products and services offered by Starbucks
The first principle (define value) will focus on products and services offered by Starbucks. Such services and products are conceived through the lens of market consumers. The packaging of the products constitutes a notable impact on how consumers value the delivered product (garment). In the context which customers receive defective packages, they perceive this case as a decrease in the value of the product (Lee, 2016). Packaging which meets sustainability metrics (use of compostable bags) influence how customers view and accommodate the product. For this reason, application of environmentally-friendly packaging bags will increase value for the customer.
The second lean principle (map he value stream) is rooted in the company’s internal operations (Nicoletti, 2017). A lot of wastes are generated in the company’s premises including production wastes, greenhouse gases, waste water and hazardous wastes. Most of these wastes are avoidable through the creation of environmental awareness amongst the company’s internal stakeholders. Awareness arouses employees’ awareness about waste issues and how they can handle such issues.
The third principle (Non-Stop Flow) intends to dismantle wastes along the supply chains by ensuring continuous flow of products and services. The principle maintains a view that interruptions in the physical flow of products may be induced by irregularities in packaging process. For instance, repacking occurs because suppliers have another packing unit than where the customers is requesting for in the end.
The fourth principle (just in time: from push to pull) focuses on the prospects of overproduction. In this regard, Inditex should only consider producing their products based on market demands. This will minimize unnecessary wastes arising from out-dated fashion.
The fifth principle (packaging integral part of lean management) emphasizes on the role of effective packaging. Underestimating packaging overlooks avoidable wastes, thus making parts of the company’s lean management program untapped.
Similarities and Differences between the Selected Organisations in their ‘Lean’ Implementation Programmes
Starbucks is a service company while Inditex is a manufacturing entity. When we look at the application of lean principles, the main objective is not to remove cost out of the product, but instead remove waster out of the process. The elimination of waste may not be one-hundred per cent but through but emphasis is given to constant improvement in waste reduction (Orynycz, Tucki, and Prystasz, 2020).
In Starbucks Corporation, lean principles mainly are a construct of two main lean principles thus; increasing value and eradicating wastes. The lean process is centred on waste reduction while at the same time optimizing productivity, efficiency, and quality (Aziz, Moussa, and Nafee, 2017). The lean management processes in Starbucks, as a service company are structured to optimise on clients value while at the same time suppressing waste generation. The principle of continuous improvement is also normalized in Inditex Corporation. Continuous improvement is one of the fundamental cornerstones in Zara’s sustainability journey. In Starbucks and Zara Corporations, mutual intentions are to reduce wastes, and sanctify the supply chains in line with environmental protection.
However, there are distinct ways on how lean principles are implemented in the two companies. In Starbucks, the influence of politics seeks to ensure safe products and affordable products are provided to consumers. The sensitive nature of food and drinks invite high regulations in this sector relative to the clothing sector. Besides, drinks and industry require huge quantities of raw materials shipped on a daily basis, which makes reliability of supply chains essential and the availability of price and product competitiveness essential for success.
The restaurant industry constantly attempts customers to taste new products thus necessitating the company to launch new tastes more frequently thus increasing the complexity of production. The implementation of lean principles is complex in restaurant industry. The companies under the jurisdiction of restaurant sell their products from large distribution centres and produce their products based on the market forecast. Increased regulations in restaurant sector excite increased costs thus requiring process adjustment and creativity to reduce costs.
Starbucks and Zara Corporations also focuses on production based on market demands. This is n the pursuit to minimize wastes arising from overproduction. Producing within the threshold of current demands enables the company to minimize wastes even when the consumers’ tastes and preferences change. This is because the market demand is factored in during the production of respective products.
In conclusion, both Inditex and Starbuck Companies generate wastes into the environment through their respective processes. The two companies generate these wastes directly or indirectly. The complex supply chains surrounding the duo contribute to waste generation unto the ecological component. As provided above, the application of lean principles contribute to the sanctification of corporate activities and supply chains to ensure waste generation is mitigated, costs of production reduces without compromising on the quality of outcomes. This report reinforces stakeholder participation in the implementation of lean principles. Clothing and restaurant industries are structurally different. Thus, the application of lean principles may differ. The restaurant domain is more regulated since it deals with food and drink consumables. Based on this trajectory, the application of lean principles may differ based on the company’s line of specialization.