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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
Note
Flashcard