Modern production management tools discussed include JIT, Kanban, Kaizen, ISO, and Poka Yoke. JIT aims to minimize waste through just-in-time production that pulls materials as needed. Kanban uses visual signals like cards to control production flow. Kaizen focuses on continuous improvement. ISO standards help ensure quality. Poka Yoke uses mistake-proofing devices. Key aspects of each tool are outlined, such as how Kanban cards signal production needs and the benefits of ISO certification.
This project gives an introduction to the history and philosophy behind lean management, including just-in-time (JIT) manufacturing, push & pull scheduling, kanban system and continuous improvement process.
Submitted by: Gaurav Singh, Parmeet Singh, Pragya Sarin, Pratistha Gupta, Sanyam Khetarpal, Satya Mathur
Subject: Operations Management, Year: 2015-16
Course: Bachelors of Management Studies
College: Shaheed Sukhdev College of Business Studies, University of Delhi
All rights reserved.
The document discusses principles for implementing lean manufacturing, including eliminating various types of waste like overproduction, defects, and transportation. It advocates for workplace organization using 5S principles like sorting, setting in order, sweeping, standardizing, and sustaining clean and organized work areas. Visual controls and standardized work processes are also recommended to clearly define work expectations and enable continuous improvement.
Real lean transition case for a clothing company english daha-iyisini-yapabil...Utkan Uluçay, MSc., CDDP
The document outlines a company's process to reduce inventory levels and lead times by redesigning their production process. A task team conducted an analysis which showed high inventory levels and long lead times. They proposed improvements like reducing the number of production steps, decreasing movement between operations, and implementing a flow line system. This led to lower inventory levels and manufacturing time, increased flexibility, and higher profits. The changes established a more efficient customer-focused manufacturing process.
This document provides an overview of Lean Six Sigma and how it combines Lean Manufacturing and Six Sigma. Lean focuses on reducing waste and cycle times, while Six Sigma aims to reduce defects and variation. Together, Lean Six Sigma seeks to improve quality and processes by identifying and removing causes of defects and waste. It uses data-driven, statistical methods to solve problems and implement robust control plans for sustained improvements.
The document discusses Just-in-Time (JIT) manufacturing. It defines JIT as eliminating waste and continuously improving productivity. Key aspects of JIT include minimizing stock levels, goods only being produced to meet customer orders, and a close manufacturer-supplier relationship. JIT aims to maximize output at lowest unit cost through continuous flow processing and adherence to takt times. The founder of JIT was Taiichi Ohno at Toyota in the 1950s. Benefits of JIT include reduced costs and increased cash flow. Kanban is a scheduling system used with JIT to visually manage workflow and limit work-in-progress.
Know the history of lean six sigma by Nilesh Arora, a founder of AddValue Consulting Inc. He explained What is six sigma and how six sigma process follows?
Paragon Apparel is a garment manufacturing company that started in 1998 with 15 sewing machines. It has since expanded to include 4 factories with over 700 machines. The company produces garments for international brands like Reebok. It has implemented lean manufacturing principles like kanban cards, visual management tools, and kaizen to minimize waste and improve efficiency. Lean aims to produce only what is needed when it is needed to reduce inventory levels and waste.
This project gives an introduction to the history and philosophy behind lean management, including just-in-time (JIT) manufacturing, push & pull scheduling, kanban system and continuous improvement process.
Submitted by: Gaurav Singh, Parmeet Singh, Pragya Sarin, Pratistha Gupta, Sanyam Khetarpal, Satya Mathur
Subject: Operations Management, Year: 2015-16
Course: Bachelors of Management Studies
College: Shaheed Sukhdev College of Business Studies, University of Delhi
All rights reserved.
The document discusses principles for implementing lean manufacturing, including eliminating various types of waste like overproduction, defects, and transportation. It advocates for workplace organization using 5S principles like sorting, setting in order, sweeping, standardizing, and sustaining clean and organized work areas. Visual controls and standardized work processes are also recommended to clearly define work expectations and enable continuous improvement.
Real lean transition case for a clothing company english daha-iyisini-yapabil...Utkan Uluçay, MSc., CDDP
The document outlines a company's process to reduce inventory levels and lead times by redesigning their production process. A task team conducted an analysis which showed high inventory levels and long lead times. They proposed improvements like reducing the number of production steps, decreasing movement between operations, and implementing a flow line system. This led to lower inventory levels and manufacturing time, increased flexibility, and higher profits. The changes established a more efficient customer-focused manufacturing process.
This document provides an overview of Lean Six Sigma and how it combines Lean Manufacturing and Six Sigma. Lean focuses on reducing waste and cycle times, while Six Sigma aims to reduce defects and variation. Together, Lean Six Sigma seeks to improve quality and processes by identifying and removing causes of defects and waste. It uses data-driven, statistical methods to solve problems and implement robust control plans for sustained improvements.
The document discusses Just-in-Time (JIT) manufacturing. It defines JIT as eliminating waste and continuously improving productivity. Key aspects of JIT include minimizing stock levels, goods only being produced to meet customer orders, and a close manufacturer-supplier relationship. JIT aims to maximize output at lowest unit cost through continuous flow processing and adherence to takt times. The founder of JIT was Taiichi Ohno at Toyota in the 1950s. Benefits of JIT include reduced costs and increased cash flow. Kanban is a scheduling system used with JIT to visually manage workflow and limit work-in-progress.
Know the history of lean six sigma by Nilesh Arora, a founder of AddValue Consulting Inc. He explained What is six sigma and how six sigma process follows?
Paragon Apparel is a garment manufacturing company that started in 1998 with 15 sewing machines. It has since expanded to include 4 factories with over 700 machines. The company produces garments for international brands like Reebok. It has implemented lean manufacturing principles like kanban cards, visual management tools, and kaizen to minimize waste and improve efficiency. Lean aims to produce only what is needed when it is needed to reduce inventory levels and waste.
Mba ii pmom_unit-1.4 process design, analysis & selection aRai University
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.
This document provides an overview of key concepts in manufacturing process selection and product-process design. It discusses the main types of manufacturing processes including conversion, fabrication, assembly, and testing. It also outlines the product-process design matrix which categorizes production approaches based on volume and variety. Additional topics covered include flexibility and variety management, process flow design, break-even analysis, virtual factories, and global manufacturing strategies. The goal is to help readers understand how to select the appropriate manufacturing processes for different product types and production environments.
This document provides an overview of Siedge, an engineering services company focused on manufacturing. Its vision is to become a reference for engineering services with high standards in quality and customer service. The company's mission centers on offering unique services with a focus on continuous learning and improvement. Siedge's services include lean implementation, new product introduction support, technology coaching, quality assurance systems, and manufacturing engineering solutions tailored to customer needs.
The document discusses the seven types of wastes in manufacturing: motion, transportation, waiting time, overproduction, processing time, defects, and inventory. It provides characteristics and causes of each waste type. The Toyota Production System aimed to eliminate waste from manufacturing operations through identifying and removing unnecessary functions. Lean manufacturing focuses on continuously improving processes by training employees to recognize and remove all forms of waste.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
This document provides a summary of a candidate's professional experience and qualifications. The candidate has over 19 years of experience in materials and quality engineering functions, including supplier quality engineering, new product development support, quality audits, and inventory control. They have a proven track record of enhancing supplier management, implementing quality systems, conducting process and product audits, and driving cost savings through initiatives like value engineering. The candidate possesses relevant technical skills and qualifications for a position in materials or quality engineering.
The document provides an overview of Just-in-Time (JIT) and Lean systems. It defines JIT as achieving high production volumes with minimal inventory levels. JIT aims to eliminate waste and time between production steps. The Toyota Production System is a prominent example, with its focus on eliminating waste and respecting employees. The document outlines various ways companies can minimize waste, such as through focused factories, group technology, and uniform plant loading.
Lean operations aim to remove all non-value adding activities to deliver a faster, more dependable, higher quality and lower cost operation that is more responsive to customers. Just-in-time means producing goods exactly when needed to avoid inventory waste. The lean philosophy focuses on eliminating waste, involving everyone, and continuous improvement. Key lean techniques include visual management, small batch production, pull scheduling, total productive maintenance, and design for manufacturability. Lean and MRP planning approaches can be combined if their advantages are understood and preserved.
Rickey Davis is seeking a leadership position in manufacturing to use his knowledge and experience to improve quality and increase profitability. He has over 30 years of experience managing quality, operations, and suppliers. His experience includes reducing defects at Navistar by 83% and lowering supplier PPM defects by 41% at Continental. He holds a Bachelor's degree in Industrial Management Technology and Associates in Electronics Technology.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
John Veatch of Lean Concepts Inc. gave a presentation on lean manufacturing concepts and establishing world-class manufacturing practices. The presentation covered the history of lean from figures like Eli Whitney and Henry Ford to more modern contributors like Taiichi Ohno and W. Edwards Deming. It discussed the need for manufacturers to adapt from traditional push production to lean pull processes in order to eliminate waste. Core lean concepts like just-in-time, jidoka, production leveling, and visual management were explained. Tools for improvement such as value stream mapping, standardized work, and 5S workplace organization were also outlined to help manufacturers assess their current state and implement changes to achieve world-class efficiency and throughput.
The document discusses the Toyota Production System and lean manufacturing. It outlines the seven types of waste that lean aims to eliminate: overproduction, waiting, transportation, processing, inventory, motion, and defects. The document provides definitions and examples for each type of waste, as well as characteristics and common causes. The overall goal of lean is to maximize value added activities while minimizing non-value added work, or waste, through techniques like just-in-time production and continuous improvement.
The document discusses Lean Production principles including eliminating waste, simplifying procedures, and speeding up production. It describes the seven types of waste targeted in Lean (overproduction, waiting, transportation, inventory, motion, over-processing, defective products). Benefits of Lean include reducing costs, lead times, inventory, and increasing quality and flexibility. Additional Lean tools discussed include Kaizen (continuous improvement), Poka-Yoke (mistake proofing), Kanban (pull system), and Jidoka (quality at source).
Just In Time and Lean Operation Chapter PresentationSINGHZEE
This document provides an overview of lean operations and just-in-time (JIT) manufacturing. It discusses that JIT aims to produce goods with minimum lead time and lowest cost by eliminating waste. Toyota popularized JIT techniques like reducing setup times and implementing kanban systems. Key aspects of JIT include eliminating waste, reducing variability, and improving throughput by pulling materials based on demand. JIT requires close supplier partnerships and scheduling to achieve small lot sizes and low inventories. The document outlines tactics to implement JIT principles in both manufacturing and service industries.
The document discusses pull systems and how they work. It defines pull systems as methods for controlling the flow of resources by replacing only what has been consumed. It contrasts this with push systems, which provide resources based on forecasts. It provides examples of how pull signals like cards or containers can be used to trigger the replenishment of consumed materials.
MFG4 2016 - Is Automation Right for Your Company - 4-2016Craig Salvalaggio
The document discusses factors to consider when determining if automation is appropriate for a company. It identifies the top five reasons to automate as improving throughput, reducing labor costs, improving quality, improving safety, and reducing footprint. It also outlines steps for understanding current processes, identifying business requirements, determining the appropriate level of automation, and taking an empirical approach to an automation project.
This document provides an introduction to Lean principles and tools. It explains the five key Lean principles as specify value, identify the value stream, create flow, create pull, and seek perfection. Some basic Lean tools are also introduced, including process maps to understand workflow, identifying seven types of waste, and visual management boards. The overall goal of Lean is to retain customers, ensure profitability, and increase competitiveness by removing waste from business processes to optimize workflow and productivity.
This document provides an overview of lean management. It discusses that lean is a systematic approach to identifying and eliminating waste through continuous improvement. It originated from Japanese automobile manufacturers and has been replicated in other sectors worldwide. The key principles of lean thinking include defining value from the customer's perspective, mapping the value stream, ensuring continuous flow, basing production on customer pull, and pursuing perfection through relentless improvement. Common lean tools and techniques include process mapping, kaizen events, benchmarking, and quality circles. Benefits of lean include reduced waste, setup times, inventory levels, and defects. Just-in-time is a powerful lean strategy that aims to deliver materials to production lines only as needed to improve operations. The document outlines concepts of
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
- Just-in-time (JIT) manufacturing was first developed by Toyota to reduce waste by supplying the right materials to production lines only when needed and in the minimum necessary amounts. It aims to eliminate overproduction and excess inventory that do not add value.
- Key aspects of JIT include a pull-based production system controlled through kanban signals, small lot sizes, low setup times, continuous flow, and close partnerships with suppliers. Implementing JIT exposes problems in production so they can be addressed, improving quality over time. It requires stable production schedules and reliable equipment and processes.
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
The document discusses employee empowerment, which is defined as sharing information, rewards, and power with employees so they can make decisions and solve problems to improve performance. It notes the need for empowerment is that response times are shorter and there is untapped potential in employees. An empowerment process includes determining skill levels, providing training, coaching, and delegating tasks as skills improve. Benefits include improved satisfaction, creativity, efficiency, and trust, while potential problems can include managers fearing loss of control and security issues from information sharing. Characteristics of empowered employees are self-determination, meaning, competence, and impact. In conclusion, empowering employees boosts confidence, loyalty and customer satisfaction.
Mba ii pmom_unit-1.4 process design, analysis & selection aRai University
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.
This document provides an overview of key concepts in manufacturing process selection and product-process design. It discusses the main types of manufacturing processes including conversion, fabrication, assembly, and testing. It also outlines the product-process design matrix which categorizes production approaches based on volume and variety. Additional topics covered include flexibility and variety management, process flow design, break-even analysis, virtual factories, and global manufacturing strategies. The goal is to help readers understand how to select the appropriate manufacturing processes for different product types and production environments.
This document provides an overview of Siedge, an engineering services company focused on manufacturing. Its vision is to become a reference for engineering services with high standards in quality and customer service. The company's mission centers on offering unique services with a focus on continuous learning and improvement. Siedge's services include lean implementation, new product introduction support, technology coaching, quality assurance systems, and manufacturing engineering solutions tailored to customer needs.
The document discusses the seven types of wastes in manufacturing: motion, transportation, waiting time, overproduction, processing time, defects, and inventory. It provides characteristics and causes of each waste type. The Toyota Production System aimed to eliminate waste from manufacturing operations through identifying and removing unnecessary functions. Lean manufacturing focuses on continuously improving processes by training employees to recognize and remove all forms of waste.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
This document provides a summary of a candidate's professional experience and qualifications. The candidate has over 19 years of experience in materials and quality engineering functions, including supplier quality engineering, new product development support, quality audits, and inventory control. They have a proven track record of enhancing supplier management, implementing quality systems, conducting process and product audits, and driving cost savings through initiatives like value engineering. The candidate possesses relevant technical skills and qualifications for a position in materials or quality engineering.
The document provides an overview of Just-in-Time (JIT) and Lean systems. It defines JIT as achieving high production volumes with minimal inventory levels. JIT aims to eliminate waste and time between production steps. The Toyota Production System is a prominent example, with its focus on eliminating waste and respecting employees. The document outlines various ways companies can minimize waste, such as through focused factories, group technology, and uniform plant loading.
Lean operations aim to remove all non-value adding activities to deliver a faster, more dependable, higher quality and lower cost operation that is more responsive to customers. Just-in-time means producing goods exactly when needed to avoid inventory waste. The lean philosophy focuses on eliminating waste, involving everyone, and continuous improvement. Key lean techniques include visual management, small batch production, pull scheduling, total productive maintenance, and design for manufacturability. Lean and MRP planning approaches can be combined if their advantages are understood and preserved.
Rickey Davis is seeking a leadership position in manufacturing to use his knowledge and experience to improve quality and increase profitability. He has over 30 years of experience managing quality, operations, and suppliers. His experience includes reducing defects at Navistar by 83% and lowering supplier PPM defects by 41% at Continental. He holds a Bachelor's degree in Industrial Management Technology and Associates in Electronics Technology.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
John Veatch of Lean Concepts Inc. gave a presentation on lean manufacturing concepts and establishing world-class manufacturing practices. The presentation covered the history of lean from figures like Eli Whitney and Henry Ford to more modern contributors like Taiichi Ohno and W. Edwards Deming. It discussed the need for manufacturers to adapt from traditional push production to lean pull processes in order to eliminate waste. Core lean concepts like just-in-time, jidoka, production leveling, and visual management were explained. Tools for improvement such as value stream mapping, standardized work, and 5S workplace organization were also outlined to help manufacturers assess their current state and implement changes to achieve world-class efficiency and throughput.
The document discusses the Toyota Production System and lean manufacturing. It outlines the seven types of waste that lean aims to eliminate: overproduction, waiting, transportation, processing, inventory, motion, and defects. The document provides definitions and examples for each type of waste, as well as characteristics and common causes. The overall goal of lean is to maximize value added activities while minimizing non-value added work, or waste, through techniques like just-in-time production and continuous improvement.
The document discusses Lean Production principles including eliminating waste, simplifying procedures, and speeding up production. It describes the seven types of waste targeted in Lean (overproduction, waiting, transportation, inventory, motion, over-processing, defective products). Benefits of Lean include reducing costs, lead times, inventory, and increasing quality and flexibility. Additional Lean tools discussed include Kaizen (continuous improvement), Poka-Yoke (mistake proofing), Kanban (pull system), and Jidoka (quality at source).
Just In Time and Lean Operation Chapter PresentationSINGHZEE
This document provides an overview of lean operations and just-in-time (JIT) manufacturing. It discusses that JIT aims to produce goods with minimum lead time and lowest cost by eliminating waste. Toyota popularized JIT techniques like reducing setup times and implementing kanban systems. Key aspects of JIT include eliminating waste, reducing variability, and improving throughput by pulling materials based on demand. JIT requires close supplier partnerships and scheduling to achieve small lot sizes and low inventories. The document outlines tactics to implement JIT principles in both manufacturing and service industries.
The document discusses pull systems and how they work. It defines pull systems as methods for controlling the flow of resources by replacing only what has been consumed. It contrasts this with push systems, which provide resources based on forecasts. It provides examples of how pull signals like cards or containers can be used to trigger the replenishment of consumed materials.
MFG4 2016 - Is Automation Right for Your Company - 4-2016Craig Salvalaggio
The document discusses factors to consider when determining if automation is appropriate for a company. It identifies the top five reasons to automate as improving throughput, reducing labor costs, improving quality, improving safety, and reducing footprint. It also outlines steps for understanding current processes, identifying business requirements, determining the appropriate level of automation, and taking an empirical approach to an automation project.
This document provides an introduction to Lean principles and tools. It explains the five key Lean principles as specify value, identify the value stream, create flow, create pull, and seek perfection. Some basic Lean tools are also introduced, including process maps to understand workflow, identifying seven types of waste, and visual management boards. The overall goal of Lean is to retain customers, ensure profitability, and increase competitiveness by removing waste from business processes to optimize workflow and productivity.
This document provides an overview of lean management. It discusses that lean is a systematic approach to identifying and eliminating waste through continuous improvement. It originated from Japanese automobile manufacturers and has been replicated in other sectors worldwide. The key principles of lean thinking include defining value from the customer's perspective, mapping the value stream, ensuring continuous flow, basing production on customer pull, and pursuing perfection through relentless improvement. Common lean tools and techniques include process mapping, kaizen events, benchmarking, and quality circles. Benefits of lean include reduced waste, setup times, inventory levels, and defects. Just-in-time is a powerful lean strategy that aims to deliver materials to production lines only as needed to improve operations. The document outlines concepts of
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
- Just-in-time (JIT) manufacturing was first developed by Toyota to reduce waste by supplying the right materials to production lines only when needed and in the minimum necessary amounts. It aims to eliminate overproduction and excess inventory that do not add value.
- Key aspects of JIT include a pull-based production system controlled through kanban signals, small lot sizes, low setup times, continuous flow, and close partnerships with suppliers. Implementing JIT exposes problems in production so they can be addressed, improving quality over time. It requires stable production schedules and reliable equipment and processes.
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
The document discusses employee empowerment, which is defined as sharing information, rewards, and power with employees so they can make decisions and solve problems to improve performance. It notes the need for empowerment is that response times are shorter and there is untapped potential in employees. An empowerment process includes determining skill levels, providing training, coaching, and delegating tasks as skills improve. Benefits include improved satisfaction, creativity, efficiency, and trust, while potential problems can include managers fearing loss of control and security issues from information sharing. Characteristics of empowered employees are self-determination, meaning, competence, and impact. In conclusion, empowering employees boosts confidence, loyalty and customer satisfaction.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Using Kanban Boards Jump Start Certificate (1)Mia Johnson
Mia Johnson completed a course on using Kanban boards on August 24, 2016. The course was titled "Using Kanban Boards Jump Start" and provided Mia with training on Kanban methodology. This document serves as a record of Mia's achievement in completing the Kanban boards course on that date.
Alguna vez te haz preguntado qué es Kanban? Para qué sirve? Cómo comenzar a utilizarlo?.
En este espacio te ayudaremos a responder estas preguntas y algunas más, además presentaremos distintos tipos de tableros Kanban que te puedan ayudar a obtener ideas para crear o evolucionar tu proceso. Y si nos da el tiempo, también hablaremos de las distintas métricas que obtenemos y posibles acciones a realizar a partir de estas.
Al finalizar este el meetup, queremos que reflexiones acerca de la siguiente pregunta:
Realmente estás utilizando Kanban?
Este documento descreve os requisitos para o registro de Técnicos de Segurança do Trabalho no Ministério do Trabalho. O registro é necessário para o exercício da profissão e pode ser concedido a quem possui certificado de ensino médio técnico ou curso de formação em segurança do trabalho reconhecido pelo MEC, entre outras qualificações. O processo de registro inclui o envio de requerimento com documentos comprobatórios à Secretaria de Segurança e Saúde no Trabalho.
A quality circle is a group of regular employees who meet regularly to discuss workplace improvements and present ideas to management. Quality circles were first established in Japan in 1962 to promote participative and humanistic management, which values employee input and involvement in problem solving. The objectives of quality circles are to improve quality and productivity through developing employee problem solving skills, teamwork, motivation, and sense of responsibility. A quality circle is typically composed of 8-10 members from the same work area led by a member-selected leader.
O documento discute estratégias de organização de tempo e tarefas, com foco em como gerenciar distrações e dizer "não" de forma diplomática. O palestrante Anderson Favaro aborda tópicos como a importância de valorizar o tempo, evitar comportamentos obsessivos e definir prioridades para ser mais produtivo.
O documento descreve um curso de direção defensiva, com o objetivo de conscientizar motoristas sobre direção segura e prevenção de acidentes. O curso aborda tópicos como direção defensiva, princípios de direção segura, prevenção de acidentes, condições adversas e comportamentos de risco.
O documento trata da Norma Regulamentadora NR-10, que estabelece medidas de segurança para trabalhos em instalações e serviços elétricos. O curso tem como objetivo capacitar trabalhadores para prevenção de acidentes com eletricidade. Aborda tópicos como geração, transmissão e distribuição de energia elétrica, riscos e medidas de proteção.
O documento discute os requisitos mínimos de segurança e saúde no trabalho para atividades envolvendo inflamáveis e combustíveis, de acordo com a NR 20. Ele explica a classificação de instalações em classes I, II ou III dependendo da atividade e capacidade de armazenamento, e os diferentes níveis de treinamento necessários para trabalhadores em cada classe.
This document provides an introduction to Kanban basics for beginners. It discusses the origins of Kanban in the Toyota Production System and how it was adapted for software development. The core Kanban principles are visualized workflow, limiting work in progress, and continuous improvement. Examples are given of how to apply these principles, such as using minimal marketable features and Little's Law to deliver faster. Prioritizing work based on business value, cost of delay, and resource availability is also covered. The document concludes with references and recommendations for further learning about Kanban.
Globalization has made it easier than ever to ignore where our clothes come from. The fashion industry has complex connections to many other fields, including manufacturing, advertising, production of raw materials, transportation and retailing. Begin to educate consumers about the importance of APPAREL STANDARDS.
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
How to create your first Personal Kanban and visualize your work. Entry level for the book "Personal Kanban: Mapping Work | Navigating Life".
More at http://personalkanban.com
El documento describe el método Kanban, un sistema de gestión de la producción que divide el proceso productivo en fases delimitadas para mejorar el flujo de trabajo. Kanban surgió en Toyota para organizar mejor su producción de automóviles. Tiene como objetivos lograr calidad y acabar con el caos. Se basa en cuatro principios: empezar con lo actual, aceptar cambios, respetar roles y liderazgo en todos los niveles. Requiere cinco elementos: visualizar el flujo de trabajo, limitar trabajo en curso, gestionar flujo, reg
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
The document summarizes a presentation given by Group 5 on the topic of Kaizen. It defines Kaizen as the Japanese philosophy of continuous improvement and outlines its key elements and methodology. It provides examples of how Toyota implemented Kaizen techniques to improve processes, reduce waste, and increase productivity, quality, and customer satisfaction. The main benefits realized from Kaizen include reduced waste, improved space utilization, quality, capital usage, and production capacity.
These slides are some examples on how to use and create a workable Kanbanboard.
We have used some kind of stop-motion-animation and the intent is that you should move through the slides fairly quickly for best effect.
Read more on http://www.marcusoft.net/2010/03/practical-kanban-some-kanban-boards-in.html
Me and Joakim Sundén has now written a book on kanban (http://bit.ly/theKanbanBook). The book is similar to this presentation in that it's very pragmatical and practical. I hope you like it.
The document provides information on APQP (Advanced Product Quality Planning) and PPAP (Production Part Approval Process). It discusses the key elements and phases of APQP including planning, product design, process design, validation, and feedback. It describes how APQP links different quality tools like PFMEAs, control plans, work instructions. It then explains the purpose and scope of PPAP, which involves submitting production parts and associated documentation to prove the production process is capable of meeting customer requirements prior to shipping parts. The document outlines the typical elements included in a PPAP submission like a control plan, process FMEA, measurement systems analysis, and production trial run results.
The document discusses lean production and the Toyota Production System. It defines lean production as using minimal inventories of raw materials, work in process, and finished goods while eliminating waste. The Toyota Production System is based on eliminating waste and respecting people. The seven types of waste are identified as overproduction, waiting time, transportation, processing, inventory, motion, and defects. Key aspects of lean implementation include value stream mapping, pull systems using kanban, continuous improvement, and respect for employees.
Designing the Enterprise for Manufacturingsc0ttruss
Britain has a long history of manufacturing, and whilst the decline of the sector is well documented, applying the basic principles of traditional manufacturing to the “whitecollar” office environment is the new manufacturing. This talk will take you through the basic building patterns of manufacturing, looking at vendor selection/audits, the QA process, understanding of basic costings, discovering if the “products” are low volume, High mix, or low mix high volume and what the implications of design for manufacture would be in such an environment. Also, how to apply these basic patterns to the modern software driven “Office ” world. This is part one of a two part talk, the second one being “Preparing the Enterprise for Manufacturing”.
The document discusses the Unified Process (UP) methodology for software development. It describes the key aspects of UP including iterative development with timeboxed iterations, four phases (inception, elaboration, construction, transition), architecture-centric and risk-driven approach, and nine core workflows (business modeling, requirements, design, implementation, test, deployment, project management, configuration management, environment). The document provides details on each of these aspects of UP and best practices for its implementation on a software project.
This document provides an overview of production management. It discusses key concepts like the definition of production, different production systems (job shop, batch, mass, continuous), objectives of production management, and the role of technology and innovation in production. The main types of production systems are described in terms of their characteristics, advantages, and limitations. The document emphasizes that the goal of production management is to produce quality goods and services at the right time, quantity, and cost.
This document discusses production planning and control (PPC). It defines PPC as planning, directing, and coordinating a firm's resources to achieve production goals efficiently. PPC involves planning materials, methods, machines, manpower, routing, estimating, scheduling, dispatching, expediting, and evaluating manufacturing operations. It outlines the scope of PPC and discusses key aspects like routing, scheduling, dispatching, follow up/expediting, inspection, and benefits and limitations of PPC.
dbg Agile Testing Presentation, demonstrating the use of Test Charters, Exploratory Testing, Session Based Testing and Testing Tours. With thanks to James Bach, Lisa Crispin, Janet Gregory and James Whittaker
- Just-in-Time (JIT) and Total Quality Control (TQC) aim to improve efficiency and quality by reducing waste. JIT exposes problems while TQC eliminates constraints.
- JIT uses a pull system, small batch sizes, continuous flow, and kanban cards to minimize inventory and response times. TQC follows the plan-do-check-act cycle to continuously improve processes.
- The seven types of waste include overproduction, waiting time, transportation, inventory, unnecessary motion, defects, and excess processing. JIT and TQC work together to maximize customer value while using resources efficiently.
Typesofproductionprocesses 130108024851-phpapp01 (2)Pravin David
The document discusses different types of production processes:
1. Production processes are classified based on product variety and volume into continuous processes like flow production and mass production, and intermittent processes like batch production and job shop production.
2. Continuous processes involve high-volume, repetitive production in dedicated facilities while intermittent processes have lower volumes and more product variety requiring flexible equipment.
3. The main types of production processes discussed are job shop production, batch production, mass production, flow/process production, and project production.
AUTOMATE 2015 - Is Automation Right for Your Company - Craig Salvalaggio 3-2015Craig Salvalaggio
This document discusses whether a company should automate and how to approach automation. It covers identifying business requirements, understanding the current manufacturing process, determining the appropriate level of automation, and having an empirical approach. The key points are: understand your process and metrics as a baseline, determine priorities like throughput and costs, evaluate different automation options and levels, and take a methodical approach through preliminary analysis, concept development, and functional specification.
This document discusses various topics related to operations management including plant layout, work study, quality control, and production methods. It describes three main types of plant layouts - product layout, process layout, and fixed layout - and highlights their advantages and disadvantages. Work study techniques like method study and work measurement are explained along with their benefits. Statistical quality control and acceptance sampling are introduced as quality control tools. Continuous and intermittent production methods like job production, batch production, and mass production are also outlined.
This document provides an introduction to set-up reduction and quick changeover concepts. It discusses lean manufacturing principles for eliminating waste and non-value-added activities. The goals of set-up reduction are to reduce cycle times, increase capacity, and eliminate bottlenecks. The document reviews concepts like takt time, value-added vs. non-value added processes, and the seven wastes. It also describes the seven steps of SMED (Single Minute Exchange of Die) methodology for improving changeover times, including separating internal and external set-up tasks. As an example, it outlines issues with the long set-up times on a 1000-ton punch press and potential solutions like standardized tooling carts and shadow boards
This document discusses different types of plant layouts and production methods. It describes four main types of layouts: product layout, process/functional layout, group/cellular layout, and fixed layout. It also discusses two main methods of production - intermittent/job production and batch production, and continuous/mass production. Finally, it covers work study techniques like method study and work measurement that are used to analyze work processes and improve efficiency.
This document summarizes a case study applying lean manufacturing techniques at a furniture factory in Jordan. The researchers used various lean tools to analyze sources of waste, including a current state value stream map of a two-door cabinet production process. They identified issues like long lead times, low value-add percentage, and bottlenecks. A future state map was proposed with recommendations to achieve continuous flow, balance processes, and continuously improve through techniques like 5S and kaizen. Suggestions included better production planning, utilizing CNC machines, and improving marketing.
This document discusses lean management and lean manufacturing systems. It begins by describing the traditional push system of manufacturing, noting its weaknesses like relying on forecasts and long cycles. It then introduces lean manufacturing, developed by Toyota, which aims to do more with less resources by focusing on eliminating waste. The lean system starts with the customer rather than the factory. Finally, it outlines the methodology for establishing a lean system, including improving workplace management with 5S, implementing just-in-time production through a pull system, optimizing processes, and using total productive maintenance to prevent equipment losses.
Presentation on Lean Manufacturing and waste eliminationshivithakur110
Lean manufacturing aims to maximize value and minimize waste in production. It was developed from Toyota's production system and focuses on eliminating non-value added activities. Key aspects of lean include identifying the value stream to reduce waste, using a pull system triggered by customer demand, cross-training employees to continuously improve processes, and implementing tools like 5S, standard work, and visual controls. The ultimate goal is to provide high quality, low cost products on time with minimal human effort, inventory, and space requirements.
This document provides an introduction to Lean principles, methodology, tools and terminology. It discusses what Lean is, its history and key principles. Lean is a way to pursue value and eliminate waste from daily processes. This results in lower costs, reduced cycle times, fewer defects, improved customer satisfaction and employee morale. The document outlines various Lean concepts and tools, including the eight wastes, 5S, visual management, Kaizen (continuous improvement), standard work and mistake-proofing. It emphasizes identifying value, mapping value streams, establishing flow and pull, and seeking perfection through eliminating waste.
Building best in-class quality in footwear manufacturingTony Lopez
The document provides an overview of Tony Lopez's experience and strategies for building best-in-class quality in footwear manufacturing. It details his 28 years of experience in quality roles across various industries. As Director of Quality & Process Engineering at New Balance, his mission was to build a world-class quality mindset and continuous improvement culture. Key strategies included training programs to develop problem-solving skills, building quality awareness, and establishing metrics to drive data-driven improvements. Examples demonstrate focusing investigations on root causes rather than blame, and cross-functional collaboration to resolve complex issues.
This document discusses Just-in-Time (JIT) systems and Lean manufacturing concepts. It defines JIT as a system designed to produce output with minimum lead time and lowest cost by eliminating waste and variance. The objectives of JIT are to produce only what customers want, when they want it, with perfect quality and minimal lead time. Key JIT principles include creating flow production, establishing takt time, and building pull through kanban systems. Variance reduction, kaizen events, and applying JIT concepts to services are also covered.
The document provides an overview of lean manufacturing principles through several sections:
1. It defines the different eras of manufacturing including craft production, mass production, and lean production pioneered by Toyota.
2. It compares the key aspects of craft, mass, and lean production methods.
3. It outlines the fundamentals of lean manufacturing including technology management, people management, and systems management.
4. It discusses tools used in lean implementation like value stream mapping, supermarkets, and pull systems.
Similar to eeMba ii pmom_unit-3.2 modern pm tools a (20)
Rai University provides high quality education for MSc, Law, Mechanical Engineering, BBA, MSc, Computer Science, Microbiology, Hospital Management, Health Management and IT Engineering.
The document discusses various types of retailers including specialty stores, department stores, supermarkets, convenience stores, and discount stores. It then covers marketing decisions for retailers related to target markets, product assortment, store services, pricing, promotion, and store location. The document also discusses wholesaling, including the functions of wholesalers, types of wholesalers, and marketing decisions faced by wholesalers.
This document discusses marketing channels and channel management. It defines marketing channels as sets of interdependent organizations that make a product available for use. Channels perform important functions like information gathering, stimulating purchases, negotiating prices, ordering, financing inventory, storage, and payment. Channel design considers customer expectations, objectives, constraints, alternatives that are evaluated. Channel management includes selecting, training, motivating, and evaluating channel members. Channels are dynamic and can involve vertical, horizontal, and multi-channel systems. Conflicts between channels must be managed to balance cooperation and competition.
The document discusses integrated marketing communication and its various elements. It defines integrated marketing communication as combining different communication modes like advertising, sales promotion, public relations, personal selling, and direct marketing to provide a complete communication portfolio to audiences. It also discusses the communication process and how each element of the marketing mix communicates to customers. The document provides details on the key components of an integrated marketing communication mix and how it can be used to build brand equity.
Pricing is a key element in determining the profitability and success of a business. The price must be set correctly - if too high, demand may decrease and the product may be priced out of the market, but if too low, revenue may not cover costs. Pricing strategies should consider the product lifecycle stage, costs, competitors, and demand factors. Common pricing methods include penetration pricing for new products, market skimming for premium products, value pricing based on perceived worth, and cost-plus pricing which adds a markup to costs. Price affects demand through price elasticity, with elastic demand more sensitive to price changes.
The document discusses various aspects of branding such as definitions of a brand, brand positioning, brand name selection, brand sponsorship, brand development strategies like line extensions and brand extensions, challenges in branding, importance of packaging, labeling, and universal product codes. It provides examples of well-known brands and analyzes their branding strategies. The key points covered are creating emotional value for customers, building relationships and loyalty, using brands to project aspirational lifestyles and values to command premium prices.
This document outlines the key stages in the new product development (NPD) process. It begins with generating ideas for new products, which can come from internal or external sources. Ideas are then screened using criteria like market size and development costs. Successful concepts are developed and test marketed to customers. If testing goes well, the product proceeds to commercialization with a full market launch. The NPD process helps companies focus their resources on projects most likely to be rewarding and brings new products to market more quickly. It describes common challenges in NPD like defining specifications and managing resources and timelines, and how to overcome them through planning and cross-functional involvement.
A product is an item offered for sale that can be physical or virtual. It has a life cycle and may need to be adapted over time to remain relevant. A product needs to serve a purpose, function well, and be effectively communicated to users. It also requires a name to help it stand out.
A product hierarchy has multiple levels from core needs down to specific items. These include the need, product family, class, line, type, and item or stock keeping unit.
Products go through a life cycle with stages of development, introduction, growth, maturity, and decline. Marketing strategies must adapt to each stage such as heavy promotion and price changes in introduction and maturity.
This document discusses barriers between marketing researchers and managerial decision makers. It identifies three types of barriers: behavioral, process, and organizational. Specific behavioral barriers discussed include confirmatory bias, the difficulty balancing creativity and data, and the newcomer syndrome. Process barriers include unsuccessful problem definition and research rigidity. Organizational barriers include misuse of information asymmetries. The document also discusses ethical issues in marketing research such as deceptive practices, invasion of privacy, and breaches of confidentiality.
The document discusses best practices for organizing, writing, and presenting a marketing research report. It provides guidance on structuring the report with appropriate headings, formatting the introduction and conclusion/recommendation sections, effectively utilizing visuals like tables and graphs, and tips for an ethical and impactful oral presentation of the findings. The goal is to clearly communicate the research results and insights to the client to inform their decision-making.
This document discusses marketing research and its key steps and methods. Marketing research involves collecting, analyzing and communicating information to make informed marketing decisions. There are 5 key steps in marketing research: 1) define the problem, 2) collect data, 3) analyze and interpret data, 4) reach a conclusion, 5) implement the research. Common data collection methods include interviews, surveys, observations, and experiments. The data is then analyzed using statistical techniques like frequency, percentages, and means to interpret the findings and their implications for marketing decisions.
Bdft ii, tmt, unit-iii, dyeing & types of dyeing,Rai University
Dyeing is a method of imparting color to textiles by applying dyes. There are two major types of dyes - natural dyes extracted from plants/animals/minerals and synthetic dyes made in a laboratory. Dyes can be applied at different stages of textile production from fibers to yarns to fabrics to finished garments. Common dyeing methods include stock dyeing, yarn dyeing, piece dyeing, and garment dyeing. Proper dye and method selection are needed for good colorfastness.
Bsc agri 2 pae u-4.4 publicrevenue-presentation-130208082149-phpapp02Rai University
The government requires public revenue to fund its political, social, and economic activities. There are three main sources of public revenue: tax revenue, non-tax revenue, and capital receipts. Tax revenue is collected through direct taxes like income tax, which are paid directly to the government, and indirect taxes like sales tax, where the burden can be shifted to other parties. Non-tax revenue sources include profits from public enterprises, railways, postal services, and the Reserve Bank of India. While taxes provide wide coverage and influence production, they can also reduce incentives to work and increase inequality.
Public expenditure has increasingly grown over time to fulfill three main roles: protecting society, protecting individuals, and funding public works. The growth can be attributed to several causes like increased income, welfare state ideology, effects of war, increased resources and ability to finance expenditures, inflation, and effects of democracy, socialism, and development. There are also canons that govern public spending like benefits, economy, and approval by authorities. The effects of public expenditure include impacts on consumption, production through efficiency, incentives and allocation, and distribution of resources.
Public finance involves the taxing and spending activities of government. It focuses on the microeconomic functions of government and examines taxes and spending. Government ideology can view the community or individual as most important. In the US, the federal government has more spending flexibility than states. Government spending has increased significantly as a percentage of GDP from 1929 to 2001. Major items of federal spending have shifted from defense to entitlements like Social Security and Medicare. Revenues mainly come from individual income taxes, payroll taxes, and corporate taxes at the federal level and property, sales, and income taxes at the state and local levels.
This document provides an overview of public finance. It defines public finance as the study of how governments raise money through taxes and spending, and how these activities affect the economy. It discusses why public finance is needed to provide public goods and services, redistribute wealth, and correct issues like pollution. The key aspects of public finance covered are government spending, revenue sources like income taxes, and how fiscal policy around spending and taxation can influence economic performance.
The document discusses the classical theory of inflation and how it relates to money supply. It states that inflation is defined as a rise in the overall price level in an economy. The quantity theory of money explains that inflation is primarily caused by increases in the money supply as controlled by the central bank. When the money supply grows faster than the amount of goods and services, it leads to too much money chasing too few goods and a rise in prices, or inflation. The document also notes that hyperinflation, which is a very high rate of inflation, can occur when governments print too much money to fund spending.
Bsc agri 2 pae u-3.2 introduction to macro economicsRai University
This document provides an introduction to macroeconomics. It defines macroeconomics as the study of national economies and the policies that governments use to affect economic performance. It discusses key issues macroeconomists address such as economic growth, business cycles, unemployment, inflation, international trade, and macroeconomic policies. It also outlines different macroeconomic theories including classical, Keynesian, and unified approaches.
Market structure identifies how a market is composed in terms of the number of firms, nature of products, degree of monopoly power, and barriers to entry. Markets range from perfect competition to pure monopoly based on imperfections. The level of competition affects consumer benefits and firm behavior. While models simplify reality, they provide benchmarks to analyze real world situations, where regulation may influence firm actions.
This document discusses the concept of perfect competition in economics. It defines perfect competition as a market with many small firms, identical products, free entry and exit of firms, and complete information. The document outlines the key features of perfect competition including: a large number of buyers and sellers, homogeneous products, no barriers to entry or exit, and profit maximization by firms. It also discusses the short run and long run equilibrium of a perfectly competitive firm, including cases where firms experience super normal profits, normal profits, or losses.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
3. JUST-IN-TIME (JIT)
• A repetitive production system in which the
processing and movement of materials and
goods occur just as they are needed!
4. Pre-JIT: Traditional Mass Production
Big lot sizes
Lots of inventory
”PUSH” material to next
stage
Lower
per unit
cost
Big purchase shipments
Big “pushes” of finished goods
to warehouses or customers
???
5. Post-JIT: “Lean Production”
• Tighter coordination along the supply chain
• Goods are pulled along
• — only make and ship what is needed
Smaller lots
Faster setups
Less inventory, storage space
”PULL” material to next stage
Minimal
or no
inventory
holding
cost
Smaller shipments
Goods are pulled out of
plant by customer demand
6. JIT Goals
(throughout the supply chain)
• Eliminate disruptions
• Make the system flexible
• Reduce setup times and lead times
• Minimize inventory
• Eliminate waste
7. Waste
Definition:
Waste is ‘anything other than the minimum
amount of equipment, materials, parts, space,
and worker’s time, which are absolutely
essential to add value to the product.’
— Shoichiro Toyoda
President, Toyota
8. Forms of Waste:
• Overproduction
• Waiting time
• Transportation
• Processing
• Inventory
• Motion
• Product Defects
9. Inventory as a Waste
• Requires more storage space
• Requires tracking and counting
• Increases movement activity
• Hides yield, scrap, and rework problems
• Increases risk of loss from theft, damage,
obsolescence
10. Building Blocks of JIT
• Product design
Standard parts
Modular design
Quality
• Process design
• Personnel and organizational elements
• Manufacturing planning and control
MPC
Staff ORG
Process Design
Product Design
11. KANBAN
Uses simple visual signals to control production
• Examples:
empty slot in hamburger chute
empty space on floor
kanban card
12. Kanban Example
Workcenter A Workcenter B
Workcenter B uses parts produced by Workcenter A
How can we control the flow of materials so that B always
has parts and A doesn’t overproduce?
13. Kanban card: Signal to produce
Workcenter A Workcenter B
Kanban Card
When a container is opened by Workcenter B, its kanban card is
removed and sent back to Workcenter A.
This is a signal to Workcenter A to produce another box of parts.
14. Empty Box: Signal to pull
Workcenter A Workcenter B
Empty box sent back. Signal to pull another full box into
Workcenter B.
Question: How many kanban cards here? Why?
15. How Many Kanbans?
C
x)DT(1
y
y = number of kanban cards
D = demand per unit of time
T = lead time
C = container capacity
X = fudge factor
16. Example
• Hourly demand = 300 units
• Lead time = 3 hours
• Each container holds 300 units
• Assuming no variation in lead-time or demand
(x = 0):
y = (300 3) / 300 = 3 kanban cards
18. POKA-YOKE
• The Poka-Yoke concept was created by Shingo.
– “fool-proof devices” -> Poka-Yoke “mistake-
proving”
• To consider an inspection device as a Poka-
Yoke.
– Ingenious, simple and cheap.
• Several Poka-Yoke devices can be found in our
daily life activities.
– Recording protection window on floppy disks
19. POKA-YOKE
• Poka-Yoke systems can be used in a company in order
to mistake proof activities.
– Automatic part feeders.
• Poka-Yokes can reduce undesired workload components.
– It is possible to separate parts with different specifications.
• Poka-Yoke devices such as Go-no Go devices are
utilized in order to avoid inspections based on trials.
• It is not always possible to design a Poka-Yoke to carry
out 100% of the inspection.
20. Self-check and successive check
systems
• Self-check procedure.
– The worker who produces the part is the same
worker that carries out the inspection.
• This system is the most efficient one.
– The worker obtains immediate feedback.
• Criticizing one’s own performance may not be totally
objective.
21. Self-check and successive check
systems
• Successive check.
– Next worker will typically conduct the inspection
task.
• Can reduce the defect rate by as much as one fifth of
the initial value in about one month.
– It is necessary to fix 2 or 3 check points.
– In the beginning of this checking procedure, the defect rate
will increase.
22. Self-check and successive check
systems
• Sensory based inspections (scratches, painting
quality).
– It is advantageous to place samples next to the
checking point to show acceptable limits.
23. Source inspection
• These techniques reduce the defect rate.
– Do not eliminate the error(s).
• Causal relationship between errors and defects.
– If the error source is eliminated, errors will never become
defects.
Error Defect Information
Feedback
Error Information
Feedback
24. Source inspection
• Source inspection eliminated all the errors
except the unnoticed errors.
– These unnoticed errors can be detected by an
efficient use of Poka-Yoke devices.
• Types of source inspection
– Vertical -> Before the process.
– Horizontal -> Inside the same process
26. Poka-Yoke design methodology
• The use of meters/counters, spare pieces
method or a fixed sequence in the assembly
process
27. Poka-Yoke design methodology
• Use technology to design the Poka-Yoke
devices.
– Contact mechanisms.
• Limit switches.
– Mechanisms without contact.
• Sensors.
– Meters/counters.
28. Poka-Yoke examples
• Improper parts (extra material) can break or
otherwise adversely affect the tool of the
following process.
– The introduction of a mechanical blade stop can
redirect the parts.
– It is possible to avoid the line from stopping by
using a “size limit” Poka Yoke.
29. Poka-Yoke examples
• A simple slot in the conveyor line can avoid an
incorrect product.
– Without the utilization of a Poka-Yoke, filling
material can be wasted and a major spillage can
occur.
– With the Poka-Yoke the line will not stop and the
improperly oriented parts will fall to collector box
30. ISO
• Why have a Quality Standard?
Customer
Supplier
Vendor Subcontractor
contract
subcontract
31. ROLE OF ISO
• Helps in selection of suppliers and vendors
• Places onus of proving quality on supplier
– Controls
– Processes
– Procedures
– Quality records
32. Benefits of ISO
• Customers and users will benefit by receiving
the products that are:
– Conforming to the requirements
– Dependable and reliable
– Available when needed
– Maintainable
33. Benefits to employees
• People in the organization will benefit by:
– Better working conditions
– Increased job satisfaction
– Improved health and safety
– Improved morale
– Improved stability of employment
34. Benefits to owners and investors
• Owners and investors will benefit by:
– Increased return on investment
– Improved operational results
– Increased market share
– Increased profits
35. Benefits to suppliers and partners?
• Suppliers and partners will benefit by:
– Stability
– Growth
– Partnership and mutual understanding
36. Benefits to society
• Society will benefit by:
– Fulfillment of legal and regulatory requirements
– Improved health and safety
– Reduced environmental impact
– Increased security
37. ISO and Quality Management (QM)
• ISO standards based on the following QM
principles:
1. Customer focus
2. Leadership
3. Involvement of people
4. Process approach
5. System approach to management
6. Continual improvement
7. Factual approach to decision making
8. Mutually beneficial supplier relationships
38. ISO 9000 and SQA Group
• Responsibility lies with management
• SQA group
– implements standards
– Monitors effectiveness in organization
39. Responsibilities of SQA Group
• Perform audits
• Promote awareness
• Communicate Quality System to staff
• Support implementation of ISO 9000
• Perform customer satisfaction surveys
• Facilitate improvement following customer feedback
• Review project quality at milestones
• Act as partner in quality project
40. Responsibilities of SQA Group
• Facilitate improvement and defect prevention
activities
• Monitor and verify process compliance
• Monitor effectiveness of processes
• Monitor institutionalisation of processes
• Chair organization quality reviews
• Facilitate external audits
• Test planning, execution, reporting and
recommendation
• Test lab management
• Support a metrics culture
41. ISO 9000 History and Background
• BS 5750 (forerunner to ISO 9000)
• ISO 9000: 1987
• ISO 9000: 1994
• ISO 9000: 2000
42. ISO 9000: 1994
• Family of standards
• Applicable to manufacturing organizations,
servicing organizations and software
organizations
• Different flavours
– ISO 9001 (full product lifecycle) - superset
– ISO 9002 (production, installation, servicing)
– ISO 9004 (inspection and testing)
45. Quality System Procedures
• A set of procedures which detail how the
requirements of the quality manual are to be
implemented
• Detailed procedures which define how the
processes are to be performed and controlled
• Specifying who is responsible for what
46. Work Instructions
• Detailed instructions for the performance of
specific tasks
• Such instructions may cover
– Materials
– Processes
– Verification
47. Forms
• Records that provide proof that specified
activities were carried out
• A.k.a. quality records
48. Quality Management System
Standard
ISO 9000
Quality Manual
Quality System Procedures
Work Instructions
Forms
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
Policy Statement, Commitment,
Organisation, Responsibilities
Company Practices, Interfaces
Written Instructions
to Control Tasks
Quality
Records
Sales Design Purchasing Manufacturin
g
Accounts Personnel After Sales
50. ISO 9000: 1994 Clauses
1. Management Responsibility
2. Quality System
3. Contract Review
4. Design Control
5. Document Control
6. Purchasing
7. Purchaser Supplied Product
8. Product Identification and Traceability
9. Process Control
10. Inspection and Testing
51. ISO 9000: 1994 Clauses
11. Inspection Measuring and Test Equipment
12. Inspection and Test Status
13. Control of Non-Conforming Product
14. Corrective Action
15. Handling, Storage, Packaging and Delivery
16. Quality Records
17. Internal Quality Audits
18. Training
19. Servicing
20. Statistical Techniques
52. KAIZEN
• Kaizen refers to philosophy or practices that focus
upon continuous improvement of processes in
manufacturing, engineering, supporting business
processes, and management.
• By improving standardized activities and
processes, kaizen aims to eliminate waste as
in lean manufacturing( Toyota Production System
).
53. EVOLUTION
• Kaizen was first implemented in several
Japanese businesses after World War II,
influenced in part by American business and
quality management teachers who visited the
country.
• It has since spread throughout the world and
is now being implemented in many other
venues besides just business and productivity.
54. Where is it applicable ?
• It has been applied in healthcare,psychotherapy, life-
coaching, government, banking, and many other
industries.
• When used in the business sense and applied to the
workplace, kaizen refers to activities that continually
improve all functions, and involves all employees from
the CEO to the assembly line workers.
• It also applies to processes, such as purchasing and
logistics, that cross organizational boundaries into the
supply chain.
56. Key Features of Kaizen
1. Improvements are based on many, small changes rather than the
radical changes that might arise from R & D .
2. As the ideas come from the workers themselves, they are less
likely to be radically different, and therefore easier to implement
3. Small improvements are less likely to require major capital
investment than major process changes
4. The ideas come from the talents of the existing workforce, as
opposed to using R&D, consultants or equipment – any of which
could be very expensive
5. All employees should continually be seeking ways to improve
their own performance
6. It helps encourage workers to take ownership for their work, and
can help reinforce team working, thereby improving worker
motivation
57. THUS
• Kaizen is a daily process, the purpose of which
goes beyond simple productivity improvement.
• It is also a process that, when done correctly,
humanizes the workplace, eliminates overly hard
work ("muri"), and teaches people how to
perform experiments on their work using the
scientific method and how to learn to spot and
eliminate waste in business processes.
58. 7 Conditions for Successful
Implementation of Kaizen Strategy
1. Top management commitment
2. Top management commitment
3. Top management commitment
4. Setting up an organization dedicated to
promote Kaizen
5. Appointing the best available personnel to
manage the Kaizen process
6. Conducting training and education
7. Establishing a step-by-step process for Kaizen
introduction.
59. The Key Kaizen Practices
• Mindset & Culture
1. customer orientation
2. quality control (QC) circles
3. suggestion system
4. discipline in the workplace
5. small-group activities
6. cooperative labor-management relations
7. total quality management (TQM)
8. quality improvement
60. The Key Kaizen Practices
• Production Process
1. automation & robotics
2. Autonomation ( jidoka )
3. zero defects
4. total productive maintenance (TPM)
5. kanban
6. Just-in-Time (JIT)
7. productivity improvement
8. new product development
61. The quick and easy kaizen process
1. The employee identifies a problem, waste, or an
opportunity for improvement and writes it down.
2. The employee develops an improvement idea and
discusses it with his or her supervisor.
3. The supervisor reviews the idea within 24 hours and
encourages immediate action.
4. The employee implements the idea. If a larger
improvement idea is approved, the employee should take
leadership to implement the idea.
62. Kaizen at Toyota
• There are two kinds of kaizen activities at Toyota: kaizen made by
the supervisory staff and engineers as their functions, and that
made by workers through the quality circles and suggestion system.
• The management sets a reference ( target ) cost of each of the parts
and a standard time for their production. Then the shop floor that
produces these parts and vehicles firstly endeavors to attain these
costs and standard time, and then reduces them by carrying on
kaizen activities.
• A maintenance team contributes to increasing the reliability of
equipment mainly by executing preventive maintenance and
equipment kaizen.
63. Kaizen at Toyota
• An assembly line is divided into about ten segments per function. It
is permitted to have a buffer between two segments, the buffer
corresponding to five minutes operations. Thus, when a segment is
stopped because of a problem, the others continue to work. So, the
production efficiency of the assembly line as a whole does not get
lower .
• A large conveyer installed on the ground level permit workers to
operate, standing on it and without walking much with a car body
moving, and especially without walking backward.
• Tasks to carry heavy parts also disappeared by installing automatic
or semi-automatic equipment