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PROCESS MAPPING AND LEAN MANAGEMENT 2
Description of Organization
operations in over fifty countries across the globe, the company is the second largest
manufacturer of confectionery after Wrigleys. The companys main products include chocolate-
based confectioneries such as the Dairy Milk brand of chocolate. Children are the primary
chocolate cupcakes and candy. Additionally, the company targets the adult segment of the market
Volume: High. Cadbury produces a high volume of chocolate based confectioneries, and the high
volumes are central to the company's business organization. To attain high production volumes,
the company employs a systematized execution of tasks, in addition to the automated repetition
of processes. A host of procedures, as well as standards, drive the manner through which every
Variety: High. The confectionery market is highly competitive, and as such, companies have to
a competitive edge over competitors. The high variety of products offered by Cadbury is
Variation: In a bid to retain high customer demand, Cadbury continuously studies consumer
habits and consequently responds to their interests. Moreover, the company supports innovation
Visibility: High. Cadburys customers have the capacity to track the final product through the
Cocoa, and This transformation activity begins with the delivery Chocolate, gum,
specific shapes.
mediums.
Literature Review
PROCESS MAPPING AND LEAN MANAGEMENT 5
Companies across the globe adopt lean management to attain or retain their
competitiveness in a highly competitive global market (Abdulmalek and Rajgopal, 2007). The
main objective of lean management is cost minimization by effectively eliminating the process
that has little or no value. Key concepts associated with the lean management approach include
organization of the whole production process into one group or cell that incorporates all the
of resources within groups allows companies to easily run all operations(Abdulmalek and
Rajgopal, 2007). Phase2 Microwave Ltd is a perfect example of a company that utilizes cellular
manufacturing in the manufacture of sitcom systems, filters, as well as microwave systems. The
lean management concept, Just-in-time (JIT) refers to a system whereby the end user or
consumer initiates demand. Consequently, the specific demand initiates a process where all the
requirements of the manufacturing process including raw materials and assembly are utilized at
the right time (Abdulmalek and Rajgopal, 2007). A classic example of a company that utilizes
JIT is Rolls-Royce plc in the manufacture of aircraft engines. The company primarily relies on
customer orders to initiate the manufacturing process for the final product. TQM, on the other
hand, refers to a continuous improvement system that employs participative management based
approaches, in addition to the appreciation that inefficiencies arise from the system, as opposed
to people(Abdulmalek and Rajgopal, 2007). A good example of a company that uses TQM is
PROCESS MAPPING AND LEAN MANAGEMENT 6
Cadbury in the manufacture of chocolate. Cadbury employs this approach in that it conducts
Lean management traces its origins to 20th-century manufacturing in Japan (Bhamu and
Singh, 2014). Sophisticated production planning, as well as control systems, gave rise to lean
management(Bhamu and Singh, 2014). The concept allowed for the simplification of challenging
primary goal associated with lean management is the production of products at low costs and on
time(Bhamu and Singh, 2014). The concept also allows companies to produce goods with less
inventory, defects, investment, as well as human effort while introducing a greater product
variety (Bhamu and Singh, 2014). As a result, lean management gives producers a competitive
benefits of lean management include an enhancement of the lead time during production,
improvement in the cycle and set up times, as well as the overall effectiveness of
equipment(Bhamu and Singh, 2014). Qualitative benefits associated with lean management
include improved employee job satisfaction and morale, effective communication and
According to Dickson, Singh, Cheung, Wyatt and Nugent 2009, the term Lean in the
Japanese context denotes a philosophy which abhors the wastage or resources in any system and
continuously attempts to reduce defects. Waste, on the other hand, refers to any process that
reduces a product's value (Dickson et al., 2009). Lean management entails the procedural
evaluation of processesto determine waste, as well as inefficiencies and then come up with novel
2009). The principles of lean management are present in most production processes. The main
characteristics of a lean management system are the continuous elimination of inherent wastes
employees by giving them the tools required to initiate change in their respective work stations is
a key hallmark of lean management(Dickson et al., 2009). Under the lean management system,
the key duties of employees including product production, as well as continuously seeking to
enhance the products quality(Dickson et al., 2009). The process map is crucial to the
identification of wastes in the production process, and as such, it is a key cornerstone of lean
management (Dickson et al., 2009). The process map allows the teams to establish the steps that
essentially add value to the production process, in addition to those that wastefully consume
time, money and resources without necessarily adding value(Dickson et al., 2009). The ultimate
objective is a complete redesign of the production process with a novel process map which
management is seamless product flow. Assembly and production lines that incorporate a lean
system allow for the continuous flow of products and effectively eliminate backlogs (Dickson et
al., 2009).
considerations into their performance metrics and adhere tothe principle of sustainable
demonstrates that supply and lean management are crucial determinants of a companys
performance in the environmental sphere and are concepts that lax the companys obligation to
continuously develop technology and capabilities aimed at achieving cleaner production, lean
environmental technologies which include managerial procedures that control or minimize the
negative impact of products on the general environment are categorized into three distinct
may assume the different combinations of the aforementioned categories (Hajmohammad et al.,
2013). The investment levels in environmental practices are not contingent upon the specific
combination of the different categories. Though the primary objective of the above categories
source pollution generate numerous other benefits for companies including cost reduction, in
addition to value addition (Hajmohammad et al., 2013). Lean management primarily entails a
main goal is eliminating and minimizing non-value-added processes in a products value stream
in a company (Hajmohammad et al., 2013). The effective implementation of the above practices
ensures improved operational performance, for instance decreased lead and cycle times,
(Hajmohammad et al., 2013). Continuous efforts to minimize waste based on the core tenets of
lean management paves the way for efforts aimed at environmental risk reduction. According to
Hajmohammad et al., 2013, waste is a key denominator in lean management. Lean management
PROCESS MAPPING AND LEAN MANAGEMENT 9
calls for persistent efforts to minimize operational waste in a variety of forms including
others(Hajmohammad et al., 2013). The above efforts reduce environmental damage and
(Hajmohammad et al., 2013). This relationship translates to the efficient utilization of resources
for every product produced, as well as fewer defects or flaws resulting in waste reduction and
levels associated with lean management lead to reduced emissions and waste
protection and lean management does not always apply to the automobile production and both
aspects may be traded-off (Hajmohammad et al., 2013). Multiple researchers contend that lean
implementationexpenses or giving fresh insights into the actual value of the practices
companies in different sectors of the global economy adopt lean management to enhance results
and gain a competitive edge in the market. Though numerous organizations have successfully
adopted lean management, a host of companies have not attained anticipated results (Martnez-
Jurado and Moyano-Fuentes,2014). The underlying factor in the companies that have not
attained expected results is their incapacity to sustain results in the long term(Martnez-Jurado
PROCESS MAPPING AND LEAN MANAGEMENT 10
and Moyano-Fuentes, 2014). It is worth noting that lean management systems are not affected by
Lean management became a crucial part and parcel of the production process in the US
for the better part of the last forty years (Shah and Ward, 2007). Professionals assert that lean
management has the capacity to give organizations a competitive edge, in addition to superior
performance(Shah and Ward, 2007). The alternatives to the lean system of management are not
as effective and as a result, lean management remains the dominant mode of management
today(Shah and Ward, 2007). Bhamu and Singh Sangwan, 2014, assert that lean management
initiatives utilize less human labor, manufacturing space, tools and time. To effectively manage
inconsistencies in demand, supply and processing time, companies that adopt lean management
must pay close attention to the inconsistencies and their underlying causes (Shah and
Ward,2007). Supply inconsistency transpires when supply arrives late or in inadequate quantities.
Supply inconsistency may be managed through the creation of a dependable supplier base
Application of Concepts
time (JIT), total quality management (TQM), as well as cellular manufacturing could help
Cadbury in different ways. First, the key concept of just-in-time could allow Cadbury to retain
accurate inventory levels, reduce wastes and minimize lead and cycle times. In effect, the
PROCESS MAPPING AND LEAN MANAGEMENT 11
stocking of accurate inventory levels would enable the company to reduce waste in case there is
an oversupply of raw materials and reduce production time in case there is an undersupply of
crucial raw materials. The reduction in wastes set about by the JIT concept would also allow
environmental practices. The implementation of the JIT concept would also be beneficial to
Cadbury since it would enable the company to reduce the lead time for consumers and
consequently enhance the companys overall profitability and increase customer satisfaction. The
key concept of TQM, on the other hand, would be beneficial to Cadbury since it would allow the
company to take into account the preferences of customers in the production of new products.
The approach would also be beneficial to the organization since it calls for employee training and
participation. As a result, this would serve to boost employee morale. Additional benefits of
TQM to Cadbury would include the realization of long-term objectives, as well as the
The application of the crucial concept of cellular manufacturing bears several advantages
for Cadbury. First, the approach would allow the company to run all its operations seamlessly.
This is primarily because cellular manufacturing entails the organization of the whole production
process into one group or cell that incorporates all the operators, machines and equipment
required (Abdulmalek and Rajgopal, 2007). Additionally, the concept would enable Cadbury to
reduce the cycle time associated with the manufacture of different chocolate based products and
References
Abdulmalek, F.A. and Rajgopal, J., 2007. Analyzing the benefits of lean manufacturing and
value stream mapping via simulation: A process sector case study. International Journal
Bhamu, J. and Singh Sangwan, K., 2014. Lean manufacturing: literature review and research
940.
Dickson, E.W., Singh, S., Cheung, D.S., Wyatt, C.C. and Nugent, A.S., 2009. Application of lean
Hajmohammad, S., Vachon, S., Klassen, R.D. and Gavronski, I., 2013. Reprint of Lean
Martnez-Jurado, P.J. and Moyano-Fuentes, J., 2014. Lean management, supply chain
pp.134-150.
Shah, R. and Ward, P.T., 2007. Defining and developing measures of lean production. Journal of