise, another times with the purpose to keep everyone busy and / or to achieve a high used of the facilities. Whatever the reason is, making products for which there is no demand is waste and can drive the company out of business. The key point to found this waste is compare what is produced versus what is sold. (J. Nicholas, 1988) Waiting This waste will include delay between the end of one activity and the start of the next activity. This waste can take many forms: operators or machineries waiting for orders, parts, materials, parts for the preceding process, equipment repairs, and so on. Contrasting with the previous waste, this one it is easy to identify. As It was explain above, some companies minimizing the waste of waiting by keeping the workers and the machines active all the times, incurring in that way in the previous waste; overproduction. Stopping the machines and allowing workers to be idle in occasion, is less costly than producing products with no orders. Another advantage of these spare times is that the workers can used it to search for improvements. (J. Nicholas, 1988) Transporting It is any kind of unnecessary transport of workers, parts, products, etc moved from one location to another. There two things that determine the transport through the factory; the layout facility and the sequence of operations. (J. Nicholas, 1988) No value is added in any items while they are moving around, therefore all time and facilities involve in that are wastes. Rearranging the layout and putting sequential equipment together allow us to minimize this waste. Too much machining; over processing. A process may itself contain steps that are ineffective or unnecessary. When company use expensive or high precision equipment where investing in smaller and more flexible equipment would be adequate. This often results in poor plant layout because The monuments are located far away from the process and making the process incur in waste such transportation, wait and in addition overproduction (in order to set high utilization, and justify the investment). Inventories Ohno in his book Toyota Production System, Beyond Large Scale Production (1988), qualify the inventory as the root of all evil because covers other kinds if wastes and inefficiencies and encourages to wasteful practices. Inventories represent items waiting for something to happen, where there are many associated and hidden costs (storage space, handling, management, insurance, lost of opportunity, and so forth). John Nicholas (1988) identifies that many companies even when they recognize the high cost of the inventory they justify them for dealing with issues such: To cover fluctuations in future demand, where more accurately forecasted are necessary. To cover the delay in lead times caused by breakdowns or delivery delays, where a Preventive maintenance plan would be necessary as well a close relationship with the suppliers. To cover long setup times, where an improvement in standardization as well as a study of the setup times made the big batch unnecessary. We can use the analogy of a ship on water (figure 2.1) to clarify the idea of hidden costs and problems incurred with high level of inventory. As inventory is reducing, problems are exposed, which can be resolved. After that, the inventory is lowered again, in order to get more problem appear and management has to resolve them in order for the system to work. Figure 3â‚ ¬Ã¢â‚¬Ëœ2 Analogy of water and inventory Worker absenteeism Work load imbalance Downtime Quality Scrap Rework Out of spec. materials Set-up Times Process variation Inventory level is hidden all problems By reducing the inventory, production problems arise WIP The research is agreed with Ohno (1988) when he argued that people tend to build some inventory as a respond of their farming roots. Our ancestors grew rice for subsistence and stored it in preparation for times of natural disasters (Ohno, 1988) this type of accumulation is no longer practical from the moment that we can find everything that we need from the corner shop. Nevertheless, break this habit in the day to day factory habits is difficult, is requires a change of attitude. But we need to keep in mind that reduction of inventory is not an end itself; it is a mechanism for revealing problems and wasteful practices in the production system. Moving People in work often confuse being in motion with working. A worker in constant motion all day may actually be doing little work; we should consider which portion of the motion is actually added value to the product. This waste is related to ergonomics and the objective is to obtain that the 100% of the motion is work; added value. Hence pursues the elimination of wasteful motion, but not by increasing work. Motions as bending, stretching, walking, lifting, reaching, picking up, transporting, loading, and so forth take workers time and increase the cost, but not add value. (J. Nicholas, 1988) Making defective parts and products. The simplest form of waste is products that do not meet the specification. Manufacturing products right at first time requires no money. Defects in any product are a major source of waste, hold up production and increase production lead times avoidable if products were done right the first time. Quality defects result in rework or scrap and involve a remarkable cost to organizations, along with the associated costs such: re-inspecting, rescheduling quarantining inventory, and capacity loss.   The key point is attain Quality at the source or Quality Assurance where the parts are made right the first time, transforming the old idea of Quality Assurance; where the parts are inspected at the end of the line. In order to achieve this we can use tools such: Poka Yoke, Kaizen, and so forth. (Y. Monden, 1993) Underutilization of Employees In the book Lean Thinking by James P Womack and Daniel T. Jones (1996), was added another wasted, added to the seven defined by Ohno (1988); which was denominated by them as Underutilization of employees. The companies hire employees for the physical skills, and sometimes the managers forgot to take an advantage of the brainpower that they hired with those skills. Some common causes of inability to see this waste may result in mudas such high employee turnover, inadequate hiring practices, and so forth. Not Used the employees as an experts of the process in which they are working is a waste of creativity and the improvement ideas that they can generate, this waste deserved the same important than the previous seven described above. Tools and Techniques There are many definitions that refer to lean; as Toyota Production System, Just in Time, Jidoka, flexible workforce, Kanban, TQM and so forth; partly because for many years had been confusion and many practitioners; mix up the purpose with the means. Lean production may be viewed as a bunch of all this practices/tools, and all underneath subsystems give the necessary support to the main system. The main systems Ohno (1988) described as two pillars are: Just inTime Autonomation with human touch, or Jidoka The tools/techniques of lean, as supporting subsystems can be said as; Kanban Poka-yoke Visual Control, Andon Value Stream Mapping Standard Operations One Piece Flow 5S Total Productive Maintenance (TPM) Levelling Production Benchmarking SMED Multifunctional Workers Kaizen Some of the most relevant for the research purpose are explained below. The two pillars of Lean: Just in Time In 1950 Toyota was near to bankrupting, as a consequence they couldnt afford major investment in new machineries or substantial inventories. In 1956 Ohno travel to America, where he got the perspective of Just-In-Time in the American supermarket. He was interested in way the supermarket were working; by providing to customer what they need, when they need and in the quantity they need. Ohno transfer this idea down to the process, and he developed a system that is working like a coordinate chain of small supermarket, where all processes are transformer in customer for the previous step and supplier for the next step and every step is only produced the quantity needed for the next step, with perfect quality and no waste. The system was denominated as pull system. TMMK (7may2010) JIT was developed in the framework of TPS and evolved due to the need of the Japanese industry to survive in the post-war global market. Soon, the value of the system was proven into the manufacturing industry and a large number of companies worldwide hastened to implement this model to their own production systems (Monden, 1993). Ohno developed a number of methodologies to support the Just in Time system; one of the best known is the Kanban system, detailed below. Pull system and Kanban The traditional mass production system is the one denominate as push production system, where every station start to assembly a part when the raw material arrive to the work station. The way to manage production system is usually based in forecasting. The parts usually are processes in batches according to a schedule for each process (fig 2.2). The materials must usually wait until the workstation complete the previous work and is performing the changeover necessary. Changes in schedules, breakdown in machinery and other incidents, make a planning inaccurate. (J Nicholas, 1988). When a problem occurs at one stage, the problem will not be notice in the rest of the system, because an inventory between the workstation are insulated the problems in each workstation, and dependency between workstation was low. Figure 4â‚ ¬Ã¢â‚¬Ëœ3 Push System Retention points Process 1 Retention points Process 2 Inspection Retention points inspection Information and material flow High variability in lead times, long lead times, large Work in Progress inventory, and a numerous quality issues are arisen in this system. Besides with the problems associated with maintaining valid scheduled, made by the forecasting office, which is far a way from the shop floor and all the problems that arise in the manufacturing process. By contrast the pull production is sometimes called stockless, because is minimized the work in progress, pursuit the one piece flow. It seeks to have every stage in a process produce and deliver materials downstream in the exact quantities and the exact times requested. (J Nicholas, 1988). Figure 4â‚ ¬Ã¢â‚¬Ëœ4 Pull System Process 2 Inspection Material Flow Process 1 Inspection Max Min Delivery point Max Min Max Min Information Flow Refer to the figure 2.3, when a customer order arrives to the delivery point, this work station sends a production order to the downstream process, in order to refill the product had been delivered. The work station 2 in the moment is used more than two parts, and let the buffer with the minimum quantity, then sends a production order to the work station 1. Just in time pursues the zero inventories; the system that is describing here is used a buffer, in that way any process shouldnt wait to have the necessary material to start producing an order. Refer to the figure 2.3 each work station begins de production as soon as the order upstream is received. (J Nicholas, 1988). In contrast with the Push production system, any problem in any work station is affected the whole system, so that all stage are working together in order to resolve the problem, increasing the chances of solving the root problem. Kanban is a subsystem to support of the JIT system and was developed by Toyota in the early stages of TPS. Kanban is a Japanese word for card, but not necessarily need to be a card, sometimes can be a signboard, container, empty space, and so forth. The broadly idea is to use the Kanban, whatever the form is takes, as a signal to produce a specific number of parts request for the next process. (N. Slack et al, 2004). The system is not used a complicated and expensive computer schedules. The theoretical operation of Kanban is no one product is manufacture until is demanded for the final customer. Therefore the signal Kanban is used as a trigger for a production. There are different types of Kanban; Conveyance Kanban, also know as a move Kanban, whose purpose is to move the goods along different production stages. The Production Kanban, work as a signal to a production process that can start producing a part to be place in the inventory. (N. Slack et al, 2004) There are two procedures of using Kanban system; dual-card (used both production and conveyance) this is the original Toyota method, and the single-card, explained below (used only the production, but acting as both move and produce authorization), is more often used the last one, for the simplicity of use. (N. Slack et al, 2004) Figure 4â‚ ¬Ã¢â‚¬Ëœ5 Kanban system. Process 2 Inspection Material Flow Process 1 Inspection Delivery point Max Min Kanban Max Min Kanban Max Min Kanban Information Flow Order to the supplier To explain the concept we can use the example in figure 2.4, where each process made two piece batches. When the delivery point sent two finished parts, the operator takes a Kanban card from the container and sends it back down to the previous workstation; process 2,where that part is assembled. When the Kanban card is received, the previous work station start to assemble new batch of 2 parts, and consequently it sends downs to the previous process the Kanban card in order to refill the parts used in the last operation. This chain or work orders is repeated until an order is sent to the supplier of raw material. This system keeps to minimum the paperwork, provides a self-manage workstation and one the more important achievements is that the inventory of Work in Progress is kept to a minimum. The parts are assembled only when a need for them and WIP is reducing by dropping the number of cards into the system. The two pillars of Lean: Jidoka Jidoka is a Japanese word meaning automation with a human touch, refers to the automatic control of defects under the supervision of an employee; or as is described by Ohno (1988) Autonomation. Is refers to a process that has incorporated mechanism to detect non conformances and not allowed the process to pass a product if there isnt a conformance with the requirements.   Sakichi Toyoda began to used Jidoka, also known as Autonomation; he invented the automatic looms that stopped immediately when any thread broke. In that way one operator was able to manage many machines with no risk of producing outside specifications. This pillar of TPS is a â‚ ¬Ã‹Å"Proactive Systematic Approach. That is means instant detection of non conformances at the root source, pursuing the prevention is chosen over correction for problems after its occurrence. Through this principle we ensure that hundred per cent of the products are free defects, and when a defect is found this is fixed directly, otherwise the worker had the authority to stop the line, in order to resolve it.(J. Nicholas,1998).No OK parts are very important in JIT, when a one short part can cause the stoppage of the whole factory, just to remember one of the quotation for define JIT The exact product in the exact moment that is required (Ohno, 1988) This authority to stop the line meets resistance in western managers, because they are afraid that this can cause a delay in the lead time. But that is only the negative side, by another hand should be viewed as improvements in the process, the root of many quality issues are discovered and as a result they are resolved. Thought Jidoka principles the employees are more aware of quality issues and the related problems, and the number of defects and rework drop at the end of the line. (Nicholas, 1988 Automotive Industry Lean Model Analysis Automotive Industry Lean Model Analysis Introduction In any organization there are essential activities which need to be run effectively: production, quality, logistic, and so on. These activities are the means for the main purpose of any company which is to make money (Goldratt, 1993:41). Today the companies are facing a fierce market place: set the production with customer demand, in variety and quantity, and pursuit superior quality. To reach this is a high goal for any company, reach that and being effective is the core of nowadays strategy plan. The financial crisis that exploded the last year led many companies analyze the way they were operating in, and seek how to be more effective and make the company sustainable in the medium and long term. Reduction of cost is important at any time but reduction in time of crisis is essential. The way to escape the pitfalls faced in the mass production requires a redefinition of the production management system which eliminates the waste and pursuit the efficiency of the company as a whole. This dissertation is a case study base in an industry of automotive  industry. This sector has the characteristic of being very influential in the development of emerging trend in management.  From Henry  Fords  and the introduction  of the  moving  assembly to Toyota Production Systems many innovations have been development in this sector. Taiichi Ohno (1988) was the first person to identify seven inefficiencies which do not contribute to the goal of any company. These inefficiencies of wastes are denominated as muda in the Toyota Production System. It was after the book The machine that changed the world?, 1990, when the term Lean began to be known all over the world. Lean thinking is the medicine for companies suffering from inefficiency, and is Lean because it provides a way to do more with less; less human resources, less equipment, less time and less space, (Womack J. et al., 1990:15). All this reduction measures could be easily translated into money hence when a company is making money it has a future to plan. Another  characteristic  of  automotive industry  is  the  low  margins. The company, in which is based the dissertation, as  many  of  others  automotive manufacturers, is struggling  with  low  or  negative  profits. Through the application of Value Stream Mapping, Cell layout, and Takt time is the intention of the research to show and encourager the company to swap from traditional production into lean manufacturing Confidentiality   The company where the case study is bases is a sensitive phase of change. Due to this reason this dissertation will not display the company name, name of persons working at the company and other pieces of information that can be derived from the research. Therefore the company is referred throughout all dissertation as the company. Aims and objectives The main objective of this dissertation is to study and understand lean model and revealing the efficiency of lean techniques by applying them in a case study. These objectives can be summarised as the following: To carry out an extensive literature review about the lean model. To study the different elements and techniques of lean Draw the potential new ways to seek the processes and process layout. Outline potential improvements in the points below which contribute to solve the problem of the current highly expensive processes. Quality Lead Time Space Inventory Workers required This study intends to show the benefits of lean approach application and be used as an internal feasibility study of the potential application of this philosophy into the company. Nevertheless, whether the company finally decides to apply these principles or not is not the purpose of this project. Methodology The methodology for the first three chapters involves and intensive literature search and review on the lean philosophy. The source of this information was from extensive range of information sources as: written literature; books, journals, and the internet resource; also detailed discussions with lecturers and colleges who had knowledge on the topics. An important part of the literature review was to understand the concept of the lean and how can be applied. Secondary data is based in review documentation provided by the company. Primary data collection is based on the observation of how the company is currently working and after the working procedure are know lean approach will be applied starting with Value Stream Mapping, and the subsequence tools and techniques, described in more detail in the next chapters. Nevertheless a deep explanation to this topic will be found in the methodology chapter. Limitations One of the most important limitations for this dissertation is time limit, driven in part for the limitations time that the research had to the company. The research will be focus to a small area, but the same steps can be applied for all areas/families. No consideration will be taken, about potential issues derived from this research concerning to material handling. Another limitation is the confidential agreement between the research and the company, for this reason relevant information data could not be publicly released. The distance to the company being researched and the researcher is clear limitation for the arrangement of appointments with the company. Nevertheless this limitation known beforehand and a planning was agreed with the company in the first meeting; both sides agreed to make three on site visit of 3 working days each and another visit for presenting the research. 13,14,15 of Aprilà ¯Ã†â€™Ã‚  1 toma de contacto y anÃÆ' ¡lisis de la situaciÃÆ' ³n actual 21,22,23 of Juneà ¯Ã†â€™Ã‚  2 Implementation de VSM, cell layout, takt time,. 13, 14, 15 of July à ¯Ã†â€™Ã‚  3 seguimiento de las mejoras applicadas 24 of Augustà ¯Ã†â€™Ã‚   4 Ajustes y presentacion del projecto a la compaÃÆ' ±ÃƒÆ' ­a. Research structure This dissertation is divided into 8 chapters, with a brief outline below; Chapter 1 Introductionà ¯Ã†â€™Ã‚  This chapter explains about the nature and the background of the dissertation objectives. Chapter 2 Literature reviewà ¯Ã†â€™Ã‚   Is included here a study of the background literature on lean manufacturing. Chapter 3 Tools and techniquesà ¯Ã†â€™Ã‚   This chapter explains the tools and techniques used under the umbrella of lean manufacturing. Chapter 4 Methodologyà ¯Ã†â€™Ã‚   This chapter gives the overall view of the research design taking into account the methodology under taking to do the primary research and explain the type of research, data and tools used. Chapter 5 Company overviewà ¯Ã†â€™Ã‚   This chapter discuss the current situation of a second tier car company which is faced a crisis. Chapter 6 Implementation of lean Chapter 7 Data result and analysis Chapter 8 Conclusion and recommendations. This page is left blank on purpose Literature Review Origins of Lean Manufacturing Any new management approach that emerges will undoubtedly contain pieces from the knowledge from the past. Therefore we can find characteristic of lean were addressed in the past like: interchangeable parts developed by Ely Whitney (1765-18825), the work standardization made by Frederick W. Taylor (1856-1915), or the time and motion studies made by Frank Gilbreth (1868-1924), where he pursuit the elimination of non-value elements. But without any doubts the most influence person in the development of Lean was Henry Ford, he organized all the elements of a manufacturing system; people, machines, tooling and raw materials, in a continuous flow system, for manufacturing the famous model T by applying this methodology the factory achieve to rise the effectiveness in the assembly process and by 1920 he achieved to reduced the price of the model T at 34% of the original price in 1908. Kiichiro Toyoda travelled to EEUU (1929) in his search for learn the American Way. Fords assembly line provided the flow idea upon which Kiichiro Toyoda based his early car production, but soon he realized the need to adapt it to the market conditions and the culture in Japan. They knew that they could not compete with the giants like Ford in foreign markets. Therefore, they were producing only for internal market, and bring the raw materials from outside, for that reason Toyota could not lower cost by exploding economies of scale, thats why they build a systems upon an strategy: to make many models in small numbers (Ohno, 1988). They pursuit the cost reduction through the elimination of the inefficiencies; defined as muda, Japanese word for waste. (W. J. Hopp et al, 2000) Henry Ford vision about systematic elimination of waste, standardization and elimination of process variability, Quality at the source, and so forth was so inspirational for Ohno and the definition of TPS. In the book Toyota Production System; beyond large-scale Production, 1988, Ohno quoted the Fords book Henry Fords Today and Tomorrow in different chapter as a key to the development of lean principles. In 1945, after Toyoda Kiichiro set an ambitious goal: Catch with America in three years (Ohno, 1988). In order to achieve this goal Toyota production system was developed as a respond to the severe competition imposed by mass production and offered an alternative production system according with the restrictions of the moment. Under these conditions Taiichi Ohno (1912-1990) was brought into the company as a leader to translate the ideas of Kiichiro Toyoda into action. He was working for the company since 1932 but wasnt until 1943 when he went transfer to Toyota Motor Company, where he became Machine-shop manager in 1949. During that period the company was fighting on bankruptcy hence major investment or massive inventories werent affordable. For many years the western companies had cut the cost by increasing the production but after oil crisis, explore around 1973, rapid growth stopped and the principle if you can make it, you can sell it (Ohno, 1988, p2), most of the Japanese industries had losses, but Toyota overcame these problems. The capability of Toyota to overcome the crisis was the trigger for eyes opener to Japanese companies and implement the TPS. The Toyota Production System (TPS) was first denominated in the West as Just in Time (JIT).After the initial visits of industries from western countries to Japanese industry, the people returning with stories of factories which produced only what was needed, when needed, without any Just In Case expensive stock. Later, we realised that there was more than this, and the JIT was worked because was part of a more global management system, TPS. A system in fact useful to reduce costs and from that time the TPS became very popular. (Y. Monden 1993). But this system got popularity in the western countries after a researcher made in 1990 for Massachusetts institute of technology (MIT) by James P. Womack and Daniel T. Jones. This five year research about the future of the automobile makers, revealed a gap between the conventional mass production and the new trend used in Japanese industries. This book coined the term Lean as a description of the Toyota Production System. Definition of Lean As is described above, Toyota Production System was born in Toyota (1945). This system is sustained for two pillars: Just in Time and Autonomation or Jidoka. The name of Lean manufacturing was given in a research published by Massachusetts institute of technology (MIT) in 1990. Ohno make three statements in his book Toyota Production System; beyond Large-Scale Production, 1988, taken together we can use as his definition: The basis of the TPS is the absolute elimination of waste. The two pillars needed to support the system are: Just in Time and Autonomation (Jidoka) (Ohno, 1988 p4) Cost reduction is the goal (Ohno, 1987 p8) After World War II, our main concern was how to produce high-quality goods. After 1955, the question became how to make the exact quantity needed (Ohno, 1987 p33). We can conclude that for Ohno the TPS consist of many techniques that are designed to reduce the cost by removing the waste and providing the right product, at the right quantity at the moment is required. Using less of everything this statement was made in the book The machine that change the world (Womack et al. 1990) as a definition of Lean production. Another important contribution of TPS was a new approach of looking at the equation formed by: Price, Cost and Profit. When TPS was developed, the western was using the following equation to obtain price of a product: Price=Cost + Profit In this formula if the cost increase, the best way to maintain the same profit is by raising the price, is based on the principle that is the company who fix the price. By offering more feature, quality or service they can raise the price. By another hand, Japan proposed the next expression: Profit=Price â‚ ¬Ã¢â‚¬Å" Cost In this equation is the market, the final customer who is fixed the price. The companies used the voice of the customer as a means to design the new features of a product, and the price they are willing to pay for it. With this equation the only way to obtain better profits is by reducing the cost as much as possible (fig. 3.1). This equation leads the companies to pursuit internal improvement if they want to keep or raise the profit in the current market situation. (J. Santos, et al. 2006). Figure 3â‚ ¬Ã¢â‚¬Ëœ1 Equation price-cost benefits (adaptation of J. Santos et al 2008) Price fixed by the customer Cost Profit Summarizing we can conclude that Lean is a theory of management that consider the uses of resources for any means other than the creation of value from customer point of view is a waste (defined below); and pursuing the elimination waste as a means of achieving greater efficiency of the process. (Y. Monden, 1993) Seven types of Wastes Muda is a Japanese means waste. According to James P. Womack (2003) any activity which absorbs resources but creates no values is called waste. Lean thinking provides a way to identify the value, defined by the final customer, and analyze the value stream in the search for not added value action in order to eliminate and based in Continuous improvement, where the search for new improvements is never ending. (Womack et al., 2003) The wastes defined by Ohno include parts not right the first time, piles of products made in Just in case, processing step that no one had analyzed, to realized that they are not needed, transporting goods thought work floor, workers, machinery or material waiting to the next step in the process, and so forth. (Womack et al., 2003, p16). There are many types of waste; some are easy to discern others difficult. An important thing to remember is that to eliminate waste, you must find it first, towards eliminating it. The seven wastes (7Ws) addressed by Ohno (1988) are detailed below, with the addition of the one defined by Womack, 2003. Overproduction Manufacturing companies, sometimes produce more than they have sold, some times because they want to build an inventories, in the expectation that the market requirements arise, another times with the purpose to keep everyone busy and / or to achieve a high used of the facilities. Whatever the reason is, making products for which there is no demand is waste and can drive the company out of business. The key point to found this waste is compare what is produced versus what is sold. (J. Nicholas, 1988) Waiting This waste will include delay between the end of one activity and the start of the next activity. This waste can take many forms: operators or machineries waiting for orders, parts, materials, parts for the preceding process, equipment repairs, and so on. Contrasting with the previous waste, this one it is easy to identify. As It was explain above, some companies minimizing the waste of waiting by keeping the workers and the machines active all the times, incurring in that way in the previous waste; overproduction. Stopping the machines and allowing workers to be idle in occasion, is less costly than producing products with no orders. Another advantage of these spare times is that the workers can used it to search for improvements. (J. Nicholas, 1988) Transporting It is any kind of unnecessary transport of workers, parts, products, etc moved from one location to another. There two things that determine the transport through the factory; the layout facility and the sequence of operations. (J. Nicholas, 1988) No value is added in any items while they are moving around, therefore all time and facilities involve in that are wastes. Rearranging the layout and putting sequential equipment together allow us to minimize this waste. Too much machining; over processing. A process may itself contain steps that are ineffective or unnecessary. When company use expensive or high precision equipment where investing in smaller and more flexible equipment would be adequate. This often results in poor plant layout because The monuments are located far away from the process and making the process incur in waste such transportation, wait and in addition overproduction (in order to set high utilization, and justify the investment). Inventories Ohno in his book Toyota Production System, Beyond Large Scale Production (1988), qualify the inventory as the root of all evil because covers other kinds if wastes and inefficiencies and encourages to wasteful practices. Inventories represent items waiting for something to happen, where there are many associated and hidden costs (storage space, handling, management, insurance, lost of opportunity, and so forth). John Nicholas (1988) identifies that many companies even when they recognize the high cost of the inventory they justify them for dealing with issues such: To cover fluctuations in future demand, where more accurately forecasted are necessary. To cover the delay in lead times caused by breakdowns or delivery delays, where a Preventive maintenance plan would be necessary as well a close relationship with the suppliers. To cover long setup times, where an improvement in standardization as well as a study of the setup times made the big batch unnecessary. We can use the analogy of a ship on water (figure 2.1) to clarify the idea of hidden costs and problems incurred with high level of inventory. As inventory is reducing, problems are exposed, which can be resolved. After that, the inventory is lowered again, in order to get more problem appear and management has to resolve them in order for the system to work. Figure 3â‚ ¬Ã¢â‚¬Ëœ2 Analogy of water and inventory Worker absenteeism Work load imbalance Downtime Quality Scrap Rework Out of spec. materials Set-up Times Process variation Inventory level is hidden all problems By reducing the inventory, production problems arise WIP The research is agreed with Ohno (1988) when he argued that people tend to build some inventory as a respond of their farming roots. Our ancestors grew rice for subsistence and stored it in preparation for times of natural disasters (Ohno, 1988) this type of accumulation is no longer practical from the moment that we can find everything that we need from the corner shop. Nevertheless, break this habit in the day to day factory habits is difficult, is requires a change of attitude. But we need to keep in mind that reduction of inventory is not an end itself; it is a mechanism for revealing problems and wasteful practices in the production system. Moving People in work often confuse being in motion with working. A worker in constant motion all day may actually be doing little work; we should consider which portion of the motion is actually added value to the product. This waste is related to ergonomics and the objective is to obtain that the 100% of the motion is work; added value. Hence pursues the elimination of wasteful motion, but not by increasing work. Motions as bending, stretching, walking, lifting, reaching, picking up, transporting, loading, and so forth take workers time and increase the cost, but not add value. (J. Nicholas, 1988) Making defective parts and products. The simplest form of waste is products that do not meet the specification. Manufacturing products right at first time requires no money. Defects in any product are a major source of waste, hold up production and increase production lead times avoidable if products were done right the first time. Quality defects result in rework or scrap and involve a remarkable cost to organizations, along with the associated costs such: re-inspecting, rescheduling quarantining inventory, and capacity loss.   The key point is attain Quality at the source or Quality Assurance where the parts are made right the first time, transforming the old idea of Quality Assurance; where the parts are inspected at the end of the line. In order to achieve this we can use tools such: Poka Yoke, Kaizen, and so forth. (Y. Monden, 1993) Underutilization of Employees In the book Lean Thinking by James P Womack and Daniel T. Jones (1996), was added another wasted, added to the seven defined by Ohno (1988); which was denominated by them as Underutilization of employees. The companies hire employees for the physical skills, and sometimes the managers forgot to take an advantage of the brainpower that they hired with those skills. Some common causes of inability to see this waste may result in mudas such high employee turnover, inadequate hiring practices, and so forth. Not Used the employees as an experts of the process in which they are working is a waste of creativity and the improvement ideas that they can generate, this waste deserved the same important than the previous seven described above. Tools and Techniques There are many definitions that refer to lean; as Toyota Production System, Just in Time, Jidoka, flexible workforce, Kanban, TQM and so forth; partly because for many years had been confusion and many practitioners; mix up the purpose with the means. Lean production may be viewed as a bunch of all this practices/tools, and all underneath subsystems give the necessary support to the main system. The main systems Ohno (1988) described as two pillars are: Just inTime Autonomation with human touch, or Jidoka The tools/techniques of lean, as supporting subsystems can be said as; Kanban Poka-yoke Visual Control, Andon Value Stream Mapping Standard Operations One Piece Flow 5S Total Productive Maintenance (TPM) Levelling Production Benchmarking SMED Multifunctional Workers Kaizen Some of the most relevant for the research purpose are explained below. The two pillars of Lean: Just in Time In 1950 Toyota was near to bankrupting, as a consequence they couldnt afford major investment in new machineries or substantial inventories. In 1956 Ohno travel to America, where he got the perspective of Just-In-Time in the American supermarket. He was interested in way the supermarket were working; by providing to customer what they need, when they need and in the quantity they need. Ohno transfer this idea down to the process, and he developed a system that is working like a coordinate chain of small supermarket, where all processes are transformer in customer for the previous step and supplier for the next step and every step is only produced the quantity needed for the next step, with perfect quality and no waste. The system was denominated as pull system. TMMK (7may2010) JIT was developed in the framework of TPS and evolved due to the need of the Japanese industry to survive in the post-war global market. Soon, the value of the system was proven into the manufacturing industry and a large number of companies worldwide hastened to implement this model to their own production systems (Monden, 1993). Ohno developed a number of methodologies to support the Just in Time system; one of the best known is the Kanban system, detailed below. Pull system and Kanban The traditional mass production system is the one denominate as push production system, where every station start to assembly a part when the raw material arrive to the work station. The way to manage production system is usually based in forecasting. The parts usually are processes in batches according to a schedule for each process (fig 2.2). The materials must usually wait until the workstation complete the previous work and is performing the changeover necessary. Changes in schedules, breakdown in machinery and other incidents, make a planning inaccurate. (J Nicholas, 1988). When a problem occurs at one stage, the problem will not be notice in the rest of the system, because an inventory between the workstation are insulated the problems in each workstation, and dependency between workstation was low. Figure 4â‚ ¬Ã¢â‚¬Ëœ3 Push System Retention points Process 1 Retention points Process 2 Inspection Retention points inspection Information and material flow High variability in lead times, long lead times, large Work in Progress inventory, and a numerous quality issues are arisen in this system. Besides with the problems associated with maintaining valid scheduled, made by the forecasting office, which is far a way from the shop floor and all the problems that arise in the manufacturing process. By contrast the pull production is sometimes called stockless, because is minimized the work in progress, pursuit the one piece flow. It seeks to have every stage in a process produce and deliver materials downstream in the exact quantities and the exact times requested. (J Nicholas, 1988). Figure 4â‚ ¬Ã¢â‚¬Ëœ4 Pull System Process 2 Inspection Material Flow Process 1 Inspection Max Min Delivery point Max Min Max Min Information Flow Refer to the figure 2.3, when a customer order arrives to the delivery point, this work station sends a production order to the downstream process, in order to refill the product had been delivered. The work station 2 in the moment is used more than two parts, and let the buffer with the minimum quantity, then sends a production order to the work station 1. Just in time pursues the zero inventories; the system that is describing here is used a buffer, in that way any process shouldnt wait to have the necessary material to start producing an order. Refer to the figure 2.3 each work station begins de production as soon as the order upstream is received. (J Nicholas, 1988). In contrast with the Push production system, any problem in any work station is affected the whole system, so that all stage are working together in order to resolve the problem, increasing the chances of solving the root problem. Kanban is a subsystem to support of the JIT system and was developed by Toyota in the early stages of TPS. Kanban is a Japanese word for card, but not necessarily need to be a card, sometimes can be a signboard, container, empty space, and so forth. The broadly idea is to use the Kanban, whatever the form is takes, as a signal to produce a specific number of parts request for the next process. (N. Slack et al, 2004). The system is not used a complicated and expensive computer schedules. The theoretical operation of Kanban is no one product is manufacture until is demanded for the final customer. Therefore the signal Kanban is used as a trigger for a production. There are different types of Kanban; Conveyance Kanban, also know as a move Kanban, whose purpose is to move the goods along different production stages. The Production Kanban, work as a signal to a production process that can start producing a part to be place in the inventory. (N. Slack et al, 2004) There are two procedures of using Kanban system; dual-card (used both production and conveyance) this is the original Toyota method, and the single-card, explained below (used only the production, but acting as both move and produce authorization), is more often used the last one, for the simplicity of use. (N. Slack et al, 2004) Figure 4â‚ ¬Ã¢â‚¬Ëœ5 Kanban system. Process 2 Inspection Material Flow Process 1 Inspection Delivery point Max Min Kanban Max Min Kanban Max Min Kanban Information Flow Order to the supplier To explain the concept we can use the example in figure 2.4, where each process made two piece batches. When the delivery point sent two finished parts, the operator takes a Kanban card from the container and sends it back down to the previous workstation; process 2,where that part is assembled. When the Kanban card is received, the previous work station start to assemble new batch of 2 parts, and consequently it sends downs to the previous process the Kanban card in order to refill the parts used in the last operation. This chain or work orders is repeated until an order is sent to the supplier of raw material. This system keeps to minimum the paperwork, provides a self-manage workstation and one the more important achievements is that the inventory of Work in Progress is kept to a minimum. The parts are assembled only when a need for them and WIP is reducing by dropping the number of cards into the system. The two pillars of Lean: Jidoka Jidoka is a Japanese word meaning automation with a human touch, refers to the automatic control of defects under the supervision of an employee; or as is described by Ohno (1988) Autonomation. Is refers to a process that has incorporated mechanism to detect non conformances and not allowed the process to pass a product if there isnt a conformance with the requirements.   Sakichi Toyoda began to used Jidoka, also known as Autonomation; he invented the automatic looms that stopped immediately when any thread broke. In that way one operator was able to manage many machines with no risk of producing outside specifications. This pillar of TPS is a â‚ ¬Ã‹Å"Proactive Systematic Approach. That is means instant detection of non conformances at the root source, pursuing the prevention is chosen over correction for problems after its occurrence. Through this principle we ensure that hundred per cent of the products are free defects, and when a defect is found this is fixed directly, otherwise the worker had the authority to stop the line, in order to resolve it.(J. Nicholas,1998).No OK parts are very important in JIT, when a one short part can cause the stoppage of the whole factory, just to remember one of the quotation for define JIT The exact product in the exact moment that is required (Ohno, 1988) This authority to stop the line meets resistance in western managers, because they are afraid that this can cause a delay in the lead time. But that is only the negative side, by another hand should be viewed as improvements in the process, the root of many quality issues are discovered and as a result they are resolved. Thought Jidoka principles the employees are more aware of quality issues and the related problems, and the number of defects and rework drop at the end of the line. (Nicholas, 1988