• Whenever you hear the word 'LEAN' you know it's about 'CUTTING THE FAT' which in the business sense refers to REDUCING AVERAGE COSTS by CUTTING WASTE and INCREASING PRODUCTIVITY.

• Use the above example to create your own slideshow (set of images) showing the 8 wastes in the context of your school. You may use a canva template for this. Once complete screenshot/insert into your Google doc.

Following on to your slides add three more, showing how efficiency and less time wasted could be achieved at your school using the 3 methods identified above. (I have done an example for you)

"The school could improve efficiency by 'improving technology', such as investing in a larger, faster photocopying machines that means teachers waste less time waiting for their printouts as well as causing other teachers to have to queue and wait"  

After watching the video above what can you conclude about pit-stop operations in formula 1 teams over time? What do you notice about the equipment, tools, even the physique of the pit crew? How do you think these improvements came about, was it 'on the job' recommendations from actual crew or was there some boss organising it better?

• After watching the video above about 'Marginal gains' in British cycling you get to see how incremental improvements over time 'Added Up' and to significant long term improvements in efficiency and reduced waste just in time for the Olympics

• Despite the similarities with Kaizen can you notice at least two rather large differences between the two related to 'POWER' and 'FREQUENCY'?

• Let's go on a 'LEARN TO BE LEAN TOUR OF THE SCHOOL' Can you make your own Kaizen suggestion related to your school? Remember its about avoiding waste and improving productivity so if you focus on organistion and/or time saving that would be easier. Download this form and complete. ⬇️DOWNLOAD⬇️

• STUCK? Consider this classic dilemma, should teachers move classrooms rather than students when lessons change? Show how this could be considered Kaizen if done correctly.

• JUST-IN-TIME refers to an approach to STOCK/INVENTORY-CONTROL that requires that 'NO STOCKS ARE HELD'. In this system MATERIALS ARRIVE JUST AS THEY ARE NEEDED ON THE PRODUCTION LINE and FINISHED GOODS ARE DELIVERED AS QUICKLY AS POSSIBLE TO THE CUSTOMER.. The goal is to reduce waste, lower storage costs, and improve efficiency by only producing or ordering what is required, when it's required.

• You may think that JIT is only suitable for goods that require freshness however one of the most famous practitioners are in fact TOYOTA who have their own unique 'Toyota Production System (TPS)' which is built partly on JIT (Link HERE). Please read the article and 

• CRADLE TO CRADLE DESIGN (C2C) is a SUSTAINABLE DESIGN PHILOSOPHY that aims to create products and systems that are regenerative, not just less harmful. Instead of a traditional "cradle to grave" model (where a product is used and then discarded), C2C designs products so materials can be reused endlessly—like nature's cycles.

🌱 Key Features of Cradle to Cradle Design:

Material Reuse (Circularity):

Products are made from materials that can be fully recycled, reused, or composted—becoming raw material for new products.

Use of Safe & Healthy Materials:

Non-toxic, biodegradable, and environmentally safe materials are prioritized.

Renewable Energy Use:

The production process uses renewable energy (solar, wind, etc.) to reduce carbon footprint.

Water Stewardship:

Water is treated as a precious resource; systems are designed to clean and reuse water.

Social Fairness:

Ethical labor practices and positive impacts on workers and communities are embedded in the design process.

🌍 Real-World Examples:

Interface Carpets:

They produce modular carpets using recycled materials and take back old tiles for reuse.

Herman Miller (Mirra Chair):

Designed to be 94% recyclable, made using non-toxic materials and disassemblable parts.

Ecover Cleaning Products:

Uses biodegradable ingredients and recyclable packaging made from sugarcane-based plastics.

Nike's Reuse-A-Shoe Program:

Old athletic shoes are ground up and used to create materials for playgrounds and sports courts.

💼 Benefits to Businesses:

Brand Image & Customer Loyalty:

Companies seen as eco-conscious attract environmentally aware consumers and employees.

Cost Savings:

Using recycled materials and designing for reuse can lower raw material costs over time.

Regulatory Advantage:

Staying ahead of environmental laws and standards protects against fines and future compliance costs.

Innovation & Market Differentiation:

Sustainable design opens up new product markets and opportunities for innovation.

Long-Term Resilience:

Reduces dependence on finite resources and builds a more sustainable supply chain.

Cradle to cradle is a sustainable form of manufacturing. QS seeks to create manufacturing principles that attempt to use production techniques that are efficient but also sustainable and waste free. Two features of using cradle to cradle with reference to QS are as follows:

As its name suggests, QS will design and produce its air conditioners in such a way that most, if not all, of the materials used are recyclable. These materials (like glass, metal, plastic) that form parts of the air conditioners will be recyclable and used again for the production of future models. This will minimise waste.

Cradle to cradle manufacturing with also allow QS to reuse some of the ready components of the old air conditions in the new models instead of disposing of those parts. QS might have to offer some financial incentives for the customers to return their old/outdated air conditioners.

The air conditioners will also be built with biodegradable materials if QS cannot recycle the materials: for example, the carton for packaging of the air conditioners. This aspect will allow QS to reduce the environmental impact of its air conditioners.

Accept any other relevant examples and explanation.

Application here is very difficult – all of the stimulus info is about KA and gives no real links to QS – hence I believe to avoid generic responses, candidates should at least make reference to ‘air-conditioners” ie if responses just refer to QS and this could be replaced with any other company – then this is generic and only [1].

Mark as 2 + 2.

Award [1] for each relevant feature explained and [1] for appropriate application to the organization/type of products to a maximum of [2].

[2] cannot be awarded for the difference if the response lacks either explanation and / or application.

For example:

For an identification or a description of a feature with or without application [1].

For explanation of a feature with no application [1].

For explanation of a feature and application [2].

• Clearly THE HIGHER THE QUALITY, THE... 

  • • • ...GREATER CUSTOMER LOYALTY.

      • ...LESS SPENT ON COMPENSATION, REPLACING DEFECTIVE PRODUCTS.

      • ...LONGER LIFE CYCLES.

      • ...LESS ADVERTISING NEEDED.

      • ...HIGHER THE PRICE CAN BE CHARGED.

• Explain why typical assessments in the HIGH SCHOOL nearly always incorporate elements of quality control and assurance. Also explain how teachers us QA to 'hopefully' reduce the need for QC, resulting in less time wasted marking and writing comments.

Brew & Bean Coffee Shop - A Lean Wake-Up Call

• Brew & Bean is a locally owned coffee shop located near a busy business district. The shop has been operating for three years and has developed a loyal customer base. However, recently it has faced several operational issues that are starting to affect its reputation and profitability. The owner, Lisa, is passionate about coffee but has no formal background in operations management. She wants to continue growing the business but is unsure how to resolve the recurring inefficiencies. 

• Currently Brew & Bean orders supplies (milk, pastries, coffee beans) in bulk once a week. Lisa believes ordering large quantities reduces costs through bulk discounts. However, nearly 20% of the milk goes out of date before being used, and unsold pastries are thrown away daily. The back storage area is cluttered, making it difficult for staff to access needed items quickly. In addition Baristas use different methods to prepare drinks - some eyeball milk measurements, others use different beans for espresso depending on what's easiest to reach. There's no formal recipe or service checklist. This results in drinks that vary in strength, taste, and presentation - leading to growing customer dissatisfaction. 

• Furthermore between 8:00 and 9:00 a.m., orders surge and the current layout of the coffee-making station requires baristas to move constantly between the fridge, grinder, and sink, which slows them down. Staff feel stressed and unmotivated during these rush hours, and customer complaints about long wait times are rising. Finally there's no formal system for tracking customer complaints or staff feedback. Equipment like the secondary espresso machine often malfunctions but remains unfixed for weeks. Staff have ideas for improvement, such as rearranging the workspace or using digital order displays, but they feel their input is ignored. 

• Lisa's Solution is to Implement Lean Production methods so after attending a local business workshop, Lisa decides to trial Lean Production techniques to improve efficiency and quality. She focuses on three key areas: Just-in-Time (JIT) inventory, Kaizen, and Total Quality Management (TQM).

TASK: 

• Firstly COPY & PASTE the case study into your digital notebook, and IDENTIFY all her current issues by changing their colour to RED (One issue has been highlighted for you)

• Then apply you understanding of the three lean methods mentioned above to the coffee shop (Not sure of the difference? Refer to the 'main objective' in the table above), use practical examples to solve AT LEAST ONE ISSUE PER METHOD. I have done the JIT issue/method for you below: 

• "For the milk and pastry spoilage issue I would suggest she could use JIT inventory control which refers to an inventory management system, that involves keeping barely any stock and only ordering just enough so as to limit waste, as such she should be partnering up with a local supplier for smaller, more frequent deliveries of milk, pastries, and beans (every 2–3 days), this may cost more per unit than buying in bulk, overall she will save money as she won't be wasting as much by throwing away any leftovers, however these more frequent orders would increase admin time which means she has less time serving customers also if etc...."

30.7 National and international quality

standards

Quality standards aim to give stakeholders a form of assessing the product quality, performance or behaviour of businesses. Each country has its own standards organisations but increasingly international standards are becoming more significant as they aim to achieve consistency between national standards. The most important international standards body is the International Organization for Standardization (ISO).

The ISO is the world’s largest developer of voluntary international standards. International standards give state-of-the-art specifications for products, services and good practice, helping to make industry more efficient and effective. These standards have been developed through global agreement and they help to break down barriers to international trade.

Founded in 1947, the ISO has published more than 19,500 international standards covering almost all aspects of technology and business. From food safety to computers, and agriculture to healthcare, ISO international standards impact on business activity and customer satisfaction.

ISO 9000

This award is given to firms that can demonstrate that they have a quality-assurance system in place that allows for quality to be regularly measured and for corrective action to be taken if quality falls below these levels. This award does not prove that every good produced or service provided by the business is of good quality. It is an indication that a business has a system of quality in place that has relevant targets set and activities ready to deal with a quality problem.

To obtain the ISO 9000 certificate the firm has to demonstrate that it has:

• employee training and appraisal methods

• methods for checking on suppliers

• quality standards in all areas of the business

• procedures for dealing with defective products and quality failures

• after-sales service.

The benefits for a business of being forced to establish a quality assurance framework and to have this monitored externally are clear. However, there are drawbacks such as costs of preparing for inspection and bureaucratic form-filling to gain the certificate.

ISO 9000 is one of a series of international guidelines for quality

assurance. ISO 9000 relates specifically to the criteria that need to

be met during the manufacturing process. It is not a guarantee of

good quality, however.

• "Can a supplier be delayed or even out of stock?"

• "Must the supplier be willing and able to supply any amount at any time?"

• "Can a worker make mistakes and waste precious materials?"

• "Can a worker produce more than is demanded and build up stocks?"

• The answer is no, for JIT to be effective the worker must be multiskilled so that they only make products that are ordered (so no stock-piling) and they get things right the first time, regardless of the task s ono material is wasted.

• 
  

• Why skilled workers matter in JIT: If you are going to have no stocks then mistakes that waste materials is very problematic, so when product lines change, workers may need to switch jobs, handle machines, or support different parts of the production line on short notice and with low-skilled workers mistakes will inevitably happen and material will be wasted which is "NO-NO!" for JIT as no backup stock exists, so workers need to get things right the first time, and hence must be multiskilled.

• 
  

If JIT ISo work effectively 

• Firstly the Relationships with suppliers have to be excellent. "WHY?"

• Suppliers must be prepared and able to supply at very short notice – short lead time. Suppliers have to see that being reliable and consistent is of great long-term benefit to them as well as the business adopting JIT. This often means that a firm will have only one, or at most two, suppliers for each component, so that a relationship of mutual benefit can be built up.

• Production staff must be multi-skilled and prepared to change jobs at short notice. There is no point in a worker continuing to produce the same item all the time if this leads to stocks building up. Each worker must be able to switch to making different items at very short notice so that no excess supplies of any one product are made. For example, if a worker in a clothing factory usually makes men’s denim jeans, but demand is falling, then the worker should be able to switch to making other garments that are still in demand.

• Equipment and machinery must be flexible. Old-fashioned manufacturing equipment tended to be designed to produce one range of very similar products. It might have taken days to adapt it to making other types of products. This equipment would be most unsuitable for JIT-based systems. The machinery would have to produce large batches of one type of component before being converted to making another item. Stocks of each item produced would be needed to cop e with demand while it was producing other goods. Modern, computer-controlled equipment is much more flexible and adaptable – often able to be changed with no more than a different software program. In this way, very small batches of each item can be produced, which keeps stock levels to an absolute minimum. However, such equipment is expensive and, as a result, JIT may not be so appropriate for small or under-financed firms.

• Accurate demand forecasts will make JIT a much more successful policy. If it is very difficult for a firm to predict likely future sales levels, then keeping zero stocks of materials, parts and finished goods could be a very risky strategy. Demand forecasts can be converted into production schedules that allow calculation of the precise number of components of each type needed over a certain time period.

• The latest IT equipment will allow JIT to be more successful. Accurate data-based records of sales, sales trends, reorder levels and so on will allow very low or zero stocks to be held. Similarly, if contact with suppliers can be set up with the latest electronic data exchanges, then automatic and immediate ordering can take place, when it is recorded that more components will shortly be required.

• Excellent employer–employee relationships are essential for JIT to operate smoothly. Any industrial-relations problem could lead to a break in supplies and the entire production system could grind to a halt. It is no coincidence that many of the businesses that have adopted JIT in Japan and in Europe have a no-strike deal with the major trade unions.

• Quality must be everyone’s priority. As there are no spare stocks to fall back on, it is essential that each component and product must be right first time. Any poor-quality goods that cannot be used will mean that a customer will not receive goods on time. 

• The advantages and disadvantages of JIT are summarised in Table 30.1.