Co Creation survey

Co-creation is about the process through which customers interact with the company and generate their own experience, which is the basis for value and innovation. Co-creation provides forum for customers to share, combine and renew each other’s resources to create value and provide meaningful output in growth of company and it help customers in developing trust, satisfaction, loyalty and commitment.

Lean Manufacturing - Working More Efficiently
For example, do you ever have to wait for someone else to finish a task before you can get on with your own work?Do you have a large inventory of unsold stock?Do you have more workstations that you need?Or do you order materials months in advance of when they are needed? How about flexibility?

If consumers want a modification to your product, can you quickly change your processes to meet their needs?

Waste costs you and your customers money. And if your customers have to pay more because of it, they might go elsewhere. Being competitive also requires a lot of flexibility. You must be able to meet the changing demands of your customers quickly and effectively, and adapt to a rapidly changing business environment.

So, how can you reduce waste and do things more efficiently? And how can you keep up with the changing demands of consumers?

First mentioned in James Womack's 1990 book, "The Machine That Changed the World," Lean Manufacturing is a theory that can help you to simplify and organize your working environment so that you can reduce waste, and keep your people, equipment, and workspace responsive to what's needed right now.

The Lean concept is just as applicable to offices and other work environments as it is to manufacturing plants. It's helpful to relate words like "inventory," "customers," and "production" to whatever you're processing – data, documents, knowledge, services, and so on.

A Brief History of Lean Manufacturing

Henry Ford was one of the first people to develop the ideas behind Lean Manufacturing. He used the idea of "continuous flow" on the assembly line for his Model T automobile, where he kept production standards extremely tight, so each stage of the process fitted together with each other stage, perfectly. This resulted in little waste.

But Ford's process wasn't flexible. His assembly lines produced the same thing, again and again, and the process didn't easily allow for any modifications or changes to the end product – a Model T assembly line produced only the Model T. It was also a "push" process, where Ford set the level of production, instead of a "pull" process led by consumer demand. This led to large inventories of unsold automobiles, ultimately resulting in lots of wasted money.

Other manufacturers began to use Ford's ideas, but many realized that the inflexibility of his system was a problem. Taiichi Ohno of Toyota then developed the Toyota Production System (TPS), which used Just In Time manufacturing methods to increase efficiency. As Womack reported in his book, Toyota used this process successfully and, as a result, eventually emerged as one the most profitable manufacturing companies in the world.

Lean Manufacturing Basics

The Lean approach is based on finding efficiencies and removing wasteful steps that don't add value to the end product. There's no need to reduce quality with lean manufacturing – the cuts are a result of finding better, more efficient ways of accomplishing the same tasks.

To find the efficiencies, lean manufacturing adopts a customer-value focus, asking "What is the customer willing to pay for?" Customers want value, and they'll pay only if you can meet their needs. They shouldn't pay for defects, or for the extra cost of having large inventories. In other words, they shouldn't pay for your waste.

Waste is anything that doesn't add value to the end product. There are eight categories* of waste that you should monitor:
1.Overproduction – Are you producing more than consumers demand?
2.Waiting – How much lag time is there between production steps?
3.Inventory (work in progress) – Are your supply levels and work in progress inventories too high?
4.Transportation – Do you move materials efficiently?
5.Over-processing – Do you work on the product too many times, or otherwise work inefficiently?
6.Motion – Do people and equipment move between tasks efficiently?
7.Defects – How much time do you spend finding and fixing production mistakes?
8.Workforce – Do you use workers efficiently?

This survey is on small manufacturing industries, how customers and employees can interact together with each other. For interaction of employees and customers co-creation is the one of the mode.. It will also increase the capacity of firms to generate valuable insights more rapidly and to discover and take advantage of new opportunities, while reducing risk, time and capital intensity by leveraging the resources of global networks and communities. The aim of the survey is to collect out where in manufacturing industries providing, customers involvement could be more, which engagement platform could be best for the involvement of customer as well as to find the hurdles which customers are facing while involving in co-creation and to what extent customers could be involved in manufacturing industries.

We have framed the questions using five options you have to tick out the best option for the questions according to your opinion. The options are as follows:
(1) Strongly Disagree
(2) Disagree
(3) Neutral
(4) Agree
(5) Strongly agree

We request you to fill-in the enclosed questionnaire. The response would be kept confidential and used for academic purpose. We will be happy to send you the finding of this survey. We are aware that you have a busy schedule of work but hope that you would be able to spare some time to fill this questionnaire.

Thank you for your support

Sincerely yours

Ashish Shrivastava
Assistant Professor-I
JECRC UNIVERSITY
SITAPURA, JAIPUR.