SIMMS Business Solution Software for Manufacturing

Manage every aspect of your manufacturing process from resource planning to production in order to ensure smooth production cycles. Respond instantly to changing customer needs for a competitive advantage.

No supply chain management methodology has ever broken upon the world with the stunning surprise of The Toyota Production System, a.k.a. Just-in-Time Manufacturing (or Lean Manufacturing) broke upon the world with complete surprise. The integration of its component concepts was a complete original.

In the Toyota System the goal is to eliminate “muda” (waste). "Find and eliminate waste", say Lean Manufacturing gurus. By doing do, you pursue “kaizen” (continuous improvement). But what is precisely meant by waste? What follows is a list that includes material, organizational and psychological types of waste:

Business Solutions for Manufacturing


Waste can occur if there is too much motion back and forth on the production floor, which should be laid out so workers can minimize their physical range with finished goods or acquisition of raw materials for their tasks.

Defective Components:

Defects at any juncture of the manufacturing process causes virtual tsunamis as the production continues. Huge losses soon occur because of the defect and the further into the process the defect is discovered, the more subsidiary processes become resistant to its change. We have all seen large companies conduct enormous recalls of faulty products on a regular basis, and the lack of early detection is at fault. A robust quality control system that catches defects early is of paramount importance and saves your business huge financial loss.


Production is improved when workers, while being specialists in particular tasks, also are proficient in numerous tasks so no time is wasted when their primary skills are not needed. When demand is low, other tasks should be lined up to fill the void, from team meetings to monitoring new improvements, or whatever new task needs to be implemented.

Design Flaws:

Design flaws is linked to mismanagement as perhaps the most dangerous and useless type of mistake, since it takes place when the manufacturing process begins and then affects everything that follows it until it is identified and remedied. This refers to not just to the design of parts or tools but to the manufacturing process’ design as well. Correction of design flaws is expensive.

Embarrassment from Errors:

Workers experience embarrassment over making mistakes, and they fear negative reactions from their superiors. This is a huge factor impeding the correction of the mistakes and improving work quality. Workers include not only workers on the production line but also management foremen overseeing the work. High numbers of preventable losses will occur simply due to flaws in organization, planning and products, often go unreported, and then trickle down through the manufacturing process. An atmosphere conducive to alerts of mistakes, particularly by any employee who has made a mistake, must be encouraged and rewarded because the residual effect will both save money and lead to the creation of better products.

Management Errors:

Management errors are ultimately more harmful than employee mistakes – and both lead to a wasted effect. They should be given more attention than worker mistakes because of their wider effect on production and worker effectiveness.

Misdirection of Talent:

Employee training is crucial within the system created by Toyota, but it has to be made clear that employees are not identical, and that is certain to be a position for which a particular employee is best suited. You can also counteract misdirection by making sure the employees have a voice in assessment of the jobs and the work-flow. Where the crux in TPS inventory management is consumer demand, the crux in manufacturing is employee feedback.


Too much work expended on any manufacturing process equals waste. Therefore, standardized work should be itself designed with efficiency in mind. Minimizing the expense of change should be incremental only because the original design was itself was designed with ultimate efficiency.


Stock must be minimized, and amounts should be driven only by demand. Stock in this approach is "pulled" through the manufacturing chain rather than "pushed" from behind. Thus, at each juncture of manufacturing, building is sparked not by components poised to move behind you, but by the dearth of assemblies ahead. For example, transmissions are put together not because of the finished transmission parts on site but instead because the team inserting transmissions into cars needs a transmission. This manufacturing method eliminates unused inventory, and is even more effective for perishable or diminishable stock than for sturdy stock like car parts. Overproduction is minimized because is a major source of waste.

Tradition versus Improvement:

People tend to stick to inefficient but comfortable practices instead of more efficient methods that take time to learn. Such habits are irrational and wasteful. Management must consider such psychological factors since TPS manufacturing utilizes “kaizen” (continuous improvement), which requires change, relying on attention being paid to the real effect of your employees’ emotions.


Time and capital both are utilized at too fast a rate when too many shipping companies and personnel are in play. Instead, select or create one of the highest quality and priority. Providing a good product is every bit as important as manufacturing a good product. Huge losses can occur from shipping mistakes, and shipping cannot be taken lightly.

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