Ten years ago, Thabang started his engineering apprenticeship with DRIX Manufacturing. He then moved abroad to work for other businesses. He is currently the Operations Manager for one of DRIX's factories and is discussing his first week in office with his mentor. Since Thabang started working at the organisation, a lot has changed. The business has expanded greatly and currently operates a large number of factories. Lean Management and Cellular manufacturing have now taken the place of the mass production methods he once knew. The workspace itself is tidy and uncluttered, and the machines are organised into groups according to the type of output they are producing. To produce finished goods or complicated components, multi-skilled workers are grouped into semi-autonomous modular work teams. DRIX has lately begun to think about Supply Chain alliances. Their value system looks at how their organisation's Value Chain is connected to the network of suppliers and customers. The success of a company like DRIX rests on both its ability to manage its own Value Chain and the value system of which it is a part. Required 1. Explain what is meant by Lean Management and how DRIX's modular teams can contribute to its operation. (15 marks) 2. Explain 5 (five) reasons why a company like DRIX may attempt to actively manage its relationships with its suppliers. (15 marks)