BUSN 304 Week 3

Lean Manufacturing / Just-In-Time Systems Models & Concepts PowerPoint

push or pull: repetitive production

pull

push or pull: minimal shop floor control

pull

push or pull: simpler

pull

push or pull: relies on visual or audible signals to trigger production and inventory

pull

push or pull: lower inventories related to need “all the time”

pull

push or pull: lot size or batch production

push

push or pull: extensive shop floor control

push

push or pull: more complex

push

push or pull: relies on computer system to trigger production and order inventory

push

push or pull: inventories related to batch or lot size

push

defect waste

efforts caused by rework, scrap, and incorrect information

overproduction waste

production that is more than needed or before it is needed

waiting waste

wasted time waiting for the next step in a process

non-utilized talent waste

underutilizing people’s talents, skills, and knowledge

transportation waste

unnecessary movements of products and material

inventory waste

excess products and materials not being processed

motion waste

unnecessary movements by people (ex. walking)

extra-processing waste

more work or higher quality than is required by the customer

Heijunka

Level Loading; a form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process

Jidoka

Autonomation; design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected

Kaizen

Continuous Improvement; a strategy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process

Kanban

Pull System; a method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed

Muda

Waste; anything in the manufacturing process that does not add value from the customer’s perspective

Poka-Yoke

Error Proofing; design error detection and prevention into production processes with the goal of achieving zero defects

Takt Time

Cycle Time; the pace of production (e.g. manufacturing one piece every 34 seconds) that aligns production with customer demand. Calculated as Planned Production Time / Customer Demand.

standardization

the absence of variety in products/services

simplification

original design → revised design → final design

stable production

• Smooth production requirements

• Smooth demand across planning horizon

• Use mixed-model assembly to steady component production

• Use visual system to manage product movement

• Can handle up to 10% change in demand

concurrent engineering

brings all interested parties together early in the design process to deal with issues associated with design, marketing, manufacturing, quality, supply, etc

shortens overall ‘time to market’

human resources

• Pay

• Management issues (feeling threatened of losing control)

• People issues (getting along with each other)

• Continuous Improvement

• Total employee involvement

• Empowerment

considerations in job design at improving worker productivity and skill levels

supplier relationships

evaluation and selection of vendor (suppliers) network to develop a tiered supplier network reducing the number of primary suppliers; working out of contractual issues to protect customer and vendor

facility design

• Linked operations

• Balanced workstation capacities

• Flow efficiency

• Small lot sizes

• Reduced setup/changeover time

efficiency of resources

less resources by using small lot production; a card or other device that communicates demand for work or materials from the preceding work station called a kanban system