Improving Operation Management in Tile Manufacturing: A Lean Approach

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OPERATION MANAGEMENT
by (Name)
The Name of the Class (Course)
Professor
The Name of the School
The City and State where it is located
The Date

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Introduction
Nidum organization is a tile manufacturing firm that manufactures lighter, pigmented,
less expensive, textured and micro-concrete tiles. Over years provision of tiles on floors and
walls of the building have experienced tendinous growth. Facades, shelves, garden fountains,
home accessories and bathroom find greater use of tiles. Yet the organization tend to put more
focus on physical appearance and less is done with regard to the technical aspect that increases
the quality of services and easier maintenance. This is espoused by problem in its supply chain
management, production planning and its operational system. It experiences Waste because of
long waiting time, overproduction, delays, improper inventory management, waste of processing,
and production of defective products (Hallam, Valerdi, and Contreras 2018). Despite the high
demand association with tile and stiff completion by other rivals, the firm has failed to meet the
customer needs due to regular machinery breakdown, poor capacity planning and production
management. These challenges will be analyzed and lean management will be used as ideal
process to grapple of impending problems to necessitate an effective and efficient operation.

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Demand of good will be establishment to give insight on how production will be done.
The data will be given to aggregate production team who identities all resources that are needed.
Then the resource are allocated accordingly to relevant department. All the resources will be
arranged and process done according to lean management
Operation management
Operation management connotes practices that are involved in designing, redesigning and
overseeing the operation of the business. It entails the ability of the business to utilize the scarce
resource to meet the client’s requirements. Also, it concerns the management process that
changes inputs to the final product (Cooney 2012). Essentially, the conversation process calls for
an algorithm which is important in optimization and continued usage in industrial design. Tiles
sector are defined by the large production of small ranges of goods and services. Recently,
customer demand for tiles has been complex and industry been competitive due to the ban of
asbestos. Further, the production framework has suffered challenges such as supply chain, finite
product feature instability, and high finite goods inventory level and information reliability.
Short term
Long to
Medium term
Detailed material
and resource
planning
Demand
management
Aggregate
production
planning

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To enhance the manufacturing process of tiles needs reduction of operational cost
through maximizing production output, capacity planning by scheduling optimization. This is
achieved by determining bottlenecks, finding if task process as well as capacity are designed
accordingly, scheduling of both machine and personnel are consistent with cost-reduction model
which production planners can adopt in the manufacturing system (Chauhan, and Singh 2011).
Sound Operation management has resulted in significant improvement in leading manufacturing
industries globally (Ferdousi and Ahmed 2009).finding shows feature like total quality
management, lean management, and quality control have earned more income to innovative
institutions. Process design constitutes an overall state of the process as well as compressive
workings. Consequently, adopting these strategies will be helpful to address the concern.
Manufacturing system
The factory data system tools were utilized to demonstrate the functions in mosaic tile
organization operating in different countries in Europe. A process-based evaluation is recorded
and the performance of the individual company is measured using key performance indicator
(Sohal, and Egglestone 2014). The model consisted of various procedure which was coded to
Scilab setting and aligned to a stochastic simulator. Results from simulation were utilized to
demonstrate how management decision greatly influences the Key performance indicator (De
Toni, and Tonchia 2016), Queuing theory provides quantitative metrics for a tradeoff between
throughput rate and cycle time of the manufacturing plant. However, using queuing model has a
setback because it affects the production system (Romano, Santillo and Zoppoli, 2009). For
instance, real machine encounters too many different types of interruption including set-ups,
breakdown and interference of machine interpreter.

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G/G/M approximation is applied in the evaluation of manufacturing system because it
defines time using effective process time notation. This accounts theoretical set-up, process time,
breakdowns and other operational delays associated with variability effects (Voss, 2007). Such
ideas are very important as it points systematic gaps between service time and efficient process
time. In this readout, it is assumed that queuing theory will predict the performance of the
company under the state of variability. The randomness is normally caused by the natural
variability of service times, interruption and intervals. Interruption can be nonpre-emptive or
pre-emptive and are characterized by an event that limits the productivity of the machine. When
no interference is encountered and time is well distributed, then the model works effectively.
Methodology
Nidum company long-term objective is to have a systematic approach to business which
leads to continuous improvement. According to Aquilano, Chase, Davis, and Davis (1991), the
methodology will assist to improve the quality idea to reduce failure and waste in any industry
and improve work culture. Ferdousi and Ahmed (2009) underpins the same philosophy by
holding that improvement will be created and it will be measured in terms of quantity and quality
of the concept.
With regard to Alukal and Manos (2002), to maintain and improve actions, habits and
routine must be enhanced by planning a relevant training program. Such culture helps in creating
a culture that stimulates enhancement which led to the achievement of ongoing incremental
performance and attempts to strengthen the process to allow firms activities to run effortlessly.

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Lean production is therefore introduced as it contains complex concept like the
elimination of waste, cooperative supply chain Management, flattened organization structures,
efficient use of resources, and continuous improvements (Ferdousi and Ahmed 2009). As stated,
lean production helps the company to agile to market needs, deliver products faster and at a
cheap price compared to non-lean approach. According to Arbós (2012), an institution such as
restaurant, hospital and banks that have applied lean management has seen a seamless
performance. Findings establish that Lead management will lead to a safer work environment,
high quality of products, and elimination of waste increases productivity, improve teamwork at
so forth.
Another concept is planning and control will enable customer’s services to be provided at
low cost. Reasonable cost needs a smooth flow of products while still management firm resource
that facilitates the flows (Salem, and Zimmer, 2005). Coordination and effective planning ensure
that available resource is able to produce or deliver the right quality and quantity at the required
time. Such coordination and planning tend to be complex. For instance, a manufacturer has to
track a lot of raw materials, subassemblies and components for efficient production. Similarly,
service the process will allow the firm to employ required materials and personnel to meet the
demand of various market segment and response promptly (Slack, Chambers, and Johnston
2010). The following framework will be used for purpose of improvement.
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