Question 1
The lean concept refers to a systematic approach aimed at reducing waste in the event of a production system while avoiding sacrificing productivity. It also considers waste generated via overburden together with the waste that result from unevenness that prevails in workloads. Studying the lean concept is vital in that it assists in determining how to reduce costs, boost productivity, eradicate waste, as well as sustain high quality work levels to boost profitability (Bhasin, 2015) .
Question 2
Applying lean to manufacturing and service processes entails following certain steps. These include laying emphasis on consumers, figuring out ways of ensuring the way work becomes done, eradicate wasted steps as well as inefficiencies, ensure to keep score, empower individuals operating the different processes, and continue improving in a systematic manner. Following these steps ensures that a company is able undertake its operations in an efficient manner (Bhasin, 2015) .
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Question 3
Work center scheduling refers to the process of organizing work center within an organization, especially those with productive resources, while the work centers might be several machines, one machine, or areas whereby certain kinds of work are done. Work center scheduling is vital for companies in that they allow the firm to meet the due dates of consumers, reduce lead times, reduce set-up time, reduce work processes, and boost labor and machine utilization (MacCarthy & Wilson, 2012) .
Question 4
Applying scheduling techniques to service and manufacturing processes revolves around targeting the operational decisions apparent in every plant, including the production sequence of a machine. This facilitate in transforming the production plan during the short term in line with facilitating the utilization of existing resources of a given period to a schedule that facilitates all the operations. The approach assists in synchronizing the chain network of a job in line with updating dates of completion (MacCarthy & Wilson, 2012) .
Question 5
The Theory of Constraints (TOC) refers to a mechanism utilized with the goal of identifying the key vital limiting forces, which hinder the attainment of a goal and later improvers the constraint in a systematic manner until it does not serve as a limiting force anymore. Bottlenecks serve as the limiting forces in the manufacturing process. The importance of studying TOC is that it provides an avenue for boosting efficiency of certain processes in selective manner at most vital points, hence boost quality, profitability, as well as other objectives of a business (Mabin & Davies, 2010) .
Question 6
The TOC differs from conventional approaches in certain ways. For instance, conventional approaches focus on boosting contribution margin for each unit of a rare resource, whereas the TOC puts into consideration various variable cots apparent in conventional approaches as a real variable (Lennie & Tacchi, 2013) .
Question 7
The TOC can be utilized with the goal of minimizing bottlenecks of different applications. It facilitates in managing the bottlenecks and boosts the flow of processes via establishing efficient flow of processes. Upon assisting in the identification of a constraint (bottlenecks), it then lays emphasis on improving it in such a manner that it no longer serves as a constraint, but then improves it in such a manner that it adds value to the business rather than just serving as a constraint (Lennie & Tacchi, 2013) .
Question 8
The different inventory models and performance of supply chain comprise of the Fixed Reorder Quantity System and the Fixed Reorder Period System. The Fixed Reorder Quantity System serves as a model that raises alarm instantly after the dropping of the level of the inventory past the fixed quantity. In the case of the Fixed Reorder Period System, an alarm is usually raised after a fixed period whereas the orders are usually raised with the goal of replenishing inventory to optimal levels (Jaber, 2013) .
Question 9
An example of an instance where the TOC was applied in identifying processes and overcoming process bottlenecks was an instance that technicians were required to follow particular processes, while the ones that incorporated additional steps ended up delaying the production, hence a constraint. In avoiding the constraints, interruptions were limited whereas non-valuable work was removed to facilitate in prioritizing work and deploying appropriate materials and tools.
References
Bhasin, S. (2015). Lean management beyond manufacturing: A holistic approach. Berlin: Springer.
Jaber, M. Y. (2013). Inventory management: Non-classical views. Boca Raton: CRC Press.
Lennie, J., & Tacchi, J. (2013). Evaluating communication for development: A framework for social change. Abingdon: Routledge.
Mabin, V., & Davies, J. (2010). Theory of constraints thinking processes. New York: McGraw Hill Professional.
MacCarthy, B. L., & Wilson, J. R. (2012). Human performance in planning and scheduling. Boca Raton: CRC Press.
