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Sample Essay on the effectiveness of lean manufacturing and outsourcing among international business organizations in the electronic industry

Analysis on the Effectiveness of Lean Manufacturing and Outsourcing among International Business Organizations in the Electronics Industry     Introduction and Problem Statement             Globalization has been the current characteristics among business organizations. Geographic boundaries as well as time have been successfully overcome through innovations and advancements in technology as a result of globalization. Profit-seeking organizations across the world are continuously expanding operations in order to extend the reach of marketing and promotion agenda all in the effort to increase the share in consumer base. Business operations at present are capable of delivering the needs and demands of the consumers and clients both in the local and international markets through incessant business reengineering processes. Aggressive market competition across the world is evident among the existing industries in terms of the information management, physical resources allocation, human capital reserves, financial strategies, procurement and logistics concerns, supply chains, sales and marketing objectives, performance goals, social and corporate responsibilities, and levels of customer satisfaction.               The emergence of a global community has been the result of internationalization trends and initiatives among varying political beliefs, cultural orientations, economic characteristics, and environmental consciousness (Kim and Weaver, 2003). According to Steeple (2000) profit accumulation among business organizations has undergone a shift from the national level to the supranational global setting where information and capital resources flow more ceaseless and relentless. As people become more and more conveniently connected, produced goods and services are likewise becoming more and more available in every possible market place in different localities marked with more frequent international travels and the commonness of virtual communication (Porter, 2004). Moreover, the acquisition of basic knowledge, resources, investments, technology, and ethical beliefs became more fluent across different locations where sharing has been the normal and best practice (Lazarus, 1998).                 The end result of the popularity of globalization principles as well as practices led to varying emotional appeals and implications among different individuals as its definitions are associated with various meanings. Changes in the social settings have been witnessed which piloted diverse perceptions, attitudes and beliefs regarding globalization impacts within the continuum of the positive and the negative extremities.  People have different emotive inclinations when asked regarding the concept and impact of globalization. There are those who believe in the in the benefits that globalization brings to existing social communities such as the inevitable and irreversible progress and development of the economy while others welcomed it with hostility as brought about by fears on worse social inequalities within and between existing nations and organizations. But nevertheless, it can not be denied that globalization initiated the trends towards greater international movements in terms of commodity, money, information, and people along with the growth and improvements of technology, organizations, legal systems, and infrastructures.                 According to (1998) the literal meaning of globalization rests on the social changes that characterize it particularly when it comes to forms and channels of social interconnection between people along with other cultural, economic, political, and social activities. In this regard, the contextual meanings of globalization range from (1) the communication and social contacts between distant places that creates mutual understanding, (2) freer trade practices across different market economies between and among commercial industries, and (3) exploitative aspects such as prevarication of legal policies and regulations as well as moral norms and principles ( 1998). In this respect, globalization characterizes the new world order in terms of more liberal principles and practices, increased innovation in technologies, and large-scale transnational integration (, 2002).         Within the context of the electronics manufacturing industry, globalization trends resulted to excessive competition between and among business organizations that cater to the needs and demands on electronics products and services. The multi-level and large-scale operations among electronics manufacturing companies led to the formation of new business strategies that concern the entirety of the traditional business processes. The search for continuous and sustainable developments, increased customer satisfaction, and faster return on investments as well as the issues and considerations regarding shorter product life cycle, innovation, unpredictable economic trends, and more sophisticated customer specifications necessitated the call for extensive reformulation of business goals and performance objectives in order to endure the demands of the existing market economies along with aims to gain competitive advantage over industry competitors.   At present, business organizations that belong to the international electronics manufacturing industry deal with the implications of globalization through intensive reforms and reengineering initiatives on business processes. The aggressive competition that characterize internationally operating electronics manufacturing companies led to the utilization of various business operation strategies that will best serve the intentions of the business organizations. These include the implementation and application of contemporary operations management schemes and techniques that can improve the efficiency and effectiveness of the manufacturing and production processes. Due to globalization trends and the need to produce and manufacture at voluminous levels, quality control issues as well as effective resource utilization plan systems confronts modern operations management approaches. Among the popularly applied operations strategies within the international electronics manufacturing industry include the use of lean manufacturing and outsourcing principles and practices.   Simply put, lean manufacturing quality control system was designed to minimize if not eliminate the material wastes associated with production. The system involves enhancement on the value system of the manufacturing processes in order to create more efficient production practices through minimal waste of resources, labor, and time. Lean manufacturing are most utilized by large-scale manufacturing companies which are concerned with mass production operations (1999). On the other hand, outsourcing is a strategic operation approach that involves the mediation and support of another company in completing business operations through singed contract agreements. Also known as contract manufacturing, outsourcing aims to deliver quality products to customers that at the same time enables the reduction of the amount of incurred expenditures from material purchasing and labor costs. It is a strategic alliance between two companies committed to the execution of collaborative models and techniques (1998).   In this light, this academic research activity aims to compare and contrast the level of effectiveness of lean manufacturing and outsourcing among mass production operations of large-scale and transnational business organizations. More specifically, the research study is geared towards the provision of comprehensive and holistic assessment and evaluation of lean manufacturing and outsourcing practices within the context of business organizations belonging to the international electronics manufacturing industry. The entirety of the research paper focuses on the discussions that will determine which of the two operations approaches is most appropriate within the context of the international electronics manufacturing industry. The research argues that full implementation of the lean manufacturing value system is more effective than the principles and practices of outsourcing in the electronics manufacturing industry.                Literature Review A lot of factors have influenced the ever-increasing pressures that resulted to intense competition in the global manufacturing industry. New trends in the business operations strategies, more interactive business relations among different market players as well as the customers’ increased involvement in maintaining the quality of products and services continue to demand efficient and productive measures among service providers. Companies were able to answer and meet the specifications of their customer-base by utilizing the current technological advancements in the past decades. Innovations in computer features, networking strategies, and telecommunication products facilitated business organizations to invest on market researches, company development, and effective re-engineering measures to create quality products and provide efficient services. As a result, outsourcing strategies have been widely accepted in order to reduce expenses, improve productivity, operations management, and delivery, and concentrate on upgrading the company’s technological expertise.   In today’s fast and technological modern world, the challenge that the Information Man faces is time’s nature of putting things in order and in place in the best and most effective way. Life has changed since the invention of the computer which dictated man to deal with things in the most efficient way possible. In the world of big international business industries where transactions and other business operations are governed by law, cultural differences and mutual trust, efficiency counts largely as a common entrepreneurial aim. In this study, it is interesting to know how big business organizations who depend highly on efficient delivery and distribution procedures gain their success in a competitive market environment.     Competitive Advantage and Customer Satisfaction Most companies find it impossible to create any kind of sustainable competitive advantage based on product alone as successful companies sought and found a precise understanding of how it could create a customer-cantered competitive advantage ( 2001). Along with the changing business world, customers change as well, becoming more demanding and knowledgeable than before. In this light, reliance to the internal resources of the organization will not do if environmental considerations of the company are not likewise taken into account. These include the significant market characteristics that directly and indirectly influence and dictate the strategic business implementation and sound decision-making from the options available. The forecast of subsequent political, economic, and social implications that change will result to also needs to be identified and enumerated to ensure the success and development of the organization as well as the welfare of the general public.   Ma (2004) focused his study on the creation of integrative framework that provides understanding on the determinants of competitive advantage in the global setting. He conducted article reviews that discussed competitive advantage in the aspects of international management and strategic management. The resulting framework collaborated four general categories of factors such as (a) creation and innovation, (b) competition, (c) cooperation, and (d) co-option with the three generic types of competitive advantages in the international setting which include (a) ownership-based, (b) access-based, and (c) proficiency-based. The framework aims to provide an enhanced understanding of global competition and the inherent means of gaining advantage among competitors.   Companies employ detailed business plans and strategies in order to gain several benefits from its competitors such as increased profits and enhanced customer relations as company objectives (2002). The application of strategies directed towards the achievement of these objectives naturally requires the allocation of financial resources. However, while the company is capable of providing a budget, the outcomes should be able to recover these allocations in order to prevent capital losses. Thus, the company employs strategies and creates objectives that are compatible to the capacity of the company and what it intends to achieve.   (1996) emphasized the idea to take advantage of the competitive situation not just by being better in how that product gets sold, serviced, and marketed at the customer interface. It requires that companies create breakthroughs in how they interact with customers, and design a way of interacting that makes an indelible impression on customers, one that so utterly distinguishes them from others that it becomes a brand in itself (p. 14). Organizations that capitalize on customers' active participation in organizational activities can gain competitive advantage through greater sales volume, enhanced operating efficiencies, positive word-of-mouth publicity, reduced marketing expenses, and enhanced customer loyalty (1990). As such, business firms invest on researches that will define their target customer groups that they believed they could serve best.   As such, business initiate efforts in order to have a regular customer base because customers dictate profits and how the customer is treated will reflect on whether the customers will remain loyal with the company or not. Gaining customer loyalty is also a key corporate challenge today especially in this increasingly competitive and crowded marketplace because of the eventual profitability it will provide (1997). At present, business firms invest on researches that will define their target customer groups that they believed they could serve best. Every business person is determined to know what kind of work they would and would not do for their customers and, in turn, they carefully learn how to fulfill the needs of each kind of customer in their target markets.   However, Earl (1998) emphasized the relevance of the search for global efficiency, local responsiveness, transfer learning and external alliances through proper information management in a particular business organization. The search for global efficiency implies that the organization must be able to coordinate and consolidate its activity within each relevant function to achieve available immediate economic opportunities. There should be a collection of comparative performance information from different locations around the world to support decisions on how effectively allocate resources and source requirements which may be facilitated by building a global data network.   Achieving local responsiveness implies limits to standardization wherein the expectation is that organizations will want to identify some level of standard/core product, but also provide a variety of optional features which may be present or absent in the delivered product depending on local, legal, or market conditions. The co-ordination required for transfer of learning would seem to be along functional dimensions, across multiple locations involved in research and development, marketing, service, and so on. Meanwhile, inter-organizational information systems can provide new opportunities through vertical and horizontal information exchange for organizations to extend its economies of scope through external alliances between companies with different skills and cultures (Earl, 1998).   Finally, in business industries where transactions and other business operations are governed by law, cultural differences and mutual trust, efficiency counts largely as a common entrepreneurial aim. Suppliers are vital parts of the manufacturing business from whom a business organization agrees to get components or raw materials for their products. Good relationships between the supplier and the manufacturer should be maintained in order so as to ensure adequate and timely flow of materials and products to the consumers. Rather than going after every potential source of revenue, companies eliminate useless assets that do not add value for customers’ satisfaction. Business organizations implement bureaucratic policies and procedures for the benefit of the staff, customers and the company in general. In this light, every business person is determined to know what kind of work they would and would not do for their customers and, in turn, they carefully learn how to fulfill the needs of each kind of customer in their target markets.   As it appears comprehensive strategy the most important key to the successful implementation of customer relationship management. As such, customers should also feel that the companies and businesses they support and patronize give due importance, essentiality and vitality to their operations (Cohen & Moore, 2000). In order to bring out exceptional customer services within the company operations, the management must realize that, either directly or indirectly, the achievement of its goals contributes much to the customers’ general experience with the company. Employing fine-tuned organizational restructuring through effective incorporation of people, process and technology is probably the most efficient strategy in customer relationship management (CRM) implementation. These include the planning, organizing, directing and controlling procedures, which are all geared towards the customers to ensure the balance between enhanced company processes and renewed objectives (Lowenstein, 1997).     Supply Chain and Logistics Management             Supply chain management (SCM) is a modern management concept, the goal of which is to improve the efficiency and effectiveness of a company’s entire supply chain operations. The supply chain runs from raw material suppliers at one end, right through all the intermediate processing stages, to the customer at the other. The term supply chain management has been used to denote the integration of logistics and physical distribution activities by wholesalers and retailers and manufacturers' efforts to effectively integrate purchasing and supply with other functions in the firm. The focus of SCM, or logistics management as it is often called, is on adding value and eliminating inefficiencies at each stage of a company’s supply chain.   SCM is a strategy based on using a company’s supply processes as a competitive tool. Logistics is part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from product manufacturing to delivery and consumption in order to meet customers' requirements (Hyland, 2002). The chain, itself, is a connected series of companies and organizations, resources, and activities involved in the creation and delivery of value in the form of both finished products and services to end customers. The strategy involves integrating all decisions that affect the design and flow of purchased items/materials/services into and through the value chain to finished products and service in a way that makes the company competitive.  (2002, p. 12) explains that “The fundamental goal of SCM is to get the right product to the right customer at the right time at the right place and at the right price.”    The supply chain is traditionally characterized as a stable system in which components and goods move smoothly from supplier to assembly customers. In addition, supply chain refers to the suppliers, distributors, wholesalers and retailers that involved in manufacturing a product and getting it to consumers ( 1995). Supply chain is also defined as a network of independent or semi-independent corporation bodies collectively accountable for procurement, developing and or manufacturing and distribution scheme connected with one or more groups of related products (1996).  With the advent of technological innovations, logistical decisions about delivery operations, stockholding, warehousing and economies of scale get more complex solutions in today’s business environment.             SCM is the management of upstream and downstream relationships with suppliers and customers to deliver superior customer values at less cost. Its focus is on the management of relationships in order to achieve a more profitable outcome for all parties in the chain (2005) which results to a collaborative-based strategy to link inter-organizational business operations to achieve a shared market opportunity. The goal of an integrated supply chain is to enhance end-customer value and at the same time, identify cost-efficiency targets throughout the whole supply chain. Evidently, the scope is not restricted to a single value chain in one company, but also covers a number of value chains within a value system that makes up the inter-organizational supply chain for the end-customer.   According to (2004), supply chain management is considered as one of the most important strategic aspects of any business enterprise where decisions about coordinating of production of goods and services, store inventory, list of suppliers, and cost-effective and timely distribution are made. Supply chain management strategies design and manage the processes, assets and flows of material and information to answer the needs and demands of the customers and clients.               According to (2001), the SCM concept as a management philosophy has the following characteristics:   l          A systems approach to reviewing the supply chain as a whole, and to managing the total flow of goods inventory from the supplier to the ultimate customer. l          A strategic orientation toward co-operative efforts to synchronies convergence of intra-firm and inter-firm operational and strategic capabilities into a unified whole. l          A customer focuses to create unique and individualized sources of customer value, leading to customer satisfaction.   The goal of an integrated supply chain is primarily to enhance the value for end-customers but adding customer value through supply chain management is not that straightforward, because it includes different dimensions or perspectives.               The development of e-business provided an innovation way for enhancing the SCM process. E-business tools helps companies reach a wider range of customers and reduce costs by cutting transaction time as well as overhead through optimized communication and information sharing. If a firm intends to outperform in its industry, scope of supply chain integration needs to move towards inter-supply chain strategic competencies with objective directing to web-enabled/electric strategic collaboration. To improve its long-run competitiveness, e-supply chain interoperability is one of the prerequisites among manufacturers and suppliers (2004).                  In this regard, since business organizations want to initiate a management system and strategy that could maintain the companies’ capability, strength and competitiveness, it is important for the management to be open to changes that may be encountered in order to cope and adapt to the latest development that are happening within and outside their environment. (1998, p. 3) claimed that the latest emphasis in supply chain management focus on forecasting particularly in the areas of scheduling and logistics. Saran (1998) supported the claim stating that, "Forecast horizons can impact a host of functional areas in the supply chain" (pp. 23-28).  As such, an accurate sales forecast can have numerous advantageous results in the process of SCM since effective forecasts provide the company with more accurate data, improve efficiencies in product distribution, reduce supply chain inventories, and enhance customer service (1999).               The major objective of change management is the introduction of innovative means and systems in the work organization. Hence, businesses must normally undergo change in order to evolve to a higher level of for instance, stability, management or production. In general, forecasting helps businesses serve their customers more efficiently, without the constant fear of excess inventory. Furthermore, the companies also determine appropriate cost management strategies as external purchases of products and services account for more than 50 percent of total costs (1999). Without sacrificing quality, services must create a reliable, cost effective supply chain or operational system to be competitive in the marketplace. Technology has increased the reliability of cost management systems through the use of computer packages designed for specific companies.   Moreover, “Partnership” and “Collaboration” are also the key aspects of SCM. (1999) stated that collaboration and strategic alliance allows supply chain members (e.g. OEMs and EMS providers) to share business information plan together for the business and marketing strategies. Once strategic alliance is established, supply chain members can work for common goals and at the same time, share the risk of the business. Information should not be limited to historical or sales data, but should also include production planning and even future activities like promotion and sales forecasting. These allow supply chain members to develop effective logistics strategies. The full adoption of SCM is the practical tool to increase the company competitiveness, it helps manufacturers and suppliers to enhance their partnership and improve the logistics and supply chain performance by integrating, synchronizing and collaborating the complex links in its supply chain. As such it is important to explore the avenues of business operations in order to identify the means of providing company needs and supplies in the specified time required at the lowest cost possible.     Outsourcing In the manufacturing industry, companies from all over have integrated outsourcing into various business operations. As such, research investigations have published documents noting significant aspects on the concept and activities that comprise the measure of the practice of outsourcing examining how companies apply it and why they should apply it. However, many critics have pointed out the downsides of outsourcing which resulted to opposing arguments and claims.   (2003) investigated the role of relational norms in the governance of relationships between the US manufacturer and an independent distributor in the export market across four industry sectors in which the use of foreign distributors is the norm: (a) heavy equipment and machinery, (b) appliances, (c) medical equipment, and (d) electronics. The study addressed the following:   ·        the manufacturer’s use of relational norms to enhance its competitiveness in the export market examining both the direct and the indirect effects of relational norms; ·        the manufacturer’s use of relational norms as affected by (a) cultural distance, and (b) a manufacturer’s relative dependence on its foreign distributor; and ·        the influence of hostility of the legal and institutional environment on the relative dependence of a manufacturer on its foreign distributor.   It particularly contributed to the understanding of governance structures in international distribution channels by considering relationships between organizations that operate in different cultural and legal/political environments and the uniqueness of relationship building in the international context in order to acquire competence in managing international channel partners ( (2003).   Similarly,  (2002) focused their research on (a) international purchasing and provided (b) new accounts on the relationship of environmental volatility with opportunism in cross-cultural exchange relations at the same time (c) highlighting the importance of exporter cultural sensitivity in cultivating importer commitment among importing distributors purchasing directly from overseas manufacturers. These importers belong to five industry sectors, namely: (1) textile and textile products, (2) pulp, paper, and paper products, (3) chemicals and chemical products, (4) machinery and equipment (except electrical), and (5) electrical machinery and apparatus. The study presented (d) the significance of commitment in building successful cross-border interorganization relationships, (e) the drivers of interorganization commitment in an international context, and (f) the effects of current levels of commitment on performance attained one year later.   Meanwhile, (2001) determined the advantages of maintaining good business relations among OEMs and EMS providers and the factors that should be considered in maximizing the potential of the partnership focusing on the aspect of efficient transfer. The study indicated that the growth of a refined partnership between OEM and EMS can yield rewards for both parties wherein one successful transfer can lead to additional transfers. In the said successive transfers, the financial commitment needed to overcome the outsourcing learning curve is greatly reduced. Moreover, well-established relationships between OEMs and EMS providers both increase the efficiency of transfers and reduce risks for the OEM and EMS. The continuous expansion of OEMs utilization of their EMS partners’ resources, likewise expand their expectations. The authors also pointed out that it is critical to establish a well-defined process of transfer to meet these expectations as customer-focused EMS providers proactively support these transfer processes. However, their research activity indicated that success depends on securing a strong commitment from both the OEM and EMS to enable them to focus on their strengths and help each other succeed ( 2001).    The commissioned research activity by Group Sense (International) Ltd, Philips Electronics Hong Kong Ltd and Vetch Holdings Ltd (2004) regarding the initiatives of electronics companies in Hong Kong to shift from being OEM to ODOM investigated the use of knowledge management tools that enhance electronics manufacturers’ product design capabilities and speed up ODOM developments. The research activity found out that:   <li class="MsoNormal" style="text-align: justify; line-height: 200%"> pro-active selling and higher profit margins are major driving forces for developing ODOM business; </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> marketing knowledge and intuition were critical success factors when shifting from OEM to ODOM; </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> difficulty of identifying market need was the major barrier for company transform from OEM to ODOM; </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> there is no absolute single roadmap that leads to ODOM; </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> a project-based product development team structure is most common; and</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> most innovations were generated from customers’ or suppliers’ ideas.</li>    (2003) studied how research on outsourcing and development can be utilized in order to decrease the expenditures of the company along with the factors that lead to outsourcing initiatives of companies. The companies under investigation were examined in their decisions and options to outsource or to retain the production process within the company. Moreover, the researchers likewise looked into the considerations of companies when it comes to contract agreements to outsource specific company operations using performance as criterion of selection. It was found out that companies decide and select outsourcing partners through the performances of the contracted firm that improve and develop the company. Furthermore, there are company personnel who still choose outsourcing strategy despite the fact that information may leak within the industry through the facilitation of the contracted firm. Moreover, the design of contracts was likewise created in order to encourage leakage within the industry due to the fact that issues on leakage can not be directly monitored or verified. Collaboration in research and development initiatives between the company and the contracted firm may also prove detrimental particularly when the assessments that were undertaken did not consider the external environment of the company especially the impact of the outsourcing strategy to issues on market entry within the industry. lastly, the researchers found out that is best for contract agents and companies to preserve the privacy of data and information regarding the production process in order to foster intensive research and development activities among other companies for the sustained welfare of the industry they belong to.      Moreover, the subsequent risks involve in the fast-paced innovations of technological products fuelled by outsourcing strategies among electronics manufacturing companies resulted to difficulty in providing market forecasts that estimate the bulk of demands of the consumer market. The research study conducted by (2002) provided analysis of the forecast data obtained from a local contract manufacturer in order to better understand forecast variability and its existence in the electronics manufacturing industry. They found out that (a) cases of unmet demands that are pushed in the next production period can distort forecasts and result in unrealistic expectations highlighting the (b) difficulties in creating good production plans and materials requirements from very variable forecasts due to backlog, and the (c) importance of strong communication paths between the CAM and OEM in order to maximize the potential of the relationship for both parties (2002).   Meanwhile, (2002) found out that there is an existing issues and problems that confront the electronic manufacturers and their suppliers regarding industrial collaborations and the implications of outsourcing to the entirety of the electronics industry. Economic recession ahs been identified to contribute to problems and issues in utilizing outsourcing made worse by the effects of electronic transformation trends on the sides of both the manufacturers and the suppliers. These are based on the perspective of the manufacturing companies that form contract agreements with suppliers. As large manufacturers continue to exhaust the capacities of top suppliers in the industry, medium-sized electronics suppliers are continuously facing difficulty in finding corporations and companies that will need their services. It is likewise difficult for small electronics supplier companies to find niche markets in order to fully participate in the industrial activities in the international electronics market. In identifying the advantages, and disadvantages of the existing manufacturer-supplier relationship within the electronics industry,(2002) was able to suggest means of improving the current outsourcing strategies in the industry within the aspects of selection of contract companies, possible conflicts between the involved contract partners, effect of the strategy to customer satisfaction, and the growing business concentration migration among exiting suppliers in the electronics industry.             LEAN Manufacturing LEAN production is based on the Toyota Production System which, when properly implemented, can dramatically improve productivity by as much as 95 percent when compared with traditional production systems. It was developed by Tahiti Ohio, Toyota’s production executive, in order to provide solution to Japan’s s system of high-variety production and meet the demands of the customers. Lean was designed specifically as an application to the mass-production system of Toyota because the company can not manufacture identical products in bulk. Lean manufacturing aims to minimize waste called mud so as to increase the value of the products and the production process. The wastes or mud include all the produced good that fall short behind the company’s quality standards as influenced and dictated by the elements of time, process, and raw materials (1999).     Among the solutions provided by the lean manufacturing system include (1) cost reduction in the production and manufacturing system of companies, (2) creative and innovative initiatives on the part of the employees in order to contribute to the success of the company, (3) control systems in the execution of the production plans and projects, (4) performance quality in terms of clear instructions, specifically defined objectives, as well as communicated and centered goals, (5) decrease in training expenditures, (6) implementation of alternative operations management framework, and (7) continuous and sustained development of the business organization (www.qiuality-control-plan.com). The lean machine is likewise known in the ease of its use and installation as well as its cost effectiveness in dealing with wastes in most quality systems thereby saving time and money for the software. It can integrate information, reports, graphs, and other tools that work together to simplify and deliver information for improved business operations which minimize the time spent on other software programs (www.theleanmachine.com).   Since production systems are dependent primarily on existing economies of scale, expensive costs incurred by the company in the production process are distributed evenly throughout the production stages because costly production are highly sensitive to depreciations in the market (Sullivan, 2002). With the trends and pressures towards globalization among the members of the manufacturing industry, companies are seeking means and ways to eradicate useless outputs in production that decrease the value and quality of the products and services offered to the customers. Manufacturing companies are constantly finding ways of reducing expenditures, in order to effectively compete with other companies and to eventually make profit.  The use of lean manufacturing in the production systems of manufacturing companies have been gaining popularity and reputation for the advantages and benefits it offers in the industry (Phelps, 2004; Black, 1995). These include:   1.      The various manufacturing techniques and concepts that have been incorporated to lean manufacturing system, 2.      Applicability of the lean manufacturing system to different types and sizes of production companies,    3.      Superior-quality product outputs that are produced within schedule and offered at the lowest possible cost, and 4.      Flexible and efficient production standards resulting to increased product variation.   According to Black (1995) manufacturing companies are frequently faced with constraints in the production line in terms of existing manufacturing machines. Normally, companies are equipped with machines that are huge in order to meet the demands of the customers. Problems incorporated to production machines such as costly set-up expenditures and lack of versatility was provided solution through the lean manufacturing approach. In lean manufacturing, the use of flexible or versatile production machines is encouraged in order to increase their functionality to different manufacturing designs and objectives.  Lean machines are most of the time characterized with not very huge mechanical infrastructures within the plant or operation house and are normally used for different types of product manufacturing thereby reducing the length of the cycle time. The reduction of cycle time aims to immediately deliver the customized products to the customers within a shorter period of time at high standards (Black, 1995).   Noah (2006) indicated that the utilization of lean manufacturing versatile machines and its integration with computerized manufacturing processes enabled flexible design, process planning, machining, quality control, inspection, and inventory among manufacturing companies. It has likewise introduced better financial controls and operations management techniques in its emphasis on waste eradication in the production processes. The lean manufacturing concept highlights the importance of avoiding overproduction as well as inclusion of unnecessary materials to the ordered products along with problem in idle time, logistics, inventory, warehousing, performance of the labor force, and production products that are below quality standards. The production concept of lean manufacturing involves assessment and evaluation of the entire production operation of companies in order to recommend means of improving the existing production systems. The system’s drive toward effective reduction of waste is likewise highly acclaimed for its environmental contributions thereby supporting sustainable developments.   Meanwhile, according to Tin ham (2001) lean manufacturing systems contribute to cost reduction efforts of companies in terms of supply chain and logistics concerns. The extreme competition in the global market environment necessitates the creation of production systems that will enhance the manufacturing as well as marketing capacities of companies. Through lean production approaches, manufacturing companies are provided with smooth supply chain and logistics process through the support and integration of information technologies, open communication with partner companies, and feasible production plans and targets. Mattresses (2001) likewise incorporated lean manufacturing approaches to the concept of “pull system” in which the rate of customer demand dictates the time completion of each production project.     Lean likewise contribute to the competitive concerns of the companies that use it since it provides solution to issues on cost and product quality which serve as the primary avenues of aggressive competition in the global market environment. Continuous competition in the market requires lean manufacturers to pursue innovative efforts of contributing to quality management approaches and practices (Chin, 2003). Among the additional enumerated benefits and advantages of lean manufacturing approach according to Sousa (2003) include:   1.      improved production management approaches and practices, 2.      improved product quality, 3.      increased cycle time, 4.      increased customer satisfaction, 5.      improved supplier performance, 6.      stronger employee relations, and 7.      increased return on investments.   Noah (2006) further indicated that lean manufacturing systems highlights improvements in existing quality control systems of manufacturing companies since it enables a shift in quality control perspectives from inspection-oriented approach to defect-prevention practices which makes possible inspection at every stage of the production system. Through the lean manufacturing approach, companies are capable of inspecting the step by step procedures of production which includes evaluation during material purchase, delivery, inventory, and supply processing as compared to the traditional and conventional inspection practices that are undertaken at the beginning, during, and at the end of the production process (Noah, 2006).      But despite the promised production improvement and competitiveness to manufacturing companies, the lean manufacturing approaches are still merely evaluated by companies due to independent apprehensions with regards to its production principles. As a result, manufacturing companies are utilizing the lean concept as measures of performance in their production processes instead of full integration in their operations. Manufacturing systems like mass production, Just-in-Time, and custom manufacturing are characterized with specifically trained employees as compared to the lean manufacturing demand towards multi-tasking. This is one of the primary reasons why lean manufacturing approach proved some difficulty in terms of application. Issues and problems regarding turnover, retirement and other factors that may result to absenteeism from work is highly detrimental to production system following the principles of lean manufacturing (Elliot, 2004),     Another consideration in the application of lean manufacturing approaches to the company’s production system involves its objective towards zero inventory at all levels and stages of the manufacturing process. But such objective towards zero inventories may be impossible for large production houses in which inventory and warehousing contribute to the smooth production procedures and the eventual reduction of lead times and in increasing profitability (2004). While customer satisfaction defines existing indictors of competition in the global market, the overhead cost that could result from such initiative will be added to price of the finished products which could be detrimental to targeted sales (Owen, 2000).     Research Design and Methodology     Data Analysis and Interpretation     Conclusion and Opportunities

Sample Essay on the effectiveness of lean manufacturing and outsourcing among international business organizations in the electronic industry

Analysis on the Effectiveness of Lean Manufacturing and Outsourcing among International Business Organizations in the Electronics Industry...

Use a global company :Coca-Cola

Coca-Cola is a global manufacturer, distributor, and marketer of non-alcoholic beverages. Coca-Cola sells syrups and concentrates to authorized bottling and canning operators. Coca-Cola has equity stakes in 20 percent of these operators. In addition, Coca-Cola sells fountain syrups directly to restaurants. The company also sells bottled and canned products directly to retailers. The company’s products include sparkling beverages, juices, and bottled water. Roughly 75 percent of the company’s revenue is international, and 53 percent comes from concentrate and syrup sales of Coke. Fundamental to Coke’s investment and long-term growth strategy are its marketing expertise, brands and bottling system. To support its brands and increase consumer awareness of its products, Coke makes significant investments in sales and marketing. To develop its brand strategy Coke’s global marketing force heavily invests in product and packaging research, developing targeted consumer advertisements and promotions and soliciting customer feedback. Coca-Cola also leverages its relationships with bottlers and local vendors, to create and implement local marketing campaigns. A strong force behind Coke’s global success is its ownership interest in and partnering with bottling and canning operations worldwide. The company maintains business relationships with three types of bottlers: ·         Independently owned bottlers, in which the company has no ownership interest ·         Anchor bottlers, in which the company has invested and has a non-controlling ownership interest ·         Bottlers in which the company has invested and has a controlling ownership interest Coke’s bottling companies /partners are large, geographically diverse, with strong financial resources for long-term investment – providing Coke with strong strategic business partners and local access on every major continent. Coca-cola in combination with its bottling partners has an extraordinary global distribution network that through economies of scale creates a formidable barrier to competition. Coca-Cola also has a large economy of scale in advertising expense, and the company’s strong brands provide a barrier to competition. The industry is very concentrated, with Coca-Cola being one of the largest companies. The barriers to entry are lower for generic products sold in grocery stores under private labels. Here the stores will be willing to allocate some shelf space to its private label products, and it is possible that if these are sold at a low profit margin and are well-received by consumers, then Coca-Cola’s bottlers may need to price its products cheaper, with the eventual result that Coca-Cola will need to drop its concentrate prices so that the bottlers can stay in business. On the other hand, even if consumer develops a taste for the private label product, it will likely only be available at that particular grocery chain, and the consumer will stick with Coke elsewhere. Another source of competitive advantage for Coca-Cola is its brand image. The Coca-Cola brand is known as authentic, optimistic, and part of the American lifestyle.             The Coca-Cola company has long been recognized as an organization with significant brand equity with over four hundred brands available in virtually every nook and cranny of the world. The flagship brand Coca-Cola soft drink has stood the test of time – over 120 years. In fact, Coca-Cola alone is recognized as the most valuable brand in the world by respected Inter-brand Corporation. Valued at over US $67 billion, the Coca-Cola brand has effectively become a part of modern world culture. Though its advertising campaigns have changed over the years, Coca-Cola has always stood for a “real” cola drink with authenticity. This identity has been built over the decades with consistent values and differentiated elements. Many competitors have taken aim at Coke, but the brand continues to command number-one position globally in ranking of brand equity. Benefiting from the pioneer advantage, throughout more than a century the Coca-Cola brand has pursued one single objective, now on a worldwide scale: to continue to grow the cola category. It was in the competition first with sodas in America, then with other soft drinks, and now with virtually all other types of drink, including water in Europe or tea in Asia. Coke’s brand essence is the refreshing bond between people everywhere. IN making its brand the number one drink in the world, it benefited from being made from a syrup that is easy to transport at low cost, with high efficiency. To grow the business through the expansion of the category, the strategy rests on three facets, which are always the same: availability, accessibility, attractiveness.

Use a global company :Coca-Cola

Coca-Cola is a global manufacturer, distributor, and marketer of non-alcoholic beverages. Coca-Cola sells syrups and concentrates to auth...

New products for building industry using clay, leather and glass

New products for building industry using clay, leather and glass   One of purest of the clays composed chiefly of the mineral kaolinite usually formed when granite is changed by hydrothermal metamorphism. Usage of the terms china clay and kaolin is not well defined; sometimes they are used synonymously for group of similar clays, and sometimes kaolin refers to those obtained in the United States and china clay to those that are imported. Some authorities term as clays the more plastic of the kaolins. Clays have long been used in the ceramic industry, especially in fine porcelains, because they can be easily molded, have a fine texture, and are white when fired. The clays are also used as filler in making paper. In the United States, deposits are found primarily in Georgia, North Carolina, and Pennsylvania; china clay is also mined in England and France. The pressures generated by this movement caused the seabed to fracture and fold. The folding process was accompanied by intense subterranean activity, the masses of molten rock forced their way upwards.   When the rock cooled, it became granite, a rock made of a mixture of quartz, feldspar and mica. The formation of the granite took place between 290 and 270 million years ago and today it forms the rocky backbone of the south-west of England, being exposed in the Scilly Isles, Lands End, Carnmenelis, Hensbarrow near St Austell, Bodmin Moor and Dartmoor.  Granite is one of the commonest igneous rocks, but varies considerably in its composition from place to place. While the quartz is never anything but quartz, the feldspar can be a silicate of alumina with potash, soda or lime and the mica the potash-rich muscovite or the iron-rich biotite. In some parts of the South West, the feldspar in the granite is higher in its soda content than its potash content and these places are where china clay is found today. It came into being through a complex sequence of events. While the molten rock was still cooling, it was attacked successively by steam, boron, fluorine and tin vapour, these acting on the alkali content of the feldspar and converting it into china clay.    In certain locations, the deposits occur in clusters, and here one finds the largest of the clay workings, including Blackpool, Goonbarrow, Littlejohns and Melbur in the St Austell area, Stannon on Bodmin Moor and Lee Moor on Dartmoor. Some of the deposits cover many hectares at the surface, while the deepest of the clay pits currently being worked is some 130 metres deep. To work any pit beyond this depth would mean that the pit would have to be enlarged laterally, as well as in depth.  The clay occurs in the deposits in the form of china clay rock, a mixture of up to 15 per cent china clay and up to 10 per cent mica, and the remainder being quartz. The clay itself varies considerably from pit to pit. In some deposits, such as those at Blackpool, Littlejohns and Goonbarrow, the clay is ideally suited for the filling and coating of paper, while in other deposits, such as Treviscoe and Wheal Remfry, the clay is best suited for the making of ceramics. The manufacture of alum, sulphate of alumina and ultramarine uses up large quantities annually, besides which small quantities are used by manufacturing and colour makers, photographers and others. It has also been used, not avowedly however, as body in the composition of some artificial manure, the utilisation of sewage and even in the adulteration of flour.  Glass, the preferred raw material for introducing alumina to glass compositions for glass fibre manufacture is kaolin.

New products for building industry using clay, leather and glass

New products for building industry using clay, leather and glass One of purest of the clays composed chiefly of the mineral kaolinit...

The Structure of Oil Price Market in the World

The Structure of Oil Price Market in the World Introduction             According to US President George W. Bush, being dependence on the oil will create the national security issues and there are many people who got the oil which cannot be like us. Thus, the world oil market is the one that controls the prices everyone is paying for the gas at every gas station neighborhood. The profit of the gas stations, taxes, and the profits of the oil refinery are all taking their toll though when the prices of the gas go up, then, this is the time the oil market is in the action (Steven Stoft, 2008).             Since, the world had the huge and still increasing on the demand for the oil, there are still not sufficient supply of the oil in meeting these demands. The oil world is commonly controlled by the OPEC or the Organizations of the Oil Exporting Countries though not all countries are part of it. This grouped had been formed in order to pressure the major oil companies as well as in refraining the lowering of the prices from the countries that major producers of oil (OPEC, 2008).   Structure of World Oil Market             It had been known that the oil industry is depleting and fast and the majority of the oil producing organizations and countries are have slow eaten up by their production rates. Thus, the world oil market has the structure of being oligopolistic whereas the oil market had been dominated by the fewer suppliers which includes the Opec and the Opec+ as well as the North Sea. In order for the industry to be under the oligopolistic approach, it is only important that it has few large firm that holding the large amount of the output which must be independent and the additions to the barriers are all very high due to the reason that ever participant are aware to other’s actions and the decision’s of every firm will affect the other firms. The prediction can also occur that the industry can be inelastic because of the great changes that rise in the prices of oil and to the people that has the average income that needs the money that signifies changes in preference and test. Therefore, most of the companies that are involved in the distribution and production of oil can be competitive. In reality, the oil had been traded like any other commodity whereas there are future exchanges and institutional spots for the oil products and crude oils. This crude oil had been are traded between the traders and the producers or the consumers that has independence to one another. The supplies move from the cheapest where the consumers are prepared in paying for them and in follows the investment in market. Inside the regions of imports, there are no controls for the prices and the producers of Russia are competing in the oil export. Thus, the oil prices in the domestic market are moving towards in the international levels in China and in Russia as well as other developing countries. This has effect which is connected in setting the commodity markets wherein the competition rules whole the economics is working (Mitchell, J et. al., 2001, p. 179). Therefore, the oil was bought for the cash and being delivered immediately. Then, the current price for the oil had been influenced by the market prices in the future due to the representation of the collective view at the given point in time.   Determining the Oil Prices in World Market             The oil prices can be determined by the aide of the short term relation of the demand and supply wherein part of the producers countries are playing the key roles below the specific price benchmark and the international oil prices that determined by the large state of OPEC and to their political discretion. The other way is the long term perspective for the depletion in the total reserves. This implies that the quality is playing the certain role for the formation of short term prices whereas the market prices can also differ in as greater than 20% (Siedenberg and Hoffmann, 1999, 381).             In other words, the prices of crude oil can be determined in the conditions of global demand and supply to the international market. The OPEC’s production policies can help in determining the global availability supply which can have the important influence to the world prices of oil. This can activity will only depends on the conditions of the prevailing market, it own cohesiveness, and the co-operation degree for the non-OPEC countries of oil producers. Taking the example of Ontario that imports its crude oil in the Canada or from the offshore needs to compete to the other users in the oil and needs therefore needs to pay the world prices. Therefore, the crude oil was in different prices which can vary its quality particularly the value of the products that made to varies from the crude to crude and their relationship was made to be constant which can changes the prices also in the West Texas Intermediate because of the changes in the crude prices (Ontario, 2008).             Factors Influencing Oil Prices in the Future             Many factors are predicted that can influence the prices of oil volatility and other prices of energy commodity in the next 4 years. The factors which can be considered are the high geopolitical risk in the OPEC producers which can continued for the economic growth in Asia and in China that tied to the oil. The other factor is the continuation for the rise of gasoline demand in US as well as the lack of significant investment for the gas and oil production and exploration for the major oil producers. These key factors are all inter-related which can lead to the existing environment of high energy prices (Fusaro and Vasey, 2006, p. 39).             Through the continues development of science and technology in the future, the oil prices can be affected by the production of the natural gases and energy which can be the primary sources of energy in the future. Thus, it can continue to increase the supply of the hydrocarbon fuels in meeting the demand for energy globally.   Low Oil Prices Affects the Global Economy             When there will be a fall in the oil price in the world market, it does affect to the world economy as the growth rate will fell down, there will be a tremendous impact on the worldwide trade as decrees in growth rate. There will falling down in the foreign direct investment while having the inflation as three folds and the rise of the unemployment rate. The worldwide GDP can drop if the fall of the oil prices can determine. The low inflation and the low oil prices can boost the economic growth which can get the contribution of the overheating in US. The dependent on the Middle East can remain high though there will be sources of the political instability for the remaining numerous regions (Maginn, J et. al., 2007, p. 197).   Demand and Supply Diagram for the Price of Oil             There is a significant effect for the price of the oil in the world market when there are changes in the supply and demand for the oil and in different scenario. i. For the world Recession             If there is a world recession, there is also restriction of the supply of oil which can have the huge impact in the increasing of the price. The figure above shows the demand and the supply which shifts to the left. This means that the demand in the oil is inelastic and the decreased in the supply of oil will result to the price and elastic demand though the oil needs to be inelastic and steeper.   ii. Iraq’s Oil Production Reduce the Cost of Producing Oil             The reduction of the production of oil for majority of the oil producing countries as the Iraq can increase the demand for the oil worldwide. The graph below shows the shift of the demand that associated to the supply. Since the demand curve shifts, it causes the excess demand in the oil and can be met by the reduction of stocks but the supply curve shift left which economic impact also. Therefore, the increase in the price also declines the inventories.   iii. UK Adopts the Energy Efficiency Measures             Adopting the energy efficiency practices for UK can significantly affect the market oil price in the world. The table below shows the graph of shift of how price affect the adoption of energy efficiency measures.             With regards to the adoption of UK in the energy conservation program will affect the price of oil whereas the supply will also shift to the left. Thus, the demand will also increase and it is proportional to the increase for the price of oil in the world market.   iv. China and India’s Growth affects Oil price market             For the pats years, China and India made the significant changes in increasing its role for the economies and their leadership had been successful for the reduction of delivering and reducing poverty for their citizens. For China its growth was 9% and the Indian economy grows 5 percent in the same period. Thus, the consequence for this economic growth is the greater demand for the energy and great consumption of oil. In general, the overall demand in energy for India and China can also be projected in the year 2030 while the demands of the prices of oil in the world market also increase.   Conclusion             The shock of oil prices can affect the consumers and can bring wealth to the oil companies which always and true statement as the market way of treating the consumers and producers when encountering shortage. This implies that there are many uncertainties existing in the price of oil in the world. Accordingly, the price can keep updated because of the shortages for the suppliers as well as the increase in the demand without the consideration for the speculators in the short run manner. In the long term issue, the price of oil can go down while price can peaked already which can result to the speculators of unloading the inventories that cause the fall of prices. For the consumers’ purposes, the changes of the gasoline to the alternative one will also affect the shock of the oil price and can also hurt much the consumers.   Bibliography Gasoline Pricing 2008, Ontario, viewed 09 October, 2008, http://www.energy.gov.on.ca/index.cfm?fuseaction=oilandgas.faqs&subtopic=gaspricing Maginn, J et. al., 2007, Managing Investment Portfolios: A Dynamic Process, John Wiley and Sons, United Kingdom. Fusaro, P and Vasey, G 2006, Energy and Environmental Hedge Funds: The New Investment Paradigm, John Wiley and Sons, United Kingdom. Siedenberg, A and Hoffmann, L 1999, Ukraine at the Crossroads: Economic Reforms in International Perspective, Springer, United Kingdom. Mitchell, J. et. al., The New Economy of Oil: Impacts on Business, Geopolitics and Society, Earthscan, United Kingdom. Organizations of the Oil Exporting Countries 2008, OPEC, viewed 09 October, 2008, http://www.opec.org/home/ The world oil market 2008, viewed 09 October, 2008, http://stoft.com/p/40.html.

The Structure of Oil Price Market in the World

The Structure of Oil Price Market in the World Introduction According to US President George W. Bush, being dependence o...