| Course | APS-4020 Applied Quality Management |
|---|---|
| Module | Module 9 |
| Paper type | Discussion forum: initial post and replies |
| Length | About 401 words |
| Format | Discussion post with APA 7 citations |
| School | Thomas Edison State University |
| Program | B.S.B.A. in Operations Management |
| Updated | October 2026 |
Free sample paper for APS 4020 Module 9
Module 9 Discussion: Is a Bakery Already Lean?
Baked to Order but Not Yet Lean: Applying Just-in-Time Thinking to a Wholesale Bakery
A bakery may look like a natural just-in-time operation. Bread goes stale, so we bake each night only what customers ordered that afternoon and ship it before dawn. Finished goods inventory is close to zero. Goetsch and Davis (2020) treat just-in-time as one part of a total quality system, tied to waste reduction and to dependable suppliers, which is why our flour stock and our equipment belong in this discussion too.
Holweg (2007) traced the genealogy of lean production from Toyota's development of its production system through Western researchers' study of it and the term "lean" that popularized it, showing that lean grew from a philosophy of continuously eliminating waste and building quality into the process, not only from reducing inventory. By that standard we are not lean. Bakers walk across the floor to fetch trays many times a night, products wait on racks while the right truck is loaded, the divider takes 25 minutes to change from bagels to rolls and we keep three weeks of flour because the owner fears running out.
Shah and Ward (2003) surveyed plants and found lean practices usually arrive in four clusters, just-in-time flow, quality management, preventive maintenance and people practices, and that plants using the clusters together ran better. Our bakery has the beginnings of just-in-time and, after this course, of quality management, but little preventive maintenance; the mixer and divider are repaired only when they fail.
I would choose two practices. First, setup reduction on the divider: separating steps that can be done before stopping the machine could cut the changeover from 25 to about 10 minutes, freeing time each night. Second, a pull system for flour, in which the supplier delivers twice a week based on our usage, reducing inventory from three weeks to one while protecting against shortages with a safety stock.
Both changes can be measured within a month.
Both are cheap to try.
Results will be posted.
Reply to Esther
Esther, your hospital supply room keeps two months of supplies in hallways. Could a two-bin system, refilled when the first bin empties, cut that stock while keeping nurses supplied?
Reply to Lucas
Lucas, your print shop changes jobs on the press many times a day. Have you timed a changeover and separated the steps that could be done while the press is still running?
References
Goetsch, D. L., & Davis, S. B. (2020). Quality management for organizational excellence: Introduction to total quality (9th ed.). Pearson.
Holweg, M. (2007). The genealogy of lean production. Journal of Operations Management, 25(2), 420-437. https://doi.org/10.1016/j.jom.2006.04.001
Shah, R., & Ward, P. T. (2003). Lean manufacturing: Context, practice bundles, and performance. Journal of Operations Management, 21(2), 129-149. https://doi.org/10.1016/S0272-6963(02)00108-0
Reading the APS 4020 Module 9 assignment instructions
APS-4020's Module 9 forum covers just-in-time and lean manufacturing. Post an analysis of how lean applies to a real operation, distinguishing low inventory from the broader goal of eliminating waste, identify specific wastes and choose practices that would remove them, supported by the textbook and research. The forums are graded with the course's discussion rubric, so engage with classmates' operations as well as your own. Concrete observations, such as changeover times or inventory levels, make the analysis useful. Give measured examples of waste, such as changeover minutes or weeks of inventory. Consider maintenance and people practices as well as inventory. Reply with concrete lean tools for classmates.
Inside the APS 4020 Module 9 example
The post opens with a challenge: a bakery that bakes to order may seem lean already. Holweg's genealogy shows lean as a philosophy of eliminating waste, and the post lists the bakery's wasted motion, waiting, long changeovers and excess flour. Shah and Ward's four bundles of practices reveal the missing preventive maintenance. Goetsch and Davis's treatment of just-in-time supports the choice of setup reduction and a supplier pull system. A margin note distinguishes output from internal flow. Replies suggest a two-bin system for a hospital and changeover timing for a print shop. Both chosen practices can be measured within a month. The replies suggest a two-bin system and timing a changeover. The post names the missing bundle, preventive maintenance.
Where the marks sit in the APS 4020 Module 9 rubric
Forum posts are graded on substantive use of lean concepts and research, application to a real operation, specific improvements and replies that help classmates. Posts that look beyond inventory to the full range of wastes show understanding. Using research on lean practice bundles to find gaps shows analytical depth. Choosing specific practices with expected results shows practical judgment. Replies that suggest concrete lean tools for classmates' settings add value. Mentors also credit posts that propose changes with measurable results. Recognizing missing practice bundles, such as preventive maintenance, shows a full understanding of lean. Concrete suggestions for classmates add value. Measurable proposals stand out.
Common APS 4020 Module 9 mistakes, and how to avoid them
Weak posts equate lean with low inventory, describe Toyota's history without applying it or recommend lean in general terms. Others ignore maintenance and people practices. Observe the operation for waste, measure a few examples, compare the practices in place with the bundles research describes and choose specific improvements. In replies, suggest a lean practice that fits each classmate's situation. A free first draft of your APS-4020 Module 9 post can be written on your workplace. Measure one waste before and after a change to show what lean can do in your setting. Remember that lean includes maintenance and people practices, not only inventory and flow. Name the practice you would try first and how you would measure it.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Thomas Edison State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
More APS 4020 and B.S.B.A. in Operations Management sample papers
- APS 4020 Module 1: Written Assignment: What Organizational Excellence Would Mean for a Wholesale Bakery
- APS 4020 Module 2: Written Assignment: A Quality Strategy That Wins Back Supermarket Accounts
- APS 4020 Module 3: Discussion: Day-Old Bread, Honest Labels and a Bakery's Responsibilities
- APS 4020 Module 4: Written Assignment: Leading the Change From Inspection to a Quality Culture
- APS 4020 Module 5: Discussion: Should a Wholesale Bakery Seek ISO 9001 Certification?
- APS 4020 Module 6: Written Assignment: Check Sheets, a Pareto Chart and a Fishbone for Bakery Returns
- APS 4020 Module 7: Written Assignment: Control Charts for Bagel Bag Weights
- APS 4020 Module 8: Written Assignment: A Plan-Do-Check-Act Cycle to Get the Trucks Out on Time
- APS 4020 Module 10: Final Project: Quality Management in a Local Organization, a Paterson Wholesale Bakery
- OPM 3010 Module 5: Written Assignment: Control Charts for Loaf Weight and a Two-Stage Schedule
- OPM 4200 Module 6: Case Assignment: Measures, People and Innovation in the E-Bike Supply Chain
- OPM 4150 Module 3: Written Assignment: Public or Private Warehousing, and a WMS
APS 4020 Module 9 questions, answered
Where can I find a free APS 4020 Module 9 sample paper?
The discussion post above applies just-in-time and lean thinking to a wholesale bakery, with replies.
Is just-in-time the same as lean?
No; just-in-time limits inventory, while lean is a broader philosophy of eliminating waste and building quality into processes.
What are the bundles of lean practices?
Shah and Ward grouped lean practices into four bundles: just-in-time, quality management, preventive maintenance and people management.
What is setup reduction?
Shortening changeovers by doing preparation steps while the machine is still running and simplifying the rest.
What is a pull system?
Production or delivery triggered by actual use, so materials arrive as they are needed rather than in large advance stocks.