Kawasaki Makers of Motorcycles U.S Base

The Lincoln plant was well on the method to implementing a Materials Requirements Planning (MRP) method which would have required many years to try and do and hundreds of thousands of dollars. This particular procedure was abandoned in favor of JIT, which none in the managers have been familiar with, whilst most had at least a passing familiarity in the MRP method (some, in fact, have been used to MRP from other environments). At the time that the MRP method was abandoned in favor on the JIT system, the plant had invested more than $300,000 within the MRP approach.

Since the Americans now see the benefit with the JIT system, they are enthusiastic about pursuing other means which will permit them to increase their performance. They have set a goal of 26 inventory turns per year, and are anxious in order to mimic the Japanese factory's capacity to transform models on a finished line on a much more normal basis (every five units) than is currently happening. More changes need to eat location in order gain these aggressive goals.

At this point, the plant manager is from the opinion that workers usually do not accept top quality circles, which the managers in Japan are suggesting. The plant manager feels that formal meetings will hamper instead of enhance the capacity of his workers to have their work done, and that most of them would balk at the formal structure that these meetings demand. As with the initial introduction of JIT, it is most likely that the plant mana

 

Excess factory space accessible for expansion (from decreased inventory levels)

Kawasaki USA recognizes that its workers are independent and capable of doing highly effective decisions about their tasks. Workers of several titles now move around the line and have the authority to slow the line down if there is a dilemma in production. In these kinds of an environment, the opportunity to acquire formal input through quality manage circles would probably be welcomed by workers since it would offer them even greater manage more than how they do their tasks, and reinforce the belief that management does listen to them and values their expertise. Given that the plant has set specially aggressive goals, getting worker input during the form of top quality circles is possibly to enhance the likelihood that those people goals is going to be achieved mainly because the workers will have a direct say from the approaches that will be used. If high quality circles are not implemented, workers might determine how the plant will likely be operated just like any other factory, with direction coming from around and being imposed on workers.

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