This document describes two different poka-yoke systems for line feeding/side kanbans: a color-coded system and a number-based system. The color-coded system uses a 4-digit color code to identify the exact point-of-use for materials and tools in both space and time. The number-based system uses a card-to-card approach where kanban cards move between bins and the material operator to trigger replenishment of empty bins. Pictograms and work instructions illustrate the material replenishment process under the number-based system.
Este documento presenta una introducción a las redes de sensores inalámbricos (WSN). Explica que una WSN está formada por pequeños nodos sensores que se comunican entre sí de forma inalámbrica para monitorear el mundo físico. Describe la arquitectura típica de una WSN, incluyendo los nodos, campo de sensores, gestor de tareas y puerta de enlace. Además, discute las características, estándares de comunicación, topologías y aplicaciones comunes de las redes de sensores inalá
AlarmChain-SelfDevelopingSub-Network-FeketeIstvanPicIstvan Fekete
The document describes an "alarm chain" system for managing overheated parts of a supply network. The alarm chain allows for quick reaction and adaptive sub-network creation through relationships of "my supplier - me - my customer". The production planner acts as the central hub, establishing personal relationships to manage the overheated sub-network. The system represents both a high-level, internal network view and a more granular view of individual contacts within the overheated areas of the supply chain.
Steve Smith has over 30 years of experience in telecommunications and IT roles. He has held several leadership and managerial positions at Ericsson, Equant, Memorex Telex, and other companies where he led teams, managed projects, introduced new processes and technologies, and delivered network solutions for major clients. He has expertise in areas like process improvement, project management, technical consulting, and product management.
This document discusses using clay minerals and organoclays as flocculants to pretreat brine wastewater (BWW) from the pickle industry. BWW is difficult to treat due to its low pH, high salt content, and high levels of suspended and organic matter. The study tested different clay minerals and berberine-modified organoclays in a two-step sedimentation process to reduce turbidity, total suspended solids (TSS), volatile suspended solids (VSS), and chemical oxygen demand (COD) in BWW. Preliminary tests showed Volclay KWK bentonite (VO) and Pangel C150 sepiolite (C150) were the most effective at reducing
Steve Smith has over 20 years of experience in process improvement, project management, and technical roles within the telecommunications industry. He has a track record of leading teams, managing complex projects, introducing innovations, and achieving cost reductions and efficiency gains. Some of his roles and responsibilities have included process improvement manager, best practices manager, core network manager, project manager, and technical architect team leader.
Steve Smith has over 20 years of experience in process improvement, project management, and technical roles within the telecommunications industry. He has a track record of leading teams, managing complex projects, introducing innovations, and achieving cost reductions and efficiency gains. Some of his roles and responsibilities have included process improvement manager, best practices manager, core network manager, project manager, and technical architect team leader.
LeanValueStreamOrg-wKanban-FeketeIstvanPicIstvan Fekete
This document describes the transformation of a production process from a traditional job shop layout with isolated production lines to a lean value stream organization with Kanban-driven operations. The original process involved separated and isolated production steps with extensive work-in-process movement between them. The new process implemented continuous flow production, organized production lines into value streams, reduced work-in-process inventory, and implemented Kanban signals to pull production through the process.
This document is a resume for Steve Smith, who has over 30 years of experience in leadership roles across small- and large-scale companies. He has a proven track record of analyzing complex problems and developing innovative solutions to improve organizational efficiency and restore effective ways of working. His experience includes establishing best practices, managing transformation projects, and leading teams in both technical and consulting roles.
Este documento presenta una introducción a las redes de sensores inalámbricos (WSN). Explica que una WSN está formada por pequeños nodos sensores que se comunican entre sí de forma inalámbrica para monitorear el mundo físico. Describe la arquitectura típica de una WSN, incluyendo los nodos, campo de sensores, gestor de tareas y puerta de enlace. Además, discute las características, estándares de comunicación, topologías y aplicaciones comunes de las redes de sensores inalá
AlarmChain-SelfDevelopingSub-Network-FeketeIstvanPicIstvan Fekete
The document describes an "alarm chain" system for managing overheated parts of a supply network. The alarm chain allows for quick reaction and adaptive sub-network creation through relationships of "my supplier - me - my customer". The production planner acts as the central hub, establishing personal relationships to manage the overheated sub-network. The system represents both a high-level, internal network view and a more granular view of individual contacts within the overheated areas of the supply chain.
Steve Smith has over 30 years of experience in telecommunications and IT roles. He has held several leadership and managerial positions at Ericsson, Equant, Memorex Telex, and other companies where he led teams, managed projects, introduced new processes and technologies, and delivered network solutions for major clients. He has expertise in areas like process improvement, project management, technical consulting, and product management.
This document discusses using clay minerals and organoclays as flocculants to pretreat brine wastewater (BWW) from the pickle industry. BWW is difficult to treat due to its low pH, high salt content, and high levels of suspended and organic matter. The study tested different clay minerals and berberine-modified organoclays in a two-step sedimentation process to reduce turbidity, total suspended solids (TSS), volatile suspended solids (VSS), and chemical oxygen demand (COD) in BWW. Preliminary tests showed Volclay KWK bentonite (VO) and Pangel C150 sepiolite (C150) were the most effective at reducing
Steve Smith has over 20 years of experience in process improvement, project management, and technical roles within the telecommunications industry. He has a track record of leading teams, managing complex projects, introducing innovations, and achieving cost reductions and efficiency gains. Some of his roles and responsibilities have included process improvement manager, best practices manager, core network manager, project manager, and technical architect team leader.
Steve Smith has over 20 years of experience in process improvement, project management, and technical roles within the telecommunications industry. He has a track record of leading teams, managing complex projects, introducing innovations, and achieving cost reductions and efficiency gains. Some of his roles and responsibilities have included process improvement manager, best practices manager, core network manager, project manager, and technical architect team leader.
LeanValueStreamOrg-wKanban-FeketeIstvanPicIstvan Fekete
This document describes the transformation of a production process from a traditional job shop layout with isolated production lines to a lean value stream organization with Kanban-driven operations. The original process involved separated and isolated production steps with extensive work-in-process movement between them. The new process implemented continuous flow production, organized production lines into value streams, reduced work-in-process inventory, and implemented Kanban signals to pull production through the process.
This document is a resume for Steve Smith, who has over 30 years of experience in leadership roles across small- and large-scale companies. He has a proven track record of analyzing complex problems and developing innovative solutions to improve organizational efficiency and restore effective ways of working. His experience includes establishing best practices, managing transformation projects, and leading teams in both technical and consulting roles.
RobustLearningOrgElast-toCapacityChng-FeketeIstvanPicIstvan Fekete
The document describes Nokia's knowledge management system for quickly adapting to changes in business environment and demand. It establishes dedicated teams for product families that can migrate between families as needed. This creates four types of teams - full teams, exporting teams, high season teams, and low season teams - allowing elastic movement of staff between teams. Operators are trained in multiple roles to ensure knowledge transfer and coverage. The system aims to balance staff skills and productivity during periods of expanding or contracting operations and volume changes.
This document discusses copyright law and its application to sharing instructional materials. It notes that copyright law gives the creator exclusive rights over copies of their work and outlines some exceptions for fair use in education. Specifically, it states that teachers can make one copy per student of short passages from books or articles for classroom use but cannot share purchased materials without the appropriate license. The document warns that unethical sharing of copyrighted materials could result in legal consequences for educators ranging from fines to lawsuits.
This document summarizes the professional experience and qualifications of Steve Smith. It outlines his 30 years of experience leading transformational change projects across various industries. He has a proven track record of analyzing complex problems, developing innovative solutions, and implementing change management processes. His experience includes roles managing teams, developing new products, improving processes, and recovering failing business units.
1) Researchers conducted a study using data from 1,160 patients in the Nevus Outreach Registry to investigate the connection between large congenital melanocytic nevi (LCMN) and primary cutaneous melanoma.
2) They compared melanoma rates in the registry to national cancer data and found similar lifetime risks, contradicting the hypothesis that LCMN increases melanoma risk.
3) A statistical analysis found the hypothesis that LCMN correlates to higher melanoma risk to be false to a high degree of significance, as reported melanoma cases in the registry were likely misdiagnosed.
This document discusses Poka-Yoke, a technique invented by Shigeo Shingo to prevent manufacturing errors. Poka-Yoke, which translates to "avoid mistakes", aims to eliminate errors at their source, detect errors as they occur, or detect errors soon after they are made. It consists of process or design features that make errors difficult or impossible. The goals of Poka-Yoke are to achieve zero defects by either not making unneeded products through just-in-time principles, or building safeguards into the production process so quality can be designed in through techniques like error detection alarms, checklists, and ensuring parts can only be assembled correctly.
The document discusses mistake proofing and poka yoke techniques used to reduce errors in manufacturing processes. It provides everyday examples of error prevention measures, such as safety features on lawn mowers and gas caps. The document also lists ten common types of human mistakes and suggests applying mistake proofing concepts to services by focusing on front-office customer interactions and back-office processes.
Kaizen is a Japanese philosophy of continuous improvement involving everyone. It focuses on gradual, orderly changes for the better through ongoing improvement. A Kaizen Blitz is a tool for radical improvement over a short period, typically five days, using focused effort on a defined process to dramatically improve productivity, quality and other factors. Common roadblocks to implementing Kaizen include being too busy, seeing it as not a priority or in the budget, thinking results are obvious without trying, and fear of accountability.
The document discusses the concept of poka-yoke or mistake-proofing. It begins with an introduction that defines poka-yoke as a mechanism that prevents mistakes from being made and is obvious at a glance. The document then covers classifications of poka-yoke devices by Dr. Shigeo Shingo, the differences between Zero Quality Control (ZQC) and Statistical Process Control (SPC), examples of everyday poka-yoke devices like stoves and microwaves, and characteristics of good poka-yoke solutions like being simple and providing quick feedback. It concludes by emphasizing the importance of thinking simply, specifically, and responsively when developing poka-yoke mechanisms.
This document contains summaries of several passages on various topics:
1. The first passage discusses how implementing simple practices like 5S can provide significant benefits, even for something as basic as a coconut hawker in Tanzania.
2. The second passage emphasizes that accountability involves taking ownership of one's actions and results rather than making excuses or blaming others. It outlines specific steps like "Do it", "Solve it", and "Own it" that are above the line of accountability versus behaviors like waiting, covering up, or pointing fingers that are below the line.
3. The third passage notes that respect for time, attention to details, and an attitude of perfection are three principles of continuous improvement that
This document discusses Poka Yoke and Jidoka, two Lean Manufacturing concepts. Poka Yoke refers to mistake-proofing methods that help avoid errors in work processes. Examples given include ensuring required parts are inserted in the correct order. Jidoka means automation with human touch, where machines stop immediately when a problem is detected to identify the root cause. Both aim to produce quality products and eliminate waste through continuous improvement of processes.
This document discusses the concept of poka-yoke, or mistake-proofing, which aims to prevent human and machine errors in processes. Poka-yoke was formalized by Shigeo Shingo as part of the Toyota Production System. It involves implementing fail-safe methods that detect or prevent errors at their source. There are different types of poka-yoke including prevention and detection devices. It is important as it helps improve quality and reliability by driving defects out of products and processes. Poka-yoke can be applied wherever errors may occur and includes techniques to prevent or highlight errors.
This presentation provides an overview of Kaizen, a Japanese philosophy of continuous improvement. It discusses how Kaizen involves making small, incremental changes to processes on a continual basis to improve efficiency and quality. The presentation compares Pakistani and Japanese management systems, highlighting how Kaizen focuses on eliminating waste and non-value-adding activities. Examples of how Kaizen has been applied to improve specific processes are presented. The advantages of implementing a Kaizen system and reasons for failures in Pakistan are also summarized.
The document provides an overview of the lean manufacturing concept of Jidoka, which has two main goals. The first is to allow machines and operators to detect abnormal conditions and immediately stop work. The second is to separate the roles of people and machines for more efficient work. Jidoka is considered one of the two main pillars of the Toyota Production System, along with just-in-time production. The document outlines the four main steps of Jidoka: detect abnormalities, stop, fix or correct the immediate issue, and investigate the root cause and implement countermeasures. It emphasizes that quality must be built into the manufacturing process through techniques like poka-yoke devices that allow automatic detection of problems and stopping.
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
Jidoka refers to the Japanese manufacturing principle of "autonomation", which aims to detect and address defects at their source. It incorporates both automated defect detection mechanisms that stop production, as well as empowering workers to manually stop lines when issues arise. For example, at Toyota assembly lines will automatically stop if a worker takes too long on a step, focusing problem-solving efforts. Jidoka is one of the two pillars of the Toyota Production System, along with just-in-time production, and allows for both high quality and efficiency.
The document outlines plans for managing off-site warehousing and sequencing assemblies for GM assembly plants. It describes setting up linear kitting lines to sequence parts and subassemblies for delivery to plants just-in-time based on their broadcasts. It aims to enable plants to operate with lower inventories and higher turns by controlling quality issues and rapid responses from the off-site location.
The document provides information on the SN54/74LS390 and SN54/74LS393 dual decade counter and dual 4-stage binary counter integrated circuits. It describes the operation and connections of each chip, including truth tables showing the output patterns. Specifications such as pin names and numbers, electrical characteristics, and packaging/ordering details are also included.
Package on-package interconnect for fan-out wafer level packagesInvensas
BVA® is a fine pitch vertical interconnect technology that forms package level 3D interconnects between active IC’s or passive devices, utilizing the existing wire bond infrastructure.
RobustLearningOrgElast-toCapacityChng-FeketeIstvanPicIstvan Fekete
The document describes Nokia's knowledge management system for quickly adapting to changes in business environment and demand. It establishes dedicated teams for product families that can migrate between families as needed. This creates four types of teams - full teams, exporting teams, high season teams, and low season teams - allowing elastic movement of staff between teams. Operators are trained in multiple roles to ensure knowledge transfer and coverage. The system aims to balance staff skills and productivity during periods of expanding or contracting operations and volume changes.
This document discusses copyright law and its application to sharing instructional materials. It notes that copyright law gives the creator exclusive rights over copies of their work and outlines some exceptions for fair use in education. Specifically, it states that teachers can make one copy per student of short passages from books or articles for classroom use but cannot share purchased materials without the appropriate license. The document warns that unethical sharing of copyrighted materials could result in legal consequences for educators ranging from fines to lawsuits.
This document summarizes the professional experience and qualifications of Steve Smith. It outlines his 30 years of experience leading transformational change projects across various industries. He has a proven track record of analyzing complex problems, developing innovative solutions, and implementing change management processes. His experience includes roles managing teams, developing new products, improving processes, and recovering failing business units.
1) Researchers conducted a study using data from 1,160 patients in the Nevus Outreach Registry to investigate the connection between large congenital melanocytic nevi (LCMN) and primary cutaneous melanoma.
2) They compared melanoma rates in the registry to national cancer data and found similar lifetime risks, contradicting the hypothesis that LCMN increases melanoma risk.
3) A statistical analysis found the hypothesis that LCMN correlates to higher melanoma risk to be false to a high degree of significance, as reported melanoma cases in the registry were likely misdiagnosed.
This document discusses Poka-Yoke, a technique invented by Shigeo Shingo to prevent manufacturing errors. Poka-Yoke, which translates to "avoid mistakes", aims to eliminate errors at their source, detect errors as they occur, or detect errors soon after they are made. It consists of process or design features that make errors difficult or impossible. The goals of Poka-Yoke are to achieve zero defects by either not making unneeded products through just-in-time principles, or building safeguards into the production process so quality can be designed in through techniques like error detection alarms, checklists, and ensuring parts can only be assembled correctly.
The document discusses mistake proofing and poka yoke techniques used to reduce errors in manufacturing processes. It provides everyday examples of error prevention measures, such as safety features on lawn mowers and gas caps. The document also lists ten common types of human mistakes and suggests applying mistake proofing concepts to services by focusing on front-office customer interactions and back-office processes.
Kaizen is a Japanese philosophy of continuous improvement involving everyone. It focuses on gradual, orderly changes for the better through ongoing improvement. A Kaizen Blitz is a tool for radical improvement over a short period, typically five days, using focused effort on a defined process to dramatically improve productivity, quality and other factors. Common roadblocks to implementing Kaizen include being too busy, seeing it as not a priority or in the budget, thinking results are obvious without trying, and fear of accountability.
The document discusses the concept of poka-yoke or mistake-proofing. It begins with an introduction that defines poka-yoke as a mechanism that prevents mistakes from being made and is obvious at a glance. The document then covers classifications of poka-yoke devices by Dr. Shigeo Shingo, the differences between Zero Quality Control (ZQC) and Statistical Process Control (SPC), examples of everyday poka-yoke devices like stoves and microwaves, and characteristics of good poka-yoke solutions like being simple and providing quick feedback. It concludes by emphasizing the importance of thinking simply, specifically, and responsively when developing poka-yoke mechanisms.
This document contains summaries of several passages on various topics:
1. The first passage discusses how implementing simple practices like 5S can provide significant benefits, even for something as basic as a coconut hawker in Tanzania.
2. The second passage emphasizes that accountability involves taking ownership of one's actions and results rather than making excuses or blaming others. It outlines specific steps like "Do it", "Solve it", and "Own it" that are above the line of accountability versus behaviors like waiting, covering up, or pointing fingers that are below the line.
3. The third passage notes that respect for time, attention to details, and an attitude of perfection are three principles of continuous improvement that
This document discusses Poka Yoke and Jidoka, two Lean Manufacturing concepts. Poka Yoke refers to mistake-proofing methods that help avoid errors in work processes. Examples given include ensuring required parts are inserted in the correct order. Jidoka means automation with human touch, where machines stop immediately when a problem is detected to identify the root cause. Both aim to produce quality products and eliminate waste through continuous improvement of processes.
This document discusses the concept of poka-yoke, or mistake-proofing, which aims to prevent human and machine errors in processes. Poka-yoke was formalized by Shigeo Shingo as part of the Toyota Production System. It involves implementing fail-safe methods that detect or prevent errors at their source. There are different types of poka-yoke including prevention and detection devices. It is important as it helps improve quality and reliability by driving defects out of products and processes. Poka-yoke can be applied wherever errors may occur and includes techniques to prevent or highlight errors.
This presentation provides an overview of Kaizen, a Japanese philosophy of continuous improvement. It discusses how Kaizen involves making small, incremental changes to processes on a continual basis to improve efficiency and quality. The presentation compares Pakistani and Japanese management systems, highlighting how Kaizen focuses on eliminating waste and non-value-adding activities. Examples of how Kaizen has been applied to improve specific processes are presented. The advantages of implementing a Kaizen system and reasons for failures in Pakistan are also summarized.
The document provides an overview of the lean manufacturing concept of Jidoka, which has two main goals. The first is to allow machines and operators to detect abnormal conditions and immediately stop work. The second is to separate the roles of people and machines for more efficient work. Jidoka is considered one of the two main pillars of the Toyota Production System, along with just-in-time production. The document outlines the four main steps of Jidoka: detect abnormalities, stop, fix or correct the immediate issue, and investigate the root cause and implement countermeasures. It emphasizes that quality must be built into the manufacturing process through techniques like poka-yoke devices that allow automatic detection of problems and stopping.
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
Jidoka refers to the Japanese manufacturing principle of "autonomation", which aims to detect and address defects at their source. It incorporates both automated defect detection mechanisms that stop production, as well as empowering workers to manually stop lines when issues arise. For example, at Toyota assembly lines will automatically stop if a worker takes too long on a step, focusing problem-solving efforts. Jidoka is one of the two pillars of the Toyota Production System, along with just-in-time production, and allows for both high quality and efficiency.
The document outlines plans for managing off-site warehousing and sequencing assemblies for GM assembly plants. It describes setting up linear kitting lines to sequence parts and subassemblies for delivery to plants just-in-time based on their broadcasts. It aims to enable plants to operate with lower inventories and higher turns by controlling quality issues and rapid responses from the off-site location.
The document provides information on the SN54/74LS390 and SN54/74LS393 dual decade counter and dual 4-stage binary counter integrated circuits. It describes the operation and connections of each chip, including truth tables showing the output patterns. Specifications such as pin names and numbers, electrical characteristics, and packaging/ordering details are also included.
Package on-package interconnect for fan-out wafer level packagesInvensas
BVA® is a fine pitch vertical interconnect technology that forms package level 3D interconnects between active IC’s or passive devices, utilizing the existing wire bond infrastructure.
The document describes the design and development of a low mid bell (peaking filter) circuit. Key points:
- The filter is designed to have a center frequency of 500 Hz, gain of 15 dB, and a two octave range.
- Calculations are done using Sallen-Key and Rauch filter designs to determine component values. Sallen-Key is selected.
- PSpice simulations are run to verify the theoretical design meets specifications.
- An Eagle PCB layout is created from the schematic. The board is then manufactured and components assembled.
The document discusses 2D and 3D rendering pipelines. It describes techniques for clipping geometric primitives to a viewing window, including Cohen-Sutherland line clipping and Sutherland-Hodgeman polygon clipping. It also covers viewport transformation to map from screen to image coordinates, and scan conversion algorithms to determine which pixels are inside primitives like triangles and polygons.
The document discusses 2D and 3D rendering pipelines. It describes techniques for clipping geometric primitives to a viewing window, including Cohen-Sutherland line clipping and Sutherland-Hodgeman polygon clipping. It also covers viewport transformation to map from screen to image coordinates, and scan conversion algorithms to determine which pixels are inside primitives like triangles and polygons.
This document summarizes Amkor Technology's electrical characterization and co-design services:
- Amkor has experienced electrical engineers who use simulation tools to reduce design cycle times and provide expert advice to customers.
- Services include design for performance, cost, and manufacturability. Engineers collaborate closely with customers on package design.
- Beyond basic layout and simulation, Amkor's services include optimizing package design through close interaction during layout to meet signal and power integrity specifications.
This document provides an overview of VLSI circuits and design. It discusses the evolution from transistors to integrated circuits, highlighting advantages like reduced size and cost. The VLSI design process involves problem specification, architecture definition, functional design, logic design, and physical design. CMOS technology is described, including transistor operation, fabrication, and basic gates. Dynamic CMOS uses precharge and evaluation phases to conditionally discharge outputs. Programmable logic devices like PLA, PAL, and FPGA are also summarized.
The document describes the design of a reversible 8-bit arithmetic logic unit (ALU) using low power reversible logic gates. It involves designing reversible logic gates, arithmetic circuits like full adders and multipliers, and a multiplexer. Reversible NAND/AND and NOR/OR gates are designed. A DKGP gate is used to design a reversible 1-bit full adder and 8-bit complementing adder. 4x4 and 8x8 multipliers are designed using compressors. A 2x1 multiplexer and 4x1 multiplexer are also designed using primitive gates. CMOS and SET implementations and their input/output waveforms are shown for the designed circuits.
Learn How to Manage Backlog from Toyota Kanban Concepts, Agile Roots 2014Yoshifumi Tsuda
Here is the deck I presented at Agile Roots 2014 event.
http://www.agileroots.com/
http://www.agileroots.com/presentation/learn-how-to-manage-backlog-from-toyota-kanban-concepts/
At the technology round table strategic presentations on Commercial Refrigeration will be presented by leading industry representatives, followed by a panel discussion.
The document contains several code snippets for 8051 Assembly Language Programs (ALPs) that perform various tasks:
1) Loading data into memory locations 50h-54h; moving that block of data to locations 60h-64h.
2) Performing a block exchange between external RAM and registers using loops.
3) Determining if a given number is even or odd. Identifying even and odd numbers in an array.
4) Arranging numbers in ascending order. Indicating the number of 1s and 0s in a value.
5) Adding and subtracting 8-bit, 16-bit, and 32-bit numbers. Multiplying two 16-bit
This document provides instructions for maintaining freeze dry carts used in a freeze drying process. It describes the anatomy of the carts and their components. The carts use foil heaters, thermostats, and wiring to regulate temperature. The document outlines how to check the resistance of cart components like heaters and thermostats using a multimeter. Procedures are provided for replacing thermostats and foil heaters if faults are detected. Wiring diagrams show how the heaters and thermostats are connected for different cart models. Tools needed for maintenance and part replacement are also listed.
The document appears to be an auxiliary equipment diagram for a power transformer. It includes 28 sheets that provide details on the transformer's cooling system, control system, monitoring equipment, motor drive, wiring diagrams, and bill of materials. The diagrams show the electrical schematics and connections for components like fans, pumps, sensors, relays, and monitoring devices that control and protect the transformer.
This proposal suggests creating stable mixed pallets for partial shipments to APAC regions to address customer complaints about loose cartons and partial pallets. It involves combining multiple pallet IDs with the same dimensions, carton quantities, and pallet quantities onto a single stable pallet. This is expected to save on wood pallets, plastic film, angle bars, and strings used for packaging. It will also reduce warehouse space needs and make the loading, quality checking, and forwarding processes more efficient.
Similar to Color&DigitalPYforLFK-FeketeIstvanPic (18)
This document discusses an approach to project management called the "Snow Crystal Approach" that focuses on maintaining stability while allowing for flexibility and change. Some key points:
1) The approach aims to create solid project structures like the core and branches of a snow crystal that provide both stability and elasticity to adapt to a changing environment.
2) It emphasizes gaining clarity on real customer needs through iterative discussions to distinguish real and perceived needs and determine what is relevant and specific.
3) Solutions are developed through a combination of global standards, modular options, and local specific solutions to meet common and specific needs.
ServiceKanban-SelfRegulNetwork-FeketeIstvanPicIstvan Fekete
1) The document describes a Service Kanban system used at Nokia from 2009-2011 to facilitate adaptive and self-regulating production across thousands of employees.
2) The system uses simple rules like limiting the number of service cards and flags to create complex, adaptive behavior. It also uses planned response times to trigger automatic escalation and adaptation.
3) Services adapt to changing demand by being pulled by colored flags and andon lamps. Service owners watch for needs and prioritize cells, with service leaders helping to allocate additional resources during overload situations.
The document discusses material flow processes and how they can be used to support efficient and responsive supply chains. It describes four main material flow processes: milkrun, kanban, piece picking, and just-in-sequence. Milkrun is used for common components that go into all final goods variants, with replenishment to fixed locations for months. Kanban is for high-use common components, with replenishment for days/weeks. Piece picking delivers variant-specific components in exact quantities. Just-in-sequence is only used if all processes are tightly managed. The document advocates aligning material flow processes to component behaviors for optimal supply chain performance.
AlarmChain-SelfDevelopingSub-Network-FeketeIstvanPicIstvan Fekete
The document describes an "alarm chain" system for managing overheated parts of a supply network. The alarm chain allows for quick reaction and adaptive sub-network creation through relationships of "my supplier - me - my customer". The production planner acts as the central hub, establishing personal relationships to manage the overheated sub-network. The system represents both a high-level, internal network view and a more granular view of individual contacts within the overheated areas of the supply chain.
AdaptiveMultiD-ValueChain-Mgnt-FeketeIstvanPicIstvan Fekete
This document discusses multi-dimensional value chain management approaches used by the author at two companies between 2004-2012 to achieve supply chain adaptability and stability. It describes defining safety stocks across three dimensions - product weight in the portfolio, position along the value chain, and behavior pattern. Different stock replenishment triggers were correlated with customer order fulfillment rates. Planning and execution cycles were linked to maximize opportunities while minimizing disruptions. Dynamic rules were developed to determine lead times based on customer order size and material stock levels. Stock levels and limits were adjusted to influence demand and supply as needed.
1. Color-coded and number based Poka-Yoke for Line Feed/Side Kanbans
Istvan Fekete
(fekete.istvan.pic@gmail.com)
Capro/Teleflex, 2006-2008
Nokia, 2012-2013
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Létra
R adi átor R adi átor R adi átor R adi átor Ra di átor Ra di átor R adi átor
Ra diá tor Ra diá tor Rad iá to r Ra di átor Ra diá tor Ra di átor Ra di átor Rad iá tor
SFG
Build to o rder
Kiszállítás
QR
SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG
FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG FG
SFG
Kanban
SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG SFG
EWALD
EWALD
2244
WIRE
CUTTER
SFG
CAB LE CUTT ER
AT
P AYOFF
2426
AT 2424
SLEE VE
I NST ALL
AT 2475
AT 2409
INSTAL #2
SLEEVE
AT
SONIC WELD
SFG
258 2
RM
242 7
AT
CONDUIT
B RUSH
242 8
A T
AT 2429
CONDUIT
OPEN
2438
M870 232900
COIL cuting
AT
2443
H OT
STA MP
AT
2445
2523
4226
Pres
Pres
PANE L
CONT ROL
HOTSTAMP
AT 2423
AT 2421/2
CONDUIT CUT
HOTSTAMP
AT 24 92
CONDUIT CUT
TWINWIRE 190
SFG
TWINWIRE 220
SFG
SFG
TWINWIRE 190
Pres
2ND CU T
STRINGER
Pre s
Cold stake
CND
E-SCALE
PUL TESTER
Raklap
Raklap Csomagoló Öszeszerelõ 2. Öszeszerelõ 1.
Pat int
Kicsomagoló
10 A B
Kilincs Kan-ban
7
End Cap
Die Ca ster
E -scale és Pul Test Raklap
Fûzõ
Vágó és zömítõ
gyors
Raklap
Asy 1. As y 2.
Szerelvény elenõrzés
Asztal
Raklap
23
SM
QR QR
RM RMRMRM RMRM RM RMRMRM RMRMRM RMRMRM
RM RMRMRM RMRM RM RMRMRM RMRMRM RMRMRM
RMRMRMRMRMRMRMRMRMRMRMRMRMRMRMRM
RM
RM
RMRMRM RMRM RM RMRMRM RMRMRM RMRMRM RMRM
RM RMRMRM RMRM RM RMRMRM RMRMRM RMRMRM RMRM
RM
RMRMRMRMRMRMRMRMRMRMRMRMRMRMRMRMRM
RMRMRM RMRM RM RMRMRM RMRMRM RMRMRM RMRM
RM
RM
RM
RM
FG FG FG FG FG
LOGISZTIKA,
BEJÖVŐ
ÁRU
EWALD EWALD
EWALD
EWALD
EWALD EWALD
RM
SFG
BENNET
BENNET BENNET BENNET
BENNET
1845
2214
STRIPPER RO L L FO RM
RO L L FO RM
STRIPPER
2214
1845
2452
H OT
S TAM P
AT
2 427
A T
CONDUIT
B RUSH
242 8
AT
AT 2429
CONDUIT
OPEN
4109 4110
m9-010022-02
stempl i1
971
124 lokáció 89 lokáció
30 SFG polc
Kanban Kanban
CSOMAGOLÓ
CND
CND
FG
DC
CS CS CBL
STRIN GER
Hare Pres
Vágó és zömítõ
PUL TESTER
E-SCALE
11
HO TSTAMP
2594
MTG
MTG
E-SCALE
POL C
STRINGER 2565
PRÉS 2580
PRÉS 2566
19
N ORTON PRÉS
E-SCALE
RAKLAP
ASY
CBL
18
ASSY 2 50 ASY 253 12
ASY 4143
17
COMPONENTS
RAKLAP
MTG
SM SM SM SM SM SM
SM SM SM SM SM SM SM
SM SM SM SM SM SM SM
After market
business model
as per 5S, ie
rarely used line is
built to order
Production mgmt,
Customer service,
TPS, Logistics in
one block
Maintenance
in open
area, with
closed
warehouse
FG kanbans
with cards to
be used in
production
management
One main
road for
primaries and
FG
warehouse
RM Warehouse:
large space
components feed
pre-assembly and
replenishment
kanbans
Machines, Tools,
CP-s, DOX
dedicated to the
line with constant
availability
Two bins Line-feed-
kanbans
(LFK)
90% of
components all
time available.
Supermarkets FIFO
racks with Dock-to-Stock
and 4-Bin Replenishment
kanbans.
80% of the material flow.
High volume
primaries in
kanbans
70% of the
total use
Ready primaries
on FIFO racks
80% of the use
controlled by
kanbans
The environment of color-coded Poka Yoke
4. ANYAGGAZDÁLKODÁSI POKA-YOKE
KÉK ÚTON
ZÖLD CELLA
LILA MŰVELET Művelet, amely szerszámot és/vagy komponenst igényel
KÉK SZERSZÁM/KOMPONENS
3
3
2
2
1
1
1st digit = Path (street side)
4-digit color code identified exact point-of-use
both in space and time for materials and tools
2nd digit = Cross
– perpendicular to
street
3rd digit in U-shape cell
differentiates materials/tools
by Point-of-Use
4th digit in U-shape cell
differentiates materials/tools
by time/products
1 2 3 4 5 6 7 8 9 10 0
41 4 6 1 3 15 45 7 34 53 2
10-digit Color Code from
MS Excel with clear visual
distinction
Example on color
coding of Tools:
1st digit = Blue Path
2nd Digit = Light Blue
Cross
The first 2 digits are the
same, i.e.
same production cell
Example on PoU with time separation:
3rd digit = Black (PoU)
4th Digit = Different as per the need of
different Products/Clusters
5. Streetsbetween self- bearing power supply ‚bus-bars’ under which the U-shape cells could be flexibly arranged, re-arranged
Flow-racksin supermarket with 4- digit color coding
Modular, adjustable ‚Pigeon-holes’with tripodeboth for Materials and Tools
2-Bin Line Feed Kanban Module for 3 different Materials, with FIFO ‚flow’
Tool Module with box color other than of materials
Path & Cross color codes (1st & 2nd digits) seen from both directions
6. Extract from work instruction (pictogramms)
1.Operátoruses the material from box (BB2.1.1, BB4.3.2).
2.Emptybox to put on top of material holder, work from next box
3.SRO(Stock Replenishment Owner) collects emptyboxes
4.SROputs the full boxesto their location
5.SROtakes the emptyboxes to Supermarket
1.SRO brings theempty boxes (BB2.1.1, BB4.3.2) to Supermarket and refillsthem from SM boxes (BB4.3.2, YB6.4.3, DTS)
2.SRO putsthe empty Supermarket boxes on top of Flow-rack upside-down
3.Supermarket Ownerrefillsthe empty SM-boxes with exact quantities. 4 empty boxes upside-down warns to material shortage
8. Full Bin with Kanban Card = Nothing todo
Empty Bin with Kanban Card = MO takes the demand fromCell
Missing KanbanCard or Material Operator Card = Find Material Controler forhelp
Empty Bin with MO Card = MO delivers the demand toCell
OK
OK
OK
NOK
NOK
Kanban driven material replenishment to cell – card-to-card approach
9. Role:Material Operator
Puts the Free Kanban Card to Trolley Cardholder
In: 16
Task Step: 17
Out:18
Role:Material Operator
Takes the Kanban Card from Cardholder of the Empty Bin and puts his MO Card to Cardholder
In: 15
Task Step: 16
Out: 17
Role:Material Operator
Checks if there is Empty Bin in Cell to be replenished
In: 14
Task Step: 15
Out:16
2
1
3
2
pick up the kanbancard only on your return to supermarket
Material Operator takes the demand fromhis/herCell(card-to-cardapproach)
10. Material Operatorpicks Material with Kanban CardfromFlow Rack(card-to-cardapproach)
Role:Material Operator
Picks the required Bin from Supermarket Location with Kanban Card
In: 20
Task Step: 21a
Out:22
Role:Material Operator
puts the Full Bin to Trolley with Kanban Card on Bin
In: 20
Task Step: 21b
Out:22
1
2
1
2
11. Material Operator delivers the demand to Cell(card-to-cardapproach)
Role:Material Operator
Takes the Bin with its Kanban Card Puts the brought Full Bin to Cell
In: 23
Task Step: 23d
Out:23e
Role:Material Operator
Takes his MO Card from Cardholder and puts back the Kanban Card to Cardholder
In: 23d
Task Step: 23e
Out:23f
3
1
2
1
Role:Material Operator
ComparesKanban Card with Cell Location label
In: 23e
Task Step: 23f
Out:
2
3