This document provides an outline on engineering management topics including standardization, the 5S method of good housekeeping, and muda. It discusses key features and benefits of standards including providing a basis for maintenance and improvement, representing the best way to do a job, preserving expertise, allowing for performance measurement, and showing relationships between causes and effects. The document also describes the eight steps of the Toyota Business Practice problem-solving method and the five components of the 5S housekeeping method: seiri, seiton, seiso, seiketsu, and shitsuke.
Chapter 5 successful problem solving & task mgtNasz Zainuddin
This chapter discusses techniques for successful problem solving and task management. It outlines the basic approaches to problem solving such as talking to others, making lists, finding information, calculating, following rules, trial and error, visualizing and charting. The ROSA-E strategy is presented as a cycle for problem analysis and project management. Key problem solving techniques include setting goals and criteria, prioritizing tasks, setting SMART targets, planning time, starting tasks, becoming a self-starter, sticking with tasks, and completing tasks. Mastering these skills and strategies can help one effectively solve problems and manage projects.
This slide presentation reviews the Six Sigma DMAIC Fundamentals. It provides a real Case Study on how the process was utilized to develop substantial financial improvements.
The document discusses the objectives and key aspects of each tool. For 5S, it explains the five steps (SEIRI, SEITON, etc.) and how to implement 5S in the workplace to improve organization and productivity. For the Suggestion Scheme, it outlines how to establish a system to solicit worker ideas to improve communication. And for Quality Circles, it notes they are used to systematically solve problems in the workplace.
The 5S methodology is a workplace organization method originally developed in Japan that consists of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is designed to increase efficiency, quality, and safety through identifying and storing the items used, maintaining the work areas and items, and sustaining the new order through standardization and employee training.
The document describes the 5S methodology, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with "S": seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is used to improve efficiency and effectiveness. The document also discusses the origins of 5S and how it relates to other improvement methods like kaizen and the PDCA (plan-do-check-act) cycle.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"admford
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...admford
Updated version of my original Cyphercon talk. With more useful information regarding how to enact change and better visual representation of certain concepts. This talk was given at CircleCityCon 10 in 2023
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Chapter 5 successful problem solving & task mgtNasz Zainuddin
This chapter discusses techniques for successful problem solving and task management. It outlines the basic approaches to problem solving such as talking to others, making lists, finding information, calculating, following rules, trial and error, visualizing and charting. The ROSA-E strategy is presented as a cycle for problem analysis and project management. Key problem solving techniques include setting goals and criteria, prioritizing tasks, setting SMART targets, planning time, starting tasks, becoming a self-starter, sticking with tasks, and completing tasks. Mastering these skills and strategies can help one effectively solve problems and manage projects.
This slide presentation reviews the Six Sigma DMAIC Fundamentals. It provides a real Case Study on how the process was utilized to develop substantial financial improvements.
The document discusses the objectives and key aspects of each tool. For 5S, it explains the five steps (SEIRI, SEITON, etc.) and how to implement 5S in the workplace to improve organization and productivity. For the Suggestion Scheme, it outlines how to establish a system to solicit worker ideas to improve communication. And for Quality Circles, it notes they are used to systematically solve problems in the workplace.
The 5S methodology is a workplace organization method originally developed in Japan that consists of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is designed to increase efficiency, quality, and safety through identifying and storing the items used, maintaining the work areas and items, and sustaining the new order through standardization and employee training.
The document describes the 5S methodology, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with "S": seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is used to improve efficiency and effectiveness. The document also discusses the origins of 5S and how it relates to other improvement methods like kaizen and the PDCA (plan-do-check-act) cycle.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"admford
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...admford
Updated version of my original Cyphercon talk. With more useful information regarding how to enact change and better visual representation of certain concepts. This talk was given at CircleCityCon 10 in 2023
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Process Management by Jan Mohammed.pptxJanMohammed3
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
Summary of Toyota Kata by Mike Rother with excerpts from Puppet Lab 2016 State of DevOps report and questions about SaaS vs. Manufacturing and using kata for DevOps.
The Toyota Way document outlines the philosophy and principles that guide Toyota's continuous improvement system. It discusses two key areas: continuous improvement and respect for people. The 14 principles that comprise the Toyota Way are organized into four sections: philosophy, process, people and partners, and problem solving. The overarching goals are to eliminate waste, level production, build quality into processes, and develop a culture of learning and improvement.
This document provides an introduction to research for managers. It defines research as the process of thoroughly studying and analyzing a problem to find solutions. Good managerial decision making involves properly identifying issues, relevant factors, necessary information gathering, drawing appropriate conclusions, and implementing results. The document outlines types of business research including applied research to solve current problems and basic research to generate general knowledge. It discusses advantages and disadvantages of using internal versus external researchers/consultants. Finally, it stresses the importance of ethics in business research for all parties involved.
Kaizen is a process of continuous improvement based on certain principles: good processes lead to good results, see the current situation for yourself, manage by facts, contain and correct root causes of problems, work as a team, and involve everyone. The 5 steps of a Kaizen activity are to identify the business case, set goals, select a team, collect baseline data, and plan support. A Kaizen helps resolve the gap between customer expectations and current processes by creating focus through documenting the business case, setting measurable and challenging goals aligned with strategy, and establishing a new standard work process. Problems identified during one Kaizen included communication issues, unnecessary movements, lack of a decision record, and unequal chances; suggested solutions were improved communication,
This document outlines the modules and requirements for an enterprise project. The project involves setting up a business and going through the stages of planning, operations, culmination, and review. Students will learn skills like cooperation, decision-making, problem-solving, and personal development. They will complete key assignments like creating a business plan, conducting market research, keeping a diary, and reporting on their experience. The project will be graded based on criteria like originality, cross-curricular applications, presentation, research, carrying out tasks, findings analysis, and self-evaluation.
The document provides an overview of various Six Sigma tools and methodologies including:
1. The 8 wastes (defects, overproduction, etc.) that Six Sigma aims to eliminate.
2. Voice of the Customer and Critical to Quality tools used to understand customer requirements.
3. Common cause and effect diagrams that help identify sources of variation.
4. Additional quality improvement methods like 5S, 7S, 80/20 rule, ABC analysis, poka-yoke, zero defects, PDCA cycle, and standard operating procedures.
5. Problem solving tools like 5 whys, 5W1H, process mapping, value stream mapping, and single minute exchange of die
This document discusses various concepts and techniques for continuous process improvement, including:
- Juran's Trilogy of quality planning, control, and improvement
- Kaizen, which aims for small, incremental improvements through eliminating waste and standardizing processes
- The 5S practices of sorting, straightening, scrubbing, systematizing, and standardizing the workplace
- Identifying and reducing the seven deadly wastes of overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transporting, and processing itself
The document provides details on how to implement these concepts to gradually and continuously improve processes.
This document discusses various concepts and tools related to continuous process improvement, including:
- Juran's Trilogy of quality planning, control, and improvement
- Kaizen, which involves small, incremental improvements through eliminating waste and standardizing processes
- The 5S methodology for organizing and cleaning the workplace
- Identifying and reducing the seven types of waste
The document provides details on how these concepts and tools can be implemented as part of a total quality management system focused on gradual, ongoing process improvement.
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
The document provides an overview of the 5S principle for organizing and managing workspaces. It discusses that 5S stands for five Japanese words that begin with "S", which translate to Sort, Set in Order, Shine, Standardize, and Sustain. The 5S activities aim to create a good working environment through reducing overburden, unevenness, and waste. It outlines each of the 5S steps and provides examples of their implementation, such as labeling and organizing necessary items for easy retrieval. The summary emphasizes that 5S is a philosophy for improving work efficiency by eliminating waste and unreasonableness through organizing, cleaning, and standardizing the workspace.
Making Improvement Standard: Dynamic Agile Practices through Lean Standard WorkLitheSpeed
This document discusses using standard work and A3 problem solving to drive continuous improvement in agile practices. It begins by defining standard work and lean concepts. Examples of standard work are provided, such as standardizing hospital processes and agile team definitions of done. The document then explains A3 problem solving, providing a template and example for improving a new associate integration process. It discusses applying A3 and standard work to agile by establishing baseline practices, experimenting with improvements, and updating standards. Metrics are suggested for tracking process, people and product outcomes. Finally, an example simulation illustrates applying the concepts to synchronize team sprints while maintaining stakeholder engagement.
Qcl 15-v4 5-rizvi management institute_ankita deshmukh and arif shaikhArif Shaikh
The document discusses benchmarking and best practices from Toyota. It defines benchmarking as comparing an organization's policies and processes to standards or peers. Benchmarking allows companies to set targets, understand industry trends, and see how they compare. The document then outlines some of Toyota's best practices, including their Total Quality Control program with suppliers to improve quality, an oversight committee to handle issues, and lessons about not letting growth overwhelm quality controls. It provides examples of how some of Toyota's practices could be adapted in a college setting for things like instructional strategies, data-driven decision making, and cleanliness.
Digital transformation is a dynamic evolution, continually propelled by emerging technologies on the one hand and adaptive business processes characteristic of Smart Organizations on the other.
Design Thinking, when intertwined with agile management, is an effective navigation tool for both scenarios. This stands true even for hierarchical organizations, where agility might seem at odds with the established structure.
To innovate continuously you may want to consider embedding Design Thinking within your organization.
• In order to accomplish that, I recommend conducting a Change Management Project.
• Let‘s have a look at 10 steps to consider (on the following slides).
TQM help to gain knowledge and experience KAIZEN.pptxRajeevUpadhayay
Kaizen is a Japanese philosophy of continuous improvement based on small, incremental changes. It originated from quality circles in post-WWII Japan and was popularized in the West by Masaaki Imai. The key principles of Kaizen include iterative improvement, empowering employees, and getting to the root cause of problems. Kaizen follows a cycle of continuous improvement involving getting employee involvement, finding problems, creating solutions, testing solutions, analyzing results, and adopting successful solutions. It utilizes frameworks like the 5S system and PDCA cycle. Kaizen focuses on eliminating waste through small, gradual changes rather than large transformations.
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
Gemba Walk is the act of visiting the shop floor in Lean and Kaizen. Literally translated as 'The Real Place', it emphasis the importance of understanding for the management / leadership, what is happening at every level.
Gemba walks are a critical continuous improvement technique.
With a thoughtful and structured approach, Gemba Walks can improve communication and collaboration between staff and leaders. Employees also are more likely and able to describe inefficiencies, safety hazards, and other concerns when they are in their own workspace. This results in the identification of opportunities for improvement that may otherwise be missed.
Continual Improvement Process is required to adopt by almost every organization to compete in the market. This slide presentation will give you a brief overlook what it is? without going into details.
This document provides an overview of decision making. It begins with objectives of understanding decision making processes and styles. It then describes the problem finding process, including defining the problem, visualizing it, and brainstorming requirements. It discusses opportunity finding. The fundamentals of the decision making process are introduced, including common steps. Managerial decision making is examined, distinguishing between programmed and non-programmed decisions. Factors like certainty, risk, and uncertainty are also covered.
- Total Quality Management (TQM) is a philosophy involving customer satisfaction, employee involvement, and continuous improvement. It uses tools like control charts and the Plan-Do-Check-Act cycle.
- Six Sigma is a data-driven approach to process improvement originally developed by Motorola to reduce defects. It uses a five-step methodology of Define, Measure, Analyze, Improve, and Control.
- Quality circles involve small groups of employees who meet regularly to identify and solve work-related problems in order to improve organizational performance and motivate employees. They aim to enhance quality, productivity, safety, and reduce costs.
This document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, and case-based interviews. For each type, it provides examples of common questions and recommends using the STAR framework to structure answers. It also discusses common mistakes and how to create an interview preparation sheet to practice examples from one's resume and background. The document emphasizes thoroughly understanding one's resume, industry knowledge, and the role in order to perform well across different interview styles.
Water Level Indicator using 8051 Microcontroller.pptxshayanzafar2
This document describes a water level indicator project using an 8051 microcontroller that senses the water level in a tank and indicates it on an LCD display. It works by placing three wires at different water levels in the tank and one for power. The microcontroller reads the wire levels and displays "EMPTY", "LOW", "HALF", or "FULL" depending on the water level. It has applications in buildings and industries to automatically monitor and control liquid levels.
The document discusses electromechanical indicating instruments used for electrical measurements. It describes the operational principles and construction details of various analog instruments, including the Lord Kelvin galvanometer, permanent magnet moving coil (PMMC) mechanisms, and D'Arsonval galvanometer. It also covers topics like damping mechanisms, temperature compensation techniques, and taut-band suspensions that are used to improve the performance of analog measuring instruments.
Process Management by Jan Mohammed.pptxJanMohammed3
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
Summary of Toyota Kata by Mike Rother with excerpts from Puppet Lab 2016 State of DevOps report and questions about SaaS vs. Manufacturing and using kata for DevOps.
The Toyota Way document outlines the philosophy and principles that guide Toyota's continuous improvement system. It discusses two key areas: continuous improvement and respect for people. The 14 principles that comprise the Toyota Way are organized into four sections: philosophy, process, people and partners, and problem solving. The overarching goals are to eliminate waste, level production, build quality into processes, and develop a culture of learning and improvement.
This document provides an introduction to research for managers. It defines research as the process of thoroughly studying and analyzing a problem to find solutions. Good managerial decision making involves properly identifying issues, relevant factors, necessary information gathering, drawing appropriate conclusions, and implementing results. The document outlines types of business research including applied research to solve current problems and basic research to generate general knowledge. It discusses advantages and disadvantages of using internal versus external researchers/consultants. Finally, it stresses the importance of ethics in business research for all parties involved.
Kaizen is a process of continuous improvement based on certain principles: good processes lead to good results, see the current situation for yourself, manage by facts, contain and correct root causes of problems, work as a team, and involve everyone. The 5 steps of a Kaizen activity are to identify the business case, set goals, select a team, collect baseline data, and plan support. A Kaizen helps resolve the gap between customer expectations and current processes by creating focus through documenting the business case, setting measurable and challenging goals aligned with strategy, and establishing a new standard work process. Problems identified during one Kaizen included communication issues, unnecessary movements, lack of a decision record, and unequal chances; suggested solutions were improved communication,
This document outlines the modules and requirements for an enterprise project. The project involves setting up a business and going through the stages of planning, operations, culmination, and review. Students will learn skills like cooperation, decision-making, problem-solving, and personal development. They will complete key assignments like creating a business plan, conducting market research, keeping a diary, and reporting on their experience. The project will be graded based on criteria like originality, cross-curricular applications, presentation, research, carrying out tasks, findings analysis, and self-evaluation.
The document provides an overview of various Six Sigma tools and methodologies including:
1. The 8 wastes (defects, overproduction, etc.) that Six Sigma aims to eliminate.
2. Voice of the Customer and Critical to Quality tools used to understand customer requirements.
3. Common cause and effect diagrams that help identify sources of variation.
4. Additional quality improvement methods like 5S, 7S, 80/20 rule, ABC analysis, poka-yoke, zero defects, PDCA cycle, and standard operating procedures.
5. Problem solving tools like 5 whys, 5W1H, process mapping, value stream mapping, and single minute exchange of die
This document discusses various concepts and techniques for continuous process improvement, including:
- Juran's Trilogy of quality planning, control, and improvement
- Kaizen, which aims for small, incremental improvements through eliminating waste and standardizing processes
- The 5S practices of sorting, straightening, scrubbing, systematizing, and standardizing the workplace
- Identifying and reducing the seven deadly wastes of overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transporting, and processing itself
The document provides details on how to implement these concepts to gradually and continuously improve processes.
This document discusses various concepts and tools related to continuous process improvement, including:
- Juran's Trilogy of quality planning, control, and improvement
- Kaizen, which involves small, incremental improvements through eliminating waste and standardizing processes
- The 5S methodology for organizing and cleaning the workplace
- Identifying and reducing the seven types of waste
The document provides details on how these concepts and tools can be implemented as part of a total quality management system focused on gradual, ongoing process improvement.
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
The document provides an overview of the 5S principle for organizing and managing workspaces. It discusses that 5S stands for five Japanese words that begin with "S", which translate to Sort, Set in Order, Shine, Standardize, and Sustain. The 5S activities aim to create a good working environment through reducing overburden, unevenness, and waste. It outlines each of the 5S steps and provides examples of their implementation, such as labeling and organizing necessary items for easy retrieval. The summary emphasizes that 5S is a philosophy for improving work efficiency by eliminating waste and unreasonableness through organizing, cleaning, and standardizing the workspace.
Making Improvement Standard: Dynamic Agile Practices through Lean Standard WorkLitheSpeed
This document discusses using standard work and A3 problem solving to drive continuous improvement in agile practices. It begins by defining standard work and lean concepts. Examples of standard work are provided, such as standardizing hospital processes and agile team definitions of done. The document then explains A3 problem solving, providing a template and example for improving a new associate integration process. It discusses applying A3 and standard work to agile by establishing baseline practices, experimenting with improvements, and updating standards. Metrics are suggested for tracking process, people and product outcomes. Finally, an example simulation illustrates applying the concepts to synchronize team sprints while maintaining stakeholder engagement.
Qcl 15-v4 5-rizvi management institute_ankita deshmukh and arif shaikhArif Shaikh
The document discusses benchmarking and best practices from Toyota. It defines benchmarking as comparing an organization's policies and processes to standards or peers. Benchmarking allows companies to set targets, understand industry trends, and see how they compare. The document then outlines some of Toyota's best practices, including their Total Quality Control program with suppliers to improve quality, an oversight committee to handle issues, and lessons about not letting growth overwhelm quality controls. It provides examples of how some of Toyota's practices could be adapted in a college setting for things like instructional strategies, data-driven decision making, and cleanliness.
Digital transformation is a dynamic evolution, continually propelled by emerging technologies on the one hand and adaptive business processes characteristic of Smart Organizations on the other.
Design Thinking, when intertwined with agile management, is an effective navigation tool for both scenarios. This stands true even for hierarchical organizations, where agility might seem at odds with the established structure.
To innovate continuously you may want to consider embedding Design Thinking within your organization.
• In order to accomplish that, I recommend conducting a Change Management Project.
• Let‘s have a look at 10 steps to consider (on the following slides).
TQM help to gain knowledge and experience KAIZEN.pptxRajeevUpadhayay
Kaizen is a Japanese philosophy of continuous improvement based on small, incremental changes. It originated from quality circles in post-WWII Japan and was popularized in the West by Masaaki Imai. The key principles of Kaizen include iterative improvement, empowering employees, and getting to the root cause of problems. Kaizen follows a cycle of continuous improvement involving getting employee involvement, finding problems, creating solutions, testing solutions, analyzing results, and adopting successful solutions. It utilizes frameworks like the 5S system and PDCA cycle. Kaizen focuses on eliminating waste through small, gradual changes rather than large transformations.
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
Gemba Walk is the act of visiting the shop floor in Lean and Kaizen. Literally translated as 'The Real Place', it emphasis the importance of understanding for the management / leadership, what is happening at every level.
Gemba walks are a critical continuous improvement technique.
With a thoughtful and structured approach, Gemba Walks can improve communication and collaboration between staff and leaders. Employees also are more likely and able to describe inefficiencies, safety hazards, and other concerns when they are in their own workspace. This results in the identification of opportunities for improvement that may otherwise be missed.
Continual Improvement Process is required to adopt by almost every organization to compete in the market. This slide presentation will give you a brief overlook what it is? without going into details.
This document provides an overview of decision making. It begins with objectives of understanding decision making processes and styles. It then describes the problem finding process, including defining the problem, visualizing it, and brainstorming requirements. It discusses opportunity finding. The fundamentals of the decision making process are introduced, including common steps. Managerial decision making is examined, distinguishing between programmed and non-programmed decisions. Factors like certainty, risk, and uncertainty are also covered.
- Total Quality Management (TQM) is a philosophy involving customer satisfaction, employee involvement, and continuous improvement. It uses tools like control charts and the Plan-Do-Check-Act cycle.
- Six Sigma is a data-driven approach to process improvement originally developed by Motorola to reduce defects. It uses a five-step methodology of Define, Measure, Analyze, Improve, and Control.
- Quality circles involve small groups of employees who meet regularly to identify and solve work-related problems in order to improve organizational performance and motivate employees. They aim to enhance quality, productivity, safety, and reduce costs.
This document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, and case-based interviews. For each type, it provides examples of common questions and recommends using the STAR framework to structure answers. It also discusses common mistakes and how to create an interview preparation sheet to practice examples from one's resume and background. The document emphasizes thoroughly understanding one's resume, industry knowledge, and the role in order to perform well across different interview styles.
Water Level Indicator using 8051 Microcontroller.pptxshayanzafar2
This document describes a water level indicator project using an 8051 microcontroller that senses the water level in a tank and indicates it on an LCD display. It works by placing three wires at different water levels in the tank and one for power. The microcontroller reads the wire levels and displays "EMPTY", "LOW", "HALF", or "FULL" depending on the water level. It has applications in buildings and industries to automatically monitor and control liquid levels.
The document discusses electromechanical indicating instruments used for electrical measurements. It describes the operational principles and construction details of various analog instruments, including the Lord Kelvin galvanometer, permanent magnet moving coil (PMMC) mechanisms, and D'Arsonval galvanometer. It also covers topics like damping mechanisms, temperature compensation techniques, and taut-band suspensions that are used to improve the performance of analog measuring instruments.
This document provides an overview of key concepts from a lecture on engineering management and Gemba Kaizen. It defines Gemba as the workplace where value is added, and Kaizen as continuous improvement. Major concepts discussed include: viewing management as both maintenance and improvement; focusing on processes rather than results; and following the PDCA and SDCA cycles of plan, do, check, act to maintain and improve standards. The document traces the origins and worldwide adoption of Kaizen approaches in various industries.
The document discusses global value chains (GVCs) and challenges faced by developing countries in GVCs. It notes that maximum economic benefits in GVCs come from initial research/design and final marketing/sales stages, while middle manufacturing/assembly stages provide less value. Developing countries have a chance to participate in middle stages. However, a World Bank report warns that automation may reduce opportunities for labor-intensive manufacturing in developing countries. The document also discusses why returns to R&D investment decrease for poorer countries due to lack of complementary factors needed to effectively contribute to growth.
This document outlines concepts related to gemba and gemba management. It discusses that the ultimate goal of kaizen strategies is to improve quality, cost, and delivery (QCD). Gemba refers to the real workplace or value-adding activities, and is where improvements should originate from. Effective gemba management follows principles like regularly visiting the gemba to understand problems, finding root causes, and standardizing processes to prevent issues from reoccurring. Management should both deploy policies and provide support to the gemba using both top-down and bottom-up approaches.
This document discusses engineering management concepts including takt time, cycle time, pull production, and establishing production flow. It defines takt time as the rate of production needed to match customer demand, while cycle time is the actual time it takes to produce one unit. Push production is based on forecasts, while pull production builds products based on actual demand. One-piece flow is described as the ideal method to create connected flow with no work-in-process between steps, allowing defects to be identified quickly and requiring problems to be addressed.
The document discusses key concepts in engineering management including major Kaizen systems. It describes six major Kaizen systems that should be implemented by organizations: a suggestion system, small group activities, total quality control (TQC), total productive maintenance (TPM), a just-in-time (JIT) production system, and policy deployment. Each system is explained in one or more paragraphs with details around their goals and implementation.
Dr. Abu Bakr Siddique's lecture outline covers visual management, quality, cost, delivery (QCD), and the just-in-time (JIT) system. The document discusses how visual management is used to detect abnormalities and make problems visible. It also explains how QCD factors are interrelated and how improving quality can reduce costs over time. Additionally, it describes how the JIT system addresses costs and delivery by producing only what is needed, and provides an example of how Aisin Seiki's plant implements JIT production.
This document provides an outline for a lecture on engineering management. It discusses key topics like delegation versus micromanagement, staying technical as an engineering manager, different types of industries and their transitions, and global trends. Specifically, it describes how managers may micromanage due to lack of trust or control issues, outlines problems with micromanaging like creating a stressful environment and losing talent, and how to properly delegate responsibilities.
This document outlines an engineering management course, including books, grading, and lecture topics. The course covers navigating growth in tech firms, modern supply chains, introduction to continuous improvement strategies like Kaizen, quality cost and delivery, visual management, and total flow management. Key lecture topics include organizational hierarchy, having good relations with managers, and motivation. Tall and flat organizational structures are compared, with pros and cons of each. Tips for developing good relations with managers include learning to work, developing a positive reputation, avoiding exploitation, avoiding competition traps, and having one-on-one meetings.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
4. Standards
• Efficient daily management of resources requires
standards.
• Standardization in the gemba often means the
translation of specified technological and
engineering requirements into day-to-day operations
of workers.
• Standards do not require technology or
sophistication, however, their implementation
requires a clear plan from management that must be
deployed in logical phases.
5. Operational Standards
• There are two types of standards:
– Managerial Standards
– Operational Standards
• Managerial standards relate to the internal purpose
of managing employees. They are necessary for
managing employees and for administrative
purposes.
• Examples of managerial standards are administrative
rules, personnel guidelines and policies, job
descriptions, and so on.
6. Operational Standards
• Operational standards deal with the way people do
their jobs to realize QCD (quality, cost, and
delivery).
• Operational standards relate to the external demand
of achieving QCD to satisfy customers.
• The standards referred to in this course are
operational standards.
7. Key Features of Standards
Standards have the following key features:
• 1. Standards provide a basis for both maintenance
and improvement.
• By definition, following standards means
maintenance, and upgrading standards means
improvement.
• As a result, one needs a standard in the first place in
order to either maintain it or improve upon it.
8. Key Features of Standards
2. Standards represent the best, easiest, and safest way
to do a job.
• Standards reflect many years of wisdom and know-
how on the part of employees in doing their jobs.
• When management maintains and improves
standards, those standards become the most
efficient, safe, and cost-effective way of doing the
job.
9. Key Features of Standards
• 3. Standards offer the best way to preserve know-
how and expertise.
• If an employee knows the best way to do the job and
leaves without sharing that knowledge, his or her
know-how will also leave.
• Only by standardizing and institutionalizing such
know-how within the company does it stay in the
company, regardless of the comings and goings of
its individual workers.
10. Key Features of Standards
• 4. Standards provide a way to measure performance.
• With established standards, managers can evaluate
job performance.
• Without standards, there is no fair way to do this.
11. Key Features of Standards
• 5. Standards show the relationship between cause and
effect.
• Having no standards (or not following standards) will
lead to abnormalities, variability and waste. But if
standards are implemented, management can determine
the cause of abnormalities. Therefore, standards provide
a means for preventing recurrence of errors and
minimizing variability.
• Every time problems or irregularities arise, the manager
must investigate, identify the root cause, and revise the
existing standards or implement new ones to prevent
recurrence.
12. Toyota Business Practice
• Many companies have their own standard way
of solving problems.
• Today, the so-called A3 problem-solving
method has become increasingly popular.
• The A3 refers only to the paper size that is the
standard for summarizing the problem-solving
story.
13. Toyota Business Practice
• The A3 problem-solving approach which comes
from Toyota follows an eight-step approach and is
also called the Toyota Business Practice (TBP).
• TBP was born in the early 2000s in an effort to
standardize and strengthen problem solving as
Toyota operations became increasingly globalized.
• No matter how big or small the problem is you must
be able to summarize the problem and solution on an
A3 paper.
14. Toyota Business Practice
• The eight steps of the TBP problem-solving
approach are:
• 1. Clarify the problem.
• 2. Break down the problem.
• 3. Set a target to be achieved.
• 4. Analyze the root cause.
• 5. Develop countermeasures.
• 6. See countermeasures through.
• 7. Evaluate both results and process.
• 8. Standardize successful processes.
15. Toyota Business Practice
• Here is how this process would map to an A3
document for the purpose of problem solving
17. Toyota Business Practice
• The problem statement must measurably define “the
gap” between the current situation and the target
condition.
• The correct way to do define a problem is to first
define a perfect state – for example ideal quality
parts with zero waste every time.
• Next you’re going to grasp the problem in reality.
You will look at your current situation and think of
what you can do that can enable you to get closest to
the ideal situation.
18. Toyota Business Practice
• Then think of why you have not been doing this
thing before, which would have got you closer to the
ideal situation.
• What this process does is clearly point out the
problem with your current state. The more time
spent getting the problem statement right, the less
time will be needed to actually address the problem.
• You must know why did you pick this problem and
how you prioritized it ?
19. Toyota Business Practice
• Only when you are clear about the problem can you
break it down into smaller problems.
• Most people do not take out the time to break down
the problem properly. You need to break the vague
problem down into a very specific problem.
• Breaking down the problem allows you to set
modest, but still aggressive, challenging targets
(which is the third step in the TBP).
20. Toyota Business Practice
• Your target will either decrease, improve or eliminate
(D.I.E). By how much will you decrease or improve
needs to be specified. By when will you achieve this
target should also be listed.
• The next step is to find the root cause of the problem.
There are many tools and methods for root cause
analysis, but the one you must know and use is the five-
whys analysis.
• It is a simple and powerful tool and must be used
properly and logically to arrive at potential root causes.
21. Toyota Business Practice
• The 5 Whys technique is one that advocates asking
why as many times as you need to until you get to
the root cause of the problem.
• The idea is to stop asking why when you have
arrived at a probable root cause of the problem,
which may come before or after the 5th why.
• The technique requires that you remain objective all
through. An illustration of the 5 Whys technique is
given on the following slide.
22. Toyota Business Practice
• Problem: Our company lost sales of $10M in
2011.
• Why? Our demand forecasts were constantly wrong.
• Why? We did not get any input from the field
• Why? The field agents did not have access to
systems
• Why? The IT department did not allocate any
systems to them
• Why? Management did not think it was a priority
(root cause)
23. Toyota Business Practice
• Next you select countermeasures. Countermeasures
mean that you have to develop a plan for who's
going to do what, when they are going to do it and
how they're going to proceed.
• Step 6 (See Countermeasures through) is the Do step
in the PDCA cycle. Here you should follow the plan
and note deviations.
• In the doing stage you're going to plan something;
you're going to do it and check what happens; make
adjustments.
24. Toyota Business Practice
• So, in fact, in some sense at every one of these steps it's
a plan, do, check, act cycle within a larger plan, do,
check, act cycle.
• Step 7 (Evaluate both results and processes) is the check
phase of the PDCA cycle. In this stage you will reflect
on what happens both in terms of results and the
processes.
• So you may have gotten results and been lucky because
of one big idea that worked, but it was one person's
idea; that person was the manager; nobody else was
engaged; nobody else was developed. The process
failed even though the results looked good.
25. Toyota Business Practice
• The last step (Standardize and share successful
practices) refers to the Act stage of the PDCA cycle.
• You will do another reflection on the entire process,
and then you will standardize what works, and
spread what you think should be spread.
• The spread is something that Toyota calls Yokoten,
which means transplanting a precious plant from one
environment to another. You don't mindlessly
implement best practices; you have to think deeply
about your new and previous conditions.
27. The Five S (5S) of Good
Housekeeping
• The kaizen principle of 5S stands for five Japanese
words that constitute good workplace organization.
These five points of housekeeping are:
– Seiri: Remove unnecessary items
– Seiton: Arrange items in an orderly manner
– Seiso: Keep working environment clean
– Seiketsu: Make the previous three steps a routine
– Shitsuke: Develop the self-discipline to
standardize these steps.
28. Good House Keeping in 5 Steps
• 1. Seiri (Sort): Distinguish between necessary and
unnecessary items in the gemba, and discard the latter.
• The first step of housekeeping, seiri, entails classifying
items in the gemba into two categories—necessary and
unnecessary—and discarding or removing the latter
from the gemba.
• An easy rule of thumb is to remove anything that will
not be used within the next 30 days. Things that will
not be needed within the next 30 days but may be
needed at some point in the future are moved to their
rightful places (such as the warehouse in the case of
supplies).
29. Good House Keeping in 5 Steps
• 2. Seiton (Straighten): Arrange all items remaining
after seiri in an orderly manner.
• Once seiri has been carried out, we are only left with
the items that are needed. But these needed items are
of no use if they are stored too far from the
workstation or in a place where they cannot be found.
• Seiton means classifying items by use and arranging
them accordingly to minimize search time and effort.
To do this, each item must have a designated name,
address, and volume.
30. Good House Keeping in 5 Steps
• 3. Seiso (Scrub): Keep machines and working
environments clean.
•
• Seiso means cleaning the working environment,
including machines and tools, as well as the floors,
walls, and other areas of the workplace.
• An operator cleaning a machine can find many mal
functions. Once these problems are recognized, they
are easily fixed. Hence, Seiso in a way is like
checking.
31. Good House Keeping in 5 Steps
• 4. Seiketsu (Systematize): Make the previous three
steps a routine, i.e. standardize work practices.
• Seiketsu is to continuously work on seiri, seiton, and
seiso every day.
• It is easy to go through the process of seiri once and
make some improvements, but without an effort to
continue such activities, the situation soon will be
back to where it started. Management must deploy
systems and procedures that ensure the continuity of
seiri, seiton, and seiso.
32. Good House Keeping in 5 Steps
• 5. Shitsuke (Standardize): Build self-discipline to
both maintain and improve standards.
• Shitsuke means to develop self -discipline.
• That is to say that employees who practice seiri,
seiton and seiso continuously (seiketsu) must then
go on to standardize these steps and thereafter
improve these standards through kaizen. This
requires self-discipline.
33. Benefits of 5S
– Creating clean, sanitary, pleasant, and safe working
environments.
– It is often a first step in a continuous improvement
drive that aims to eliminate waste, boost productivity
and increase profits.
– To realize the full benefits of 5S, it has to be
functional. Some businesses do what is referred to as
‘aesthetic 5S i.e. they go through the motions without
incorporating it into company culture. 5S has to part
of day-to-day operations.
34. 5S in the Service Sector
• 5S has grown increasingly popular in the service
sector. A study completed by the International
Research Journal of Engineering and Technology
documents how 5S increased the competitiveness of a
number of hospitals, hotels, banks and post-secondary
institutions.
• The 5S method also applies to digital environments.
An officer worker can be more productive when
extraneous files and software are removed from their
computers, for instance, because it tends to make
important materials more readily accessible.
35. 5S in the Service Sector
• The key is to identify which tasks must be done and
which materials (forms, manuals, support contacts
and software) are needed to complete them.
• To make them more accessible, apply the first three
steps of 5S – sort, set in order and shine – to your
company’s shared drives and intranet system, along
with the computers of individual employees.
• In fact, many of us follow 5S principles to manage
our emails.
36. 5S in the Service Sector
• We organize incoming messages by moving them
into appropriate folders, often by topic or client.
This way, they are easier to find when we need
them.
• Fewer of us “shine” our email folders by regularly
identifying old messages and deleting them.
38. Muda
• Work is a series of processes or steps starting with
various inputs and raw materials and ending in a
final product or service.
• At each process, value is added to the product (or, in
the service sector, to the document or other piece of
information), and then the product (or service) is
sent on to the next process.
• The resources at each process—people and
machines—either do add value or do not add value.
Muda refers to any activity that does not add value.
39. Muda Elimination
• Value of each process can be improved by
eliminating Muda. However, eliminating further
muda will become difficult as product quality
improves.
• Further muda elimination requires standardizing best
practices and improving upon them, which in turn
requires good housekeeping.
• Therefore, facilities where muda has been
eliminated are orderly and show a high level of 5S
discipline.
40. Types of Muda
• Muda in the gemba is classified according to the
following seven categories:
• 1. Muda of overproduction
• 2. Muda of inventory
• 3. Muda of defects
• 4. Muda of transport
• 5. Muda of motion
• 6. Muda of waiting
• 7. Muda of over-processing
41. Muda of Overproduction
• Muda of overproduction results from getting ahead
of the production schedule.
• This type of muda is a function of the mentality of
the area supervisor, who feels compelled to produce
more than necessary just to be on the safe side.
• In a just -in- time (JIT) system being ahead of the
production schedule is regarded as worse than being
behind it.
42. Muda of Overproduction
• Producing more than necessary results in
tremendous waste: consumption of raw materials
before they are needed, wasteful input of personnel
and utilities, additions of machinery, the need for
additional space to store excess inventory, and added
transportation and administrative costs.
• Overproduction gives people a false sense of
security, helps to cover up all sorts of problems, and
obscures information that can provide clues for
kaizen on the shop floor.
43. Muda of Inventory
• Final products, semi-finished products, or parts and
supplies kept in inventory do not add any value.
• Rather, they add to the cost of operations by
occupying space, requiring additional equipment
and facilities (such as warehouses, forklifts, and
computerized conveyer systems).
• In addition, a warehouse requires additional
personnel for operation and administration.
44. Muda of Inventory
• Inventory results from overproduction.
• Excess items stay in inventory and gather dust. Their
quality deteriorates over time. Even worse, they
could be destroyed by a fire or other disaster.
• When an inventory level is high, nobody gets
serious enough to deal with problems such as
quality, machine downtime, and absenteeism.
Therefore, a high level of inventory makes kaizen
difficult.
45. Muda of Defects
• Whenever defects occur, extra costs are incurred in
reworking the part, rescheduling production, etc.
This results in additional labor costs, more time in
the “Work-in-progress” stage.
• Defects, in practice, can sometimes double the cost
of a product.
• Defects should not be passed on to the consumer
and should be taken as a loss.
46. Muda of Transport
• Transport (such as movement via trucks, forklifts,
and conveyers) is an essential part of operations.
• Each time a product is moved it stands the risk of
being damaged, lost, or delayed, on top of being a
cost for no added value.
• Transportation does not make any transformations to
the product that the consumer is willing to pay for,
and is a highly visible form of muda.
47. Muda of Motion
• Not to be confused with Transport, Motion refers to the
damage that the production process inflicts on the
equipment or person that creates the product, not the
damage to products themselves.
• For example, discrete events, like accidents that injure
workers and damage equipment, or even wear and tear,
are also part of the consideration.
• Any motion of a person’s body that is not directly
related to adding value is unproductive. The need for an
operator to carry a heavy object for a distance can be
eliminated by rearranging the workplace.
48. Muda of Waiting
• Time is always of the essence in production. Whenever
goods are not in transport or being processed, they are
in a stand still waiting for the next production step.
• In traditional processes, goods spend a large part of
their individual product life waiting to be worked on.
This is referred to as muda of waiting.
• Muda of waiting occurs because of line imbalances,
lack of parts, machine downtime, or when the operator
is simply monitoring a machine as the machine
performs a value-adding job.
49. Muda of Over-Processing
• Muda during processing arises as a result of poor
technology (e.g. an old technology not capable of
producing quality products) or inadequate product
design (e.g. an unduly long approach).
• Muda of over-processing occurs any time more work is
done on a piece beyond what is required by a customer,
i.e. when unnecessary activity is carried out.
• This includes using components that are more precise,
complex, higher quality or expensive than absolutely
required.