The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to modern implementations of lean systems. It also summarizes the 14 principles of the Toyota Way, which are the managerial values and business methods that guide Toyota's lean manufacturing approach. The principles focus on developing a long-term philosophy, creating continuous process flow, respecting partners and suppliers, and becoming a learning organization through reflection and continuous improvement.
The document provides an overview of key Lean concepts and methods. It defines Lean as a business philosophy focused on reducing waste and increasing value. The core of Lean is eliminating non-value adding activities to improve efficiency. Key Lean techniques discussed include gemba walks, kaizen events, value stream mapping, A3 analysis, and 5S. Building a Lean culture requires continuous improvement and problem solving discipline.
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
The document provides an overview of the history and evolution of lean manufacturing. It discusses key figures and developments that influenced lean thinking from the 1850s through the 1990s. These include Eli Whitney and interchangeable parts, Frederick Taylor's time and motion studies, Henry Ford's assembly line, and Eiji Toyoda and Taiichi Ohno's Toyota Production System. The core principles of lean focus on removing waste and only producing what is needed when it is needed to maximize value for the customer.
Introduce Japanese Kaizen lean manufacturing
My Home page renewaled http://www.takuminotie.com/english/
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Table of Content
1.What is Kaizen?
2. The History of Kaizen
・History and philosophy of Toyota Production System
・The Philosophy of Toyata Production
・The Kanban System
・“Automation with A Human Touch”
・Muda (Waste) Elimination
・The Mind of Toyota's manufacturing
3. The Kaizen Philosophy
4.How to proceed Kaizen?
5. Kaizen & Innovation
6. Practical Kaizen System
This document provides an introduction to Lean manufacturing. It discusses why some Lean companies dominate their industries while most implementations fail. Lean is presented as an approach that touches every aspect of a business, not just the shop floor, and as a business strategy for growth rather than just a cost-cutting program. The document outlines tools of Lean in engineering, logistics, production control, organization, people, and accountability. It explores how Lean principles can be adapted to other industries and notes that this presentation only shows the visible part of Lean. Contact information is provided for further questions.
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
Introduction To Lean Manufacturing : Tonex TrainingBryan Len
Introduction to Lean Manufacturing training provides you with the techniques for streamlining missions in any manufacturing environment.
A comprehensive overview of lean manufacturing delivers cost and cash flow, velocity and lead time, and deliberates how waste impacts both profit and customer happiness. We will give you guidelines for developing and quantifying lean strategies at every step in the manufacturing process.
Audience:
Introduction to Lean Manufacturing training is a 3-day course for:
CEO, President, Vice Presidents
Functional managers
Senior managers and executives
Quality managers
Process improvement leaders
Training Objectives:
Upon the completion of Introduction to Lean Manufacturing training, the attendees are able to:
Recognize the difference between conventional “push” and the lean “pull” systems
Comprehend the lean principles and their advantages
Determine common types of waste and how those wastes impact an organization’s revenues, competitive edge, and customer fulfillment
Determine how lean considers the removal/reduction of operating costs, cycle time, and non-value-added actions
Use employees’ time and their brainpower more efficiently in a team environment
Recognize customer value and waste
Identify the wastes and how to cut them down
Recognize fields for improvement and solutions
Comprehend how a team-based technique to change can accomplish sustainable results
Create a plan for initiating a lean journey in their organization
Course Outline:
Overview of Lean Manufacturing
Inventory and Variation
Inventory and Production
Basic Lean Manufacturing
Measuring the Work
The Value of Lead Time
How to Do Lean
Strategies to Becoming Lean
How to Implement Lean
Planning and Goals
Creating a Flow Layout
Get Balanced
Sustaining the Improvements
TONEX Case Study Sample: the Zeta Cell
Lean manufacturing training intends to give you a complete comprehension of what “Lean” means, describe the tools used, and, via case studies and group activities, show how these tools can be used in your organization.
Request more information. Visit Tonex website links below
Introduction To Lean Manufacturing Training
https://www.tonex.com/training-courses/introduction-to-lean-manufacturing-training/
The document provides an overview of key Lean concepts and methods. It defines Lean as a business philosophy focused on reducing waste and increasing value. The core of Lean is eliminating non-value adding activities to improve efficiency. Key Lean techniques discussed include gemba walks, kaizen events, value stream mapping, A3 analysis, and 5S. Building a Lean culture requires continuous improvement and problem solving discipline.
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
The document provides an overview of the history and evolution of lean manufacturing. It discusses key figures and developments that influenced lean thinking from the 1850s through the 1990s. These include Eli Whitney and interchangeable parts, Frederick Taylor's time and motion studies, Henry Ford's assembly line, and Eiji Toyoda and Taiichi Ohno's Toyota Production System. The core principles of lean focus on removing waste and only producing what is needed when it is needed to maximize value for the customer.
Introduce Japanese Kaizen lean manufacturing
My Home page renewaled http://www.takuminotie.com/english/
Please Like us on Facebook and Introduce to your Friends.
Regurds.
Table of Content
1.What is Kaizen?
2. The History of Kaizen
・History and philosophy of Toyota Production System
・The Philosophy of Toyata Production
・The Kanban System
・“Automation with A Human Touch”
・Muda (Waste) Elimination
・The Mind of Toyota's manufacturing
3. The Kaizen Philosophy
4.How to proceed Kaizen?
5. Kaizen & Innovation
6. Practical Kaizen System
This document provides an introduction to Lean manufacturing. It discusses why some Lean companies dominate their industries while most implementations fail. Lean is presented as an approach that touches every aspect of a business, not just the shop floor, and as a business strategy for growth rather than just a cost-cutting program. The document outlines tools of Lean in engineering, logistics, production control, organization, people, and accountability. It explores how Lean principles can be adapted to other industries and notes that this presentation only shows the visible part of Lean. Contact information is provided for further questions.
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
Introduction To Lean Manufacturing : Tonex TrainingBryan Len
Introduction to Lean Manufacturing training provides you with the techniques for streamlining missions in any manufacturing environment.
A comprehensive overview of lean manufacturing delivers cost and cash flow, velocity and lead time, and deliberates how waste impacts both profit and customer happiness. We will give you guidelines for developing and quantifying lean strategies at every step in the manufacturing process.
Audience:
Introduction to Lean Manufacturing training is a 3-day course for:
CEO, President, Vice Presidents
Functional managers
Senior managers and executives
Quality managers
Process improvement leaders
Training Objectives:
Upon the completion of Introduction to Lean Manufacturing training, the attendees are able to:
Recognize the difference between conventional “push” and the lean “pull” systems
Comprehend the lean principles and their advantages
Determine common types of waste and how those wastes impact an organization’s revenues, competitive edge, and customer fulfillment
Determine how lean considers the removal/reduction of operating costs, cycle time, and non-value-added actions
Use employees’ time and their brainpower more efficiently in a team environment
Recognize customer value and waste
Identify the wastes and how to cut them down
Recognize fields for improvement and solutions
Comprehend how a team-based technique to change can accomplish sustainable results
Create a plan for initiating a lean journey in their organization
Course Outline:
Overview of Lean Manufacturing
Inventory and Variation
Inventory and Production
Basic Lean Manufacturing
Measuring the Work
The Value of Lead Time
How to Do Lean
Strategies to Becoming Lean
How to Implement Lean
Planning and Goals
Creating a Flow Layout
Get Balanced
Sustaining the Improvements
TONEX Case Study Sample: the Zeta Cell
Lean manufacturing training intends to give you a complete comprehension of what “Lean” means, describe the tools used, and, via case studies and group activities, show how these tools can be used in your organization.
Request more information. Visit Tonex website links below
Introduction To Lean Manufacturing Training
https://www.tonex.com/training-courses/introduction-to-lean-manufacturing-training/
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
The document discusses key aspects of Lean Manufacturing and the Toyota Production System. It defines Lean as eliminating waste to continuously improve productivity. The Toyota Production System aims to reduce lead times through just-in-time production and autonomation (Jidoka). It emphasizes a pull-based system, continuous flow, and eliminating overproduction and waiting through techniques like kanban cards, poka-yoke, and standardized processes. The system respects people and helps suppliers continuously improve as well.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
The document provides an overview of lean manufacturing principles and the concept of waste. It discusses:
1) The history and evolution of lean thinking from early thinkers like Benjamin Franklin and Henry Ford to developments at Toyota including just-in-time production and eliminating overproduction and waste.
2) The seven types of waste targeted in lean which are transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
3) The scope and objectives of applying lean principles to improve productivity for a manufacturing firm, which include reducing defects and waste, improving cycle times, reducing inventory, and better utilizing space and labor.
The document discusses the history and philosophy of the Toyota Production System. It describes how Toyota developed innovative manufacturing techniques like just-in-time production and built quality checks like jidoka into its processes. This allowed Toyota to survive and thrive by producing high quality vehicles efficiently to meet customer demand. The core ideas were standardized work, continuous improvement, respect for people, and eliminating waste. Toyota's success demonstrated that its philosophy of long-term thinking, problem solving, and developing exceptional people could achieve business excellence.
Toyota production system-JIT-Lean OperationShahbaz Jaffri
The Toyota Production System (TPS) has three core components: continuous improvement, respect for people, and standard work practices. Continuous improvement involves building a culture where all employees seek to improve processes. Respect for people means empowering employees and recognizing that they know their jobs best. Standard work practices completely specify all work elements to ensure consistency and quality. TPS aims to eliminate waste through just-in-time production and jidoka, or error-proofing processes. Lean operations take a customer-focused approach to optimize the entire production process and minimize waste.
Lean manufacturing is a philosophy and systematic approach that identifies and eliminates waste through continuous improvement. It aims to optimize flow and pull production based on customer demand. Key aspects of lean include just-in-time production, standard work, and using kanban systems to signal when to produce and deliver parts. While MRP systems focus on predictive planning, lean and kanban are more reactive to customer orders through pull-based production. Implementing lean requires transforming processes through tools like 5S, value stream mapping, and setup reduction to optimize efficiency and quality.
Lean manufacturing aims to eliminate waste in production processes. It was pioneered by Toyota, which employs over 320,000 people worldwide and is the largest vehicle manufacturer. Toyota's production system, called TPS, uses "just in time" processes to make vehicles as quickly and efficiently as possible for customers. Lean manufacturing provides advantages like increased efficiency and reduced staffing needs, but also disadvantages such as high costs of implementation and maintenance. While focusing on eliminating waste, it could overlook other concerns like employee well-being. Overall, lean manufacturing is useful for improving productivity and profits if implemented properly.
Just-In-Time (JIT) is a Japanese manufacturing philosophy developed in the 1970s that was first adopted by Toyota. The main goal of JIT is to meet consumer demands by eliminating waste in the production system. It aims to reduce inventory and lead times by producing only what is needed for smooth, efficient production. JIT requires extensive commitment and changes such as standardization, multi-skilled workers, pull-based production, and close supplier relationships to be successful.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
The document summarizes the Toyota Production System and its guiding principles. It describes how Toyota revolutionized manufacturing by developing just-in-time production and lean processes. The Toyota Production System is based on 12 principles including continuous flow, pull systems to avoid overproduction, stopping to fix problems, standardized tasks, visual controls, reliable technology, developing exceptional people, respecting suppliers, going to see problems firsthand, consensus-based decision making, and resolving problems quickly.
The document discusses lean manufacturing and its core idea of eliminating waste from manufacturing processes. It defines waste as any activity that does not add value from the customer's perspective, and cites research finding that 60% of production activities in a typical operation are waste. Lean manufacturing techniques can help companies deliver higher quality products at lower costs by reducing waste. The document then discusses the origins and development of lean manufacturing concepts from Ford's assembly line to the Toyota Production System. Key lean tools explained include 5S, value stream mapping, cellular manufacturing, kaizen, and visual management.
The lean management initiative at Environs, a manufacturing company, failed for several reasons:
1) There was strong resistance to change from employees who were not involved in decision making and not provided support to implement new procedures.
2) A lack of timely and effective communication between shifts and management led to resentment and work difficulties.
3) Insufficient and discontinued training after 2 years left skills gaps, especially for new employees, undermining the sustainability of lean practices.
The document discusses several key principles of lean manufacturing including continuous flow, one-piece flow, takt time, heijunka, workplace organization, visual control, flexibility, maintainability, simple construction, and creating value for the customer. The overall goal of lean manufacturing is to eliminate waste from the production system through processes like continuous improvement and just-in-time production techniques.
Lean manufacturing is a systematic approach to identifying and eliminating waste from the value stream. The goal of lean is to remove all forms of waste, including cycle time, labor, materials, and energy. Common sources of waste that lean aims to reduce include overproduction, waiting time, transportation, unnecessary inventory, and defects. Taiichi Ohno at Toyota developed the Toyota Production System, which pioneered lean principles like just-in-time production and was inspired by the work of Henry Ford and ideas from American supermarkets.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
PROF. KAUSHIK BOSE - LATEST CV - 13.12.2016kaushik bose
This document provides a curriculum vitae for Kaushik Bose that summarizes his educational and professional qualifications and experience. It details that he has a PhD from Panjab University and University of Cambridge, has taught at multiple universities, supervised many PhD students, published extensively, and led several research projects related to health and nutrition in India. He is currently a professor at Vidyasagar University with over 30 years of experience in research, teaching, and administration in anthropology.
Have you ever been truly alone? Maybe you are surrounded by people but you still feel all alone. Imagine how Jesus felt all through life. He was alone in the wilderness, in the garden, during His trial and on the cross. But Christianity wasn't meant to be lived alone!
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
The document discusses key aspects of Lean Manufacturing and the Toyota Production System. It defines Lean as eliminating waste to continuously improve productivity. The Toyota Production System aims to reduce lead times through just-in-time production and autonomation (Jidoka). It emphasizes a pull-based system, continuous flow, and eliminating overproduction and waiting through techniques like kanban cards, poka-yoke, and standardized processes. The system respects people and helps suppliers continuously improve as well.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
The document provides an overview of lean manufacturing principles and the concept of waste. It discusses:
1) The history and evolution of lean thinking from early thinkers like Benjamin Franklin and Henry Ford to developments at Toyota including just-in-time production and eliminating overproduction and waste.
2) The seven types of waste targeted in lean which are transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
3) The scope and objectives of applying lean principles to improve productivity for a manufacturing firm, which include reducing defects and waste, improving cycle times, reducing inventory, and better utilizing space and labor.
The document discusses the history and philosophy of the Toyota Production System. It describes how Toyota developed innovative manufacturing techniques like just-in-time production and built quality checks like jidoka into its processes. This allowed Toyota to survive and thrive by producing high quality vehicles efficiently to meet customer demand. The core ideas were standardized work, continuous improvement, respect for people, and eliminating waste. Toyota's success demonstrated that its philosophy of long-term thinking, problem solving, and developing exceptional people could achieve business excellence.
Toyota production system-JIT-Lean OperationShahbaz Jaffri
The Toyota Production System (TPS) has three core components: continuous improvement, respect for people, and standard work practices. Continuous improvement involves building a culture where all employees seek to improve processes. Respect for people means empowering employees and recognizing that they know their jobs best. Standard work practices completely specify all work elements to ensure consistency and quality. TPS aims to eliminate waste through just-in-time production and jidoka, or error-proofing processes. Lean operations take a customer-focused approach to optimize the entire production process and minimize waste.
Lean manufacturing is a philosophy and systematic approach that identifies and eliminates waste through continuous improvement. It aims to optimize flow and pull production based on customer demand. Key aspects of lean include just-in-time production, standard work, and using kanban systems to signal when to produce and deliver parts. While MRP systems focus on predictive planning, lean and kanban are more reactive to customer orders through pull-based production. Implementing lean requires transforming processes through tools like 5S, value stream mapping, and setup reduction to optimize efficiency and quality.
Lean manufacturing aims to eliminate waste in production processes. It was pioneered by Toyota, which employs over 320,000 people worldwide and is the largest vehicle manufacturer. Toyota's production system, called TPS, uses "just in time" processes to make vehicles as quickly and efficiently as possible for customers. Lean manufacturing provides advantages like increased efficiency and reduced staffing needs, but also disadvantages such as high costs of implementation and maintenance. While focusing on eliminating waste, it could overlook other concerns like employee well-being. Overall, lean manufacturing is useful for improving productivity and profits if implemented properly.
Just-In-Time (JIT) is a Japanese manufacturing philosophy developed in the 1970s that was first adopted by Toyota. The main goal of JIT is to meet consumer demands by eliminating waste in the production system. It aims to reduce inventory and lead times by producing only what is needed for smooth, efficient production. JIT requires extensive commitment and changes such as standardization, multi-skilled workers, pull-based production, and close supplier relationships to be successful.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
The document summarizes the Toyota Production System and its guiding principles. It describes how Toyota revolutionized manufacturing by developing just-in-time production and lean processes. The Toyota Production System is based on 12 principles including continuous flow, pull systems to avoid overproduction, stopping to fix problems, standardized tasks, visual controls, reliable technology, developing exceptional people, respecting suppliers, going to see problems firsthand, consensus-based decision making, and resolving problems quickly.
The document discusses lean manufacturing and its core idea of eliminating waste from manufacturing processes. It defines waste as any activity that does not add value from the customer's perspective, and cites research finding that 60% of production activities in a typical operation are waste. Lean manufacturing techniques can help companies deliver higher quality products at lower costs by reducing waste. The document then discusses the origins and development of lean manufacturing concepts from Ford's assembly line to the Toyota Production System. Key lean tools explained include 5S, value stream mapping, cellular manufacturing, kaizen, and visual management.
The lean management initiative at Environs, a manufacturing company, failed for several reasons:
1) There was strong resistance to change from employees who were not involved in decision making and not provided support to implement new procedures.
2) A lack of timely and effective communication between shifts and management led to resentment and work difficulties.
3) Insufficient and discontinued training after 2 years left skills gaps, especially for new employees, undermining the sustainability of lean practices.
The document discusses several key principles of lean manufacturing including continuous flow, one-piece flow, takt time, heijunka, workplace organization, visual control, flexibility, maintainability, simple construction, and creating value for the customer. The overall goal of lean manufacturing is to eliminate waste from the production system through processes like continuous improvement and just-in-time production techniques.
Lean manufacturing is a systematic approach to identifying and eliminating waste from the value stream. The goal of lean is to remove all forms of waste, including cycle time, labor, materials, and energy. Common sources of waste that lean aims to reduce include overproduction, waiting time, transportation, unnecessary inventory, and defects. Taiichi Ohno at Toyota developed the Toyota Production System, which pioneered lean principles like just-in-time production and was inspired by the work of Henry Ford and ideas from American supermarkets.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
PROF. KAUSHIK BOSE - LATEST CV - 13.12.2016kaushik bose
This document provides a curriculum vitae for Kaushik Bose that summarizes his educational and professional qualifications and experience. It details that he has a PhD from Panjab University and University of Cambridge, has taught at multiple universities, supervised many PhD students, published extensively, and led several research projects related to health and nutrition in India. He is currently a professor at Vidyasagar University with over 30 years of experience in research, teaching, and administration in anthropology.
Have you ever been truly alone? Maybe you are surrounded by people but you still feel all alone. Imagine how Jesus felt all through life. He was alone in the wilderness, in the garden, during His trial and on the cross. But Christianity wasn't meant to be lived alone!
Internet comenzó como un proyecto militar estadounidense en 1969 para garantizar la comunicación en caso de ataque nuclear. Se ha ido expandiendo y evolucionando a través de nuevos proyectos y desarrollos, como la conexión entre las universidades de UCLA y Stanford en 1969, el desarrollo de protocolos en la década de 1980, y la creación del primer navegador web en 1990. Hoy en día, Internet es una red global masiva de más de mil millones de usuarios interconectados.
Object Oriented Programming in Swift Ch1 - InheritanceChihyang Li
This document discusses object-oriented programming concepts in Swift such as inheritance, encapsulation, and polymorphism. It covers inheritance relationships like "is-a" and "has-a" and how inheritance works in Swift with instance variables, methods, and constructors. The document also discusses access permissions and how private variables are inherited but not visible to subclasses.
El documento describe los beneficios de invertir en vajilla de la marca Dudston. Dudston fabrica vajilla de alta calidad en Inglaterra desde hace 213 años, ofreciendo 52 líneas de productos duraderos para uso en hoteles, restaurantes y eventos. La vajilla Dudston dura más que otras marcas, con solo un 7% de rotura frente al 30% promedio anual de otras vajillas, y ofrece garantía de por vida contra astillados.
Zurba Khan's CV outlines her personal details, education history, work experience, languages, and interests. She has a Bachelors in Computer Science from the University of Haripur with high marks. Her objective is to pursue a career in a progressive organization that provides opportunities for growth. She currently works as an internee at ITECH-HRP in desktop business applications and has 5 months of continuing experience in areas like C++, databases, and C#. Her hobbies include reading books and listening to news.
Este documento discute el diseño curricular basado en competencias. Explica que el currículo se ha ido modificando para adaptarse a los cambios en la sociedad, como la globalización. Un currículo basado en competencias fomenta un aprendizaje más activo y centrado en el estudiante. Las competencias se definen como la capacidad de aplicar conocimientos, habilidades y características personales en diferentes contextos. El diseño curricular basado en competencias identifica objetivos de aprendizaje, métodos de enseñanza y formas de evaluar
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.
Lean manufacturing is a production method that aims to eliminate waste and improve efficiency. It identifies value from the customer's perspective and removes activities that do not create value. The core principles are to continuously improve processes by removing inefficiencies, creating smooth product flow, and producing only to meet demand. Toyota pioneered this approach through its Toyota Production System of stopping production when issues arise and making only what is needed. Key tools to implement lean include value stream mapping, kanban boards, and 5S for organizing the workplace. The overall goal is to maximize value for the customer while minimizing waste and costs.
The document provides an overview of Lean Production and related concepts. It discusses that Lean Production aims to eliminate waste in manufacturing through streamlining processes. It identifies seven types of waste - overproduction, defects, waiting, unnecessary inventory, unnecessary motion, overprocessing, and transport. It also outlines five principles and five pillars of Lean Manufacturing. Examples of Lean implementation at Toyota, Saskatchewan and Maruti Suzuki are provided. The document concludes with thanking the presentation creators.
Jaguar implemented lean production methods at its Castle Bromwich factory to produce the Jaguar S-Type more efficiently. Key changes included:
1. Transforming to team-based work with small autonomous teams and visual management tools to identify issues.
2. Adopting just-in-time production to minimize waste by matching supply to demand.
3. Using techniques like standard work boards and control boards to promote ownership and continuous improvement.
These lean methods helped Jaguar cut waste and costs in S-Type production. Ford aims to replicate this success at its Halewood plant by training workers in Jaguar's lean approach.
This document provides an overview of lean manufacturing. It defines lean manufacturing as a method to minimize waste and improve efficiency in manufacturing without reducing productivity. The objectives of lean manufacturing are outlined as eliminating non-value-added activities, minimizing work-in-process inventory, meeting customer demand on time, and creating flexibility. Key lean principles and methodologies are also summarized, including identifying value, mapping the value stream, establishing flow and pull, and seeking perfection. Common types of waste and tools such as 5S, standard work, and just-in-time production are also briefly described.
This document provides an overview of lean manufacturing concepts and implementation. It defines lean as a systematic method to eliminate waste in a manufacturing system. The document outlines the history of lean originating from Toyota, defines the 7 types of waste, and explains the 5 key lean manufacturing principles. It also describes various lean tools like 5S, JIT, TPM, VSM and Kanbans that focus on reducing waste. The document provides details on how to implement lean in 4 steps and highlights benefits like increased productivity and reduced costs.
It has been designed for businesses/entrepreneurs by making it simple and efficient, so they can easily understand and implement it.
I have tried to make it comprehensive presentation to train employees, staff, companies for them to adopt Lean 6 Sigma or just Lean, what tools to use, reduce the errors in the process whether in the commercial sector, manufacturing sector, service sector or in defence, thus improving the productivity and profitability in today's competitive business environment.
This document provides an overview of several quality management principles and methodologies, including:
- Lean manufacturing, which aims to eliminate waste and improve efficiency. Key aspects are flow, value streams, and eliminating muda (waste).
- The seven types of waste in lean manufacturing: overproduction, queues, transportation, inventory, motion, overprocessing, and defects.
- Just-in-time manufacturing, which supplies customers with exactly what they want when they want it by pulling supplies through the system as needed.
- Six Sigma, which identifies and removes defects from processes to improve quality using a DMAIC methodology of define, measure, analyze, improve, and control.
- Total quality management, which takes
Lean manufacturing - A brief history and toolsDhanaperumal V
The document provides a history and overview of lean manufacturing. It discusses how lean originated from ideas developed between 1850-1970 related to interchangeable parts, scientific management, and the Toyota Production System. The key principles of lean thinking are then outlined which include eliminating waste, optimizing value streams, implementing pull systems, and pursuing perfection through continuous improvement. Lastly, the document discusses the goals and typical benefits of implementing lean such as reduced lead times, higher productivity, lower inventory, and improved quality.
This document provides information about lean production and just-in-time (JIT) manufacturing. It includes an acknowledgement, index, and sections on what lean production is, JIT, the history and development of JIT, concepts of JIT, and characteristics of JIT. The document was produced by a group of students for their production management and material management class project on lean production and JIT, with a focus on its application to Bisleri company.
Lean manufacturing is a systematic approach to identifying and eliminating waste through continuous improvement by optimizing workflow and minimizing inventory. The main principles are reducing wait times, inventories, and batch sizes while ensuring production is pulled by customer demand. Lean focuses on getting the right things to the right place at the right time through techniques like just-in-time production, continuous improvement, worker empowerment, process optimization, and waste elimination. The ultimate goals are to improve quality, reduce costs and lead times.
Toyota is a leader in automobile manufacturing due to employing principles known as the "Toyota Way", which focus on continuous improvement, respect for people, and challenging partners to improve. The Toyota Way consists of 14 principles such as basing decisions on long-term philosophies, creating continuous process flow, using pull systems, and becoming a learning organization. Lean manufacturing aims to eliminate waste through simplifying processes, standardizing tasks, and improving quality. The seven types of waste include overproduction, waiting time, transportation, inventory, motion, overprocessing, and defects. Value stream mapping is used to visualize product flow and identify sources of waste in order to establish future improvements.
Lean management aims to maximize customer value through reducing waste. It addresses issues like prolonged cycle times, high costs, waste, and dissatisfied customers/employees. The balanced scorecard is a tool used in lean management with four perspectives - financial, customer, business processes, and learning and growth. Alternatives to lean management include Six Sigma, scientific management, Fordism, and the theory of constraints. Lean management focuses on overall process improvement compared to alternatives that target individual systems.
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
The document provides an overview of lean manufacturing, including its history and evolution. It discusses key figures and developments that contributed to lean thinking from the 19th century to present day. Some of the core principles of lean manufacturing discussed include defining value from the customer's perspective, identifying value streams, making work flow continuously, and having production be pulled by customer demand rather than pushed. The document also outlines various lean tools and strategies used to eliminate waste and improve flow, such as 5S, visual management, standardization, pull systems, and total productive maintenance.
Toyota key questions and OSKKK par René Aernoudts, Lean Global Network - Lean...Institut Lean France
Toyota has a logic in implementing Lean: depending of the type of questions they choose the right analytical
methods and possible countermeasures. Always starting with Observe, Standardize, Kaizen 1, Kaizen
2, Kaizen 3. René Aernoudts President of Lean Management Instituut Netherlands, ExCom member of the Lean Global Network presents the 8 key questions in more detail and OSKKK and how to use these methods yourself.
The Toyota Way consists of principles in two key areas: continuous improvement and respect for people. It has 14 principles organized into four sections: long-term philosophy, the right process will produce the right results, add value to the organization by developing your people, and continuously solving root problems drives organizational learning. The principles emphasize challenges, teamwork, standardized processes, visual controls, reliable technology, developing leaders and teams, partner improvement, going to see problems firsthand, consensus-based decisions, and relentless learning.
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.
This document discusses the concepts of Lean Six Sigma and their applications in industry. Lean focuses on eliminating waste to improve efficiency, while Six Sigma aims to reduce variability. The paper reviews Lean and Six Sigma methodologies and tools including 5S, value stream mapping, poka-yoke, and continuous improvement. It explains that Lean Six Sigma combines these approaches to continuously improve processes without increasing costs. The integration of Lean and Six Sigma is presented as a way for organizations to gain competitive advantages through quality improvements and cost reductions.
What is Lean Manufacturing? Lean Manufacturing is nothing but all about build a product in the most efficient and effective manner. This technique focuses on reducing waste and improving manufacturing processes.
Similar to History of Lean manufacturing & TPS 14 Principal (20)
2. Group members are-
2
Productivity Improvement Cell(PIC)
iART
20th Batch
of
IE & Lean Manufacturing
• Md Eanamul Haque Nizam
• Sumon Kumar Kundu
• Md Alamin
• Sayed Md Nasim
• Md Abdullah Al Mamun
3. What is Lean?
• Lean refers creating more value for customers
through identifying , eliminating or reducing
waste.
Reduce
waste
3
Productivity Improvement Cell(PIC)
iART
4. Productivity Improvement Cell(PIC) iART 4
Lean Manufacturing
is a manufacturing philosophy & culture which shortens the time line
between the customer order and the product shipment by eliminating
waste.
5. Productivity Improvement Cell(PIC) iART 5
What makes a manufacturing system
lean? – the 3 M’s of lean
• muda – waste
• mura - inconsistency
• muri - unreasonableness
6. Lean Management
Lean management offers an opportunity to
drive up value and promote continuous
improvement.
6
Productivity Improvement Cell(PIC)
iART
8. Lean manufacturing
A systematic approach of identifying,
eliminating or reducing waste to satisfy
the customer .
Lean
manufacturing
Identify the
waste
Eliminating or
reducing
waste
8
Productivity Improvement Cell(PIC)
iART
9. History of Lean Management
at a glance
1850 to 1890 Eli Whitney Interchangeable parts
1878 Frederick W. Taylor Scientific Management
1904 Frank Gilbreth Motion Study and Process
charts
1908 Henry Ford
Just In Time and Lean
Manufacturing.
1945 to 1970
Ishikawa, Edwards
Deming Toyota Production System
(TPS)
1949 to 1975 Shingo, Ohno
Quality movement
1980
Omark Industries, GE
& Kawasaki Manufacturing system
1990 to today Industrial Engineers
Lean Manufacturing
9Productivity Improvement Cell(PIC)
iART
10. History of Lean Management
Eli Whitney is most famous for perfection of
interchangeable parts. Whitney developed this
about 1799.
1850 to 1890
10
Productivity Improvement Cell(PIC)
iART
11. As production process or system changed, few
people concerned themselves with:
What happened between processes?
How multiple processes were arranged within
the factory?
How the chain of processes functioned as a
system?
How each worker went about a task?
This changed in the late 1890's with the work of
early Industrial Engineers
1850 to 1890
11
Productivity Improvement Cell(PIC)
iART
12. Frederick W. Taylor, one of the fathers of industrial,
introduced the concept of Scientific Management.
Standardized work
Time study & work standard
Management Dichotomy
He had peculiar attitude towards factory workers.
1878
12
Productivity Improvement Cell(PIC)
iART
13. Frank Gilbreth & Lillian Gilbreth added Motion
Study and invented Process Charting.
These were the people who originated the idea
of "eliminating waste", a key tenet of JIT and
Lean Manufacturing.
1904
13
Productivity Improvement Cell(PIC)
iART
14. Henry Ford, and his right-hand-man, Charles
E.Sorensen, first practitioner of Just In Time and
Lean Manufacturing.
Fashioned the first
comprehensive Manufacturing Strategy.
Took all the elements of a manufacturing
system-people, machines, tooling, and products.
Arranged them in a continuous system.
1908
14
Productivity Improvement Cell(PIC)
iART
15. • Ishikawa, Edwards Deming, and Joseph Juran
studied American production methods with
particular attention to Ford practices and the
Statistical Quality Control practices.
The Toyota Production System (TPS) was
developed between 1945 and 1970 and it is
still evolving today.
1945 to 1970
15Productivity Improvement Cell(PIC)
iART
16. Shingo, at Ohno's suggestion, went to work on
the setup and changeover problem and
contributed to -
Toyota production system
JIT
Stockless Production
World class Manufacturing
1949 to 1975
16
Productivity Improvement Cell(PIC)
iART
17. World Class Manufacturing
By the 1980's some American manufacturers,
such as Omark Industries, General Electric and
Kawasaki (Lincoln, Nebraska) were achieving
success through TPS as the first lean
manufacturing system. It started on the
shopfloor as a solution to a very real and
pressing problem.
1980
17
Productivity Improvement Cell(PIC)
iART
18. In 1990 James Womack wrote a book called
"The Machine That Changed The World".
What was new was a phrase-- "Lean
Manufacturing. "(coutesy. Strategosinc) Lean
has proven to be superior to mass production
and contemporary companies face the choice
of getting on board or facing extinction.
1990 to Today
18
Productivity Improvement Cell(PIC)
iART
19. The 14 Principles of
the Toyota Way:
Since Toyota’s founding we have adhered to the core principle
of contributing to society through the practice of
manufacturing high-quality products and services. Our
business practices and activities based on this core principle
created values, beliefs and business methods that over the
years have become a source of competitive advantage. These
are the managerial values and business methods that are
known collectively as the Toyota Way.
20. Executive Summary of the
14 Toyota Way Principles
Section I: Long-Term Philosophy
Principle 1. Base your management decisions on a long-term
philosophy, even at the expense of short-term financial goals.
■ Have a philosophical sense of purpose that supersedes any short-term
decision making. Work, grow, and align the whole organization toward a
common purpose that is bigger than making money. Understand your
place in the history of the company and work to bring the company to
the next level. Your philosophical mission is the foundation for all the
other principles.
■ Generate value for the customer, society, and the economy—it is your
starting point. Evaluate every function in the company in terms of its ability to achieve this.
■ Be responsible. Strive to decide your own fate. Act with self-reliance and trust in your own
abilities. Accept responsibility for your conduct and
maintain and improve the skills that enable you to produce added value.
21. Section II: The Right Process Will Produce the
Right Results
Principle 2. Create a continuous process flow to bring problems to the surface.
■ Redesign work processes to achieve high value-added, continuous flow.
Strive to cut back to zero the amount of time that any work project is sitting
idle or waiting for someone to work on it.
■ Create flow to move material and information fast as well as to link
processes and people together so that problems surface right away.
■ Make flow evident throughout your organizational culture. It is the key
to a true continuous improvement process and to developing people.
Principle 3. Use “pull” systems to avoid overproduction.
■ Provide your downline customers in the production process with what
they want, when they want it, and in the amount they want. Material
replenishment initiated by consumption is the basic principle of just-intime.
■ Minimize your work in process and warehousing of inventory by stocking
small amounts of each product and frequently restocking based on
what the customer actually takes away.
■ Be responsive to the day-by-day shifts in customer demand rather than
relying on computer schedules and systems to track wasteful inventory.
22. Principle 4. Level out the workload (heijunka). (Work like the tortoise, not
the hare.)
Eliminating waste is just one-third of the equation for making lean successful.
Eliminating overburden to people and equipment and eliminating unevenness in the
production schedule are just as important—yet generally not understood at companies
attempting to implement lean principles.
■ Work to level out the workload of all manufacturing and service processes as an
alternative to the stop/start approach of working on projects in batches that is typical at
most companies.
Principle 5. Build a culture of stopping to fix problems, to get quality right
the first time.
■ Quality for the customer drives your value proposition.
■ Use all the modern quality assurance methods available.
■ Build into your equipment the capability of detecting problems and stopping itself.
Develop a visual system to alert team or project leaders that a machine or process
needs assistance. Jidoka (machines with human intelligence) is the foundation for
“building in” quality.
■ Build into your organization support systems to quickly solve problems
and put in place countermeasures.
■ Build into your culture the philosophy of stopping or slowing down to
get quality right the first time to enhance productivity in the long run.
23. Principle 6. Standardized tasks and processes are the foundation for continuous
improvement and employee empowerment.
■ Use stable, repeatable methods everywhere to maintain the predictability, regular
timing, and regular output of your processes. It is the foundation for flow and pull.
■ Capture the accumulated learning about a process up to a point in time by
standardizing today’s best practices. Allow creative and individual expression to improve
upon the standard; then incorporate it into the new standard so that when a person
moves on you can hand off the learning to the next person.
Principle 7. Use visual control so no problems are hidden.
■ Use simple visual indicators to help people determine immediately whether they are
in a standard condition or deviating from it.
■ Avoid using a computer screen when it moves the worker’s focus away from the
workplace.
■ Design simple visual systems at the place where the work is done, to support
flow and pull.
■ Reduce your reports to one piece of paper whenever possible, even for your most
important financial decisions.
24. Principle 8. Use only reliable, thoroughly tested technology that serves your people
and processes.
■ Use technology to support people, not to replace people. Often it is best to work out
a process manually before adding technology to support the
process.
■ New technology is often unreliable and difficult to standardize and therefore
endangers “flow.” A proven process that works generally takes precedence over new
and untested technology.
■ Conduct actual tests before adopting new technology in business processes,
manufacturing systems, or products.
■ Reject or modify technologies that conflict with your culture or that might disrupt
stability, reliability, and predictability.
■ Nevertheless, encourage your people to consider new technologies when looking into
new approaches to work. Quickly implement a thoroughly considered technology if it
has been proven in trials and it can improve flow in your processes.
25. Section III: Add Value to the Organization by
Developing Your People
Principle 9. Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others.
■ Grow leaders from within, rather than buying them from outside the organization.
■ Do not view the leader’s job as simply accomplishing tasks and having good people skills.
Leaders must be role models of the company’s philosophy and way of doing business.
■ A good leader must understand the daily work in great detail so he or she can be the best
teacher of your company’s philosophy.
Principle 10. Develop exceptional people and teams who follow your company’s
philosophy.
■ Create a strong, stable culture in which company values and beliefs are widely shared
and lived out over a period of many years.
■ Train exceptional individuals and teams to work within the corporate philosophy to
achieve exceptional results. Work very hard to reinforce the culture continually.
■ Use cross-functional teams to improve quality and productivity and enhance flow by
solving difficult technical problems. Empowerment occurs when people use the company’s
tools to improve the company.
■ Make an ongoing effort to teach individuals how to work together as teams toward
common goals. Teamwork is something that has to be learned.
26. Principle 11. Respect your extended network of partners and suppliers by
challenging them and helping them improve.
■ Have respect for your partners and suppliers and treat them as an extension
of your business.
■ Challenge your outside business partners to grow and develop. It shows that you value
them. Set challenging targets and assist your partners in achieving them.
Section IV: Continuously Solving Root Problems
Drives Organizational Learning
Principle 12. Go and see for yourself to thoroughly understand the situation (genchi
genbutsu).
■ Solve problems and improve processes by going to the source and personally
observing and verifying data rather than theorizing on the basis of what other people
or the computer screen tell you.
■ Think and speak based on personally verified data.
■ Even high-level managers and executives should go and see things for themselves,
so they will have more than a superficial understanding of the situation.
27. Principle 13. Make decisions slowly by consensus, thoroughly considering
all options; implement decisions rapidly (nemawashi).
■ Do not pick a single direction and go down that one path until you have thoroughly
considered alternatives. When you have picked, move quickly and continuosly down the
path.
■ Nemawashi is the process of discussing problems and potential solutions with all of
those affected, to collect their ideas and get agreement on a path forward. This
consensus process, though time-consuming, helps broaden the search for solutions, and
once a decision is made, the stage is set for rapid implementation.
Principle 14. Become a learning organization through relentless reflection
(hansei) and continuous improvement (kaizen).
■ Once you have established a stable process, use continuous improvement
tools to determine the root cause of inefficiencies and apply effective
countermeasures.
■ Design processes that require almost no inventory. This will make wasted time and
resources visible for all to see. Once waste is exposed, have employees use a
continuous improvement process (kaizen) to eliminate it.
■ Protect the organizational knowledge base by developing stable personnel,
slow promotion, and very careful succession systems.