Heijunka, Standard work and Kaizen.pdf
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This document discusses concepts related to production leveling including Heijunka, standard work, and continuous improvement. Heijunka involves leveling production to evenly distribute workload and demand across each day to maximize efficiency. Standard work establishes consistent processes and templates. Continuous improvement, also called Kaizen, relies on permanent and temporary teams identifying areas for improvement through reflection meetings and applying the PDCA cycle for organizational learning.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Rapid Changeover
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2. Waste Elimination
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- Valued-added vs Non-value
added
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Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
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organization.
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Degree of Innovation-the act of creating new products,
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Follow-up for further Innovation
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Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.
Presentation contents:
1. OEE calculation to find the improvement opportunities.
2. Relation between wastes and profitability.
3. Review of OEE as a TPM module.
4. OEE metrics - Measurement, Analysis & Improvement.
5. OEE Analysis Process.
6. Following Toyota Way of solving problems.
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The document outlines the seven steps of autonomous maintenance which involves operations maintaining their own equipment. The seven steps are: 1) initial clean-up, 2) stopping sources of defects, 3) formulating initial standards, 4) overall internal checkups, 5) autonomous checkups, 6) orderliness and tidiness, and 7) autonomous management. The goal is for operations to conduct routine maintenance and checks to improve reliability, minimize breakdowns, and achieve zero defects.
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Kaizen is a Japanese philosophy of continuous incremental improvement. It means making small, continual changes for the better. The roles in kaizen include top management establishing it as a strategy, middle management implementing policies, supervisors applying it functionally, and employees participating through suggestions. Kaizen reduces waste, improves quality and space utilization, and boosts morale. It can be used widely in manufacturing and non-manufacturing. A case study showed a printing company used kaizen to identify issues with their estimating process. They generated and selected solutions, reducing overruns from 700 to 310 copies daily and eliminating overruns on some editions, saving over £14,000 annually.
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This document discusses Kaizen, or continuous improvement. It covers the 7 types of waste, 8 key elements of a Kaizen culture, benefits and difficulties of implementing Kaizen, and how to implement Kaizen in manufacturing. The document is a training on Kaizen principles and philosophy created by Riyanto in 2016.
Lean Manufacturing Training
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Kaizen is a system of continuous improvement in various aspects of a company. It was developed in 1950s Japan based on the Deming Cycle/PDSA cycle. The document discusses the introduction of Kaizen, 7 types of wastes, benefits of Kaizen culture, Toyota Production System, and how to implement a process of continuous improvement through small, incremental changes. The goal of Kaizen is to eliminate waste and improve productivity, quality and customer satisfaction through engaged employees continuously proposing improvements.
[Partial Preview:] Overall Equipment Effectiveness (OEE)
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so that each piece of equipment can be operated to its full potential and maintained at that level. To maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so that you can take steps to eliminate them. The key to this understanding is Overall Equipment Effectiveness (OEE).
OEE is a crucial measure in TPM that tells you how well your equipment is running. It links three elements in one percentage: the time the machine is actually running, the quantity of products the machine is turning out, and the quantity of good output.
LEARNING OBJECTIVES
1. Understand the concept and philosophy of TPM and its relationship with OEE
2. Explain the importance of OEE and how it relates to value-adding work of the factory
3. Understand OEE concepts such as Availability, Performance, Quality and the Six Major Losses
4. Describe the steps of collecting and processing OEE data and reporting results
5. Define approaches for reducing equipment-related losses to raise OEE
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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For more details visit www.mechanicalinventors.com
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- 1. Heijunka, Standard work and Kaizen Danagul Yembergenova
- 5. 14+18+20+17+16+22+19 /7= What is Production Levelling? A Simple Example Weekly demand 90 Monday 14 Tuesday 18 Wednesday 20 Thursday 17 Friday 16 Saturday 22 Sunday 19
- 6. What is Takt time? A Simple Example 8 hours available production time (480 minutes)/18=
- 8. What is Product Levelling?
- 9. Heijunka Box
- 11. House of Lean
- 12. Standard Work
- 13. Standard Work Steps Steps for creating Standard work
- 15. Standard Work- DOs and DON’Ts
- 17. House of Lean
- 18. Kaizen and Continuous Improvement People and Purpose Permanent team Own the work processes e.g. managers, CEOs or shop floor workers Temporary team Problem solving teams
- 19. Hansei You must hold yourself accountable and find a room for improvement even if everything is going according to plan
- 20. Hanseika (reflection meeting) Team members alongside their leaders, discuss and analyze the entire process including any abnormalities that have occurred. This approach initiates Kaizen and usually delivers small improvements during the process as well as at the end of it.
- 21. PDCA Cycle
- 22. Kaizen and Continuous Improvement Organizational Learning