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Application of Lean Six Sigma in Volkswagen

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Lean Six Sigma originated in the electronics industry of the Motorola Company. The idea was first introduced in 1986 as an attempt to reduce defects. Undoubtedly, the Lean Six Sigma is an enhanced mechanism for reducing wastes. Since its inception, several organizations have saved millions in resources by incorporating lean techniques within the production process. Ultimately, the lean six sigma is the mix of two distinct concepts integrated together for an enhanced business process. This paper will evaluate how Volkswagen applies to lean six sigma techniques to ensure its success within the business industry.

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Lean Application

To have active activities, Volkswagen would gain competitive benefits via the firm’s vision and business process which reinforce the lean principles. Notably, the thin method will be implemented to foster the success of the company while the process will ensure Volkswagen remains on the competitive path. Moreover, the offering which is to be executed has to be superior and of the highest standard. Understanding the clients and the services they prefer is a critical aspect of the lean process. Lean production is an operational framework focused towards realizing success within the shortest time possible by eliminating waste of materials. The idea of lean manufacturing is obtained from the Toyota Production System. It is critical to increasing the value to an organization by eradicating waste and minimizing accidental work. For instance, Total Quality Management (TQM) maintains competitive benefits fueled by client satisfaction. Typically, the TQM offers consistent improvement for the company. Process reengineering in firms utilize a rethinking process to enhance quality, speed and cost. For instance, production corporations order payment process charts that are specific workflows. Multiple elements develop an efficient supply chain in the organization by fighting the hurdles which hinder the success. Typically, failure or success within an organization depends on the how an organization implements the elements with the lean manufacturing process.

Volkswagen values its material uniqueness to central and cultural advantages within the industry. The significant vision and values are to treat customers with the utmost respect, being socially responsible to the society, offering superior client service, build a strong relationship with its stakeholders, and to create value for the shareholders. These critical values are the main reason why Volkswagen is successful and regularly expand its business. Therefore, for this reason, there is need for Volkswagen to develop useful services and operations.

The company would also ensure it creates operational strategies and integrates manufacturing approaches within the lean process to support their operations. For Volkswagen to be successful and positively affect its supply chain management, they have to implement lean techniques in the production process. The techniques they would need to implement would be process re-engineering, total quality management, benchmarking and just in time. For instance, the latter involves internal controls concerning planning for the business and customers while TQM helps to reduce delays while unifying corporate values and minimizing mistakes. Typically, both JIT and TQM help the company by being extremely efficient in operations. Applying knowledge and synergizing operations indicates flexibility within the company and aids to maintain cross-functional objectives. Process re-engineering drives the competition with the customer, and the innovations to offer quality service.

Benchmarking uses the best precatives to maintain performances and provide enhancements to services via a third party and uses tools to evaluate their competitors. Just in time (JIT) is prudent technique that assists Volkswagen in the use of lean to support its services. The JIT technique automates the process of designing the product and incorporates the human skills needed with the client to eliminate variability within the entire production process by reducing waste from the inputs. TQM helps Volkswagen improve efficiency and effectiveness. On the other hand, the process of re-engineering fixes the dysfunctional parts and provides the technological resolutions during the manufacturing process by enhancing the design modification. Typically, JIT, TQM and benchmarking enhance the production values of Volkswagen. The concept of the Volkswagen manufacturing system is asynchronous and value-chain oriented company. As such, all operations are oriented and contributes to the value chain with the aim of reducing waste by abolishing non-amount linked processes. Therefore, in this perception, success is not only measured by price and cost only, but ultimately by the aspect of quality.

Additionally, this comprises the process of quality, stability of the product and process stability. For instance, the Volkswagen manufacturing process corresponds to their model. The basis of this represents the foundation which underpins the balance of the four pillars of perfection, pull, flow and tact. The manufacturing system is designed so that the production process takes place after the pull complex. This ensures the value change and lean procedures are oriented correctly. The rule of thumb here is that downstream operations get the required inputs from upstream activity. The upstream process produces what the downstream uses. However, the comparison of material management as the shop applies the push rule. The outcomes indicate that the upstream operations do not regularly provide the metal to the downstream activity. Therefore, because the manufacturing happens at the lot size level, the lead time, material stock and ensures the flexibility needed within the production process. The production system within Volkswagen is designed to enable faster reactions and to reach the optimum process stability. The push principle helps Volkswagen to reduce expenditures, minimize costs and control lead time.

In summary, lean six sigma is a tool that grasps concepts from historical failures. Starting with the top management of companies, the focus is on improvement. Organizations are advised to emphasize processes and customer relations as a leading strategy of establishing and creating a modern corporate culture that offers firms the tools they need to maintain competitive advantages. Ultimately, the implementation of these ideas is practical for time, quality, cost, customer analysis and performance processes. The integration of the lean process along with improvements are rational and logical that can result in enhancements within the company to achieve success within waste elimination and optimal flows within the company.

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