PLUS VALUE STREAM MAPPING
|
|
- Merry Moore
- 6 years ago
- Views:
Transcription
1 LEAN PRINCIPLES PLUS VALUE STREAM MAPPING
2 Lean Principles for the Job Shop (v. Aug 06) 1
3 Lean Principles for the Job Shop (v. Aug 06) 2
4 Lean Principles for the Job Shop (v. Aug 06) 3
5 Lean Principles for the Job Shop (v. Aug 06) 4
6 Lean Principles for the Job Shop (v. Aug 06) 5
7 Lean Principles for the Job Shop (v. Aug 06) 6
8 Lean Principles for the Job Shop (v. Aug 06) 7
9 Lean Principles for the Job Shop (v. Aug 06) 8
10 Lean Principles for the Job Shop (v. Aug 06) 9
11 Lean Principles for the Job Shop (v. Aug 06) 10
12 Lean Principles for the Job Shop (v. Aug 06) 11
13 Lean Principles for the Job Shop (v. Aug 06) 12
14 Lean Principles for the Job Shop (v. Aug 06) 13
15 Lean Principles for the Job Shop (v. Aug 06) 14
16 Lean Principles for the Job Shop (v. Aug 06) 15
17 Lean Principles for the Job Shop (v. Aug 06) 16
18 Lean Principles for the Job Shop (v. Aug 06) 17
19 Lean Principles for the Job Shop (v. Aug 06) 18
20 Lean Principles for the Job Shop (v. Aug 06) 19
21 Lean Principles for the Job Shop (v. Aug 06) 20
22 Lean Principles for the Job Shop (v. Aug 06) 21
23 Lean Principles for the Job Shop (v. Aug 06) 22
24 Lean Principles for the Job Shop (v. Aug 06) 23
25 Lean Principles for the Job Shop (v. Aug 06) 24
26 Lean Principles for the Job Shop (v. Aug 06) 25
27 Lean Principles for the Job Shop (v. Aug 06) 26
28 Lean Principles for the Job Shop (v. Aug 06) 27
29 Lean Principles for the Job Shop (v. Aug 06) 28
30 Lean Principles for the Job Shop (v. Aug 06) 29
31 Lean Principles for the Job Shop (v. Aug 06) 30
32 Lean Principles for the Job Shop (v. Aug 06) 31
33 Lean Principles for the Job Shop (v. Aug 06) 32
34 Lean Principles for the Job Shop (v. Aug 06) 33
35 Lean Principles for the Job Shop (v. Aug 06) 34
36 Lean Principles for the Job Shop (v. Aug 06) 35
37 Lean Principles for the Job Shop (v. Aug 06) 36
38 Lean Principles for the Job Shop (v. Aug 06) 37
39 38
40 Lean Principles for the Job Shop (v. Aug 06) 39
41 40
42 41
43 42
44 43
45 Lean Principles for the Job Shop (v. Aug 06) 44
46 Lean Principles for the Job Shop (v. Aug 06) 45
47 Lean Principles for the Job Shop (v. Aug 06) 46
48 Lean Principles for the Job Shop (v. Aug 06) 47
49 48
50 49
51 50
52 51
53 52
54 53
55 54
56 Lean Principles for the Job Shop (v. Aug 06) 55
57 Lean Principles for the Job Shop (v. Aug 06) 56
58 Lean Principles for the Job Shop (v. Aug 06) 57
59 Lean Principles for the Job Shop (v. Aug 06) 58
60 Lean Principles for the Job Shop (v. Aug 06) 59
61 Lean Principles for the Job Shop (v. Aug 06) 60
62 Lean Principles for the Job Shop (v. Aug 06) 61
63 Lean Principles for the Job Shop (v. Aug 06) 62
64 Lean Principles for the Job Shop (v. Aug 06) 63
65 Lean Principles for the Job Shop (v. Aug 06) 64
66 Lean Principles for the Job Shop (v. Aug 06) 65
67 Lean Principles for the Job Shop (v. Aug 06) 66
68 Lean Principles for the Job Shop (v. Aug 06) 67
69 Lean Principles for the Job Shop (v. Aug 06) 68
70 Lean Principles for the Job Shop (v. Aug 06) 69
71 Lean Principles for the Job Shop (v. Aug 06) 70
72 Lean Principles for the Job Shop (v. Aug 06) 71
73 Lean Principles for the Job Shop (v. Aug 06) 72
74 Lean Principles for the Job Shop (v. Aug 06) 73
75 Lean Principles for the Job Shop (v. Aug 06) 74
76 Lean Principles for the Job Shop (v. Aug 06) 75
77 Lean Principles for the Job Shop (v. Aug 06) 76
78 Lean Principles for the Job Shop (v. Aug 06) 77
79 Lean Principles for the Job Shop (v. Aug 06) 78
80 Lean Principles for the Job Shop (v. Aug 06) 79
81 Lean Principles for the Job Shop (v. Aug 06) 80
82 Lean Principles for the Job Shop (v. Aug 06) 81
83 Lean Principles for the Job Shop (v. Aug 06) 82
84 Lean Principles for the Job Shop (v. Aug 06) 83
85 Lean Principles for the Job Shop (v. Aug 06) 84
86 Lean Principles for the Job Shop (v. Aug 06) 85
87 Lean Principles for the Job Shop (v. Aug 06) 86
88 Lean Principles for the Job Shop (v. Aug 06) 87
89 Lean Principles for the Job Shop (v. Aug 06) 88
90 Lean Principles for the Job Shop (v. Aug 06) 89
91 90
92 91
93 Lean Principles for the Job Shop (v. Aug 06) 92
94 Lean Principles for the Job Shop (v. Aug 06) 93
95 Lean Principles for the Job Shop (v. Aug 06) 94
96 Lean Principles for the Job Shop (v. Aug 06) 95
97 96
98 Lean Principles for the Job Shop (v. Aug 06) 97
99 98
100 Lean Principles for the Job Shop (v. Aug 06) 99
101 Lean Principles for the Job Shop (v. Aug 06) 100
102 Lean Principles for the Job Shop (v. Aug 06) 101
103 Lean Principles for the Job Shop (v. Feb05) 102
104 Lean Principles for the Job Shop (v. Feb05) 103
105 Lean Principles for the Job Shop (v. Feb05) 104
106 Lean Principles for the Job Shop (v. Feb05) 105
107 Lean Principles for the Job Shop (v. Feb05) 106
108 Lean Principles for the Job Shop (v. Aug 06) 107
109 Lean Principles for the Job Shop (v. Feb05) 108
110 Lean Principles for the Job Shop (v. Aug 06) 109
111 Lean Principles for the Job Shop (v. Aug 06) 110
112 Lean Principles for the Job Shop (v. Feb05) 111
113 Lean Principles for the Job Shop (v. Aug 06) 112
114 Lean Principles for the Job Shop (v. Feb05) 113
115 Lean Principles for the Job Shop (v. Feb05) 114
116 Lean Principles for the Job Shop (v. Aug 06) 115
117 Lean Principles for the Job Shop (v. Feb05) 116
118 Lean Principles for the Job Shop (v. Feb05) 117
119 Lean Principles for the Job Shop (v. Aug 06) 118
120 Lean Principles for the Job Shop (v. Feb05) 119
121 Lean Principles for the Job Shop (v. Feb05) 120
122 Lean Principles for the Job Shop (v. Feb05) 121
123 Lean Principles for the Job Shop (v. Feb05) 122
124 Lean Principles for the Job Shop (v. Aug 06) 123
125 Lean Principles for the Job Shop (v. Aug 06) 124
126 Lean Principles for the Job Shop (v. Feb05) 125
127 Lean Principles for the Job Shop (v. Feb05) 126
128 Lean Principles for the Job Shop (v. Feb05) 127
129 Lean Principles for the Job Shop (v. Feb05) 128
130 Lean Principles for the Job Shop (v. Feb05) 129
131 Lean Principles for the Job Shop (v. Feb05) 130
132 Lean Principles for the Job Shop (v. Aug 06) 131
133 Lean Principles for the Job Shop (v. Aug 06) 132
134 Lean Principles for the Job Shop (v. Aug 06) 133
135 GLOSSARY TERMS AND DEFINITIONS Providing definitions for commonly used Lean terms.
136 GLOSSARY TERM DEFINITION Backflush Batch Manufacturing Batch-and-Queue Processing Bill of Material Buffer Stock Capacity Cell Cellular Manufacturing Changeover The method in manufacturing of relieving inventory of a product s bill of material quantities/usage when that product is completed at the end of the flow process. This method can also be used to relieve purchase orders for consigned inventory material. The standard manufacturing thinking of producing a product in schedules lots or quantities. Generally includes work orders that are created based on a schedule for a specified quantity of constructed parts or subassemblies. This usually causes material to be issued from a location based upon a preset scheduled. Producing more than one piece of an item and then moving those items forward to the next operation before they are all actually needed there. Thus these items need to wait in a queue. Also called Batch-and-Push. Contrast with continuous flow. The listing of material used to make a product, typically multilevel in standard manufacturing and usually single-level in a lean manufacturing environment. Finished goods available to meet Takt time when variations in customer demand exist. The highest targeted volume output of products that is planned to be achieved. Operating a true continuous flow on machines and workstations placed close together in the order of processing, some times called a U shape. Cell operators may handle multiple processes, and the number of operators is changed when the customer demand rate changes. The U shaped equipment layout is used to allow more alternatives for distributing the work elements among operators, and to permit the leadoff and final operations to be performed by the same operator. Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste. When a piece of equipment has to stop producing in order to be fitted for producing a different item; for example, the installation of a different processing tool in a metal working machine, a different color paint in a painting system, a new plastic resin and mold in an injection molding machine, loading different software, and so on.
137 Charter Continuous Flow Processing Cycle Time Daily Rate Defects Waste Dual Card Kanban A document that clearly defines the focused kaizen team mission, scope of activities, risks, and deliverables (if required by management to provide additional details). The process by which items are produced and moved from one processing step to the next one piece at a time. Each process makes only the one piece that the next process needs, and the transfer batch size is one. Also called singlepiece flow or one-piece flow. Contrast with batch-andqueue processing. How frequently an item or product actually is completed by a process, as timed by direct observation. Also, the time it takes an operator to go through all of his or her work elements before repeating them. This rate is determined each day based upon the number of shippable products completed at the end of the production process. Inspection and repair of material in inventory. A demand pull technique that uses a move and produce communication method. It is typically used in machine-intensive manufacturing processes or independent cells where setups or long replenishment times are present. 8 Wastes Wastes addressed by Lean manufacturing that include: overproduction, waiting, transportation, non-value added processing, excess inventory, defects, excess motion, and underutilized people. Excess Inventory Waste Fabrication Process Feeder Process FIFO Any supply in excess of a one-piece flow through your manufacturing process. Segments of the value stream that respond to requirements from internal customers. Fabrication processes are often characterized by general-purpose equipment that changes over to make a variety of components for different downstream processes. Compare to pacemaker process. A branch process that feeds directly into a consuming operation or flow process. The feeder is always identified independently of the consuming process on the product synchronization. Stands for first-in, first-out, which means that material produced by one process is used up in the same order by the next process. A FIFO queue is filled by the supplying process and emptied by the customer process. When a FIFO queue gets full, the supplying process must stop producing until the customer process has used up some of the inventory. FIFO is sometimes called CONWIP, or Constant Work In Process.
138 Finished Goods Warehouse 5S System Flow Focused Layout Functional Layout Group Technology In-Process Kanban Inventory Carrying Costs Inventory Turns Just-In-Time Kaizen The location in the warehouse where completed products are stored. A system designed to organize and standardize a workplace and consisting of five component parts: Sort, Set in Order, Shine Standardize, and Sustain (see five component parts definitions). The main objective of the entire Lean production effort, and one of the key concepts that passed directly from Henry Ford to Taiichi Ohno (Toyota s production manager after WWII). Ford recognized that, ideally, production should flow continuously all the way from raw material to the customer and envisioned realizing that ideal through a production system that acted as one long conveyor. A layout in a lean manufacturing environment utilizing dissimilar processes as identified in the product synchronization. A layout in a traditional manufacturing environment where like machines are grouped together, i.e., lathes in one group, grinders in another, drills in yet another. The technology of organizing people and different functional machines into cells to produce related parts or products. The focus of the cell is to reduce inventory, reduce or eliminate queues, improve quality and reduce throughput times. An inventory of component material or in-process inventory that is required to support designed imbalances between operations. An in-process Kanban never has part number identity and is usually represented by the letter X printed on the card, table, or other location. The actual costs associated with maintaining inventory in a company. May include the cost of money, the cost of inventory storage, scrap and obsolescence, inventory management, and lost opportunity costs. The number of times inventory turns over in one year. Calculate the annual estimated inventory requirements divided by current total on-hand inventory. Producing or conveying only the items that are needed by the next process when they are needed and in the quantity needed. Continuously improving in incremental steps.
139 Kanban Lead Time Lean Lean Enterprise Leveling Linearity Line Balancing Location Indicator Material Handlers A signaling device that gives instruction for production or conveyance of items in a pull system. Can also be used to perform Kaizen by reducing the number of Kanban in circulation, which highlights line problems. The time required for one piece to move all the way through a process or value stream, from start to finish. Envision timing a marked item as it moves from beginning to end. A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. The organization that fully understands, communicates, implements, and sustains Lean concepts seamlessly throughout all operational and functional areas. The process or method used to distribute work within the value stream to maximize material and information flow efficiency. Monitored at the back of the production flow, it is the relationship of planned daily rates versus actual production. A process in which work elements are evenly distributed within the value stream to meet Takt. A type of red tag that shows where an item belongs. These include lines, arrows, labels, and signboards. Production-support persons who travel repeatedly along scheduled routes within a facility to transfer materials, supplies, and parts in response to pull signals, and to make paced withdrawal of finished goods at pacemaker processes. Material Requirements Planning (MRP) A computerized system typically used to determine the quantity and timing requirements for delivery and production of items. Using MRP specifically to schedule production at processes in a value stream results in push production, because any pre-determined schedule is only an estimate of what the next process will actually need. Manufacturing Resource Planning (often called MRPII) expands MRP to include capacity planning, a finance interface to translate operations planning into financial terms, and a simulation tool to assess alternative production plans. Milk Run Routing a delivery vehicle in a way that allows it to make pickups or drop-offs at multiple locations on a single travel loop, as opposed to making separate trips to each location.
140 Mixed Model Line Mixed Model Sequencing Motion Waste Nonreplinishable Kanban Non-Value Added Overproduction Paced Withdrawal Pacemaker Process Pack-Out Quantity Pitch A primary goal in Lean manufacturing is to design flow lines to produce families of similar products. The mixed model line has the ability to build a range of volumes of any product, any day, based upon the direction of actual customer demand. Sequencing is the serial order in which the total demand of products and options is to be pulled into a mixed model line. This is also used as a balancing technique to minimize imbalances between products to be produced in the same mixed model line. Any movement of people or machines that does not add value to the product or service. A type of material Kanban that is not replenished when emptied. This type must be managed and will usually be used for custom products, one-time customer orders, or for very infrequent material demands. Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced, or integrated.) Making more than is required by the next process. Making earlier than is required by the next process, or making faster than is required by the next process. A timed sequence of withdrawal of finished product from the pacemaker process. Paced withdrawal is a tool for pacing an assembly process and becoming aware of production problems within a pitch increment. A series of production steps, frequently at the downstream (customer) end of the value stream in a facility, that are dedicated to a particular product family and respond to orders from external customers. The pace maker is the most important process in a facility because how you operate here determines how well you can serve the customer, and what the demand pattern is like for upstream fabrication processes. The number of units/parts that can be moved throughout the value stream to ensure flow efficiency. Pack-out quantity may or may not be customer driven. When Takt time is too short for a reasonable paced withdrawal; it can be adjusted upward to a consistent increment of work called pitch, which becomes the basic unit of your production schedule for a product family. Pitch represents the frequency at which you withdraw finished goods from a pacemaker process as well as the corresponding amount of schedule you release to that
141 process. Pitch is often calculated based on the customer s ship container quantity. Point of Use Storage (POUS) Process Cycle Time Process Kaizen Process Map Processing Time Processing Waste Product Family Production Kanban Pull System Quality at the Source Queue Queue Time Quick Changeover Red Tag (for 5S) Runner Raw material stored at the workstation where it is used. The amount of time taken to produce one good part before it continues to the next process in the value stream. Improvements made at an individual process or in a specific area. Sometimes called point Kaizen. A matrix of processes defined by the product synchronizations. The objective of process mapping is to develop families of products that share common processes to see which products can be produced in the same mixed model line. The time a product is actually being worked on in a machine or work area. Effort that adds no value to the product or service from the customers viewpoint. A group of products that goes through the same or similar downstream or assembly steps and equipment. A printed card indicating the number of parts that must be produced to replenish what has been consumed from the supermarket. A method of controlling the flow of resources by replacing only what has been consumed, by the process customer. When operators are given the means to perform inspection at the source, before they pass it along. A final inspection station is not required when quality at the source is used. Waiting time or inventory buildup in the traditional batch or scheduling manufacturing environment. The time a product spends waiting in line for the next processing step. Changing over a process to produce a different product in the most efficient manner. A visible way to identify items that are not needed or in the wrong place. A person on the production floor that paces the entire value stream through the pick-up and delivery of materials through Kanban utilization.
142 Safety Stock Set in Order (for 5S) Shine (for 5S) Signal Kanban Sort (for 5S) Standardize (for 5S) Standardized Work Storyboard Supermarket Sustain (for 5S) System Kaizen Takt Image Takt Time Finished goods available to meet Takt time when internal constraints or inefficiencies exist. Step 2 of the 5S System. To identify the best location for remaining items, relocate out of place items, set inventory limits, and install temporary location indicators. Step 3 of the 5S System. To clean everything, inside and out and to continue to inspect items by cleaning them and to prevent dirt, grime, and contamination from occurring. A printed card indicating the number of parts that need to be produced at a batch operation to replenish what has been consumed from the supermarket. Step 1 of the 5S System. To perform Sort through and Sort out, by placing a red tag on all unneeded items and moving them to a temporary holding area. Within a predetermined time the red tag items are disposed of, sold, moved or given away. When in doubt, throw it out! Step 4 of the 5S System. To create the rules for maintaining and controlling the first 3 S s and to use visual controls. Operations safely carried out with all tasks organized in the best-known sequence and using the most effective combination of resources (people, materials, methods, machines). A visual representation of all the main activities of a Lean project from start to finish. A controlled inventory of items that is used to signal production from an upstream process. Step 5 of the 5S System. To ensure adherence to the 5S standards through communication, training, and selfdiscipline. Improvement aimed at an entire value system. The time frame or window that prevails throughout the value stream acknowledging identifying, and communicating a certain quantity of parts that should have been produced. The rate of customer demand: how often the customer requires one finished item. Takt time is used to design assembly and pacemaker processes, to assess production conditions, to calculate pitch, to develop material handling containerization and routes, to determine problem-response requirements, and so on. Takt is the heart beat of a Lean system. Takt time is calculated by dividing production time by the quantity the customer requires in that time.
143 Total Product Cycle Time Total Productive Maintenance (TPM) Total Quality Control Transportation Waste Underutilized People Waste Value Value Added Value Added Time Value Stream Value Stream Loops Value Stream Manager Value Stream Mapping The total individual processing time of a particular process or for the product throughout the value stream. Total product cycle time would ideally be equal to total value-added time. A systematic approach to the elimination of equipment and unplanned downtime. The TQC is the technique in Lean manufacturing that brings quality into the process at the point where work is being performed. The waste of unnecessarily transporting parts and materials around the plant. The waste of not using people s mental, creative, and physical skills and abilities. A product or service s capability provided to a customer at the right time, at an appropriate price, as defined in each case by the customer. Any activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.) Time for those work elements that transform the product in a way the customer is willing to pay for. All activities, both value added and non-value added, required to bring a product from raw material into the hands of the customer, a customer requirement from order to delivery, and a design from concept to launch. Value stream improvement usually begins at the door-to-door level within a facility, and then expands outward to eventually encompass the full value stream. Segments of a value stream whose boundaries are typically marked by supermarkets. Breaking a value stream into loops is a way to divide future state implementation into manageable pieces. The person responsible for creating a future state map and leading door-to-door implementation of the future state for a particular product family. This person makes change happen across departmental and functional boundaries. A pencil-and-paper tool used in the following two stages: 1. To follow a product s production path from beginning to end and draw a visual representation of every process in the material and information flows. 2. To then draw a future state map of how value should flow. The most important map is the future state map.
144 Value Stream Methodology Visual Controls Waiting Waste Waste WIP Withdrawal Kanban Work Place Organization A sequential process used to implement Lean concepts and tools derived from the Toyota Production System for the purpose of attaining a waste-less flow of product throughout the value stream. Simple signals that provide an immediate understanding of a situation or condition. They are efficient, self-regulating, and worker managed. Idle time created when waiting for anything in a manufacturing process. Any activity that consumes resources but creates no value for the customer. Stands for work in process. Any inventory between raw material and finished goods. A printed card indicating the number of parts that will be removed from the supermarket. A safe, clean, neat, arrangement of the workplace, which provides a specific location for everything, and eliminates anything not required.
Finished 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 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 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 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 informationPRINCIPLES OF LEAN MANUFACTURING. Purdue Manufacturing Extension Partnership (800)
PRINCIPLES OF LEAN MANUFACTURING Purdue Manufacturing Extension Partnership (800) 877-5182 www.mep.purdue.edu What Is Lean? 2 Defining Lean Manufacturing Lean manufacturing is a systematic approach to
More informationThe Quality Group. All Rights Reserved
Online Student Guide The Quality Group. All Rights Reserved 1 Table of Contents LEARNING OBJECTIVES... 4 INTRODUCTION... 4 LEAN VALUE STREAM... 4 CALCULATING TAKT TIME... 5 TAKT TIME OVERVIEW... 5 TAKT
More informationOM (Fall 2016) Outline
Lean Operations Outline Global Company Profile: Toyota Motor Corporation Lean Operations Lean and Just-in-Time Lean and the Toyota Production System Lean Organizations Lean in Services 2 Toyota Motor Corporation
More informationIT 470a Six Sigma Chapter X
Chapter X Lean Enterprise IT 470a Six Sigma Chapter X Definitions Raw Materials component items purchased and received from suppliers WIP work in process, items that are in production on the factory floor
More informationLean Principles. Jerry D. Kilpatrick. This article was originally written for and published by MEP Utah in 2003 (
Lean Principles By Jerry D. Kilpatrick This article was originally written for and published by MEP Utah in 2003 (www.mep.org) Page 1 of 6 Introduction Lean operating principles began in manufacturing
More informationOutline. Push-Pull Systems Global Company Profile: Toyota Motor Corporation Just-in-Time, the Toyota Production System, and Lean Operations
JIT and Lean Operations Outline Push-Pull Systems Global Company Profile: Toyota Motor Corporation Just-in-Time, the Toyota Production System, and Lean Operations Eliminate Waste Remove Variability Improve
More informationOutline. Pull Manufacturing. Push Vs. Pull Scheduling. Inventory Hides Problems. Lowering Inventory Reveals Problems
Outline Pull Manufacturing Why Pull Manufacturing? The Problem of Inventory Just In Time Kanban One Piece Flow Demand / Pull Standard Work & Takt Time Production Smoothing 1 2 Why Pull Manufacturing? Push
More informationSCM 302 OPERATIONS MANAGEMENT JIT
SCM 302 OPERATIONS MANAGEMENT JIT 2 Agenda for this Module 1. Define just-in-time, TPS, and lean operations 2. Define the seven wastes and the 5Ss 3. Explain JIT partnerships 4. Determine optimal setup
More informationLean Operations. PowerPoint slides by Jeff Heyl. Copyright 2017 Pearson Education, Inc.
Lean Operations 16 PowerPoint presentation to accompany Heizer, Render, Munson Operations Management, Twelfth Edition Principles of Operations Management, Tenth Edition PowerPoint slides by Jeff Heyl 16-1
More informationLean and Agile Systems. Rajiv Gupta FORE School of Management October 2013 Session 6
Lean and Agile Systems Rajiv Gupta FORE School of Management October 2013 Session 6 Module 1 Recap of Session 5 Module 2 Pull Production Rules of Kanban Module 3 Small Batch Production Level Production
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 informationJIT and Lean Operations. JIT/Lean Operations
5/7/2011 16 JIT and Lean Operations By : Sa Ed M. Salhieh, Salhieh, Ph.D. 16-1 JIT/Lean Operations Good production systems require that managers address three issues that are pervasive and fundamental
More informationJust-In-Time (JIT) Manufacturing. Overview
Just-In-Time (JIT) Manufacturing Overview The Just-in-Time (JIT) Manufacturing Philosophy Prerequisites for JIT Manufacturing Elements of JIT Manufacturing Benefits of JIT Manufacturing Success and JIT
More informationJust In Time (JIT) Quality and Reliability Engg. (171906) H I T. Hit suyo na mono O Iru toki iru dake Tasukuran
Just In Time (JIT) H I T Hit suyo na mono O Iru toki iru dake Tasukuran (What is needed) (When it is needed and in what quantity) (Make) The crux is, if you cannot use it now do not make it now. Quality
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 informationLean 101: An Introduction
Lean 101: An Introduction What is Lean? A systematic way of designing or improving a process or value stream that: Eliminates waste Improves quality Reduces costs Delights customers Improves employee satisfaction
More informationProcessModel Simulation to Show Benefits of Kanban/Pull System
ProcessModel Simulation to Show Benefits of Kanban/Pull System Nicholas Loyd Michael McNairy Alabama Technology Network University of Alabama in Huntsville Huntsville, AL 35899 loydn@uah.edu mcnairm@uah.edu
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 informationChapter 11. In-Time and Lean Production
Chapter 11 Just-In In-Time and Lean Production What is JIT? Producing only what is needed, when it is needed A philosophy An integrated management system JIT s mandate: Eliminate all waste Basic Elements
More informationJUST IN TIME. Manuel Rincón, M.Sc. October 22nd, 2004
JUST IN TIME Manuel Rincón, M.Sc. October 22nd, 2004 Lecture Outline 1. Just-in-Time Philosophy 2. Suppliers Goals of JIT Partnerships Concerns of Suppliers 3. JIT Layout Distance Reduction Increased Flexibility
More informationOperations Management
Operations Management Chapter 16 JIT and Lean Operations PowerPoint presentation to accompany Heizer/Render Operations Management, 11ed Some additions and deletions have been made by Ömer Yağız to this
More informationOperations Management - 5 th Edition
Chapter 15 Lean Production Operations Management - 5 th Edition Roberta Russell & Bernard W. Taylor, III Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Lecture
More informationAshvath Sharma (Correspondence) +
Lean manufacturing is a manufacturing system which was started by Toyota and is now used by many manufacturers throughout the world. Lean Manufacturing is a way to notice and remove waste i.e. non-profit
More informationValue Stream Mapping Train the Trainer
Value Stream Mapping Train the Trainer Information For A Process Data Box (to be collected on the shop floor) Cycle time Changeover time Process reliability (uptime) Scrap/Rework/Defect rate Number of
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 informationThe Future State Map. Future State. Map
The Future State Map The Future State Map The purpose of value stream mapping is to highlight sources of waste and eliminate them by implementation of a future value stream that can become reality within
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 informationLean Overview. Northeast Indiana Advanced Manufacturing (Lean) Network Meetings: February 21 Fort Wayne February 29 Warsaw
Lean Overview Northeast Indiana Advanced Manufacturing (Lean) Network Meetings: February 21 Fort Wayne February 29 Warsaw What is Lean "Lean," is a production practice that considers the expenditure of
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 informationDennis Bricker Dept of Mechanical & Industrial Engineering The University of Iowa. JIT --Intro 02/11/03 page 1 of 28
Dennis Bricker Dept of Mechanical & Industrial Engineering The University of Iowa JIT --Intro 02/11/03 page 1 of 28 Pull/Push Systems Pull system: System for moving work where a workstation pulls output
More informationOptimizing Inplant Supply Chain in Steel Plants by Integrating Lean Manufacturing and Theory of Constrains through Dynamic Simulation
Optimizing Inplant Supply Chain in Steel Plants by Integrating Lean Manufacturing and Theory of Constrains through Dynamic Simulation Atanu Mukherjee, President, Dastur Business and Technology Consulting,
More informationKnowing how to identify fake flow develops your eyes for recognizing continuous flow
COVER STORY Knowing how to identify fake flow develops your eyes for recognizing continuous flow By Rick Harris You read the books, took the seminars, and brought your new knowledge back to the factory
More informationWhat is the Goal of 5S?
What is the Goal of 5S? 5S is a Lean method intended to implement order in the workplace. The goal of 5S is to improve efficiency by eliminating various wastes, including the waste of motion and time spent
More informationChapter 13. Lean and Sustainable Supply Chains
1 Chapter 13 Lean and Sustainable Supply Chains 2 OBJECTIVES Lean Production Defined The Toyota Production System Lean Implementation Requirements Lean Services Lean Production 3 Lean Production can be
More informationToyota Kaizen Patterns & Basic Stability:
Toyota Kaizen Patterns & Basic Stability: Some observations and reflections on TPS Art Smalley President Art of Lean, Inc. Art of Lean, Inc. Presentation Outline Introduction The Need for Basic Stability
More informationLean Manufacturing. Overview and Perspectives on Lean Methods and Tools. WIW at WERC
Lean Manufacturing Overview and Perspectives on Lean Methods and Tools Lean Building Blocks Teams Pull/Kanban Changeover Reduction Visual Control Continuous Improvement Cellular/Flow Batch Reduction Supermarkets
More informationCHAPTER 3.0 JUST-IN-TIME (JIT) MANUFACTURING SYSTEMS
CHAPTER 3.0 JUST-IN-TIME (JIT) MANUFACTURING SYSTEMS 3.1 Abstract The Just-In-Time technique based manufacturing system, developed and implemented in the Toyota Motor Company may be defined as manufacturing
More informationMichigan Manufacturing Technology Center Presents: Improving Government Using Lean Principles. Bryan Beach, Program Manager, MMTC
Michigan Manufacturing Technology Center Presents: Improving Government Using Lean Principles Bryan Beach, Program Manager, MMTC Michigan Manufacturing Technology Center Created for the sole purpose of
More informationGeneric Case Study. Initial Condition. 1. Stability
Generic Case Study This example is based on an actual project. Names of people and details about processes have been hidden. To achieve the current state it took 25 months, 1 fulltime kaizen leader, dedicated
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 informationCAD/CAM CHAPTER ONE INTRODUCTION. Dr. Ibrahim Naimi
CAD/CAM CHAPTER ONE INTRODUCTION Dr. Ibrahim Naimi Production System Facilities The facilities in the production system are the factory, production machines and tooling, material handling equipment,
More informationlean value assessment Creating Higher Profi ts by Reducing Waste
lean value assessment Creating Higher Profi ts by Reducing Waste Lean Value Stream Assessment Tool A diagnostic tool developed from industry standards to compare ISI clients against World Class metrics
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 information7/8/2017 CAD/CAM. Dr. Ibrahim Al-Naimi. Chapter one. Introduction
CAD/CAM Dr. Ibrahim Al-Naimi Chapter one Introduction 1 2 3 Production System Facilities The facilities in the production system are the factory, production machines and tooling, material handling equipment,
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 informationFacility Layout. Facilities Planning. Facility Layout. Facility Layout. INEN 416 Facility Location, Layout, and Material Handling 9/1/2004
Facility Location, Layout, and 1 3 Facilities Planning Facilities Location Location wrt customers, suppliers, and other facilities Structural Design Building and Services Facilities Planning Facilities
More informationFueling the Fire of Kaizen throughout the Lean Enterprise. Mark Preston, cell
Fueling the Fire of Kaizen throughout the Lean Enterprise Mark Preston, mpreston@bellsouth.net 404-308-2898 cell Lean Foundations Elimination of Waste Success Foundation Operational Excellence or Lean
More informationHow Lean Saves Money. Joe Margarucci January Copyright Bureau Veritas
How Lean Saves Money Joe Margarucci January 2016 Lean Initiative Objectives To Learn the 8 Wastes for Lean To understand several tools of Lean l 5S l Standardized Work l Quality @ the Source l Total Productive
More informationLean Distribution. Mark Kushner, COO Lloyed Lobo, Director Business Development
Lean Distribution Mark Kushner, COO Lloyed Lobo, Director Business Development Agenda Brief Company Overview What is Lean? Lean in the Extended Supply Chain Benefits of Lean Distribution Can Lean Help
More informationEnergy Savings through Lean Thinking. Learning to See through Value Stream Mapping
Learning to See through Value Stream Mapping Value Stream Mapping Continuous Improvement Teams Pull/Kanban Cellular/Flow Changeover Reduction Batch Reduction Visual Control Supermarkets Quality 5S Standard
More informationVirtual Pull Systems. Don Guild, Synchronous Management INTRODUCTION
INTRODUCTION Have you implemented kanban yet? Have you been unable to roll it out or just abandoned it? Most companies who begin kanban implementation struggle to finish the job. In too many cases, the
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 informationNovember 17, NYS Lean Basics What is Lean & How Does it Work?
1 NYS Lean Basics What is Lean & How Does it Work? 2 What is Lean? A management philosophy used by world class companies to make their operations more effective and efficient A lean definition of Lean:
More informationCHAPTER 3 FLOW, SPACE, AND ACTIVITY RELATIONSHIPS. In determining the requirement of a facility, three important consideration are: Flow
1 CHAPTER 3 FLOW, SPACE, AND ACTIVITY RELATIONSHIPS Asst.Prof.Dr.BusabaPhruksaphanrat IE333 Industrial Plant Design Introduction 2 In determining the requirement of a facility, three important consideration
More informationMaterials Management. Implementation Process. Marek Piatkowski. December Marek Piatkowski FSP Consulting
Materials Management Implementation Process Marek Piatkowski December 2010 1 Materials Management Strategy the Big Picture 1 Major Steps Create a Materials Management Organization Key Points Responsible
More informationOne-off Batch High volume production (mass production) One-off: Custom - built kitchen Batch: Olympic medals High volume: Garden table / chairs
The selection of materials and components is determined by the manufacturing processes involved and the scale of production. However, in an attempt to reduce manufacturing costs and overall costs, products
More informationWHAT IS LEAN? LEAN PRINCIPLES SOME FURTHER CONCEPTS THE LEAN TOOLBOX MANAGING CHANGE
LEAN MANUFACTURING LEAN MANUFACTURING WHAT IS LEAN? LEAN PRINCIPLES SOME FURTHER CONCEPTS THE LEAN TOOLBOX MANAGING CHANGE WHAT IS LEAN? WHAT IS LEAN? WHAT IS LEAN? WHAT IS LEAN? Lean is so much more than
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 informationEnabling Lean Manufacturing through ERP
Enabling Lean Manufacturing through ERP T.G.Dhandapani Group CIO Sundaram-Clayton Limited 1 Agenda Introduction Digitizing Lean in ERP Ecosystem Problem and baseline metrics Digitized Pull system Digitized
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 informationLean Manufacturing 1
Lean Manufacturing 1 Definitions Value - A capability provided to a customer at the right time at an appropriate price, as defined in each case by the customer. Features of the product or service, availability,
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 informationChapter 17. Synchronizing and Balancing Processes. Level the master production schedule. Production. Time
Chapter 17 Synchronizing and Balancing Processes 1 Goal Achieve uniform flow Level the master production schedule Production Time Avg. Reduce the size of batches produced for final assembly Production
More informationManaging for Daily Improvement
Managing for Daily Improvement Standard Work and Tools For Management to Drive Continuous Improvement Front Line Leadership Development System Module Part 1 of 12 MDI Workshop Agenda 2 Day Monday Tuesday
More informationTransforming Your Value Streams Workbook
Transforming Your Value Streams Workbook Learn how to make value flow one piece at a time. A workbook intended to accompany the Facilitator s Guides for this course. This guide includes the Key Points
More informationLeanView. User s Guide. For use with versions of LeanView.
LeanView User s Guide For use with versions 4.0.39 6.0.0 of LeanView LeanView The Next Generation of Lean Copyright 2012 bluespring SOFTWARE Page 1 Section I Introduction to Lean and Value Stream Mapping
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 informationEliminate Waste and. Increase Value
Eliminate Waste and Increase Value By Six Sigma Qualtec You don t need a dance partner to Poka-yoke, but it does help to have a supportive management team. No, Poka-yoke isn t a new dance; it s Japanese
More informationTPS Basics. What defines worth? Value: The key focus. Delivery. Worth Value= Cost. Functionality: what the product will do Performance Features
TPS Basics Value: The key focus. Worth Value= Cost Eyes of customer Incurred during production Toyota s strategy is achieve total quality and maximum cost reduction through variation and waste elimination
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 informationTYPICAL FACTORY LAYOUT vs THE TOYOTA APPROACH
TYPICAL FACTORY LAYOUT vs WHAT IS THE TYPICAL FACTORY LAYOUT IN MASS MANUFACTURING APPROACH? WHAT IS THE APPROACH TO FACTORY LAYOUT IN TOYOTA? RACHEL TATE @00441881 VALERIE CARDOZ @00442956 5/1/16 LEAN
More informationFive 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
More informationPull Systems: Overview, Challenges and Success Factors
Pull Systems: Overview, Challenges and Success Factors Mike Osterling 619-572-3632 mike@mosterling.com 1 Session Objectives Cover the most common types of pull systems See some examples of application
More informationEliminating Flow Wastes!
SOLE Mid-Atlantic Conference March 30, 2005 Eliminating Flow Wastes! OBJECTIVES Conventional Silo Focused Process 1 Kaizen Creating Lean Value Stream Flow Eliminate Waste within Value Stream Processes
More informationApplication of the Lean Manufacturing principles to an Injection Moulding Industry
Application of the Lean Manufacturing principles to an Injection Moulding Industry Miguel Seixas Barroso miguel.barroso@tecnico.ulisboa.pt Instituto Superior Técnico, Universidade de Lisboa, Portugal June
More informationValue Stream Mapping in the Converting Industry. Lance Cullen October 22 nd, 2012
Value Stream Mapping in the Converting Industry Lance Cullen October 22 nd, 2012 Topics to be Covered 2 1. Why VSM? 2. VSM Overview and Basics 3. VSM in Action 4. Conclusion 5. Questions? Traditional Supply
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 informationInstructor Info: Bruce Gladwin, PMP, 6σBB VP, Commercial Products Office:
Instructor Info: Bruce Gladwin, PMP, 6σBB VP, Commercial Products Office: 801.223.4639 bgladwin@promodel.com 1 Materials for this Session Value Stream Mapping vs. Process Simulation Discuss Case Model
More informationLean Principles in Facility Management
Lean Principles in Facility Management Presented to GAPPA 2013 Mark Duclos Director of Operations & Maintenance The University of Georgia What is Lean? The term Lean was coined by Jim Womack of MIT to
More informationThe Toyota Way. Using Operational Excellence as a Strategic Weapon. Chapter 1 9/11/ Ps. September 11, 2014
The Toyota Way September 11, 2014 1 Using Operational Excellence as a Strategic Weapon Chapter 1 2 Philosophy Long-term thinking Process Eliminate waste People and Partners Respect Challenge Grow them
More informationLean Thinking - Doing More With Less
Setpoint Systems, Inc. Authored By: Malorie Rasmussen Lean Thinking - Doing More With Less www.setpointusa.com info@setpointusa.com 801-621-4117 Lean Thinking - Doing More With Less Page 1 Setpoint provides
More informationJOB SEQUENCING & WIP LEVEL DETERMINATION IN A CYCLIC CONWIP FLOWSHOP WITH BLOCKING
International Journal of Mechanical Engineering and Technology (IJMET) Volume 8, Issue 9, September 2017, pp. 274 280, Article ID: IJMET_08_09_029 Available online at http://www.iaeme.com/ijmet/issues.asp?jtype=ijmet&vtype=8&itype=9
More informationJOB SEQUENCING & WIP LEVEL DETERMINATION IN A CYCLIC CONWIP FLOWSHOP WITH BLOCKING
International Journal of Mechanical Engineering and Technology (IJMET) Volume 8, Issue 9, September 2017, pp. 274 280, Article ID: IJMET_08_09_029 Available online at http://www.iaeme.com/ijmet/issues.asp?jtype=ijmet&vtype=8&itype=9
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 informationSOME TYPICAL REAL BENEFITS Some benefits I have seen companies achieve with simulation modeling as part of their approach include
G-07 James J. Curry Simulation Modeling in Lean Programs This presentation provides examples where simulation modeling was used as a tool in lean improvement programs, as a complement to other techniques
More informationPlanning manufacturing systems
Planning manufacturing systems When planning manufacturing systems, the degree of automation that can economically be justified must be considered. Experience has shown that the most successful ones are
More informationCHAPTER 1 INTRODUCTION
1 CHAPTER 1 INTRODUCTION 1.1 MANUFACTURING SYSTEM Manufacturing, a branch of industry, is the application of tools and processes for the transformation of raw materials into finished products. The manufacturing
More informationLevel & Stable Operations
Getting Started with Lean Manufacturing Principles in Flexible Substrate Coating and Converting Dave Schoellerman Tollcoating.com by Carestream Health, Incorporated info@tollcoating.com Abstract Lean manufacturing
More informationManufacturing Resource Planning
Outline Manufacturing Resource Planning MRP The Strategic Importance of Short- Term Scheduling Scheduling Issues Forward and Backward Scheduling Scheduling Criteria Outline Continued Scheduling Process-Focused
More informationCOLUMBUS McKINNON CORPORATION MIDLAND FORGE DIVISION. 6S Training Overview
6S Training Overview Why Implement 6S? Customers needs constantly change. Companies compete to meet these needs. To survive, we must stay competitive. This means improving products and services and lowering
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 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 informationManufacturing Systems Management Prof. G. Srinivasan Department of Management Studies Indian Institute of Technology, Madras
Manufacturing Systems Management Prof. G. Srinivasan Department of Management Studies Indian Institute of Technology, Madras Lecture - 28 Basic elements of JIT, Kanban systems In this lecture we see some
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 informationAn Introduction to Lean. Heidi Maier Sagstad
An Introduction to Lean Heidi Maier Sagstad Agenda Objective: Provide you with a basic understanding of key lean principles and tools. Topics: Lean defined Waste Value Stream Mapping 5S Balanced Flow 2
More information