IMPLEMENTATION PROCEDURE OF LEAN METHODS IN LOGISTICS PROCESSES. Roman BEDNÁR, Natália HORŇÁKOVÁ, Helena VIDOVÁ
|
|
- John Harmon
- 5 years ago
- Views:
Transcription
1 IMPLEMENTATION PROCEDURE OF LEAN METHODS IN LOGISTICS PROCESSES Roman BEDNÁR, Natália HORŇÁKOVÁ, Helena VIDOVÁ Slovak University of Technology, Institute of Industrial Engineering, Management and Quality, Paulínska 16, Trnava, Abstract Diversification of companies, in the business environment, does not give a great option to the standardisation of procedures. Companies which want to maintain or improve their position in the market should focus on improving their. Each company is characterised by its specific characteristics that make the company unique, but areas such as logistics, production, purchasing and sales have common characteristics that may be separated and special attention can be paid to them. The paper is focused on the steps to implement lean methods related to logistics, because logistics includes many non-value added. Lean methods offer a space to effortless changes through which companies can achieve improving of their market position. The authors also present the results of a survey conducted in the V4 countries. Based on this survey the steps to implement the methods of a lean logistics are proposed in the practical part, what is also the main aim of this paper. Keywords: lean Concept, Implementation, Logistics Processes, Market Research 1. INTRODUCTION The prosperity of the company should be improved in all areas. Therefore older and also new methods should be implemented in the company by simple procedures and not in lengthy and costly way. The existence of Lean Concepts can be observed over the last century, and their impact upon business is of considerable importance. A low level of information and an apprehension of new concepts hindered this process. The lean concept is designed to eliminate waste and implement only those activities that deliver value to customers and their negative impact is the lowest. The concept as a whole is primarily intended for companies with serial production. However, methods and procedures can be divided into logistics, manufacturing, administrative, purchase or sales groups by examining concept principles. Most of them can be used in several areas at the same time. The paper focuses on the steps to implement lean methods related to logistics, because especially logistics can represent the greatest potential for improving. It does not have to be like this because the probability of wasting is higher in this area than in others. The main aim of this paper is to present the detailed information about the implementation of lean methods in field of logistics to the wider business context. The paper is primarily for the readers/businesses that are willing to begin on the road to improvements through lean concepts in logistics without involving external companies. 2. MAIN TEXT Methods of Lean concepts can be used in all areas of business. The biggest intersection can be seen between logistics and the production area. Therefore, the paper attempts to separate the methods that directly enter into business logistics. A survey was conducted in V4 countries, focused on knowledge and the level of use of lean methods in industrial companies. Within this questionnaire, 605 respondents were contacted from industry. 162 organisations answered the questionnaire, which represents a return rate of 26.8%. 39% of the respondents were large companies with a staff of more than 250, 35% were small companies employing up to 50, and 26% of medium-sized companies, where the number of employees ranges from 51 to 250. The questionnaire evaluated the usage of the fundamental concepts of lean
2 manufacturing methods usable in the logistics system, namely: KAIZEN, Teamwork, KANBAN, VSM, 5S, TPM.[1] The results of the survey showed, that companies use this method regardless of the type of production. The type of production is closely related to the vastness and complexity of the logistics system. The methods are ranked from most used to least used in mass production in order by frequency: Teamwork, 5S, KAIZEN, TPM, KANBAN and VSM. [1] In Fig. 1 you can see the differences in representation of types of production. The most frequent is the usage of lean methods in companies dealing with serial production. The lean concept was designed for this type of production. The Fig. 1 also shows that different methods are also used in companies with others types of production. [1] Fig. 1 Using of lean methods in different types of production This section of the paper is specifically focused on the sequence of lean methods implementation steps. These sequences should support the interest of self-help application in companies that are not financially efficient enough to outsource the implementation to another company. In the following section each sequence through the use of diagrams will be described. These are decision diagrams, which correctly direct the user to successful implementation of above mentioned methods and the elimination of NVA (Not value added). The main section of the paper is built on the author s previous research published in the METAL2012 conference text book, entitled the "Application of Lean Principles in Business Logistics". In addition of practical examples of using lean methods in the previous article these methods were divided into two categories. The first category included the methods that directly enter the logistic (KANBAN, VSM) and in the second category were methods that indirectly affect the logistics (Teamwork, KAIZEN, 5S, TPM). [2] The most frequent method according the survey is Teamwork. This method is focused on employee s cooperation in order to achieve a synergistic effect of all employees. Teamwork is a method that indirectly enters into logistics. The sequence of its implementation steps is shown in Fig. 2. Teamwork implementation, like other methods, requires the selection of people who will deal with this process. Teamwork is the way of work organization in teams from 4 to 15 people. [3]
3 Team work Selection of the team for implementation the Full-area implementation Does the selected team have the To focus on To identify business Develop map of teams. To define the team groups by a process map To standardize teams activities To analyze business To synthesize business To provide feedback to team members To define teams autonomy Divide the so that they can exercise group 4-15 people, and to decide on their activities. To schedule a workshop meetings To determine the actions of individuals teams To develop training and information programs Ensure interchangeability of team members To reorganize evaluation, remuneration and motivation Identify team roles Selection of people to the team Fig. 2 The sequence of Teamwork implementation steps The next most frequently used method in terms of industrial practice needs is 5S. The method is oriented to increase the work efficiency at s through its proper organization. Based on our previous research, this method can be classified among those that indirectly enter into logistics. Therefore, it is necessary to consider with less impact to the whole area of logistics. The diagram shows the different stages (pink rectangles), divided into that describe in detail the 5S implementation (see Fig. 3). To prepare red cards To mark aids and tools with cards in To perform oparations bases on the cards Pareto classification of items To sort items in the To determine the number of items in To make an items inventory in the Draw layout of items 1. Sorting 2. Straightening To clean a Selection of the team for implementation the To label control and cleaning frequency in the To define the areas of continuous cleaning 3. Shine To define the areas of periodic review 5S To build a team spirit Train employees to keep according to the standards. 5. Sustaining the Practice To invite employees to the team which is implementing 5S To create a form for entering the cleaning and control in the 4. Standardizing Fig. 3 The sequence of 5S implementation steps KAIZEN (see Fig. 4) is designed to capture the improvement from all the corporate employees. KAIZEN was included in methods that indirectly enter the logistics in previous research. Its principle is continuous improvement in small increments, as opposed to large capital-intensive innovative changes.
4 Selection of the team for implementation the KAIZEN Initial training To develop a system of motivation and rewards for developers and evaluation team Collecting improvement proposals Workplace observation current situation Developer and evaluation team rewarding Evaluation of enterprise-wide benefits Standardization of the improved stage The effect is Motivation for further improvements Positive Negative Recordingof the solution effect Categorization of solution proposal and its results Implementation of improvements in the specific A Proposal of fully-area implementation of solution Is the proposal feasible? Fig. 4 The sequence of KAIZEN implementation steps Selection of the team for implementation solution Developing of action plan Implementation of the final solution TPM this method is utilised to maintain the constant working pace without unexpected failures. TPM is accordingly included in the group of methods within direct impact on logistics. Diagram of the sequence of TPM implementation steps is shown in Fig. 5. [4] Selection of the team for implementation the TPM TPM approval process Selection of demonstrati on facility END Implementati on of 5S principles in the To eliminate deficiencies found during the cleaning Further education of employees Creation of standard for cleaning, lubrication and control Support the management concept of TPM? Mark inspection, cleaning and lubrication zone. Create of vision for maintenance Present a vision of leadership of company. Draft of TPM implementation Classification of machineries and equipments into the group A,B,C,E Draft a maintenance check Proposal on increasing OEE Development of functional and structural decomposition Draft of applying autonomous maintenance Implementation of proposed solutions Identification and classification of critical components of machinery and equipment Proposal for optimalization Improving and expanding the level of TPM failure modes and their causes Scheduled Maintenance Plans Was the fleet of machines expanded after TPM implementation? Selection of appropriate type of maintenance for machine components Establish standards and technical documentation. Visual management Fig. 5 The sequence of TPM implementation steps
5 The TPM implementation is a lengthy process but the initial success can be seen in a short time. Two phases of TPM implementation as phase of process approval and phase of the TPM implementation itself can be seen in the diagram of the sequence of steps. We also refer to Visual Management use in the diagram. Its tools are used in the case of TPM either. The method KANBAN supports decreasing of production batches. Lower production batches mean fewer semi-products in production. The method was classified into the group of methods that directly enter the logistics in the previous research. The sequence of KANBAN implementation steps is shown in Fig. 6. Selection of the team for implementation the KANBAN Employee training Establishing of control loops To edit a layout of machineries and equipments - production line To define a supermarket zones Ensure rapid failures fixes To set the control standards Balance of capacities in material flow To ensure rapid exchange of machineries and equipments Preparation of the production system Estimate a number of KANBAN cards Draft of KANBAN card To place KANBAN boxes Name and description of product Number of pieces in a box Number of boxes in a pallet Label the machine on which the material is processed Label the machine on which the material is then processed To set the time intervals of KANBAN cards collection To reduce the number of kanban cards To place FIFO boards To set the standards of solutions for disagreements To place the control boards Application of KANBAN method Fig. 6 The sequence of KANBAN implementation steps The activities are divided into two phases. First one is the " of a production system" - without this phase implementation is impossible and second one is the "Application of KANBAN" this phase shows the progress of activities especially for the physical location of the elements in the production system. [5] The VSM method belongs to the first ones that are applied in the concept of lean production (see Fig. 7). Selection of product family representative Does the selected team have the Selection of product family representative by ABC analysis or similarity of technological Selection of the team for implementation the Assess the current state value stream map To include in the customer requirements VA index calculation To define the NVA and VA To record parametres of VSM To draw in the material flow from left to right To draw in the information flow from right to left Omplementation A proposal of actions and changes based in action plan Assess the future state value stream map Waste elimination workshop Draw a future state value stream map current situation VA index calculation waste Fig. 7 The sequence of VSM implementation steps
6 It is possible to reveal areas in which improvements start through VSM. This method reveals most of the waste in logistics. In the diagram of sequence of VSM implementation steps four phases can be seen that represent theoretical steps as: 1. Selection of representative for group of products, 2 Presentation of the current state, 3. Presentation of future state and 4. Implementation of measures (actions). The main steps were divided into more specific activities. The most important part of the implementation is to determine VA (Value added) and NVA (Not Value Added). [6] Conclusions In the article, selected methods have been used from the basic concepts of lean manufacturing methods, suitable for application in the logistics business. The survey was based on the use of lean methods in the V4 countries. The main part of the paper was focused on the sequence of each methods implementation steps. This section was mainly focused on displaying the activities through the decision diagrams that describe activities related to the implementation of these methods in detail. More detailed theoretical knowledge of selected methods was mentioned in the paper "LEAN PRINCIPLES APPLICATION IN BUSINESS LOGISTICS" published in the METAL2012 th text book last year. The issue of Lean Concepts implementation in small companies will not be as a matter of course in a short time but it is hoped that our paper can help to inspire industrial companies to increased activity in this area. Implementation is not easy in any way because every company is an individual entity. REFERENCES [1] BEDNÁR, R., VIDOVÁ, H., BELUSKÝ, M., Lean principles application in business logistics. In Metal 2012: 21.mez. metal. konference: BR, Hotel Voronež, Česká republika [CD-ROM]. Ostrava: TANGER: Květen, 2012, ISBN [6]. [2] MARCHWINSKI, C Lean Lexicon: a graphical glossary for Lean Thinkers. s.l. : Lean Enterprise Institute, Inc., ISBN: [3] WITKOWSKI, K. The aspect of integrated logistics for sustainable development, Procedings of the Joint International IGIP-SEFI Annual Conference 2010: Diversity unifies Diversity in Engineering Education, Trnava - Slovakia, 2010 [4] VIDOVÁ, H. The Application of Lean Principles in Business Logistics. Hochschule Anhalt. Kothen 2011, p 120, ISBN [5] WILSON, L How to Implement Lean Manufacturing. s.l. : McGraw Hill Professional, ISBN: [6] SANIUK, S., SANIUK, A., Rapid prototyping of constraint-based production flows in outsourcing, In Advanced Materials Research [online], 2008, Vol , p ,
IMPROVING OF MANUFACTURING SYSTEMS IN INDUSTRIAL ENTERPRISES BY USING DYNAMIC SIMULATION. Ján HUDÁK, Natália HORŇÁKOVÁ, Helena VIDOVÁ
IMPROVING OF MANUFACTURING SYSTEMS IN INDUSTRIAL ENTERPRISES BY USING DYNAMIC SIMULATION Ján HUDÁK, Natália HORŇÁKOVÁ, Helena VIDOVÁ Slovak University of Technology in Bratislava, Faculty of Materials
More informationFinished goods available to meet Takt time when variations in customer demand exist.
Delaware Valley Industrial Resource Center 2905 Southampton Road Philadelphia, PA 19154 Tel: (215) 464-8550 Fax: (215) 464-8570 www.dvirc.org Term Batch-and-Queue Processing Buffer Stock Catchball Cell
More informationPLUS VALUE STREAM MAPPING
LEAN PRINCIPLES PLUS VALUE STREAM MAPPING Lean Principles for the Job Shop (v. Aug 06) 1 Lean Principles for the Job Shop (v. Aug 06) 2 Lean Principles for the Job Shop (v. Aug 06) 3 Lean Principles for
More informationCHAPTER 1 INTRODUCTION
1 CHAPTER 1 INTRODUCTION Nowadays, manufacturing firms are in the position to redefine and redesign their manufacturing systems in order to meet the competitive demands raised by market challenges. The
More informationSession III. LEAN Enterprise and Six Sigma
Session III LEAN Enterprise and Six Sigma LEAN Enterprise Is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining Lean Manufacturing,
More informationLEAN MANUFACTURING & TPM.
LEAN MANUFACTURING & TPM www.fourprinciples.com BACKGROUND The core area of any manufacturing facility is the shop floor. Manufacturing is most often also the largest function within an organisation. In
More informationLean Flow Enterprise Elements
"Lean Flow" describes the performance of organizations that are effective enough to win consistently in the competitive global marketplace. To understand how to get there, it s useful to focus on Lean
More informationLEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0
MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes
More informationGlossary of Lean Terminology
Glossary of Terminology Term Definition Use 5S: Used for Improving organization of the workplace: Sort > Set in order > Shine > Stardize > Sustain Create an organized work area A3 Thinking: Affinity Diagram:
More informationLean Gold Certification Blueprint
The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types
More informationMANAGEMENT OF PRODUCTION ORDERS IN METALWORKING PRODUCTION. Anna SANIUK, Krzysztof WITKOWSKI, Sebastian SANIUK
MANAGEMENT OF PRODUCTION ORDERS IN METALWORKING PRODUCTION Anna SANIUK, Krzysztof WITKOWSKI, Sebastian SANIUK University of Zielona Góra, Licealna 9, 65-417 Zielona Góra, Poland a.saniuk@iizp.uz.zgora.pl;
More informationLEARNING TO SEE an introduction to lean thinking
LEARNING TO SEE an introduction to lean thinking 2 Why Lean? Customer satisfaction Market share Costs 3 Where did Lean come from? Henry Ford First flow production line 1960s The term Lean originated International
More informationImplementation of Kanban based Pull Production in Finish Match Grinding Lines
Implementation of Kanban based Pull Production in Finish Match Grinding Lines Vishwanath V K 1 M.Tech student, Department of Industrial Engineering M S Ramaiah Institute of Technology Bangalore, India
More informationSEMBIT5-08 Recommend staff development and guidance for continuous improvement
Recommend staff development and guidance for continuous Overview This unit covers the competences required to generate and encourage to an organisation's continuous culture by identifying and recommending
More informationDynamic simulation for optimisation solution of manufacturing processes
Dynamic simulation for optimisation solution of manufacturing processes Vladimíra Schindlerová 1,*, Ivana Šajdlerová 1, Dominika Lehocká 2 1 VŠB - Technical University of Ostrava, Faculty of Mechanical
More informationHistorical Phases of Production
Lean 101 Overview Lean Background Taiichi Ohno and Shigeo Shingo developed Lean Manufacturing at Toyota over a period of 20-30 years. Their intention was not to develop some sort of unified field theory
More informationQualification Specification. HABC Level 2 Certificate in Business Improvement Techniques (QCF) Qualification Number: 601/3198/6
wwwhighfieldabccom Qualification Specification HABC Level 2 Certificate in Business Improvement Techniques (QCF) Qualification Number: 601/3198/6 Highfield House Heavens Walk Lakeside Doncaster South Yorkshire
More informationPHYSICIAN SERVICES ALIGN. IMPROVE. ENGAGE. SUSTAIN.
ALIGN. IMPROVE. ENGAGE. SUSTAIN. Burning Questions What do you want to know more about that will contribute significantly to your success?" 2 Content Creative Tension Align and Deploy the Organization
More informationBefore and After: A Study of Nomacorc s Lean Journey
Before and After: A Study of Nomacorc s Lean Journey How Nomacorc leaned into a world class facility Tom Shank Gary Strickland Tom Shank Supply Chain Manager at Nomacorc, LLC in Zebulon, NC Nomacorc is
More informationLearning Objectives. 1. Explain how lean systems improve internal and supply chain operations
CHAPTER EIGHT Lean Systems McGraw-Hill/Irwin Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives 1. Explain how lean systems improve internal and supply chain operations
More informationThe basic concept of waste
The basic concept of waste Waste Value-adding Customer demand Value stream = all processes and work steps between withdrawal of raw material and delivery of finished good Customer satisfaction The customer
More informationDefine 6. Improve 80. Measure 20. Control 100. Analyse 46. Analyse cont... Hypothesis Testing Correlation & Regression 74-79
CONTENT Define 6 Charter 8-11 Voice Of Customer 12-15 Stakeholder Management 16-19 Measure 20 VSM/Process Mapping 22-27 Data Collection 28-31 MSA/Gage R&R 32-39 Capability 40-45 Analyse 46 Graphical Analysis
More informationUSING COMPETENCY MODELS IN INDUSTRIAL ENTERPRISES
RESEARCH PAPERS FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA 2013 Special Number USING COMPETENCY MODELS IN INDUSTRIAL ENTERPRISES Katarína KRAJČOVIČOVÁ
More informationSouth Central. Course Catalog
Contents Lean Operations Solutions... 1 Principles of Lean Manufacturing 4 hr... 1 Value-Stream Management & Mapping - 4 hr, 24 hr... 1 5S: Workplace Organization 4 hr, 40 hr... 1 Total Productive Maintenance
More informationUSING COMPETENCY MODELS IN INDUSTRIAL ENTERPRISES
RESEARCH PAPERS FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA 10.2478/rput-2013-0022 2013, Volume 21, Special Number USING COMPETENCY MODELS IN INDUSTRIAL
More informationSALES PROSPECTING KIT
Distributed by: SALES PROSPECTING KIT LEAN MANUFACTURING LAST UPDATED 4/2009 What is Lean Manufacturing? Lean manufacturing is an improvement methodology designed to eliminate waste and improve operational
More informationINTRODUCTION 1. When manufacturing processes of products being examine through customer s perspective, we will be able to identify 2 types of processe
INTRODUCTION 1. When manufacturing processes of products being examine through customer s perspective, we will be able to identify 2 types of processes, the Value-Added and Non-Value Added. 2. The later
More informationINTRODUCTION 1. When manufacturing processes of products being examine through customer s perspective, we will be able to identify 2 types of processe
INTRODUCTION 1. When manufacturing processes of products being examine through customer s perspective, we will be able to identify 2 types of processes, the Value-Added and Non-Value Added. 2. The later
More informationAn Application of Lean Manufacturing to Enhance the Runtime in the Machine Shop
An Application of Lean Manufacturing to Enhance the Runtime in the Machine Shop SAMIR SAMA PG Student, Department of Mechanical Engineering, S. P. B. Patel Engineering collage, Linch Mehsana Gujarat (India)
More informationBusiness Improvement Lean Manufacturing Toolkit
Business Improvement Lean Manufacturing Toolkit Lean Introduction. Lean is an influential and established set of principles and methods which can be used in any environment and setting. Lean is essentially
More informationCHAPTER 8 INTEGRATION OF QMS AND LMS
152 CHAPTER 8 INTEGRATION OF QMS AND 8.1 QUALITY MANAGEMENT SYSTEM There are various reasons for implementing a quality system that conforms to an ISO standard. The primary reason is that customers are
More informationAutonomous Maintenance
Autonomous Maintenance Focussed Improvement Effective Maintenance Education and Training Early Management Quality Maintenance TPM in Administration Safety, Health, Environmental Total productive Maintenance
More informationLean Systems Thinking: A Roadmap for Operational Excellence
Lean Systems Thinking: A Roadmap for Operational Excellence Professor Peter Hines BCCC 2011 Annual Conference 6 th & 7 th April 2011 Inspiring success through pioneering, process-based solutions S A Partners
More informationSupervisory Management N4
Supervisory Management N4 Lecturer s Guide ISBN: 978-1-4308-0619-6 Jowaheer Consulting and Technologies This Lecturer s Guide accompanies the following Student s Book: Title: Supervisory Management N4
More informationMODELING OF A SHAFT PRODUCTION SYSTEM
, TECHNOLOGIES IN MACHINE BUILDING, ISSN 11-5, 15 MODELING OF A SHAFT PRODUCTION SYSTEM Florin BURUIANA 1, Mihaela BANU, Alice BURUIANA 1 1 Department of Manufacturing Engineering, Faculty of Engineering,
More informationJournal of American Science 2015;11(5) Implementation of Lean Logistics in Apparel Manufacturing
Implementation of Lean Logistics in Apparel Manufacturing Sherien N. El-Kateb Faculty of Engineering, Department of Textile Engineering, Alexandria University, Egypt k_sherien@yahoo.com Abstract: Is Lean
More informationValue Stream Mapping
Value Stream Mapping Dr. Bob Gee Dean Scott Bonney Professor William G. Journigan American Meridian University 1 Learning Objectives Upon successful completion of this module, the student should be able
More informationA PM on Lean Production Randel Ltd.
A PM on Lean Production Randel Ltd. RANDEL LTD. INDUSTRY STREET 8 38267 WOMANCHESTER ENGLAND Written by: Tobias Reith, BSc Course: Lean Production (2016) Linköping University, Sweden A PM ON LEAN PRODUCTION
More informationChange is constant. Obstacle to RE: Why requirement study? Limitation of the designers Different knowledge domains Not expertise Ubiquitous nature
Design the right thing! Fang Chen Change is constant Requirement Design Creation What makes the change? Human nature Society Organization i Competitors Human nature: never satisfy ) 4 Why requirement study?
More information3.1. LEAN-KAIZEN TOOLS FOR THE ACCOUNTING SYSTEM AND THE DECISION MAKING PROCESS
3.1 Lean-Kaizen tools for the accounting system and the decision making process Anita TANGL István VAJNA DOI: 10.18515/dBEM.M2016.n01.ch14 3.1. LEAN-KAIZEN TOOLS FOR THE ACCOUNTING SYSTEM AND THE DECISION
More informationValue stream mapping in glide manufacturing: A case study of Insti-Tools in Zimbabwe
International Journal of Science, Technology and Society 2015; 3(2-2): 6-10 Published online February 26, 2015 (http://www.sciencepublishinggroup.com/j/ijsts) doi: 10.11648/j.ijsts.s.2015030202.12 ISSN:
More informationIntroduction to Lean CAPTURE AND LEVERAGE THE LEAN ADVANTAGE. Introduction to Lean. Learning Objectives
Plus / Delta Key Take-Aways: 1. High value for full day class 2. A lot of material was covered 3. CoP will address Last Planner & Target Value Design by holding workshops in 2017 Austin CoP Event: ; Presented
More informationCompany Business Excellence Self-Assessment
Company Business Excellence Self-Assessment Assessment Review Date: Danbury ISR Updated: 7/21/2011 1 Completing this Self-Assessment 1. Review each section as a separate assessment of your current state
More informationInternational Lean Manufacturing Lessons National Localization Indaba Balázs Németh, Phd. Kvalikon Consulting
International Lean Manufacturing Lessons National Localization Indaba Balázs Németh, Phd. Kvalikon Consulting DAC Annual Grand Meeting 5 June 2014 Competition 2 Competing for Resources (Capital, Raw Material,
More informationContinuous Improvement Toolkit. Value Analysis
Continuous Improvement Toolkit Value Analysis VA NVA The Continuous Improvement Map Managing Risk FMEA Understanding Performance** Check Sheets Data Collection PDPC RAID Log* Risk Analysis* Benchmarking***
More informationDEVELOPMENT OF TPM IMPLEMENTATION PLAN IN SWITCHGEAR & ENGINEERING COMPANY
Proceedings of the International Conference on Mechanical Engineering 2003 (ICME2003) 26-28 December 2003, Dhaka, Bangladesh ICME03-AM-32 DEVELOPMENT OF TPM IMPLEMENTATION PLAN IN SWITCHGEAR & ENGINEERING
More informationCh 26 Just-In-Time and Lean Production. What is Lean Production? Structure of Lean Production System. Activities in Manufacturing.
Ch 26 Just-In-Time and Lean Production Sections: 1. Lean Production and Waste in Manufacturing 2. Just-in-time Production Systems 3. Autonomation 4. Worker Involvement What is Lean Production? Lean production
More informationThese tend to be sequential, and offer increasing levels of efficiency to an organisation.
3 Forms of Waste There are 3 forms of waste in any organisation; muda (tasks with no value add), mura (where things are done inconsistently) and muri (where excessive effort is used). Benefit of thinking
More informationCooperation of Lean Enterprises Techniques used for Lean Supply Chain.
Cooperation of Lean Enterprises Techniques used for Lean Supply Chain. Wroclaw University of Technology, adress: ul. Lukasiewicza 5 50-371 Wroclaw, Poland email: marek.eisler@pwr.wroc.pl, remigiusz.horbal@pwr.wroc.pl,
More informationMAS BEST PRACTICE SKILLS EVENT LEAN AWARENESS WORKSHOP
MAS BEST PRACTICE SKILLS EVENT LEAN AWARENESS WORKSHOP RICK SHOULER Rick.shouler@mymas.org COURSE CONTENT Introduction The Need for Change Introduction to Lean and Continuous Improvement Waste Visual Management
More informationLEAN ROUTE-TO-MARKET.
LEAN ROUTE-TO-MARKET www.fourprinciples.com BACKGROUND In general terms a route-to-market (RTM) is the way a company brings the right products to the right point of sales at the right time. The RTM is
More informationTEN STEPS to Lean Electrical Controls
Complements of: TEN STEPS to Lean Electrical Controls EXECUTIVE SUMMARY Globalization is forcing companies to constantly become more efficient. To drive efficiencies, many companies are implementing Lean
More information"Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007
"Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007 LAKRE 2007 1 Lean Manufacturing What is Lean Manufacturing? A philosophy
More informationProfit = Price - Cost. TAKT Time Map Capacity Tables. Total Productive Maintenance. Visual Control. Poka-yoke (mistake proofing) Kanban.
GPS Mod 1 Introduction MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs Quality Cost Delivery Safety Measures Morale TAKT Time Map
More informationIMPLEMENTATION OF LEAN TOOLS IN AN SME
IMPLEMENTATION OF LEAN TOOLS IN AN SME Hariram VR 1, V. Muthukumaran 2 1 Department of Mechanical Engineering, SNS College of Technology, Tamil Nadu 641035, India 2 Department of Mechanical Engineering,
More informationLab Quality Confab LEAN Principles. 4 Fundamental LEAN Tools to Transform your Laboratory. Rita D Angelo, Bonnie Messinger, Bill Krzisnik
Lab Quality Confab 2018 LEAN Principles 4 Fundamental LEAN Tools to Transform your Laboratory Rita D Angelo, Bonnie Messinger, Bill Krzisnik Learning Objectives The Learner will be able to: 1. Understand
More informationInternational Journal on Textile Engineering and Processes, ISSN: , Vol 1, Issue 1, Jan2015
Total Quality Management in Terry Fabric Manufacturing Pranjali Chandurkar, CTF Abstract The challenge that companies face as the 21st Century gets underway, is to succeed in global economy where competition
More informationJames P omack Womack Chairman L, ean Lean Enterprise Institute
Lean Tools to Lean Management James P. Womack Chairman, Lean Enterprise Institute 1 2 ASh Short thistory of flean Elements of Any Value Creating Enterprise 1. Product and process development, from concept
More informationContinuous Improvement Manager Position Description
Job Title: Continuous Improvement Manager Department: Administration Reports To: President FLSA Status: Exempt Prepared By: Jenny Redes Prepared Date: May 29, 2009 Approved By: Sam Nicholas Approved Date:
More informationRESEARCH PAPERS FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA
RESEARCH PAPERS FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA 2012 Special Number EQUIPMENT CATEGORIZATION AS A BASIS TO IMPROVE THE ORGANIZATION OF
More informationMULTIPLE PRACTICAL RATIONALIZATION OF WORKPLACE IN ACCORDANCE WITH POKA - YOKE METHOD. Matej DAŇO, Marek JAKIMOWICZ, Sebastian SANIUK, Helena VIDOVA
MULTIPLE PRACTICAL RATIONALIZATION OF WORKPLACE IN ACCORDANCE WITH POKA - YOKE METHOD Matej DAŇO, Marek JAKIMOWICZ, Sebastian SANIUK, Helena VIDOVA Institute of Industrial Engineering and Management, Slovak
More informationLEAN INNOVATION - R&D.
LEAN INNOVATION - R&D www.fourprinciples.com BACKGROUND Generating innovative ideas and developing them into competitive products is vital to being genuinely successful in an ever more competitive marketplace.
More informationAssessment of Supply Chain Strategies and Analysis on the Performance of Companies Deployed Strategy Using Activity Based Approach
Jurnal Teknologi Full paper Assessment of Supply Chain Strategies and Analysis on the Performance of Companies Deployed Strategy Using Activity Based Approach Masoud Rahiminezhad Galankashi a*, Farhad
More informationThis article is on Facility Layout and Types of Layouts. It contains concepts like -
This article is on Facility Layout and Types of Layouts It contains concepts like - Facility Layouts in Industries Types of Layouts in industries Plant Layout Process Layout Product Layout Combined Layout
More informationL2 The requirement study. Requirement Engineering. Fang Chen
L2 The requirement study Fang Chen Requirement Engineering Requirement are ubiquitous part of our lives Understand the requirement through communication People are hard to understand! Requirement Creation
More informationContinuous Improvement Toolkit. How-How Diagram
Continuous Improvement Toolkit How-How Diagram The Continuous Improvement Map Managing Risk FMEA Understanding Performance Check Sheets Data Collection PDPC RAID Log* Risk Assessment* Fault Tree Analysis
More informationThe Application of Lean Production Control Methods within a Process-Type Industry: The Case of Hydro Automotive Structures
The Application of Lean Production Control Methods within a Process-Type Industry: The Case of Hydro Automotive Structures Daryl Powell 1, Erlend Alfnes 1, and Marco Semini 2 1 Department of Production
More informationINSTRUMENT DEVELOPMENT, RELIABILITY AND VALIDITY TESTS
41 CHAPTER 4 INSTRUMENT DEVELOPMENT, RELIABILITY AND VALIDITY TESTS 4.1 INSTRUMENT DEVELOPMENT The research instrument used in the study consists of nine constructs. Each construct consists of set of items
More informationModern Maintenance Technologies - Inspection Analysis & Monitoring
Training Title Modern Maintenance Technologies - Inspection Analysis & Monitoring Training Venue and Dates 5 days Modern Maintenance Technologies 5 04-08 Nov $3,750 Kuwait In any of 5 star hotel. Exact
More informationLean Manufacturing at Spirit
Lean Manufacturing at Spirit Martin Randall Operations Director - Spirit Circuits Ltd The next 20 minutes. Potted history of Lean What is Lean? Lean Goals & Principles Why Lean @ Spirit Where we are now
More informationINTRODUCTION. LEAN SHIPBUILDING is the building process of Ships and Offshore Units, ruled and performed by LEAN PRINCIPLES.
INTRODUCTION LEAN SHIPBUILDING is the building process of Ships and Offshore Units, ruled and performed by LEAN PRINCIPLES. Like in many other industries, current shipbuilding in most shipyards is full
More informationQUALITY PLANNING FOR SUPPLIERS - PERFECTION IS OUR DRIVE -
QUALITY PLANNING FOR SUPPLIERS - PERFECTION IS OUR DRIVE - 1 Contents 1 Contents... 2 2 Introduction... 3 3 Quality Management Systems... 4 3.1 Quality promotion as a supplier assumption 4 3.2 Quality
More informationSKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICES SKILLS STANDARDS FOR PUBLIC RELATIONS MANAGER / MARKETING COMMUNICATIONS MANAGER
Occupation: Public Relations Manager/Marketing Communications Manager Occupation Description: The Public Relations Manager/Marketing Communications Manager directs the development and execution of marketing
More informationFROM 5S METHODOLOGY TO LEAN LAYOUT: EVIDENCE FROM AUTOMOBILE INDUSTRY
FROM 5S METHODOLOGY TO LEAN LAYOUT: EVIDENCE FROM AUTOMOBILE INDUSTRY Pavla Otenšlégrová Felipe Martinez Abstract This paper proposes a complementary approach to implementing 5S and Lean Layout methodologies
More informationApplying Lean to Internal Auditing. Chris Baker B App Sc (Applied Physics) AIMM Principal Consultant Kallista Consulting
Applying Lean to Internal Auditing Chris Baker B App Sc (Applied Physics) AIMM Principal Consultant Kallista Consulting Relevance to Auditing Value Stream Mapping Core Lean Concepts Internal audit is a
More informationDial-in Number: Access code: # Go to: Use the JOIN A SESSION button Enter the Access Code:
Dial-in Number: 209 647-1075 Access code: 1013004# Go to: http://www.gatherplace.net Use the JOIN A SESSION button Enter the Access Code: 8285433 This presentation may appear different on your computer
More informationFlow and Pull Systems
Online Student Guide Flow and Pull Systems OpusWorks 2016, All Rights Reserved 1 Table of Contents LEARNING OBJECTIVES... 4 INTRODUCTION... 4 BENEFITS OF FLOW AND PULL... 5 CLEARING ROADBLOCKS... 5 APPROACH
More informationContents Introduction to Logistics... 6
CONTENTS Contents... 3 1. Introduction to Logistics... 6 1.1 Interfaces between Logistics Manufacturing....7 1.2 Logistics: Manufacturing issues in Customer Service...9 I.3 Production scheduling...10 1.4
More informationLecture 9 MBF2213 Operations Management Prepared by Dr Khairul Anuar. L9: Lean synchronization
Lecture 9 MBF2213 Operations Management Prepared by Dr Khairul Anuar L9: Lean synchronization 1 Lean operations Operations strategy Design Improvement Lean operations Planning and control The market requires
More informationOPERATIONAL EXCELLENCE
OPERATIONAL EXCELLENCE Advanced methods for operational excellence Angel Albizu Mardones Leader Consultant at ASENTA MANAGEMENT CONSULTANTS 28/10/15 www.pharmaprocessforum.com 2 Track 2: OPERATIONS Advanced
More informationWORLD CLASS TRAINING BASIC. Training solutions. Catalogue ENGLISH
WORLD CLASS TRAINING BASIC solutions Catalogue ENGLISH World Class approach 1 FCA Italy - & Consulting is an organization of Professional Trainers fully dedicated to support operations training initiatives
More informationEMPIRICAL STUDY OF SHOP FLOOR CONTROL IN BULGARIAN SMALL AND MEDIUM ENTERPRISES
1. SVETOSLAV DIMKOV EMPIRICAL STUDY OF SHOP FLOOR CONTROL IN BULGARIAN SMALL AND MEDIUM ENTERPRISES Abstract: In the current work are discussed the shop floor control problems in the Bulgarian small and
More information5) To understand how Enterprise Resource Planning and MRPII CAD / CAM/CIM and automated factory systems are used in managing operations
- Fall 2018-100% Online starting 10 th September 2018: There is only one inclass seminar Room RS208 (9AM Noon) Course Outline Operations Management is the systematic approach and control of the processes
More informationLEAN PRODUCTION FACILITY LAYOUT.
LEAN PRODUCTION FACILITY LAYOUT www.fourprinciples.com BACKGROUND The production facility layout is as important as the technology it houses and has a significant impact on business performance. The layout
More informationBusiness Process Modelling 28 February 2013
Business Process Modelling 28 February 2013 2 Purpose The workshop aims at stimulating dialogue, answering questions and providing practical demonstrations to enhance your business and process modelling
More informationQUESTION 2 What conclusion is most correct about the Experimental Design shown here with the response in the far right column?
QUESTION 1 When a Belt Poka-Yoke's a defect out of the process entirely then she should track the activity with a robust SPC system on the characteristic of interest in the defect as an early warning system.
More informationDHANALAKSHMI COLLEGE OF ENGINEERING DEPARTMENT OF MECHANICAL ENGINEERING GE 6757 TOTAL QUALITY MANAGEMENT. Unit-IV TOOLS AND TECHNIQUES II
1 DHANALAKSHMI COLLEGE OF ENGINEERING DEPARTMENT OF MECHANICAL ENGINEERING GE 6757 TOTAL QUALITY MANAGEMENT Unit-IV TOOLS AND TECHNIQUES II 1. What are the various approaches to improving reliability of
More informationVisual Controls : Applying Visual Management to the Factory
Visual Controls : Applying Visual Management to the Factory Table Of Contents: Introduction xi Acknowledgments xix Chapter 1 Importance of the Visual Factory 1 (16) The Common Ground of Production 1 (6)
More informationLean Toyota Visits 2016
Toyota continues to offer their support to Ireland s efforts to improve competitiveness, capability and capacity through their Lean Management Centre in Deeside, North Wales. To date we have had over 1,500
More informationDiploma in Computerised Accounting (333) Accounting Information Systems
Diploma in Computerised Accounting (333) Accounting Information Systems Prerequisites: Knowledge of accounting and Corequisites: A pass or higher in Diploma in BA basic computing & Computer Systems or
More informationLEAN PRODUCTION SYSTEM
LEAN PRODUCTION SYSTEM Introduction Lean Overview Process Control Tools 1. Flow Chart / Diagram 2. Check Sheet 3. Histogram 4. Pareto Chart / Diagram 5. Cause-and-Effect Diagram 6. Why-Why Diagram 7. Scatter
More informationID Class MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
Exam: Operations Management Name Total Scors: ID Class MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question. 1) Aggregated demand forecasts are a key element
More informationJUST IN TIME (JIT), LEAN, AND TOYOTA PRODUCTION SYSTEM (TPS)
JUST IN TIME (JIT), LEAN, AND TOYOTA PRODUCTION SYSTEM (TPS) Dr. Mahmoud Abbas Mahmoud Al-Naimi Assistant Professor Industrial Engineering Branch Department of Production Engineering and Metallurgy University
More informationSoftware Processes. Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 4 Slide 1
Software Processes Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 4 Slide 1 Objectives To introduce software process models To describe three generic process models and when they may be
More informationApplication of Continuous Improvement Process in Manufacturing Industry
Application of Continuous Improvement Process in Manufacturing Industry Edwin Joy Pulikkottil 1, Sibinraj R 2 1,2PG Scholar, Dept. of Mechanical Engineering, ECET Coimbatore, India ---------------------------------------------------------------------***---------------------------------------------------------------------
More informationValue creation on service sectors through Kaizen
International Conference on Productivity for National Competitiveness 25-26 November 2005 Lahore, Pakistan Organized by Pakistan National Productivity Organization Value creation on service sectors through
More informationSharing Your Lean System For Total Success
Sharing Your Lean System For Total Success How to use your lean system to all stakeholders benefit Presented by Russ Scaffede Chairman, Board of Advisors OPS, Inc. Former VP at Toyota Motor Manufacturing
More informationTECHNICAL & ENGINEERING TRACK
TECHNICAL & ENGINEERING TRACK TECHNICAL & ENGINEERING TRACK - MACHINIST/TECHNICIAN Machinist/Technician The Machinist/Technician works under close supervision to carry out structured work while adhering
More informationLean Silver Certification Essential Body of Work
The Essential Body of Work (EBW) describes the tasks conducted by lean professionals and thus lays the groundwork for understanding and evaluating the Lean Certification requirements. The tasks are listed
More informationRequirement Engineering. L3 The requirement study. Change is constant. Communication problem? People are hard to understand!
Requirement Engineering L3 The requirement study Fang Chen Requirement are ubiquitous part of our lives Understand the requirement through communication Requirement Creation Communication problem? People
More information