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.
Operations management involves transforming resources into valuable products or services. There are three main production systems: job production which is low volume and high variety; batch production which produces similar items in batches; and flow/mass production which is high volume and low variety. Key functions of operations management include production planning and control, quality control, inventory management, and work measurement. Challenges include globalization, rising customer expectations, technological changes, and environmental issues. Priorities are relating operations to customers and addressing environmental concerns. World class manufacturing techniques involve just-in-time, total quality management, and employee involvement.
Lean manufacturing or lean production, often simply "lean", is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.
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.
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
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.
This document provides an overview of operations management. It defines operations management and discusses key concepts like the production system, transformation process, and differences between products and services. The document also covers the historical development and current issues in operations management, as well as operations strategy in manufacturing and services. It discusses functions of the operations management department like materials selection, methods, machines/equipment selection, estimating, loading/scheduling, routing, dispatching, expediting, inspection, and evaluation.
This document outlines key concepts in production and operations management. It discusses the importance of effective production, including lower costs, higher quality, and responsiveness to customers. Mass, flexible, and customer-driven production systems are compared. The roles of technology in manufacturing are also examined. Other major topics covered include plant location decisions, production planning and control, inventory management, quality control, and ISO standards.
Operations management involves transforming resources into valuable products or services. There are three main production systems: job production which is low volume and high variety; batch production which produces similar items in batches; and flow/mass production which is high volume and low variety. Key functions of operations management include production planning and control, quality control, inventory management, and work measurement. Challenges include globalization, rising customer expectations, technological changes, and environmental issues. Priorities are relating operations to customers and addressing environmental concerns. World class manufacturing techniques involve just-in-time, total quality management, and employee involvement.
Lean manufacturing or lean production, often simply "lean", is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.
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.
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
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.
This document provides an overview of operations management. It defines operations management and discusses key concepts like the production system, transformation process, and differences between products and services. The document also covers the historical development and current issues in operations management, as well as operations strategy in manufacturing and services. It discusses functions of the operations management department like materials selection, methods, machines/equipment selection, estimating, loading/scheduling, routing, dispatching, expediting, inspection, and evaluation.
This document outlines key concepts in production and operations management. It discusses the importance of effective production, including lower costs, higher quality, and responsiveness to customers. Mass, flexible, and customer-driven production systems are compared. The roles of technology in manufacturing are also examined. Other major topics covered include plant location decisions, production planning and control, inventory management, quality control, and ISO standards.
Kingsleys Power Point Presentation on Operations Management.pptxKingsley Aduma
The document discusses key concepts in operations management. It defines operations management as the business function responsible for planning, coordinating, and controlling resources needed to produce products and services. An operations manager is responsible for transforming inputs like materials, labor, and capital into outputs like goods and services. The document outlines various operations management strategies, process types, facility layouts, and techniques for scheduling production, monitoring performance, and controlling processes. It also discusses ways to identify and eliminate waste, manage inventory, and increase productivity in operations.
The document discusses various topics related to inventory management, lean production systems, just-in-time manufacturing, material requirements planning, and total quality management in the context of management accounting. It provides details on calculating economic order quantity and describes the differences between traditional push production systems and lean pull systems. Benefits of JIT include reduced inventory costs and increased throughput while drawbacks include vulnerability to supply chain disruptions. MRP is used to ensure the right materials are available at the right time. Activity-based management focuses on analyzing and assigning costs to activities rather than products or departments. Total quality management aims to minimize costs through continuous quality improvement and customer satisfaction.
Controlling involves measuring performance, comparing results to plans, and taking corrective actions. It is an essential and ongoing process that aims to guide actual performance towards expected performance. An ideal control system is suitable, flexible, economical, simple, objective, prompt, forward-looking, suggestive, and motivational. It provides real-time information and preventive control. Traditional control techniques include budgetary control, non-budgetary controls, management by objectives, and productivity management. Control is important for cost control, process control, purchase control, quality control, maintenance control, and planning operations.
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.
This document provides an overview of just-in-time (JIT) manufacturing. It discusses the history and objectives of JIT, the eight types of waste in manufacturing, and the three parts of JIT - purchasing, manufacturing, and quality management. Key aspects of JIT covered include production management, supplier management, inventory management, and human resource management. The document also compares traditional manufacturing systems to JIT systems and discusses how management accounting must adapt to support JIT goals.
This document discusses the principles of lean manufacturing and value-added activities. It defines value-added activities as those that transform a product and that a customer is willing to pay for. The document outlines the goals of lean manufacturing as improving quality, reducing time and costs, and eliminating waste. It also discusses key lean concepts like continuous flow, pull-based production, and continuous improvement.
The document discusses Lean Thinking and Just-in-Time (JIT) systems. It defines Lean as doing more with less waste and focusing on core capabilities. The key principle of Lean is eliminating all waste to become faster, more dependable, higher quality, and lower cost. JIT aims to meet demand instantly with no waste. The document outlines Lean tools like value stream mapping, small batch production, visual controls, and 5S. It also discusses JIT techniques like pull scheduling, Kanban control, and levelled production to minimize inventory levels. Lean and JIT both focus on eliminating waste to improve productivity, quality and reduce costs.
This document provides an agenda for a program on enhancing productivity and product quality through Lean Six Sigma. The program schedule is laid out over four sessions covering topics like Lean manufacturing, Six Sigma, 5S, TPM and more. The document discusses various Lean tools and concepts like value stream mapping, takt time, poka-yoke and how they can help reduce waste and improve key metrics like OEE. Overall, the program aims to equip participants with knowledge and techniques to improve efficiency, quality and profits through continuous improvement.
Lean manufacturing is a systematic method to eliminate waste from production processes without compromising productivity. It focuses on reducing inventory, improving flow, and basing production on customer demand rather than forecasts. The key principles of lean are specifying value, mapping the value stream, creating flow without interruptions, producing only what is needed based on customer pull, and continuously improving processes. Lean was developed by Toyota and aims to save costs by eliminating non-value added activities through simple visual systems, continuous improvement efforts, and metrics.
This document discusses lean manufacturing principles and techniques. It begins with a brief history of lean production and Toyota's production system. It then compares traditional vs lean manufacturing and lists the five principles of lean: define value, map the value stream, create flow, establish pull, and pursue perfection. The document outlines the seven types of waste in lean systems and provides examples. It also describes basic lean tools like 5S, just-in-time, kaizen, and kanban. Finally, it discusses how lean manufacturing aims to remove waste, gain satisfied customers, and improve profits.
Lean manufacturing is a way to eliminate waste and improve efficiency. It focuses on minimizing muda, or waste, including excess inventory, unnecessary motion, defects, and overproduction. Lean originated from the Toyota Production System, which aimed to reduce costs through practices like just-in-time production and continuous improvement. The key aspects of lean are identifying value-added steps and removing waste, ensuring smooth workflow, using pull systems between processes, and engaging employees in continuous improvement.
The document discusses traditional enterprise inspection practices and how they often do not add value and increase costs. It then introduces the concept of a customer supplier chain that aims for continuous quality control throughout all stages of the process. This helps improve communication, reduce gaps, define specifications, and facilitate feedback to more easily identify and address problems. It also discusses supply chain management and concepts like just-in-time manufacturing and lean manufacturing that focus on eliminating waste.
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
The document discusses production and operation management. It covers key topics such as the purpose of business, organizational models, important functions like finance, marketing and operations. It also discusses career opportunities in operations management and important operations decisions. The document defines production management, operations management and the transformation process. It compares manufacturing versus service operations and production versus operations management. Finally, it discusses factors affecting operations management today.
This document discusses various quality control and quality management systems principles and methods. It defines quality control as reviewing quality in production to meet requirements, and quality management systems as processes focused on consistently meeting customer requirements. Key principles and methods discussed include Kaizen for continuous incremental improvement, Pareto's 80/20 rule, Six Sigma for eliminating defects, PDCA (Plan-Do-Check-Act) cycles for process improvement, Lean manufacturing for waste elimination, Toyota Production Systems, and Total Quality Management for organization-wide quality delivery.
- 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.
This document discusses inventory management strategies like just-in-time and kanban. It defines inventory, inventory management, and common strategies. It also discusses how mismanagement can lead to financial and supply problems. Key terms are defined, like kanban cards and the kanban scheduling system. Implementation of strategies at companies like Toyota and Dell are summarized, noting how both effectively deliver products when needed through supply chain visibility and minimal inventory.
QUALITY CONTROL TOTAL QUALITY CONTROL.pptxSamitBisal
This document provides information on various quality control techniques used in manufacturing including Just-in-Time (JIT), quality at source, inspection, quality circles, statistical quality control (SQC), quality control (QC), total quality management (TQM), and ISO 9000 standards. It describes how these techniques help ensure economic production and customer satisfaction through preventing defects, standardizing processes, enforcing problem-solving, and continually improving quality. The document also outlines the objectives, benefits, and key concepts of ISO 9000 certification for quality management systems.
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.
Kingsleys Power Point Presentation on Operations Management.pptxKingsley Aduma
The document discusses key concepts in operations management. It defines operations management as the business function responsible for planning, coordinating, and controlling resources needed to produce products and services. An operations manager is responsible for transforming inputs like materials, labor, and capital into outputs like goods and services. The document outlines various operations management strategies, process types, facility layouts, and techniques for scheduling production, monitoring performance, and controlling processes. It also discusses ways to identify and eliminate waste, manage inventory, and increase productivity in operations.
The document discusses various topics related to inventory management, lean production systems, just-in-time manufacturing, material requirements planning, and total quality management in the context of management accounting. It provides details on calculating economic order quantity and describes the differences between traditional push production systems and lean pull systems. Benefits of JIT include reduced inventory costs and increased throughput while drawbacks include vulnerability to supply chain disruptions. MRP is used to ensure the right materials are available at the right time. Activity-based management focuses on analyzing and assigning costs to activities rather than products or departments. Total quality management aims to minimize costs through continuous quality improvement and customer satisfaction.
Controlling involves measuring performance, comparing results to plans, and taking corrective actions. It is an essential and ongoing process that aims to guide actual performance towards expected performance. An ideal control system is suitable, flexible, economical, simple, objective, prompt, forward-looking, suggestive, and motivational. It provides real-time information and preventive control. Traditional control techniques include budgetary control, non-budgetary controls, management by objectives, and productivity management. Control is important for cost control, process control, purchase control, quality control, maintenance control, and planning operations.
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.
This document provides an overview of just-in-time (JIT) manufacturing. It discusses the history and objectives of JIT, the eight types of waste in manufacturing, and the three parts of JIT - purchasing, manufacturing, and quality management. Key aspects of JIT covered include production management, supplier management, inventory management, and human resource management. The document also compares traditional manufacturing systems to JIT systems and discusses how management accounting must adapt to support JIT goals.
This document discusses the principles of lean manufacturing and value-added activities. It defines value-added activities as those that transform a product and that a customer is willing to pay for. The document outlines the goals of lean manufacturing as improving quality, reducing time and costs, and eliminating waste. It also discusses key lean concepts like continuous flow, pull-based production, and continuous improvement.
The document discusses Lean Thinking and Just-in-Time (JIT) systems. It defines Lean as doing more with less waste and focusing on core capabilities. The key principle of Lean is eliminating all waste to become faster, more dependable, higher quality, and lower cost. JIT aims to meet demand instantly with no waste. The document outlines Lean tools like value stream mapping, small batch production, visual controls, and 5S. It also discusses JIT techniques like pull scheduling, Kanban control, and levelled production to minimize inventory levels. Lean and JIT both focus on eliminating waste to improve productivity, quality and reduce costs.
This document provides an agenda for a program on enhancing productivity and product quality through Lean Six Sigma. The program schedule is laid out over four sessions covering topics like Lean manufacturing, Six Sigma, 5S, TPM and more. The document discusses various Lean tools and concepts like value stream mapping, takt time, poka-yoke and how they can help reduce waste and improve key metrics like OEE. Overall, the program aims to equip participants with knowledge and techniques to improve efficiency, quality and profits through continuous improvement.
Lean manufacturing is a systematic method to eliminate waste from production processes without compromising productivity. It focuses on reducing inventory, improving flow, and basing production on customer demand rather than forecasts. The key principles of lean are specifying value, mapping the value stream, creating flow without interruptions, producing only what is needed based on customer pull, and continuously improving processes. Lean was developed by Toyota and aims to save costs by eliminating non-value added activities through simple visual systems, continuous improvement efforts, and metrics.
This document discusses lean manufacturing principles and techniques. It begins with a brief history of lean production and Toyota's production system. It then compares traditional vs lean manufacturing and lists the five principles of lean: define value, map the value stream, create flow, establish pull, and pursue perfection. The document outlines the seven types of waste in lean systems and provides examples. It also describes basic lean tools like 5S, just-in-time, kaizen, and kanban. Finally, it discusses how lean manufacturing aims to remove waste, gain satisfied customers, and improve profits.
Lean manufacturing is a way to eliminate waste and improve efficiency. It focuses on minimizing muda, or waste, including excess inventory, unnecessary motion, defects, and overproduction. Lean originated from the Toyota Production System, which aimed to reduce costs through practices like just-in-time production and continuous improvement. The key aspects of lean are identifying value-added steps and removing waste, ensuring smooth workflow, using pull systems between processes, and engaging employees in continuous improvement.
The document discusses traditional enterprise inspection practices and how they often do not add value and increase costs. It then introduces the concept of a customer supplier chain that aims for continuous quality control throughout all stages of the process. This helps improve communication, reduce gaps, define specifications, and facilitate feedback to more easily identify and address problems. It also discusses supply chain management and concepts like just-in-time manufacturing and lean manufacturing that focus on eliminating waste.
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
The document discusses production and operation management. It covers key topics such as the purpose of business, organizational models, important functions like finance, marketing and operations. It also discusses career opportunities in operations management and important operations decisions. The document defines production management, operations management and the transformation process. It compares manufacturing versus service operations and production versus operations management. Finally, it discusses factors affecting operations management today.
This document discusses various quality control and quality management systems principles and methods. It defines quality control as reviewing quality in production to meet requirements, and quality management systems as processes focused on consistently meeting customer requirements. Key principles and methods discussed include Kaizen for continuous incremental improvement, Pareto's 80/20 rule, Six Sigma for eliminating defects, PDCA (Plan-Do-Check-Act) cycles for process improvement, Lean manufacturing for waste elimination, Toyota Production Systems, and Total Quality Management for organization-wide quality delivery.
- 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.
This document discusses inventory management strategies like just-in-time and kanban. It defines inventory, inventory management, and common strategies. It also discusses how mismanagement can lead to financial and supply problems. Key terms are defined, like kanban cards and the kanban scheduling system. Implementation of strategies at companies like Toyota and Dell are summarized, noting how both effectively deliver products when needed through supply chain visibility and minimal inventory.
QUALITY CONTROL TOTAL QUALITY CONTROL.pptxSamitBisal
This document provides information on various quality control techniques used in manufacturing including Just-in-Time (JIT), quality at source, inspection, quality circles, statistical quality control (SQC), quality control (QC), total quality management (TQM), and ISO 9000 standards. It describes how these techniques help ensure economic production and customer satisfaction through preventing defects, standardizing processes, enforcing problem-solving, and continually improving quality. The document also outlines the objectives, benefits, and key concepts of ISO 9000 certification for quality management systems.
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 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.
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.
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.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Adaptive synchronous sliding control for a robot manipulator based on neural ...IJECEIAES
Robot manipulators have become important equipment in production lines, medical fields, and transportation. Improving the quality of trajectory tracking for
robot hands is always an attractive topic in the research community. This is a
challenging problem because robot manipulators are complex nonlinear systems
and are often subject to fluctuations in loads and external disturbances. This
article proposes an adaptive synchronous sliding control scheme to improve trajectory tracking performance for a robot manipulator. The proposed controller
ensures that the positions of the joints track the desired trajectory, synchronize
the errors, and significantly reduces chattering. First, the synchronous tracking
errors and synchronous sliding surfaces are presented. Second, the synchronous
tracking error dynamics are determined. Third, a robust adaptive control law is
designed,the unknown components of the model are estimated online by the neural network, and the parameters of the switching elements are selected by fuzzy
logic. The built algorithm ensures that the tracking and approximation errors
are ultimately uniformly bounded (UUB). Finally, the effectiveness of the constructed algorithm is demonstrated through simulation and experimental results.
Simulation and experimental results show that the proposed controller is effective with small synchronous tracking errors, and the chattering phenomenon is
significantly reduced.
Low power architecture of logic gates using adiabatic techniquesnooriasukmaningtyas
The growing significance of portable systems to limit power consumption in ultra-large-scale-integration chips of very high density, has recently led to rapid and inventive progresses in low-power design. The most effective technique is adiabatic logic circuit design in energy-efficient hardware. This paper presents two adiabatic approaches for the design of low power circuits, modified positive feedback adiabatic logic (modified PFAL) and the other is direct current diode based positive feedback adiabatic logic (DC-DB PFAL). Logic gates are the preliminary components in any digital circuit design. By improving the performance of basic gates, one can improvise the whole system performance. In this paper proposed circuit design of the low power architecture of OR/NOR, AND/NAND, and XOR/XNOR gates are presented using the said approaches and their results are analyzed for powerdissipation, delay, power-delay-product and rise time and compared with the other adiabatic techniques along with the conventional complementary metal oxide semiconductor (CMOS) designs reported in the literature. It has been found that the designs with DC-DB PFAL technique outperform with the percentage improvement of 65% for NOR gate and 7% for NAND gate and 34% for XNOR gate over the modified PFAL techniques at 10 MHz respectively.
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.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
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.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
4. Abnormalities
• At the gemba, abnormalities of all sorts arise on a
daily basis.
• The key is to detect abnormalities that are causing
processes to go out of control. Abnormalities can be
detected through Visual Management.
• The practice of visual management involves the
clear display (using visual tools) of actual products
and records of performance.
5. Making Problems Visible
• Most information originating from the gemba goes
through many managerial layers before reaching top
management, and the information becomes
increasingly abstract and remote from reality as it
moves upward.
• The first principle of visual management is to make
problems in the gemba visible to all employees—
managers, supervisors, and workers—so that
corrective action can begin at once.
6. Visual Management – a tool for
Management
• Where visual management is practiced a manager can
see problems at a glance the moment he or she walks
into the gemba, and thus can give instructions on the
spot in real time.
• Visual management helps management to manage the
five Ms (5M) in the Gemba:
manpower machines
measurements materials
methods
7. Visual Management in the Five Ms
• Manpower (Operators)
• A display board in the Gemba can show who is trained
to do what tasks and who needs additional training. This
way everyone is aware of the skill level of individual
operators.
• The number of suggestions, the extent of participation
in quality circles and figures on absenteeism are a
measure of an employee’s morale. These items should
be made visible at the gemba so as to know moral of
workers.
8. Visual Management in the Five Ms
• Machines
• Visual management can be used to check the status
of machines and see if they are producing good
quality products or if it requires repairs and/or
scheduled maintenance.
• Displaying such machine related issues and
subsequently assigning the issue to an employee,
ensures that something is being done to address the
issue(s).
• Measurements
• Trend charts should be displayed in the Gemba to
show targets, production schedules, results, etc.
9. Visual Management in the Five Ms
• Materials
• Using signal lamps, audio signs and displays it is
possible to highlight abnormalities pertaining to
materials (such as supply shortages, maximum
allowable inventory level, material oversupply, etc).
• Methods
• Standard worksheets should be posted at each
workstation that would show the sequence of work,
cycle time, safety items, quality checkpoints, and
what to do when variability occurs.
11. Quality Cost and Delivery
• Quality, cost, and delivery are not distinctly
separate subjects but rather are closely
interrelated.
• It is pointless to buy products or services
lacking in quality, no matter how attractive
their price.
• Conversely, it is meaningless to offer products
or services of good quality and attractive price
if those products cannot be delivered in time to
meet the customer’s need and in the quantity
that the customer wants.
12. Quality: Not Just a Result
• Quality often means the quality of products
(services) – that is to say the quality of the
result (final products /services).
• In practice, however, it does not only refer to
the quality of the final products (or services)
but also to the processes of designing,
developing, producing, selling, and servicing
the products (services).
13. Quality: Not Just a Result
• The manufacturing production process can be
pictured like a river.
• Upstream refers to the material inputs needed
for production, while downstream is the
opposite end, where products get produced and
distributed.
• What Upstream Management means is that
through continuous improvements defects are
eliminated farther and farther upstream in the
production process.
14. Quality: Not Just a Result
• This practice reduces the number of defects
(flaws) that are passed to the next process and
ensures overall product Quality.
• Improving quality does not require laying
emphasis on only upstream management but
also on downstream management.
• For example, before a product is mass
produced it has to be designed, which will
require an understanding of the customer side
(downstream management).
15. Cost
• Cost management oversees the processes of
developing, producing, and selling products or
services of good quality while striving to lower costs
or hold them to target levels.
• To reduce costs, the following six activities should
be carried out simultaneously:
• 1. Improve quality. 2. Improve productivity.
• 3. Reduce inventory. 4. Reduce lead time.
• 5. Shorten the Production Line
• 6. Reduce machine downtime
16. Improve Quality
• Quality improvement actually initiates cost reduction
and can be experienced over a period of time.
• The first time a product quality is substantially
improved (say for example through the addition of a
new feature), the overall cost of the product will
increase.
• However, over time the company will learn to adapt to
these changes and be able to bring the additional costs
down (i.e. incorporate the additional feature with little
or no additional costs).
17. Improve Quality
• Another way of looking at this is through the
PDCA/SDCA cycles. The PDCA cycle initiates
improvements while the SDCA cycle stabilizes
processes.
• During SDCA the company will not only check for
abnormalities but also for ways to achieving the
same product quality through other means that
would help reduce costs.
• This is the reason why technology also improves
upon its predecessor and does not remain a constant.
18. Improve Productivity
• Productivity improves when less input
produces the same output or when output
increases with the same input.
• Input here refers to such items as human
resources, utilities, and material.
• Output means such items as products, services,
yield, and added value.
19. Reduce Inventory
• Inventory occupies space, prolongs production
lead time, creates transport and storage needs,
and eats up financial assets.
• In the context of a manufacturing production
system, inventory refers to all work that has
occurred (raw materials, partially finished
products and finished products prior to sale).
• In the context of services, inventory refers to
all work done prior to sale, including partially
processed information.
20. Reduce Lead Time (Throughput Time)
• Lead time begins when a company pays for
raw materials and supplies, and ends only
when the company receives payment from its
customer for products sold.
• Thus lead time represents the turnover of
money. A shorter lead time means better use of
resources and a lower cost of operations.
• Ways to cut lead time include improving and
speeding feedback of customer orders and
communicating better with suppliers.
21. Shorten the Production Line
• In manufacturing, a longer production line
requires more people, more work-in-process,
and a longer lead time.
• More people on the line also means more
mistakes, which lead to quality problems.
22. Reduce Machine Down Time
• A machine that goes down interrupts
production. Unreliable machinery necessitates
extra work-in-process, extra inventory, and
extra repair efforts.
• Such problems are similar in the service sector.
Downtime in the computer or communications
system causes undue delay, greatly increasing
the cost of machine operations.
23. Delivery
• Delivery refers to the timely delivery of the
volume of products or services.
• One of management’s tasks is to deliver the
required volume of products or services in
time to meet customer needs.
• The challenge for management is to live up to
delivery commitments while meeting quality
and cost targets. In line with the axiom,
“Quality first,” quality is the foundation on
which cost and delivery are built.
25. QCD & the JIT System
• In order to achieve successful quality, cost, and
delivery (QCD) and satisfy the customer as well as
itself, a manufacturing company must have all three
major systems in place:
• (1) total quality control (TQC) or total quality
management (TQM)
• (2) total productive maintenance (TPM)
• (3) just -in- time (JIT) production.
26. QCD & the JIT System
• Each of the three major systems necessary for
achieving QCD has different targets:
• TQC has overall quality as its major target
• TPM addresses the reliability and quality of
equipment.
• While JIT deals with the other top priorities of
management—namely, cost and delivery.
27. JIT System – an Inventory Strategy
• A just-in-time (JIT) system addresses both cost and
delivery issues.
• In JIT, every effort is made to produce and deliver
the product just in time—that is, to produce only as
many as are needed and only when needed, thereby
eliminating the cost of excessive inventory.
• The JIT is an inventory strategy that aligns raw-
material orders from suppliers directly with
production schedules.
28. JIT System – an Inventory Strategy
• Companies employ this inventory strategy to
increase efficiency and decrease waste by receiving
goods only as they need them for the production
process.
• This method reduces inventory costs but requires
producers to forecast demand accurately.
• The JIT inventory system contrasts with just-in-
case strategies, wherein producers hold sufficient
inventories to have enough product to absorb
maximum market demand.
29. Japan & the JIT System
• During Japan's post-World War II rebuilding of industry,
Japan lacked cash, space and natural resources. Thus the
Japanese "leaned out" their processes.
• They built smaller factories ... in which the only
materials housed in the factory were those on which
work was currently being done.
• In this way, inventory levels were kept low, investment
in in-process inventories was at a minimum, and the
investment in purchased natural resources was quickly
turned around so that additional materials were
purchased.
30. The Case of Aisin Seiki’s Anjo Plant
• A visit to Aisin Seiki’s Anjo plant in Japan will help
the reader understand JIT.
• This plant produces such products as bed mattresses,
industrial sewing machines, gas heating pumps, and
air conditioners.
• The mattress production plant uses 7 dedicated lines
to produce mattresses of 750 different colors, styles,
and sizes every day.
31. The Case of Aisin Seiki’s Anjo Plant
• For the most popular models, a small storeroom at
the end of the line holds a standard inventory of
between 3 and 40 mattresses.
• Each of these high demand mattresses is placed in a
given location and with a kanban tag (production
order slip) attached.
• Every time an order comes in and a mattress is
shipped, the kanban that had been attached to that
mattress is sent back to the starting point of the line
and serves as an order to start production.
32. The Case of Aisin Seiki’s Anjo Plant
• This system ensures that the minimum required
number of the popular models is always in stock.
• For nonstandard types of mattresses, no storeroom
exists because the mattresses are shipped directly
from the production line to the furniture store that
placed the order.
• Sometimes the company receives large orders from
hotels and vacation resorts; when this happens, the
company spreads the production, manufacturing a
given number of mattresses each day.
33. The Case of Aisin Seiki’s Anjo Plant
• It fits this production evenly in between the
production of other models so that the normal
production schedule is not disturbed. This is called
heijunka or leveling.
• Large orders of this kind require the company to
secure outside storage space until the shipping date.
• Although JIT is sometimes referred to as a non-
stock production system, it is not always either
possible or practical to keep a zero inventory.
34. JIT System - Advantages
• Such a production system yields many insights.
• First, one can sense an invisible line connecting the
customer and the production process. That is, the
company has an overview of the complete supply
chain. As you shall see later when we talk about
Total Flow Management Model, having a full scale
view of the supply chain is very helpful.
• Secondly, this system allows great flexibility to meet
customer needs, both in terms of product and
quantity variation.
35. JIT System - Advantages
• A JIT production system is typically capable of
producing an average number of products per day,
but is able to account for a certain degree of demand
variation.
• Also a JIT production system is typically a one-
piece-flow system (discussed later), where the
manufacturing line is routinely changed when the
product type has to be changed. This makes a JIT
production line more apt to changes and therefore
capable of manufacturing niche products.
36. JIT System - Advantages
• Third, this kind of production system can respond
quickly to abnormalities on the line. If a reject is
produced, the whole line must be stopped because
there will be no replacement.
• In other words, management has to make a
concerted effort to address problems on the line so
that the line never stops.
• Fourth, this kind of production system helps
companies to forecast the market more accurately
for its most popular models.
37. JIT System - Advantages
• It is easier for companies with a JIT inventory
system to learn from experience the daily demand
for its most popular models, as opposed to
companies that would keep an inventory for all
kinds of models.
• This improves the ability of JIT systems to improve
its market forecasts – since all the less popular items
require no forecasting as the company would be
making them after receiving orders and in the
sequence they are ordered.
38. Key features of a JIT System
• Apart from these four advantages of JIT systems,
there are three additional features that may not be as
visible but are still present:
– 1. Takt time versus cycle time.
– 2. Pull production versus push production.
– 3. Establishing production flow.
• These three features of a JIT system will be
discussed in the next lecture.