Advanced Plant Management Strategies

This assignment focuses on 'Advanced Plant Management' and analyzes an article by Min, Hong, & Roh (2014) that explores how manufacturing firms utilize complex global supply chains. The article emphasizes Just-in-Time (JIT) systems as a structural model for advanced plants, highlighting their role in waste elimination and enhanced performance through manufacturing drivers, strategic implementations, and practices. The article connects these models to contemporary market trends where customer demands require excellence and advanced techniques. It further delves into continuous improvement processes, drawing parallels with the concepts presented in 'The Goal' by Cox & Goldratt (1992). The assignment also discusses the limitations of trimming capacity and advocates for a sustainable approach that integrates organizational performance and environmental concerns, referencing Verrier et al. (2014).

Running head: Adv Plant Management 1
Advanced Plant Management
Article Review

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Min, Hong, & Roh (2014) study how manufacturing firms cope with the complexities of
global supply chains. The article suggests response mechanisms such as the Just In Time (JIT)
system as structural models for advanced plants. Such models eliminate wastes and enhance
effectiveness in performance through manufacturing drivers, strategic implementations and
practices. The article sites contemporary market trends in the manufacturing industry where the
consumer driven needs call for excellence and advanced techniques. In order to satisfy customer
needs such as quality, a blend of responsive mechanisms such as low cost and speedy
productions is necessary. The JIT model improves the flow process and is applicable in
numerous systems such as the power generation industry, oil and gas plants, and chemical
processes.
The continuous improvement process in advanced plant systems is a goal pursued by
many managers seeking to increase the rate of capacity and throughput. Advanced plant technics
ensures the reduction of time spent in production and simplified processes and efficiency. This
topic is interesting because it focuses on a critical part of production and maintenance. Its
support for standardization is evident and it concentrates on how to make the process more
efficient. This redirects attention to a result orientated process emphasized in the popular novel,
The Goal (Cox & Goldratt, 1992) . Chapter 11 to 14 of the book refers to an attempt by
managers in a production plant to implement plant success factors in it. It notes that efficiency
through resource balance, fluctuations and dependency of events support a production plant ( .
The discussion also brings out limited capacity and efforts made to enhance potential throughput.
It points out the importance of reduced wastage in the presence of plenty (Kumar & Khan, 2013,
p. 26). Market trends indicate the use of lean factors in engineering and manufacturing (Sangwan

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& Bhamu, 2014). This is because modern organizations focus on cost reduction and customer
needs using numerous approaches. Some areas perform better through trimming the capacity.
Although empirical evidence supports reduced operational expenses for increased
throughput, trimming is not always effective because laying off or retrenching some people has
no impact on sales and it does not have an impact on the inventory. Sustainability through an
integrated approach is the better option (Verrier, Rose, Caillaud, & Remita, 2014)

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Bibliography
Cox, J., & Goldratt, E. M. (1992). The goal: A process of ongoing improvement. New York:
North River Press. North River Press. Retrieved from
file:///C:/Users/BAT/Downloads/1842901_1833985336_Article1pages86-118.pdf
Sangwan, K. S., & Bhamu, J. (2014). Lean manufacturing: literature review and research issues.
International Journal of Operations & Production Management, 34(7), 876-940.
Verrier, B., Rose, B., Caillaud, E., & Remita, H. (2014). Combining organizational perfomance
with sustainable development issues: the Lean and green project benchmarking
repository. Journal of Cleaner Production, 83-93.
.