THE BEGINNER S GUIDE TO LEAN
|
|
|
- Stella Woods
- 7 years ago
- Views:
Transcription
1 THE BEGINNER S GUIDE TO LEAN Professor Daniel T Jones Lean Enterprise Academy
2 Who am I? Writer Machine and Lean Thinking books Researcher on how to do lean everywhere! Founder of the non-profit Lean Enterprise Academy Publish workbooks on the building blocks of lean, supported by advanced level workshops Lean Lexicon, Learning to See, Seeing the Whole etc Creating Continuous Flow, Making Material Flow, Product Families and Levelled Production, Creating Levelled Pull etc Managing a Lean Transformation, Policy Management, Value Stream Leadership etc Mentor to firms experimenting at the lean frontier Story-teller via my monthly letter! Sign up!
3 Why Lean? In an increasingly competitive world it is doubtful you will survive without it! What started in automotive is rapidly spreading to every other sector Finally we are gaining momentum in the UK Foresight 2020, Manufacturing Strategy, Industry Forum, MAS It is not a fad that will die away tomorrow This is your chance to get on board!
4 Early Steps The Wake up Call Can I survive? How far behind am I? Clearing the decks 5S and harvesting the low hanging fruit! Falling in love with the tools SMED, Kanban, TPM, 6Sigma etc. Involving the shop floor in learning to see waste in continuous improvement teams But this is just the start!
5 Toyota s Lean Strategy Brilliant process management is our strategy. We get brilliant results from average people managing brilliant processes. We observe that our competitors often get average (or worse) results from brilliant people managing broken processes. And Toyota aims to be No 1 by 2010!
6 Lean Business System Lean is a business system focused on managing processes, and improving them by compressing time, rather than sweating assets Every business is a collection of processes primary processes that create value - and secondary processes that support them Processes are sequences of steps that must be carried out to create value for customers and managed as a whole, not separately
7 Next Steps We must learn to see the process! We must learn how to enable the product to flow quickly through the process We must learn to trigger this flow at the pull of the customer We must learn how to level the requirements on production And someone has to take responsibility for reconfiguring this value stream!
8 Current State Value Stream Forecast Production Control Forecast Michigan Steel Weekly Order MRP Daily Order State Street Assembly Weekly Schedule 2 x Week Daily Ship Schedule Daily Stamping S. Weld 1 S. Weld 2 Assembly 1 Assembly 2 I I I I I I Shipping Production Lead Time = 23.5 days Value Added Time = 184 secs
9 Current State Value Stream Forecast Production Control Forecast Michigan Steel Weekly Order MRP Daily Order State Street Assembly 2 x Week Weekly Schedule How can you produce to demand? Does demand vary a lot? Daily Ship Schedule Daily Stamping S. Weld 1 S. Weld 2 Assembly 1 Assembly 2 I I I I I I Shipping How could you Why all these create flow? inventories? Is this performance acceptable? Production Lead Time = 23.5 days Value Added Time = 184 secs
10 Key Questions What is the rate of demand and hence the rhythm of production? How much does demand vary and how much should you flex or buffer? How and where should you filter and level orders to release steady instructions to what point in production? Where and how can you combine operations to create continuous flow? Where will you need to pull to link disconnected operations to make just what is needed, and how? How can you increase the frequency of production to make smaller batches of each product in line with demand? What process and equipment improvements will be necessary to achieve and sustain the above? Who will manage the transformation of this value stream and what support will they need from the functions?
11 Future State Value Stream Forecast Production Control Forecast Michigan Steel Daily Order Daily Order State Street Assembly Daily Order Daily Daily Stamping Weld and Assembly Cell Shipping Production Lead Time = 4.5 days Value Added Time = 166 secs
12 V S Manager Jim Date 03/02/2003 Implementation Plan Product Family Steering Brackets Product Value Person Family Stream Measurable Monthly Schedule in Business Objective Goal Charge Objective Improve Profitability In Steering Brackets Pacemaker *Continuous flow from weld to assembly Zero WIP John *Kaizen to 168 secs < 168 s/t Dave *Eliminate weld changeover < 30 sec c/o Sam *Uptime weld #2 100% Mike *Finished goods pull 2 days FG Sue *Materials handler Pull Schedule James routes Stamping *Stamping Pull 1 day inventory Fred + pull schedule *Stamping changeover batch size Tim 300/160 pieces c/o < 10 min Supplier *Pull coils with daily delivery Graham daily deliveryr < 1.5 days of coils at press
13 Further steps Unscramble your product families so you can create flow and pull across every value stream Do the same for all your office processes the gains are even bigger! Work with your suppliers and customers to compress the whole value stream Build what you learnt into the design of the next generation product and tooling
14 % Amplification Current State ppm Quality & Delivery % F E D C B A F E C A Steel Dist. Centre Warehouse Cross Dock Cross Dock Stamping Wipers Assembly DELTA STEEL Steps 73 8 GAMMA STAMPING BETA WIPERS ALPHA MOTORS F The Manufacturer E Live D - Telford - 25 September C 2003 B A Time 44d 55m
15 % Amplification Future State 2 Flow and Pull between Plants ppm Quality & Delivery % F E D C B A F E C A Steel Dist. Centre Stamping Wipers Assembly DELTA STEEL Steps 39 8 GAMMA STAMPING BETA WIPERS ALPHA MOTORS F The Manufacturer E Live D - Telford - 25 September C 2003 B A Time 16d 55m
16 % Amplification Ideal State Value Stream Compression ppm Quality & Delivery % F E D C B A F E C A Steel Dist. Centre Stamping Cell Wiper Cell Assembly Steps EPSILON STEEL SUPPLIER PARK ALPHA MOTORS 30 The Manufacturer Live - Telford 8-25 September F 2003 E D C B A Time 3d 55m
17 Current to Ideal State Box Score Current Future Future Ideal State State 1 State 2 State Total Lead Time 44.3 days 23.9 days 15.8 days 2.8 days Value Creating to Total Time 0.08% 0.16% 0.6% 1.5% Value Creating to Total Steps 11% 15% 21% 27% Inventory Turns Quality Screen* Delivery Screen* Demand Amplification* Travel Distance 5,300 miles 5,300 miles 4,300 miles 525 miles * Ratios The of Manufacturer upstream over downstream Live - Telford scores - 25 September 2003
18 Where are the gains? Much improved quality and on time delivery - which customers expect today! Lower inventories - but watch the balance sheet! Freed up people, machines and space - which you are still paying for? Lean is a great opportunity to grow your business without extra resources! Learning by doing it is the only way!
19 Lean Enterprise Academy
20 THE BEGINNER S GUIDE TO LEAN Professor Daniel T Jones Lean Enterprise Academy
At the end of this module, you should be able to:
A3 Thinking Learning Objectives At the end of this module, you should be able to: Recognize that A3 is a way of thinking and not just a tool Use the A3 chart as a standard tool for implementing lean projects
VALUE STREAM MAPPING ICONS
Material Material ASSEMBLY Process I 300 Pieces 1 Day Inventory MRP Control Center "Go-See" Scheduling XYZ Corporation Outside Source Takt = 50 sec. C/T = 45 sec. C/O = 30 min. Uptime = 95% Scrap = 2%
Value Stream Mapping
Value Stream Mapping 1 Value Stream Mapping Definition Value Stream Mapping (VSM): Special type of flow chart that uses symbols known as "the language of Lean" to depict and improve the flow of inventory
The Tools of Lean - Value Stream Mapping
ASQ Section 1302 Summer 2004 Series Mahoney State Park The Tools of Lean - Value Stream Mapping Stan Gidley Managing Director Institute of Business Excellence July 15, 2004 Outline Two Stories 1 English,
Creating Continuous Flow
Creating Continuous Flow An Action Guide for Managers, Engineers and Production Associates By Mike Rother and Rick Harris Foreword by Jim Womack, Dan Jones and John Shook A Lean Toolkit Method and Workbook
Accelerated Route to Lean Manufacturing
Accelerated Route to Lean Manufacturing Our Accelerated Route to Lean Manufacturing programme (ARTL) can take your team from zero knowledge to lean champions in just 10 weeks. Designed to fit in with the
What is Extended Value Stream Mapping? Selecting a Product Family
What is Etended Value Stream Mapping? An etended value stream is simply all of the actions both value-creating and wasteful required to bring a product from raw materials into the arms of the customer.
Connecting Assembly with Batch Processes Via Basic Pull Systems
Connecting Assembly with Batch Processes Via Basic Pull Systems By Art Smalley Pull systems are an integral part of lean manufacturing yet they are frequently misunderstood and considered hard to implement.
Lean Principles by Jerry Kilpatrick
Lean Principles by Jerry Kilpatrick Introduction Lean operating principles began in manufacturing environments and are known by a variety of synonyms; Lean Manufacturing, Lean Production, Toyota Production
ERP Meets Lean Management
Meets Lean Management James M. Noblitt, CPIM, CIRM Sr. Management Consultant High-Tech meets No-Tech! Digital Lean Visual Work Orders Push Data Entry Reports Security/Access Data Accuracy Complicated Spread
Analyze Mix for Opportunities. Create Full Current State Value Stream Map. Create Full Future State Value Stream Map
Method: Analyze Mix for Opportunities Gather Data Family Analysis Pareto Order- out Lead Time Create Full Current State Value Stream Map Demand Proportionate Boxes Product Variety Funnel Create Full Future
Lean Manufacturing. Professor Deborah Nightingale September 26, 2005
ean Manufacturing Professor eborah Nightingale September 26, 2005 Content eneral lean concepts in factory design Manufacturing Video Manufacturing System esign Framework Conclusions Source: Tom Shields,
LEARNING TO SEE VALUE STREAM MAPPING TO CREATE VALUE AND ELIMINATE MUDA BY MIKE ROTHER AND JOHN SHOOK FOREWORD BY JIM WOMACK AND DAN JONES
LEARNING TO SEE VALUE STREAM MAPPING TO CREATE VALUE AND ELIMINATE MUDA BY MIKE ROTHER AND JOHN SHOOK FOREWORD BY JIM WOMACK AND DAN JONES A LEAN TOOL KIT METHOD AND WORKBOOK To purchase a hardcopy version
Chapter 11. MRP and JIT
Chapter 11 MRP and JIT (Material Resources Planning and Just In Time) 11.1. MRP Even if MRP can be applied among several production environments, it has been chosen here as a preferential tool for the
Lean Manufacturing and Six Sigma
Lean Manufacturing and Six Sigma Research Questions What have we done in the past? What must we do in the future? How do we know these are the correct actions? 1 Lean Definitions Key concepts of lean:
IMPACT OF PROCESS VARIABILITY ON LEAN MANUFACTURING SYSTEMS
IMPACT OF PROCESS VARIABILITY ON LEAN MANUFACTURING SYSTEMS Mel Adams and Bernard J. Schroer Center for Automation & Robotics University of Alabama in Huntsville Huntsville, AL 35899 adamsm@email.uah.edu
Small Lot Production. Chapter 5
Small Lot Production Chapter 5 1 Lot Size Basics Intuition leads many to believe we should manufacture products in large lots. - Save on setup time - Save on production costs Costs associated with Lots
Seeing the Whole Value Stream. Dan Jones, Chairman, Lean Enterprise Academy & Jim Womack, Senior Advisor, LEI November 29, 2011
Seeing the Whole Value Stream Dan Jones, Chairman, Lean Enterprise Academy & Jim Womack, Senior Advisor, LEI November 29, 2011 Housekeeping To enlarge slides, use the magnifying glass icon just beneath
Appendix Lean Glossary Page 1
Appendix Lean Glossary Page 1 Andon Board A visual control device in a work area giving the current status on performance to expectations and alerting team members to emerging issues. Batch-and- Queue
REDUCTION OF WORK IN PROCESS INVENTORY AND PRODUCTION LEAD TIME IN A BEARING INDUSTRY USING VALUE STREAM MAPPING TOOL
REDUCTION OF WORK IN PROCESS INVENTORY AND PRODUCTION LEAD TIME IN A BEARING INDUSTRY USING VALUE STREAM MAPPING TOOL Praveen Saraswat 1, Deepak Kumar 2 and Manoj Kumar Sain 3 1 Senior Lecturer, 2,3 Associate
Toyota Production System. Lecturer: Stanley B. Gershwin
Toyota Production System Lecturer: Stanley B. Gershwin Primary source: Toyota Production System by Yasuhiro Monden See also: Decoding the DNA of the Toyota Production System by Steven Spear and H. Kent
times, lower costs, improved quality, and increased customer satisfaction. ABSTRACT
Simulation of Lean Assembly Line for High Volume Manufacturing Hank Czarnecki and Nicholas Loyd Center for Automation and Robotics University of Alabama in Huntsville Huntsville, Alabama 35899 (256) 520-5326;
VALUE STREAM MAPPING KITS
Our Value Stream Mapping Icons are made of self-sticking notes (sticky notes) for an easy mapping experience. Each Icon is characterized by a symbol as well as its name, so that participants who are new
Achieving Basic Stability By Art Smalley
Achieving Basic Stability By Art Smalley Introduction Lean production has dramatically lifted the competitiveness of many manufacturing companies and the value they deliver to customers. What s more, encouraging
Getting Started with Lean Process Management
Getting Started with Lean Process Management Hi-Tec Exchange Conference San Francisco July 25, 2011 Missions To team with Organizational Leaders, Managers, & Employees to focus on customers & improve competitiveness,
Introduction to Software Kanban
Introduction to Software Kanban Darian Rashid Agile Trainer & Coach darian@agileethos.com 1 Topics Push vs. Pull Systems Introduction to Lean/Kanban Traditional Wastes in Lean Standard Development Taskboard
Misunderstandings About Value-Stream Mapping, Flow Analysis, and Takt Time
After coming across a confusing listserv discussion about value-stream mapping and some other concepts of lean, we asked LEI Senior Advisor John Shook, co-author with Mike Rother of the Learning to See
Support lean manufacturing principles with IBM Maximo Asset Management
IBM Software Manufacturing Thought Leadership White Paper Support lean manufacturing principles with IBM Maximo Asset Management Improve efficiency while optimizing maintenance processes and reducing operational
Hidalgo Consultores. Training programs 2015. info@hidalgoconsultores.com.com www.hidalgoconsultores.com
Hidalgo Consultores Highly qualified personnel increases the value of the company, allowing to work toward continuous productivity improvement and, hence, enhance COMPETITIVINESS Training programs 2015
Lean enterprise Boeing 737 manufacturing Lean Production System
Student Self-administered case study Lean enterprise Boeing 737 manufacturing Lean Production System Case duration (Min): 45-60 Operations Management (OPs) Lean enterprise Worldwide Case summary: Assembling
AN INDUSTRIAL APPLICATION OF THE SMED METHODOLOGY AND OTHER LEAN PRODUCTION TOOLS
Integrity, Reliability and Failure of Mechanical Systems Paper Ref: 3927 AN INDUSTRIAL APPLICATION OF THE SMED METHODOLOGY AND OTHER LEAN PRODUCTION TOOLS Eric Costa 1(*), Rui Sousa 1, Sara Bragança 1,
Lean operations: measurable results
Lean operations: measurable results Philips Industry Consulting 2 Philips Industry Consulting Your expert guide on the lean journey When you choose to bring lean to your operations, you are embarking on
Lean Management Standards: Manufacturing
Leader Standard Work. Do leaders have standard work? Do they follow it? Do you carry it with you as a routine? Do you have it with you now?. Is leader standard work regularly reviewed for updating? Has
The Theory of Constraints & Lean Manufacturing
The Theory of Constraints & Lean Manufacturing Don Guild Synchronous Management, Milford, CT P: 3-877-1287 E: synchronous@att.net Reproduction or use of these materials, in whole or in part, is prohibited
MSc in Lean Operations. Module Descriptions
MSc in Lean Operations Module Descriptions 2010 BSP320 Lean Thinking & Practice To establish the roots, underlying philosophy and development of the lean thinking approach. By the end of the module, the
How to Improve Process Performance Using Lean Automation
How to Improve Process Performance Using Lean Automation Frank Garcia ADVENT DESIGN CORPORATION What We ll Cover Determine how much automation is appropriate and whether this automation should be done
Ten Critical Questions to Ask a Manufacturing ERP Vendor
Ten Critical Questions to Ask a Manufacturing ERP Vendor At a Glance: The ERP industry has earned such a poor reputation for delivery in the last 20 years that users have learned to live within a very
Lean Training Ideas for TECOM. The Marine Corps needs more training time. Industry best practices can improve our training pipeline.
Lean Training Ideas for TECOM The Marine Corps needs more training time. Industry best practices can improve our training pipeline. LtCol B. B. McBreen, 1st RTBn, 2007 1 What is Lean? At MIT in 1988, Dr.
Implementing Automation after Making Lean Improvements
Implementing Automation after Making Lean Improvements Frank C. Garcia, P.E., Director Business Solutions & Engineering Services Tom Lawton, President Advent Design Corporation Bristol, PA, USA December
Hessel Visser NCOI Les 6 A P 373. Operations Management, 7E: Chapter 14 en15
1 Lecture Planning and Control 14 Enterprise Resource Planning (ERP) 15 Lean synchronization 16 Project Management (zie andere sheets) 17 Quality Management (zie andere sheets) Hessel Visser NCOI Les 6
The Book of Value Stream Maps I
The Book of Value Stream Maps I Plant Level Maps for Discrete Parts and Assemblies Solutions to common value stream mapping problems with example maps Supplier Process Customer By: Dilesh Patel, Herman
MRP, ERP och JIT. Styrningsnivåer. Johann Packendorff. The development of ERP. Increasing impact on the whole supply
MRP, ERP och JIT Johann Packendorff Styrningsnivåer The development of ERP Increasing impact on the whole supply network Manufacturing Resource Planning (MRPII) Material Requirements Planning (MRP) Web-integrated
Session 4-Lean Tools- 5S, Kanban, VSM, SMED, TPM
Session 4-Lean Tools- 5S, Kanban, VSM, SMED, TPM Upholstery Frame Workshop NCSU Wood Products Extension Hickory, North Carolina December 10th, 2009 Harry Watt Business Improvement Specialist harry_watt@ncsu.edu
Metrics-Based Process Mapping (MBPM)
Metrics-Based Process Mapping (MBPM) ASQ Lean Six Sigma Conference March 2, 2009 Company LOGO Learning Objectives The difference between a value stream map and a metrics-based process map. Key time and
Work Cells and Cellular Manufacturing
Work Cells and Cellular Manufacturing Improving the fitness of the factory 1 Cellular Manufacturing Concept of performing all of the necessary operations to make a component, subassembly, or finished product
SC21 Manufacturing Excellence. Process Overview
SC21 Manufacturing Excellence Process Overview Prepared by:- The SC21 Performance, Development and Quality (PDQ) Special Interest Group (SIG) Acknowledgement The scoring methodology used in the Management
Energy Conservation for a Paint Company Using Lean Manufacturing Technique
Universal Journal of Industrial and Business Management 1(3): 83-89, 2013 DOI: 10.13189/ujibm.2013.010302 http://www.hrpub.org Energy Conservation for a Paint Company Using Lean Manufacturing Technique
Original source of publication:
Original source of publication: Adam Martin, Keckeis Johannes, Kostenzer Peter, Klepzig Heiner; Lean ERP - How ERP Systems and Lean Management fit together; in: Piazolo, Felderer; Innovation and Future
LEAN 101 CRASH COURSE. Presented by Jacob McKenna and Seaver Woolfok
LEAN 101 CRASH COURSE Presented by Jacob McKenna and Seaver Woolfok Introductions Name Company Position Expectations Favorite Movie Instructors Background: Jacob McKenna has been involved with Lean manufacturing
What is Lean Manufacturing?
What is Lean Manufacturing? Levantar March 2012 www.levantar.co.uk info@levantar.co.uk Lean Guides for other sectors are available on our website www.levantar.co.uk e.g. Lean Office, Lean Legal, Lean Engineering
Push and Pull Production Systems
Push and Pull Production Systems You say yes. I say no. You say stop. and I say go, go, go! The Beatles 1 The Key Difference Between Push and Pull Push Systems: schedule work releases based on demand.
TRAINING SESSION SUMMARIES FOR MANUFACTURING
TRAINING SESSION SUMMARIES FOR MANUFACTURING Central to the lean philosophy is the mandate to educate everyone in an organization. Productivity s lean training has been called the best in the business,
Smarter Inventory Management
10 Real-World Tips for Smarter Inventory Management Inventory is a prime indicator of how well a business is being managed. At the plant and warehouse level too much inventory or obsolete inventory is
APPLICATION OF KANBAN SYSTEM FOR MANAGING INVENTORY
Bulletin of the Transilvania University of Braşov Vol. 3 (52) - 2010 Series I: Engineering Sciences APPLICATION OF KANBAN SYSTEM FOR MANAGING INVENTORY M. APREUTESEI 1 I.R. ARVINTE 1 E. SUCIU 2 D. MUNTEANU
Chapter 11. Lean synchronization
Chapter 11 Lean synchronization Slack et al s model of operations management Direct Design Operations Management Deliver Develop Supply network management Capacity management Inventory management Planning
VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS. Ganesh S Thummala. A Research Paper. Submitted in Partial Fulfillment of the
VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS by Ganesh S Thummala A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree In Management Technology
Ten Critical Questions to Ask a Manufacturing ERP Vendor
Ten Critical Questions to Ask a Manufacturing ERP Vendor Plex Online White Paper At a Glance: The ERP industry has earned such a poor reputation for delivery in the last 20 years that users have learned
TPM at the heart of Lean - March 2005 Art Smalley
TPM at the heart of Lean - March 2005 Art Smalley Total Productive Maintenance (TPM) has been a very important tool for equipment intensive manufacturing sectors. It is a key means for increasing machine
L E A N M A N U F A C T U R I N G
Executive Summary... 3 What is Lean Manufacturing?... 4 The Principles of Lean Manufacturing... 4 The Benefits of Lean... 6 Operational Improvements... 6 Administrative Improvements... 6 Strategic Improvements...
The Gold Mine A BRIEF GUIDE TO. by Tom Ehrenfeld
A BRIEF GUIDE TO The Gold Mine by Tom Ehrenfeld Available as a paperback or e-book Available in CD and coming soon to itunes Copyright 2010 Lean Enterprise Institute, Inc. One Cambridge Center, Cambridge,
Typically 95% of Total Lead Time is Non-Value Added!!!
Logistics, nventory, Material Flow Optimisation, Monika Uhrová, Ján Košturiak LOGSTC SYSTEM OPTMSATON Abstract n a typical factory, logistics accounts for 25% of all employees, 55% of all factory space,
Lean Thinking. Diederik Naessens Director Technology
Lean Thinking Diederik Naessens Director Technology Afkantpersen Ponsmachines Lasersnijmachines Flexible Manufacturing Systems DISCRETE MANUFACTURING discrete Short lead-times Hybrid typology (ATO - MTO
Louisiana Tech University Lean Manufacturing Courses
Lean Course Objectives: Your Employees will be able to: Louisiana Tech University Lean Manufacturing Courses Understand the tools, terms, terminology, and most importantly the benefits of Lean Manufacturing.
A Review of Assembly Line Changes for Lean Manufacturing
IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE) ISSN: 2278-1684, PP: 01-05 www.iosrjournals.org A Review of Assembly Line Changes for Lean Manufacturing Awasare Anant Dattatray 1, M.V.Kavade
Five Tips to Achieve a Lean Manufacturing Business
Five Tips to Achieve a Lean Manufacturing Business Executive Overview Introduction The more successful manufacturers today are those with the ability to meet customer delivery schedules while maintaining
Using lean methodologies to improve performance
Using lean methodologies to improve performance Contents Introduction 1 Lean principles 2 A transformation to lean 3 Graphical representation 4 Starting a new programme 5 Leading from the top 5 Mapping
Lean Six Sigma Lean 201 Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY
TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online
Making Materials Flow A lean material-handling guide for operations, production-control, and engineering professionals
Making Materials Flow A lean material-handling guide for operations, production-control, and engineering professionals By Rick Harris, Chris Harris, and Earl Wilson Foreword by Jim Womack, Dan Jones, John
Case Study on Forecasting, Bull-Whip Effect in A Supply Chain
International Journal of ISSN 0974-2107 Systems and Technologies Vol.4, No.1, pp 83-93 IJST KLEF 2010 Case Study on Forecasting, Bull-Whip Effect in A Supply Chain T.V.S. Raghavendra 1, Prof. A. Rama Krishna
Standard Work for Optimal Inventory Management
Standard Work for Optimal Inventory Management Putting practical science to work Presenter Edward S. Pound COO, Factory Physics Inc. 27 years in manufacturing JVC manufacturing engineering Honeywell (AlliedSignal)
Article Creating Basic Stability by Art Smalley, The Lean Enterprise Institute
1 of 7 10/17/2005 10:11 AM 17 October 2005 Best practices enabling lean manufacturing excellence About Contact Home Login Register Send This Page to a Friend - Superfactory Blog - Books - Articles - Events
Datasheet Electronic Kanban Ultriva vs. ERP ekanban Modules By Narayan Laksham
Datasheet Electronic Kanban Ultriva vs. ERP ekanban Modules By Narayan Laksham Summary: Several ERP vendors offer rudimentary Kanban modules to compliment their MRP systems. However, these Kanban modules
Lean in the Supply Chain! MNASQ 10/12/2015. Advance your supply chain
Lean in the Supply Chain! MNASQ 10/12/2015 Advance your supply chain Your Presenter: Ashley Yentz Career Focus Areas: Responsibilities in vision creation and deployment, project coordination, team leadership,
VALUE STREAM ANALYSIS ON A PRINTED CIRCUIT BOARD (PCB) PRODUCTION LINE
VALUE STREAM ANALYSIS ON A PRINTED CIRCUIT BOARD (PCB) PRODUCTION LINE Arvind S, Syari S Nair, Department of Industrial Engineering & Management, M.G University, Kerala Email: aravinds@gmail.com, syarinair@gmail.com
Welcome to the Lean Solutions Webinar
November 15, 2005 Welcome to the Lean Solutions Webinar Duplication of this presentation or the parts thereof is prohibited without the official written consent of. Today s presenter Jim Womack, Ph.D.
Lean Manufacturing Practitioner Training
Lean Manufacturing Practitioner Training Eliminate waste and maximize customer value kpmg.com/eastafrica/mc Lean Manufacturing Practitioner Training Lean Manufacturing is a way to eliminate waste, reduce
Lean Production with Work Process Management
GE Fanuc Intelligent Platforms Lean Production with Work Process Management Enabling Standard Work to Increase Cost Savings and Maintain Lean Momentum When there is no standard, there can be no kaizen.
Lean Kitting: A Case Study
Lean Kitting: A Case Study Ranko Vujosevic, Ph.D. Optimal Electronics Corporation Jose A. Ramirez, Larry Hausman-Cohen, and Srinivasan Venkataraman The University of Texas at Austin Department of Mechanical
Manufacturing Flow Management
Manufacturing Flow Management Distribution D Distribution Authorized to Department of Defense and U.S. DoD Contractors Only Aim High Fly - Fight - Win Supply Chain Management Processes Information Flow
www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se
1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between
For Improved Efficiency, look at the supply Chain and Outsourcing Management
For Improved Efficiency, look at the supply Chain and Outsourcing Management SESSION 6 : ALTERNATIVE FOR APPROPRIATE HEALTHCARE MANAGEMENT Maurice Rizkallah Certified Supply Chain Professional APICS On
LEAN MANUFACTURING: THE NEW NORMAL Leaning for Contract Packaging and Contract Manufacturing
LEAN MANUFACTURING: THE NEW NORMAL Leaning for Contract Packaging and Contract Manufacturing K. DONALD THAM, Ph.D., P.Eng. Ryerson University, Toronto, Canada Professor of IE & Internship Coordinator Nulogy
BSCM Sample TEST. CPIM(Certified In Production & Inventory Management) - 1 -
BSCM Sample TEST. 1. Which of the following demand fulfillment approaches typically provides the longest delivery time? A) Engineer-to-order. B) Make-to-order. C) Assemble-to-order. D) Make-to-stock. 2.
Introduction to Purchasing and Supply Chain Management
Purchasing and Supply Chain Management World Class Supply Management Introduction to Purchasing and Supply Chain Management Chapter 1 1 World Class Supply Management The World Class Supply philosophy reflects
Sequencing in Process Manufacturing The Product Wheel Approach
Sequencing in Process Manufacturing The Product Wheel Approach Shellyanne Wilson (shellyanne.wilson@utt.edu.tt) The University of Trinidad and Tobago Abstract Sequencing is perhaps the single most important
Brownfield / Greenfield Contrast SPL 3.1
Brownfield / Greenfield Contrast SPL 3.1 Joel Cutcher-Gershenfeld Senior Research Scientist, MIT Sloan School of Management and Executive Director, MIT Engineering Systems Learning Center Presentation
The problem with waiting time
The problem with waiting time Why the only way to real optimization of any process requires discrete event simulation Bill Nordgren, MS CIM, FlexSim Software Products Over the years there have been many
Case Studies on the Use of Software to Implement Lean in High-Mix Manufacturing Industries
Case Studies on the Use of Software to Implement Lean in High-Mix Manufacturing Industries Tom Knight Founder & Chief Strategy Officer www.mesa.org 2008 North American Plant-to-Enterprise Conference September
Understanding Lean Principles that Dramatically Impact Process Performance
Understanding Lean Principles that Dramatically Impact Process Performance 16 th Annual SHS Management Engineering Forum, Orlando, FL Feb. 20-21, 2004 Facilitators Chuck Cox, George Group LLC, Dallas,
Job Manager for Metal Fabrication
Job Manager for Metal Fabrication What makes Metal Fabrication unique? First, most metal shops are building to unique specifications. The Jobs are service type jobs, not production type jobs. Mass Production
Bosch Production System
Bosch SA Bosch Production System Lean Logistics Implementation in TTPO Cristina Jorge Bosch SA 25-06-2008 1 TTPO/BPS 25/06/2008 Robert Bosch GmbH reserves all rights even in the event of industrial property
Increased Productivity of Tyre Manufacturing Process using Lean Methodology
INSTITUTE OF TECHNOLOGY, NIRMA UNIVERSITY, AHMEDABAD 382 481, 08-10 DECEMBER, 2011 1 Increased Productivity of Tyre Manufacturing Process using Lean Methodology Ajit Chavda, Prof. M.Y.Patil Abstract--The
Course Outline UCLA Extension Department of Engineering, Information Systems & Technical Management
Course Outline UCLA Extension Department of Engineering, Information Systems & Technical Management Course Number & Title: X 428.68 Lean Operations Course Instructor: Saeed Madjidi, BSIE, MBA Phone: (C)
Lean Supply Chain and Logistics Management
Lean Supply Chain and Logistics Management Paul Myerson Me Grauu Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto CONTENTS CHAPTER
Operations and Supply Chain Management Prof. G. Srinivasan Department of Management Studies Indian Institute of Technology Madras
Operations and Supply Chain Management Prof. G. Srinivasan Department of Management Studies Indian Institute of Technology Madras Lecture - 41 Value of Information In this lecture, we look at the Value
Machining Operations- Cycle Time
Machining Operations- Cycle Time Module 8.2 Tamboura Gaskins, LFM 06 Sean Holly, LFM 06 Mentor: Professor Tim Gutowski Professor and Associate Head of Mechanical Engineering, MIT Brian Bowers, LFM 03 Presentation
The Need for Lean Training
The Need for Lean Training Jim Keyes University of Wisconsin Stout The recent economic downturn and the sustaining of lower economic conditions into the near future have caused manufacturers to reevaluate
Automated Receiving. Saving Money at the Dock Door. Page 8
Automated Receiving Saving Money at the Dock Door Page 8 Today s warehouse management and automated sortation systems are far easier to integrate than in the past. As a result, distribution centers are
A Book Review: Lean Thinking by Womack and Jones
A : Lean Thinking by Womack and Jones Assignment for ESD.83: Research Seminar in Engineering Systems Prepared by Annalisa L. Weigel November 2000 We can lick gravity, but sometimes the paperwork is overwhelming.