Lean Operations Case Study




Ebaut tof Hakpe`y


Brdfc Behgnrau`l

Bafd`n ds tof waril's iernfst efraspehf hakpe`y e`l ifeld`n ke`ucehturfr ac hakkfrhdei  mftid`frs e`l lfcf`sf, spehf e`l sfhurdty systfks. E tap V.X. fxpartfr, tof hakpe`y supparts edrid`fs e`l V.X. e`l eiidfl navfr`kf`t hustakfrs d` 56: hau`trdfs. Bafd`n praluhts e`l tediarfl sfrvdhfs d`hiulf hakkfrhdei e`l kdidtery edrhrect, setfiidtfs, wfepa`s, fifhtra`dh e`l lfcf`sf systfks, ieu`ho systfks, elve`hfl d`carketda` e`l hakku`dhetda` systfks, e`l pfrcarke`hf- besfl iandstdhs e`l tred`d`n. Bafd`n Hakkfrhdei Edrpie`fs ds hakkdttfl ta bfd`n tof ifelfr d` hakkfrhdei evdetda` by accfrd`n edrpie`fs e`l sfrvdhfs toet lfidvfr supfrdar lfsdn`, fccdhdf`hy e`l veiuf ta hustakfrs erau`l tof waril. \ofrf erf karf toe` 5:,::: Bafd`n hakkfrhdei mftid`frs d` sfrvdhf, ciyd`n  pessf`nfrs e`l crfdnot karf fccdhdf`tiy toe` hakpftd`n kalfis d` tof kergft. Bafd`n Lfcf`sf, Xpehf & Xfhurdty ds hakkdttfl ta pravdld`n hustakfrs erau`l tof waril wdto tof rdnot hepebdidtdfs, et tof rdnot tdkf, et tof rdnot hast. Es a`f ac tof twa ked` busd`fss u`dts

ac tof waril—s ifeld`n efraspehf hakpe`y, BLX spfhdeidzfs d` d``avetdvf, hepebdidtdfs

-lrdvf` saiutda`s ehrass pietcarks, sfrvdhfs e`l suppart, e`l d`carketda` e`l tfho`aiandfs. Ofelquertfrfl d` Xt. Iauds e`l wdto sdn`dcdhe`t apfretda`s d` ke`y stetfs e`l sfvfrei hau`trdfs, Bafd`n Lfcf`sf, Xpehf & Xfhurdty ds e $8: bdiida` busd`fss toet oes eppraxdketfiy 6:,::: fkpiayffs warilwdlf. Bafd`n Niabei Xfrvdhfs lfidvfrs hakpiftf, hast-hakpftdtdvf sfrvdhf saiutda`s car hakkfrhdei, lfcf`sf e`l spehf hustakfrs, rfnerlifss ac tofdr fqudpkf`t's ardnd`ei ke`ucehturfr. ^dto f`nd`ffrd`n, ldndtei e`eiytdhs, suppiy hoed` e`l tred`d`n suppart spe``d`n ehrass bato tof navfr`kf`t e`l hakkfrhdei sfrvdhf accfrd`ns, Bafd`n Niabei Xfrvdhfs ds u`dqufiy pasdtda`fl ta gffp pessf`nfrs ciyd`n, e`l `etda`s secf. (Aur Hakpe`y, 2:5>)

Page 1: Introduction

This case study focuses on the way in which Jaguar, one of the world’s most prestigious car manufacturers, has employed lean manufacturing processes. This underpins the success of the new Jaguar S-Type production line at its Castle Bromwich factory in Birmingham. Jaguar is part of the Ford Group. Ford has for a number of years been improving its production methods, particularly by...
Read full page

Page 2: The change process

In order to create and implement the change process at Castle Bromwich, Jaguar managers and supervisors worked with a team of outside consultants, RWD Technology UK Ltd to create an ongoing climate of change. Jaguar already had an established culture of quality around which the international reputation of the company was built. However, it was necessary to develop new ways of working and...
Read full page

Page 3: Matching supply to demand – Just in time

One of the most significant changes has been creating continuous flow system of production based on a ‘just-in-time’ approach. Previously, groups of employees had focused on set processes in the production of Jaguar cars using batches of components. The work area for a particular process would be cluttered with batches of components which resulted in a cramped working environment and...
Read full page

Page 4: Visible management/visual factory

A system of ‘visible management’ has been introduced at Castle Bromwich to enable everyone involved in the process to understand how individual parts of the plant are performing so they can contribute to meeting performance requirements. An important part of this initiative is the use of Control Boards (i.e. visual screen) which everyone involved in the production process can read at a...
Read full page

Page 5: Ownership of work

Under the new working arrangements at Jaguar, work teams have been encouraged to take responsibility for their own work. Work must be standardised so that everyone knows what they are accountable for and they can ensure quality standards. However, within each cell, team members will be responsible for writing their own work element sheets. In this way the team takes ownership for the processes and...
Read full page

Page 6: Conclusion

Lean production is all about reducing waste. This involves working more effectively with TAKT time (the time available to produce each car). The teamwork approach is a recognition that the best way to achieve this is for all members of the workforce to be involved to achieve a quick response. Lean production has enabled Jaguar to cut out waste in the production of the Jaguar S-type at Castle...
Read full page

One thought on “Lean Operations Case Study

Leave a Reply

Your email address will not be published. Required fields are marked *