Seating Matters 2020, Being lean and geniun in crisis Times
In the spring of 2020, Seating Matters, had worked to design a rapid-deployment bed for temporary field hospitals. They were making beds for use in temporary hospitals after coming up with a new design. There were excellent beds from bed companies. A simple medical bed in a flat pack, which can free up the more expensive beds for the patients who need them the most. As healthcare workers battle against the Covid-19 virus, it was important that companies like Seating Matters did whatever they could to provide the back up support they need. The case describes the history of the company and how it had become a world leader in the lean philosophy, which in times of crisis had allowed it to quickly develop hospital products that helped alleviate the ravages that the pandemic was causing.
Collection: San Telmo (España)
Ref: IIST-PI-226-E-E
Format: PDF
Number of pages: 29
Publication Date: Aug 30, 2022
Language: English
What material is included in this case:
Description
In the spring of 2020, Seating Matters, had worked to design a rapid-deployment bed for temporary field hospitals. They were making beds for use in temporary hospitals after coming up with a new design. There were excellent beds from bed companies. A simple medical bed in a flat pack, which can free up the more expensive beds for the patients who need them the most. As healthcare workers battle against the Covid-19 virus, it was important that companies like Seating Matters did whatever they could to provide the back up support they need. The case describes the history of the company and how it had become a world leader in the lean philosophy, which in times of crisis had allowed it to quickly develop hospital products that helped alleviate the ravages that the pandemic was causing.
Read more
Learning Objective
The case following the company's processes contains the knowledge and skills required to understand the five main principles of lean manufacturing:
1. Specify value from the standpoint of the end customer.
2. Identify all the steps in the value stream, eliminating whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, repeat this process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
Leave your rating
"Seating Matters 2020, Being lean and geniun in crisis Times"
Register for free with IESE Publishing and enjoy all the advantages
What type of account do you want to create?
Choose account type
Professors
Academic Institutions
Individuals