Running head: PROCESS MAPPING AND LEAN MANAGEMENT 1

Process Mapping and A Study of Lean Management

Students Name

Institutional Affiliation
PROCESS MAPPING AND LEAN MANAGEMENT 2

Process Mapping and A Study of Lean Management

Description of Organization

Cadbury is a confectionery manufacturer headquartered in the United Kingdom. With

operations in over fifty countries across the globe, the company is the second largest

manufacturer of confectionery after Wrigleys. The companys main products include chocolate-

based confectioneries such as the Dairy Milk brand of chocolate. Children are the primary

consumers of Cadburys products which include chocolate based confectionaries such as

chocolate cupcakes and candy. Additionally, the company targets the adult segment of the market

by providing a range of other products such as chocolate based beverages.

4V Profile of Cadburys Products

Volume: High. Cadbury produces a high volume of chocolate based confectioneries, and the high

volumes are central to the company's business organization. To attain high production volumes,

the company employs a systematized execution of tasks, in addition to the automated repetition

of processes. A host of procedures, as well as standards, drive the manner through which every

task is executed and effectively reduces production costs.

Variety: High. The confectionery market is highly competitive, and as such, companies have to

be highly innovative. Cadbury offers a wide range of chocolate-based confectioneries to maintain

a competitive edge over competitors. The high variety of products offered by Cadbury is

predicated upon consumer demands and their ever-evolving preferences.

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Variation: In a bid to retain high customer demand, Cadbury continuously studies consumer

habits and consequently responds to their interests. Moreover, the company supports innovation

to allow it to effectively produce highly desirable products.

Visibility: High. Cadburys customers have the capacity to track the final product through the

entire operations process.

Description of Main Operational Processes

Input Transformation Activities Output

Palm Oil, Milk, Processing Dairy Milk

Cocoa, and This transformation activity begins with the delivery Chocolate, gum,

grocery products. of cocoa to the processing factory. chocolate

Processing of cocoa beans into cocoa mass. The beverages and

constituents of cocoa mass include cocoa (53 percent) candy.

and cocoa butter (47 percent). Cocoa mass is the

primary ingredient in chocolate products. This stage

of processing primarily entails fermenting and

roasting. The fermentation process essentially

determines the quality, smell, and taste of the final

product. The roasting process entails the grounding

of cocoa nibs at temperatures of 1300C to 1500C.

Blending: Involves mixing the raw material (cocoa

mass) with sugar, liquid cream, and milk. This

process results in a creamy chocolate based liquid.

Evaporation of the creamy chocolate based liquid to

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form the chocolate crumb.

Grinding chocolate crumbs with flavorings and

proportionate amounts of cocoa butter. The quantity

of emulsifiers is predicated upon the desired

thickness of the chocolate. Molded blocks of

chocolate require thick chocolate while assortments,

as well as covering bars require thin chocolate.

Cooling finishing (conching), as well as special

mixing (tempering), takes place.

Developed to minimize liquid thickness and ensure

the settling of fat in a specific way. This process

ensures that the chocolate attains a glossy appearance

in addition to a smooth texture.

Molding: Pouring liquid chocolate intomolds bearing

specific shapes.

Storing: Involves shaking and cooling prior to

packaging and wrapping.

Systemized high-speed wrapping and labeling.

Dispatch: Shipping to consumers through different

mediums.

Literature Review
PROCESS MAPPING AND LEAN MANAGEMENT 5

Companies across the globe adopt lean management to attain or retain their

competitiveness in a highly competitive global market (Abdulmalek and Rajgopal, 2007). The

main objective of lean management is cost minimization by effectively eliminating the process

that has little or no value. Key concepts associated with the lean management approach include

just-in-time (JIT), total quality management (TQM), as well as cellular

manufacturing(Abdulmalek and Rajgopal, 2007). Cellular manufacturing primarily entails the

organization of the whole production process into one group or cell that incorporates all the

operators, machines and equipment required(Abdulmalek and Rajgopal, 2007).The arrangement

of resources within groups allows companies to easily run all operations(Abdulmalek and

Rajgopal, 2007). Phase2 Microwave Ltd is a perfect example of a company that utilizes cellular

manufacturing in the manufacture of sitcom systems, filters, as well as microwave systems. The

lean management concept, Just-in-time (JIT) refers to a system whereby the end user or

consumer initiates demand. Consequently, the specific demand initiates a process where all the

requirements of the manufacturing process including raw materials and assembly are utilized at

the right time (Abdulmalek and Rajgopal, 2007). A classic example of a company that utilizes

JIT is Rolls-Royce plc in the manufacture of aircraft engines. The company primarily relies on

customer orders to initiate the manufacturing process for the final product. TQM, on the other

hand, refers to a continuous improvement system that employs participative management based

on the preferences of customers. Important components of this concept include employee

training and participation, long-term objectives, problems-solving personnel, statistical

approaches, in addition to the appreciation that inefficiencies arise from the system, as opposed

to people(Abdulmalek and Rajgopal, 2007). A good example of a company that uses TQM is
PROCESS MAPPING AND LEAN MANAGEMENT 6

Cadbury in the manufacture of chocolate. Cadbury employs this approach in that it conducts

research to continually improve the quality of its products.

Lean management traces its origins to 20th-century manufacturing in Japan (Bhamu and

Singh, 2014). Sophisticated production planning, as well as control systems, gave rise to lean

management(Bhamu and Singh, 2014). The concept allowed for the simplification of challenging

mass production processes reminiscent of 20th-century companies(Bhamu and Singh, 2014).

Lean management is designed to respond to consumer demands by minimizing waste. The

primary goal associated with lean management is the production of products at low costs and on

time(Bhamu and Singh, 2014). The concept also allows companies to produce goods with less

inventory, defects, investment, as well as human effort while introducing a greater product

variety (Bhamu and Singh, 2014). As a result, lean management gives producers a competitive

advantage by minimizing cost and enhancing quality, in addition to productivity. Quantitative

benefits of lean management include an enhancement of the lead time during production,

improvement in the cycle and set up times, as well as the overall effectiveness of

equipment(Bhamu and Singh, 2014). Qualitative benefits associated with lean management

include improved employee job satisfaction and morale, effective communication and

collaborative decision making among others (Bhamu and Singh, 2014).

According to Dickson, Singh, Cheung, Wyatt and Nugent 2009, the term Lean in the

Japanese context denotes a philosophy which abhors the wastage or resources in any system and

continuously attempts to reduce defects. Waste, on the other hand, refers to any process that

reduces a product's value (Dickson et al., 2009). Lean management entails the procedural

evaluation of processesto determine waste, as well as inefficiencies and then come up with novel

solutions to reduce costs, enhance operationsand increase overall efficiency(Dickson et al.,

PROCESS MAPPING AND LEAN MANAGEMENT 7

2009). The principles of lean management are present in most production processes. The main

characteristics of a lean management system are the continuous elimination of inherent wastes

primarily through process standardization, in addition to employee participation in the

improvement of various production processes (Dickson et al., 2009). The empowerment of

employees by giving them the tools required to initiate change in their respective work stations is

a key hallmark of lean management(Dickson et al., 2009). Under the lean management system,

the key duties of employees including product production, as well as continuously seeking to

enhance the products quality(Dickson et al., 2009). The process map is crucial to the

identification of wastes in the production process, and as such, it is a key cornerstone of lean

management (Dickson et al., 2009). The process map allows the teams to establish the steps that

essentially add value to the production process, in addition to those that wastefully consume

time, money and resources without necessarily adding value(Dickson et al., 2009). The ultimate

objective is a complete redesign of the production process with a novel process map which

reduces or eliminates waste completely(Dickson et al., 2009). A key cornerstone of lean

management is seamless product flow. Assembly and production lines that incorporate a lean

system allow for the continuous flow of products and effectively eliminate backlogs (Dickson et

al., 2009).

Today, companies face growing pressure to incorporate environmental, as well as social

considerations into their performance metrics and adhere tothe principle of sustainable

development (Hajmohammad, Vachon, Klassen and Gavronski, 2013). Previous research

demonstrates that supply and lean management are crucial determinants of a companys

performance in the environmental sphere and are concepts that lax the companys obligation to

adopt environmental practices(Hajmohammad et al., 2013). As manufacturing organizations

PROCESS MAPPING AND LEAN MANAGEMENT 8

continuously develop technology and capabilities aimed at achieving cleaner production, lean

management significantly enhances their ability to attain greener production

processes(Hajmohammad et al., 2013). Lean management results in enhanced environmental

performance and an organizations environmental practices influence the impact of lean

management on environmental performance (Hajmohammad et al., 2013). It is worth noting that

environmental technologies which include managerial procedures that control or minimize the

negative impact of products on the general environment are categorized into three distinct

categories, namely, management systems, pollution prevention and pollution

control(Hajmohammad et al., 2013). The portfolio associated with environmental investments

may assume the different combinations of the aforementioned categories (Hajmohammad et al.,

2013). The investment levels in environmental practices are not contingent upon the specific

combination of the different categories. Though the primary objective of the above categories

remains the enhancement of environmental performance, multiple technologies that prevent

source pollution generate numerous other benefits for companies including cost reduction, in

addition to value addition (Hajmohammad et al., 2013). Lean management primarily entails a

combination of mutually reinforcing, inter-related and complementary operating practices whose

main goal is eliminating and minimizing non-value-added processes in a products value stream

in a company (Hajmohammad et al., 2013). The effective implementation of the above practices

ensures improved operational performance, for instance decreased lead and cycle times,

manufacturing expenses, in addition to a marked improvement in employee productivity

(Hajmohammad et al., 2013). Continuous efforts to minimize waste based on the core tenets of

lean management paves the way for efforts aimed at environmental risk reduction. According to

Hajmohammad et al., 2013, waste is a key denominator in lean management. Lean management
PROCESS MAPPING AND LEAN MANAGEMENT 9

calls for persistent efforts to minimize operational waste in a variety of forms including

discarded materials, as well as wasteful energy and water consumption among

others(Hajmohammad et al., 2013). The above efforts reduce environmental damage and

ultimately enhances a companys environmental performance.

Studies related to the lean management concept, just-in-time (JIT) demonstrate a

correlation between manufacturing performance and the minimization of set-up time

(Hajmohammad et al., 2013). This relationship translates to the efficient utilization of resources

for every product produced, as well as fewer defects or flaws resulting in waste reduction and

ultimately enhanced environmental performance (Hajmohammad et al., 2013). Lower inventory

levels associated with lean management lead to reduced emissions and waste

generation(Hajmohammad et al., 2013).Nonetheless, the correlation between environmental

protection and lean management does not always apply to the automobile production and both

aspects may be traded-off (Hajmohammad et al., 2013). Multiple researchers contend that lean

management inadvertently results in environmental efficiency owing to its zero waste

principle(Hajmohammad et al., 2013). In effect, lean management minimizes the marginal

expenses of an organizations environmental practices by decreasing associated

implementationexpenses or giving fresh insights into the actual value of the practices

(Hajmohammad et al., 2013). According to Martnez-Jurado and Moyano-Fuentes 2014,

companies in different sectors of the global economy adopt lean management to enhance results

and gain a competitive edge in the market. Though numerous organizations have successfully

adopted lean management, a host of companies have not attained anticipated results (Martnez-

Jurado and Moyano-Fuentes,2014). The underlying factor in the companies that have not

attained expected results is their incapacity to sustain results in the long term(Martnez-Jurado
PROCESS MAPPING AND LEAN MANAGEMENT 10

and Moyano-Fuentes, 2014). It is worth noting that lean management systems are not affected by

alteration in government regulations or pressure from external stakeholders(Martnez-Jurado and

Moyano-Fuentes, 2014). A key challenge associated with the implementation of lean

management systems is the effective integration of key customers or clients and

suppliers(Martnez-Jurado and Moyano-Fuentes, 2014).

Lean management became a crucial part and parcel of the production process in the US

for the better part of the last forty years (Shah and Ward, 2007). Professionals assert that lean

management has the capacity to give organizations a competitive edge, in addition to superior

performance(Shah and Ward, 2007). The alternatives to the lean system of management are not

as effective and as a result, lean management remains the dominant mode of management

today(Shah and Ward, 2007). Bhamu and Singh Sangwan, 2014, assert that lean management

initiatives utilize less human labor, manufacturing space, tools and time. To effectively manage

inconsistencies in demand, supply and processing time, companies that adopt lean management

must pay close attention to the inconsistencies and their underlying causes (Shah and

Ward,2007). Supply inconsistency transpires when supply arrives late or in inadequate quantities.

Supply inconsistency may be managed through the creation of a dependable supplier base

consisting of robust suppliers with long-term contracts(Shah and Ward, 2007).

Application of Concepts

In an operational context, the application of lean management concepts such asjust-in-

time (JIT), total quality management (TQM), as well as cellular manufacturing could help

Cadbury in different ways. First, the key concept of just-in-time could allow Cadbury to retain

accurate inventory levels, reduce wastes and minimize lead and cycle times. In effect, the
PROCESS MAPPING AND LEAN MANAGEMENT 11

stocking of accurate inventory levels would enable the company to reduce waste in case there is

an oversupply of raw materials and reduce production time in case there is an undersupply of

crucial raw materials. The reduction in wastes set about by the JIT concept would also allow

Cadbury to reduce environmental damage and enhance sustainable development. This is

primarily because the implementation of JIT in organizations helps to advance existing

environmental practices. The implementation of the JIT concept would also be beneficial to

Cadbury since it would enable the company to reduce the lead time for consumers and

consequently enhance the companys overall profitability and increase customer satisfaction. The

key concept of TQM, on the other hand, would be beneficial to Cadbury since it would allow the

company to take into account the preferences of customers in the production of new products.

The approach would also be beneficial to the organization since it calls for employee training and

participation. As a result, this would serve to boost employee morale. Additional benefits of

TQM to Cadbury would include the realization of long-term objectives, as well as the

elimination of inefficiencies in the system.

The application of the crucial concept of cellular manufacturing bears several advantages

for Cadbury. First, the approach would allow the company to run all its operations seamlessly.

This is primarily because cellular manufacturing entails the organization of the whole production

process into one group or cell that incorporates all the operators, machines and equipment

required (Abdulmalek and Rajgopal, 2007). Additionally, the concept would enable Cadbury to

reduce the cycle time associated with the manufacture of different chocolate based products and

assortments. Evidently, the successful implementation of lean management holds numerous

advantages for Cadbury.

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References

Abdulmalek, F.A. and Rajgopal, J., 2007. Analyzing the benefits of lean manufacturing and

value stream mapping via simulation: A process sector case study. International Journal

of production economics, 107(1), pp.223-236.

Bhamu, J. and Singh Sangwan, K., 2014. Lean manufacturing: literature review and research

issues. International Journal of Operations & Production Management, 34(7), pp.876-

940.

Dickson, E.W., Singh, S., Cheung, D.S., Wyatt, C.C. and Nugent, A.S., 2009. Application of lean

manufacturing techniques in the emergency department. The Journal of emergency

medicine, 37(2), pp.177-182.

Hajmohammad, S., Vachon, S., Klassen, R.D. and Gavronski, I., 2013. Reprint of Lean

management and supply management: their role in green practices and

performance. Journal of Cleaner Production, 56, pp.86-93.

Martnez-Jurado, P.J. and Moyano-Fuentes, J., 2014. Lean management, supply chain

management and sustainability: a literature review. Journal of Cleaner Production, 85,

pp.134-150.

Shah, R. and Ward, P.T., 2007. Defining and developing measures of lean production. Journal of

operations management, 25(4), pp.785-805.