Development Workshop
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The document discusses problems and potential solutions related to a matching process in manufacturing. The matching process is currently the slowest, least sought after, and biggest bottleneck. It is also the hardest to learn and do. Several solutions are proposed, including implementing kanban and built-in quality processes, improving step-by-step instructions, adding an extra ironing process before sewing to eliminate defects, and promoting lean thinking among cross-trained workers through a reward system for continuous improvement ideas.
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Presentation1
This document discusses how to manage bottlenecks using Kanban. It identifies common types of bottlenecks like resource constraints and dependencies. It outlines five steps to increase throughput: identify constraints, exploit constraints, subordinate other work, elevate constraints, and repeat. Specific techniques are described like ensuring constraint work is highest priority and value. The document also discusses using work-in-progress limits and commitment points to smooth workflow and position bottlenecks downstream where work is committed.
Kanban: The Dilemma of an Agile Manager
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Presentation1
This document discusses how to manage bottlenecks using Kanban. It identifies common types of bottlenecks like resource constraints and dependencies. It outlines five steps to increase throughput: identify constraints, exploit constraints, subordinate other work, elevate constraints, and repeat. Specific techniques are described like ensuring constraint work is highest priority and value. The document also discusses using work-in-progress limits and commitment points to smooth workflow and position bottlenecks downstream where work is committed.
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Let see how can we understand that our methodology works well.
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This document outlines the goals and principles of a continuous improvement event. It encourages participants to listen with an open mind, respect each other's ideas, and provide constructive feedback to help the team improve. The document explains that change is necessary to meet customers' evolving needs and remain successful. It defines value-added and non-value added processes, highlighting seven types of waste. The goal of continuous improvement is to continuously improve processes by understanding customer requirements and removing waste.
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Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
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Lean Management
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Lean manufacturing is an ideology focused on maximizing productivity while minimizing waste in a manufacturing operation. It aims to reduce lead times, operating costs, and improve product quality. The key principles of lean manufacturing are to eliminate waste through continual process improvement, map the value stream to remove non-value adding activities, establish flow and pull systems to improve lead times, and pursue perfection through ongoing assessment and elimination of waste. Lean manufacturing was developed from the ideas of thinkers like Frederick Taylor and implemented successfully by companies like Toyota to save costs and improve customer satisfaction through waste removal.
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The document provides guidance on running a "Kill a Stupid Rule" activity to engage employees and establish a culture of innovation and questioning norms. The activity involves breaking employees into teams to brainstorm rules or processes that get in the way of serving customers or their jobs. Their responses are placed on a grid based on ease of implementation and impact. Some rules can be immediately eliminated while others may require further changes. The goal is to prove that employee input is taken seriously by implementing suggested changes to streamline processes and remove unnecessary burdens.
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The Real Challenge …
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Waste is easy to see, once you know what you’re looking for, the hard part is removing it.
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As it is a Sydney Limited WIP Society tradition, this will be a highly interactive and discussion based meetup.
Internship sakina
The internship was at Banswara Garments in Daman, which manufactures jackets and trousers. Key responsibilities included ensuring quality control at each stage of production from raw materials to finished garments. Tasks involved monitoring worker performance, conducting quality meetings, analyzing defects, and calculating metrics like defects per hundred units (DHU) and fabric shrinkage. Maintaining quality required adhering to technical specifications, sampling, and inspecting at cutting, sewing, and finishing stages. The internship provided valuable experience in quality control processes and an understanding of factors that impact production efficiency.
Mba ii pmom_unit-1.4 process design, analysis & selection a
The document discusses various concepts related to process design, analysis, and selection for production and operations management. It covers topics such as process analysis, flowcharting, different types of processes including manufacturing and service processes, process performance metrics, and business process design. The key objectives are to understand process management concepts and methods to improve processes by reducing costs, increasing throughput, and improving quality.
Planning Patterns for Agile Testers
This document outlines patterns for agile testers to help improve user story quality and testing in sprints. The patterns include having testers participate in writing user stories, breaking stories into testable tasks during planning sessions, having testers lead planning by providing test ideas first, visualizing tests and tasks on a board without distinguishing developer from tester work, focusing tests on simple automated tests per the test pyramid, and removing role labels from task tracking. The goal is for testers to contribute more to story quality from the start and for the team to work together on tasks based on business value rather than job roles.
Rules of productivity
The document summarizes the results of 8 productivity experiments conducted on teams in various industries over the past century. The key findings include:
1) Working more than 40 hours per week leads to decreased productivity over time due to fatigue and lack of rest.
2) There is always a cost to "crunching" or overtime in terms of decreased productivity, even when working harder in bursts with breaks in between.
3) Overtime is particularly detrimental to the productivity of knowledge workers where creativity and problem-solving are important, compared to manual labor.
4) While individuals may feel more productive working overtime, objective metrics show teams working standard hours actually accomplish more.
the Pragmatic Manager - continuous improvement.pptx
This class and topic will cover a series of continuous improvement approaches used in business.
The discussion will ensure that lessons learned during class become tools an employee or manager may use to ensure improvements.
Topics include but are not limited to Poke Yoke, Kaizen, 5S and Six Sigma.
CFW - Continuous Improvement & Lean Techniques
The document discusses lean construction and continuous improvement. It begins with an overview of lean principles like identifying value-adding vs. non-value adding work and minimizing waste. Tools discussed include value stream mapping, 5S, SMED (Single Minute Exchange of Dies), and the PDCA (Plan-Do-Check-Act) cycle. Continuous improvement requires engaging workers to iteratively improve quality and efficiency through small incremental changes, some of which could lead to innovation. Barriers include maintaining momentum and ensuring leadership support.
Similar to Development Workshop (20)
Engaging competent and willing people in continuous improvement in Toyota Cul...
Engaging competent and willing people in continuous improvement in Toyota Cul...
Lean Principles that Apply to the Machinist/Machineshop
Lean Principles that Apply to the Machinist/Machineshop
Mba ii pmom_unit-1.4 process design, analysis & selection a
Mba ii pmom_unit-1.4 process design, analysis & selection a
the Pragmatic Manager - continuous improvement.pptx
the Pragmatic Manager - continuous improvement.pptx
Development Workshop
- 2. The Problem: Matching • Future state: one piece flow. • Current state matching is the slowest process • Matching is the least sought after process • Biggest bottle neck • Biggest focus of all workers • Hardest process to learn and do • Creates the most whip
- 4. Solution: Built In Quality • Perfect neck tab at each station • Step by step instructions of every process at every station • Next station evaluates for quality and gives feedback if necessary Step By Step Instructions
- 5. Solution: Cutting Corners & Slowing Down • Excess material in corners that interfere with turning inside out. • 1/8” tolerances are not being kept around the whole piece. • Inter liner bunches up and causes inconsistencies. • Slowing down the sewing process.
- 6. Solution: Extra Ironing Process • Creating a new ironing process before sewing • This will help the liner be in the right place before sewing • Eliminate more matching defects
- 7. Solution: Lean Thinking Workers • Lean is about continuous improvement. • Reward system for ideas that improve the process • Continuous improvement is a team based item, everyone needs to be involved and supportive • Cross Training