Super factory

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  • These items are the topics that the presentation will cover.
  • As the objective of human resources strategy is stated, what do the words “effectively” and “efficiently” mean? How does this relate to workers’ need for a reasonable quality of life? What does it say about the employment of people to perform jobs embodying significant risk?
  • Here is an overview of the course content. We will review the definition of root cause, the benefits of performing root cause analysis, review a recommended problem solving process that contains the root cause analysis step, provide examples of problems addressed to root cause, things to keep in mind when performing this analysis, And finally a summary review of the course
  • Super factory

    1. 1. Sample Presentation This presentation contains the contents pages from most of presentation products. Superfactory Excellence Program™ www.superfactory.com
    2. 2. Lean Overview <ul><li>Lean Manufacturing </li></ul><ul><li>5S & Visual Controls </li></ul><ul><li>Kaizen </li></ul><ul><li>Value Streams </li></ul><ul><li>Pull Manufacturing </li></ul><ul><li>Mistake Proofing </li></ul><ul><li>Quick Changeover </li></ul><ul><li>Six Sigma </li></ul><ul><li>Lean Accounting </li></ul><ul><li>Theory of Constraints </li></ul><ul><li>Human Factors </li></ul>
    3. 3. 5S and Visual Control <ul><ul><li>5 Elements of 5S </li></ul></ul><ul><ul><li>Why 5S? </li></ul></ul><ul><ul><li>Waste </li></ul></ul><ul><ul><li>Workplace observation </li></ul></ul><ul><ul><li>S ort </li></ul></ul><ul><ul><li>S traighten </li></ul></ul><ul><ul><li>S hine </li></ul></ul><ul><ul><li>S tandardize </li></ul></ul><ul><ul><li>S ustain </li></ul></ul><ul><ul><li>Visual Factory </li></ul></ul><ul><ul><li>Summary </li></ul></ul>
    4. 4. Activity Based Costing <ul><li>What is Activity Based Costing? </li></ul><ul><li>Cost Accounting Systems </li></ul><ul><li>Traditional Cost Systems </li></ul><ul><li>Activity Based Costing </li></ul><ul><li>Implementing ABC </li></ul><ul><li>Benefits & Limitations of ABC </li></ul><ul><li>Lean Accounting </li></ul>
    5. 5. Balanced Scorecard <ul><li>Introduction to the Balanced Scorecard </li></ul><ul><ul><li>What is it? </li></ul></ul><ul><ul><li>Why do it? </li></ul></ul><ul><li>Balanced Scorecard Fundamentals </li></ul><ul><ul><li>The Four Perspectives </li></ul></ul><ul><ul><li>Measures, Targets and Initiatives </li></ul></ul><ul><ul><li>Roles and Responsibilities </li></ul></ul><ul><li>Using the Balanced Scorecard as a Management System </li></ul><ul><li>Issues and Challenges with the Balanced Scorecard </li></ul><ul><li>Implementing the Balanced Scorecard </li></ul>
    6. 6. Cellular Manufacturing / Plant Layout <ul><li>Fundamentals of layout </li></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Product </li></ul></ul><ul><ul><li>Fixed </li></ul></ul><ul><ul><li>Hybrid </li></ul></ul><ul><li>Cellular Manufacturing </li></ul><ul><ul><li>Characteristics </li></ul></ul><ul><ul><li>Implementing Cells </li></ul></ul><ul><ul><ul><li>Part Families </li></ul></ul></ul><ul><ul><ul><li>Production Flow Analysis </li></ul></ul></ul>
    7. 7. Cost Accounting <ul><li>Cost Terms, Concepts, and Classifications </li></ul><ul><li>Job Order Costing </li></ul><ul><li>Cost Behavior </li></ul><ul><li>Cost – Volume – Profit </li></ul><ul><li>Activity Based Costing </li></ul><ul><li>Profit Planning </li></ul><ul><li>Standard Costs </li></ul><ul><li>Flexible Budgets and Overhead Analysis </li></ul><ul><li>Relevant Costs for Decision-Making </li></ul>
    8. 8. Design of Experiments <ul><li>What is Design of Experiments? </li></ul><ul><li>Method </li></ul><ul><ul><li>Step 1: Model Variables </li></ul></ul><ul><ul><li>Step 2: Set Variable Targets </li></ul></ul><ul><ul><li>Step 3: Experimental Plan </li></ul></ul><ul><ul><li>Step 4: Testing </li></ul></ul><ul><ul><li>Step 4: Analysis </li></ul></ul><ul><li>Effects, Replicates & Interactions </li></ul>
    9. 9. Failure Modes & Effects Analysis <ul><li>What is FMEA? </li></ul><ul><li>History </li></ul><ul><li>Benefits </li></ul><ul><li>Applications </li></ul><ul><li>Procedure </li></ul><ul><li>Exercise </li></ul><ul><li>Summary </li></ul>
    10. 10. Human Factors <ul><li>Ergonomics </li></ul><ul><li>Knowledge Management </li></ul><ul><li>Rewards & Recognition </li></ul><ul><li>Safety & Health </li></ul><ul><li>Effective Teams </li></ul><ul><li>Conducting Effective Meetings </li></ul>
    11. 11. ISO 9001 - 2000 <ul><li>Introduction </li></ul><ul><ul><li>General Introduction </li></ul></ul><ul><ul><li>Quality Management Principles </li></ul></ul><ul><ul><li>Process Approach </li></ul></ul><ul><ul><li>Compatibility with Other Management Systems </li></ul></ul><ul><li>Part 1 </li></ul><ul><ul><li>Section 1 Scope </li></ul></ul><ul><ul><li>Section 2 Normative reference </li></ul></ul><ul><ul><li>Section 3 Terms and definitions </li></ul></ul><ul><ul><li>Section 4 Quality Management System </li></ul></ul><ul><ul><li>Section 5 Management responsibility </li></ul></ul><ul><ul><li>Section 6 Resource Management </li></ul></ul><ul><li>Part 2 </li></ul><ul><ul><li>Section 7.1 – 7.3 Product Realization </li></ul></ul><ul><li>Part 3 </li></ul><ul><ul><li>Section 7.4 Purchasing </li></ul></ul><ul><ul><li>Section 7.5 Production </li></ul></ul><ul><ul><li>Section 7.6 Control of Measuring Devices </li></ul></ul><ul><li>Part 4 </li></ul><ul><ul><li>Section 8 Measurement, Analysis, and Improvement </li></ul></ul>
    12. 12. Job Design & Work Measurement <ul><li>Job Design </li></ul><ul><ul><li>Job specialization </li></ul></ul><ul><ul><li>Job expansion </li></ul></ul><ul><ul><li>Psychological components </li></ul></ul><ul><ul><li>Self-directed teams </li></ul></ul><ul><ul><li>Motivation and incentive systems </li></ul></ul><ul><ul><li>Ergonomics and work methods </li></ul></ul><ul><li>Work Measurement </li></ul><ul><ul><li>Time Studies </li></ul></ul><ul><ul><li>Work Sampling </li></ul></ul><ul><li>Labor Standards </li></ul>
    13. 13. Kaizen <ul><li>What is Kaizen? </li></ul><ul><li>History </li></ul><ul><li>How to Kaizen </li></ul><ul><li>The Kaizen Blitz </li></ul><ul><li>Roadblocks </li></ul>
    14. 14. Knowledge Management <ul><li>Why the Interest? </li></ul><ul><li>Knowledge Management </li></ul><ul><ul><li>Trends in Knowledge Management </li></ul></ul><ul><ul><li>Forms of Knowledge </li></ul></ul><ul><ul><li>Intellectual Capital </li></ul></ul><ul><ul><li>Challenges & Critical Success Factors </li></ul></ul><ul><li>Learning Organizations </li></ul><ul><ul><li>Team Learning & Personal Mastery </li></ul></ul>
    15. 15. Mistake Proofing & Poka Yoke <ul><li>What is Mistake Proofing? </li></ul><ul><li>Everyday Examples </li></ul><ul><li>Effectiveness & ROI </li></ul><ul><li>Error Proofing and SPC </li></ul><ul><li>Inspection Techniques </li></ul><ul><li>Types of Poka Yokes </li></ul>
    16. 16. Forecasting, Planning & Scheduling <ul><li>Forecasting </li></ul><ul><li>Planning </li></ul><ul><li>Scheduling </li></ul><ul><li>MRP & ERP </li></ul>
    17. 17. Project Management <ul><li>PM in today’s environment </li></ul><ul><ul><li>rapid change </li></ul></ul><ul><ul><li>BPR </li></ul></ul><ul><li>The project plan </li></ul><ul><li>Management & communications </li></ul><ul><li>Organizational, people, political issues </li></ul><ul><li>Stakeholders </li></ul><ul><li>Tools & methodologies </li></ul>
    18. 18. Pull Manufacturing Kanban, One Piece Flow, JIT <ul><li>Why Pull Manufacturing? </li></ul><ul><li>The Problem of Inventory </li></ul><ul><li>Just In Time </li></ul><ul><li>Kanban </li></ul><ul><li>One Piece Flow </li></ul><ul><li>Demand / Pull </li></ul><ul><li>Standard Work & Takt Time </li></ul><ul><li>Production Smoothing </li></ul>
    19. 19. Quick Changeover / SMED <ul><li>Changeover and Changeover Time </li></ul><ul><li>Traditional Setup </li></ul><ul><li>SMED </li></ul><ul><li>SMED Process Steps </li></ul><ul><li>Ideas for Improvement </li></ul>
    20. 20. Root Cause Analysis <ul><li>Course Objectives </li></ul><ul><li>What is Root Cause? </li></ul><ul><li>Benefits </li></ul><ul><li>The Problem Solving Process </li></ul><ul><li>Examples and Exercises </li></ul>
    21. 21. Six Sigma <ul><li>What is Six Sigma? </li></ul><ul><li>Phases of Six Sigma </li></ul><ul><ul><li>Define </li></ul></ul><ul><ul><li>Measure </li></ul></ul><ul><ul><li>Evaluate / Analyze </li></ul></ul><ul><ul><li>Improve </li></ul></ul><ul><ul><li>Control </li></ul></ul><ul><li>Design for Six Sigma </li></ul><ul><li>Green Belts & Black Belts </li></ul>
    22. 22. Statistical Process Control <ul><li>What is Statistical Process Control </li></ul><ul><li>Variability </li></ul><ul><li>Control Charts </li></ul><ul><li>Process Capability C p </li></ul><ul><li>Measuring Instruments </li></ul><ul><ul><li>Repeatability & Reproducibility </li></ul></ul>
    23. 23. Strategic Management <ul><li>Strategic Management Thinking </li></ul><ul><li>The Strategic Management Process </li></ul><ul><li>Customer Analysis </li></ul><ul><li>Competitor Analysis </li></ul><ul><li>Strategy Formulation </li></ul><ul><li>Execution </li></ul>
    24. 24. Supply Chain Strategies <ul><li>Strategic Importance of Supply Chains </li></ul><ul><li>Supply Chain Economics </li></ul><ul><li>Supply Chain Strategies </li></ul><ul><li>Managing the Supply Chain </li></ul><ul><li>Internet Purchasing </li></ul><ul><li>Vendor Selection </li></ul><ul><li>Materials Management </li></ul><ul><li>Benchmarking Metrics </li></ul><ul><li>Value Chains </li></ul><ul><li>Global Supply Chains </li></ul>
    25. 25. Technology Assessment <ul><li>Management of Technology </li></ul><ul><li>Sociotechnical Change </li></ul><ul><li>Technology Planning </li></ul><ul><li>Technology Forecasting </li></ul><ul><li>Managing Forecasting </li></ul><ul><li>Methods and Issues </li></ul><ul><li>Lifecycles </li></ul><ul><li>Monitoring </li></ul><ul><li>Tools for Trending </li></ul><ul><li>Extrapolating Technological Trends </li></ul><ul><li>Expert Opinion </li></ul>
    26. 26. Theory of Constraints <ul><li>Introduction to Constraints </li></ul><ul><li>Five Steps Of Theory of Constraints </li></ul><ul><li>Drum Buffer Rope </li></ul><ul><li>Evaporating Cloud Method </li></ul><ul><li>The Batch Size Problem </li></ul><ul><li>Chain Analogy </li></ul><ul><li>Issues with TOC </li></ul><ul><li>Measurements & Financial Issues </li></ul>
    27. 27. Total Productive Maintenance <ul><li>What is Total Productive Maintenance </li></ul><ul><li>Origins of TPM </li></ul><ul><li>TPM Principles </li></ul><ul><li>Components of TPM </li></ul><ul><ul><li>Autonomous Maintenance </li></ul></ul><ul><ul><li>Planned Maintenance </li></ul></ul><ul><ul><li>Equipment & Process Improvement </li></ul></ul><ul><ul><li>Early Management of New Equipment </li></ul></ul><ul><ul><li>Process Quality Management </li></ul></ul><ul><ul><li>TPM in the Office </li></ul></ul><ul><li>Implementing TPM </li></ul><ul><li>TPM Benefits </li></ul><ul><li>Maintenance Management & Strategy </li></ul>
    28. 28. Total Quality Management <ul><li>What is Quality </li></ul><ul><li>Evolution of Quality </li></ul><ul><li>Total Quality Management </li></ul><ul><li>Employee Involvement </li></ul><ul><li>Cost of Quality </li></ul><ul><li>Quality Awards </li></ul><ul><li>The Quality Management System </li></ul><ul><ul><li>1. Leadership </li></ul></ul><ul><ul><li>2. Strategic planning </li></ul></ul><ul><ul><li>3. Customer satisfaction </li></ul></ul><ul><ul><li>4. Performance management </li></ul></ul><ul><ul><li>5. Human resources </li></ul></ul><ul><ul><li>6. Construction quality </li></ul></ul><ul><ul><li>7. Supplier partnerships </li></ul></ul><ul><ul><li>8. Results </li></ul></ul>
    29. 29. Value Streams <ul><li>What are Value Streams? </li></ul><ul><li>History - Toyota </li></ul><ul><li>Identifying the Value Streams </li></ul><ul><li>Value Stream Mapping </li></ul><ul><li>The Current State </li></ul><ul><li>The Future State </li></ul><ul><li>Unique Situations </li></ul><ul><li>Enhancing the Future State </li></ul><ul><li>Implementing Change </li></ul><ul><li>Roadblocks </li></ul>

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