ame up with the following measures from each competitive priority: Quality. Staff attitude survey, supplier quality PPM, and number of customer complaints and cost of quality. Cost. Absenteeism, type of accidents and rate of, most frequently dialed telephone numbers with associated costs, scrap, repair/rework, direct labour productivity and stock turns and number of days of stock. Flexibility. Percentage of workforce cross-trained. Time. Manufacturing lead-time. Delivery. On time supplier delivery and schedule adherence. Future growth. Number of new product launches.6:0TKA Company Business Objectives Mission, and the resulting strategic objectives are the foundation of any global organization. Global missions are concerned with: the best development and growth opportunities; investments with the highest returns at the lowest risks; manufacturing, production and marketing locales that are the most efficient and effective; the most competent and capable technical and personnel capabilities. Objectives operationalise, or provide clear, measurable results with accompanying deadlines and accountability (Moran et al., 1993).Here the company audit strict business objects, which are generic to all the Business Group Managers and are in line with the corporate global strategic plan. The company view is to benchmark ourselves with world-class figures in the automotive sector EG Toyota, Honda, Nissan and measure our performance through PPM (Parts Per Million) and overall cost.To allow TKA achieve the business objectives we promote a Lean Manufacturing philosophy, which we are convinced the principles of can be applied equally in every industry across the globe and that the conversion to lean production will have a profound effect on human society – it will truly change the world.6:1Lean Production As A ProcessThe lean production model relates manufacturing performance advantage to adherenc...
