This document provides guidelines from consultant HIROYUKI HIRANO on implementing just-in-time (JIT) production. The key points are:
1. HIRANO outlines 13 steps to implementing a JIT factory revolution including awareness revolution, 5S, flow manufacturing, standard operations, multi-process handling, reducing worker hours, levelled production, jidoka, changeover, quality assurance, kanban, and maintenance and safety.
2. HIRANO provides additional guidelines for innovation including using kaikaku instead of kaizen, focusing on management benefits, introducing "rabbit chase", and having only one hour of stock per process.
3. HIRANO describes
This document provides an overview of Just-In-Time (JIT) manufacturing. It defines JIT as a philosophy involving integrated procedures to achieve high production volume using minimal inventories. JIT represents a pull-type system where goods and services are performed as needed. The goals of JIT are to achieve a smooth, rapid flow and eliminate waste like excess inventory. Key principles include total quality management, production management focusing on small lot sizes and flexibility, supplier management through long-term relationships, and inventory management with minimal safety stock. Benefits include increased equipment utilization and reduced costs from less scrap, space, and setup times.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
The document provides an overview of Total Productive Maintenance (TPM). It begins with definitions of TPM and its history originating from preventive maintenance practices in the US that were developed into productive maintenance approaches in Japan. The document outlines the objectives and benefits of TPM, as well as lists certified companies. It describes the goals, participants, strategies, and pillars (such as autonomous maintenance, 5S, and planned maintenance) that are core to TPM. Throughout, it provides details on the philosophy and approaches involved in TPM for improving productivity, equipment effectiveness, and eliminating losses and defects.
TPM (Total Productive Maintenance) is a Japanese approach to equipment maintenance that focuses on minimizing breakdowns and maximizing equipment efficiency. It involves operators performing basic cleaning and inspections of equipment on a daily basis through autonomous maintenance. The goals of TPM and autonomous maintenance include eliminating equipment losses to improve overall equipment effectiveness (OEE) and increase productivity, quality and profitability through early problem detection and correction. Autonomous maintenance is carried out through a 7 step process that includes cleaning, inspection, identifying abnormalities, and standardizing maintenance procedures.
This document provides an overview of Lean workshops and presentations offered by Marek Piatkowski. It includes descriptions of 20 different workshops ranging from introductory to advanced levels that cover topics such as standardized work, visual management, value stream mapping, problem solving, and developing strategic plans using Hoshin Kanri methodology. Each workshop description includes the target audience, format, and objectives. The document establishes Marek Piatkowski's background and experience in Lean transformation and Toyota Production System practices.
This document discusses Poka Yoke and Jidoka, two Lean Manufacturing concepts. Poka Yoke refers to mistake-proofing methods that help avoid errors in work processes. Examples given include ensuring required parts are inserted in the correct order. Jidoka means automation with human touch, where machines stop immediately when a problem is detected to identify the root cause. Both aim to produce quality products and eliminate waste through continuous improvement of processes.
Lean, Just-in-time,and Toyota Production Systemjasonhian
1. The document discusses Toyota's production system known as the Toyota Production System (TPS), which emphasizes just-in-time production and the elimination of waste.
2. Key aspects of TPS include just-in-time production using a pull system with kanban cards, continuous improvement, and maintaining low levels of inventory to expose problems and force their resolution.
3. TPS aims to produce only what is needed when it is needed through a pull-based system rather than a push-based production schedule, in order to reduce waste and costs.
Overall Equipment Effectiveness (OEE) measures the efficiency of machines during their loading time. OEE figures are determined by combining the availability and performance of equipment with the quality of parts made. Availability is affected by planned and unplanned downtime. Performance considers the actual speed of the machine compared to the ideal cycle time. Quality yield looks at the total quantity of good parts produced compared to the total processed. An OEE calculation takes the product of these three factors - availability, performance, and quality yield - to determine the overall equipment effectiveness percentage.
This document provides an overview of Just-In-Time (JIT) manufacturing. It defines JIT as a philosophy involving integrated procedures to achieve high production volume using minimal inventories. JIT represents a pull-type system where goods and services are performed as needed. The goals of JIT are to achieve a smooth, rapid flow and eliminate waste like excess inventory. Key principles include total quality management, production management focusing on small lot sizes and flexibility, supplier management through long-term relationships, and inventory management with minimal safety stock. Benefits include increased equipment utilization and reduced costs from less scrap, space, and setup times.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
The document provides an overview of Total Productive Maintenance (TPM). It begins with definitions of TPM and its history originating from preventive maintenance practices in the US that were developed into productive maintenance approaches in Japan. The document outlines the objectives and benefits of TPM, as well as lists certified companies. It describes the goals, participants, strategies, and pillars (such as autonomous maintenance, 5S, and planned maintenance) that are core to TPM. Throughout, it provides details on the philosophy and approaches involved in TPM for improving productivity, equipment effectiveness, and eliminating losses and defects.
TPM (Total Productive Maintenance) is a Japanese approach to equipment maintenance that focuses on minimizing breakdowns and maximizing equipment efficiency. It involves operators performing basic cleaning and inspections of equipment on a daily basis through autonomous maintenance. The goals of TPM and autonomous maintenance include eliminating equipment losses to improve overall equipment effectiveness (OEE) and increase productivity, quality and profitability through early problem detection and correction. Autonomous maintenance is carried out through a 7 step process that includes cleaning, inspection, identifying abnormalities, and standardizing maintenance procedures.
This document provides an overview of Lean workshops and presentations offered by Marek Piatkowski. It includes descriptions of 20 different workshops ranging from introductory to advanced levels that cover topics such as standardized work, visual management, value stream mapping, problem solving, and developing strategic plans using Hoshin Kanri methodology. Each workshop description includes the target audience, format, and objectives. The document establishes Marek Piatkowski's background and experience in Lean transformation and Toyota Production System practices.
This document discusses Poka Yoke and Jidoka, two Lean Manufacturing concepts. Poka Yoke refers to mistake-proofing methods that help avoid errors in work processes. Examples given include ensuring required parts are inserted in the correct order. Jidoka means automation with human touch, where machines stop immediately when a problem is detected to identify the root cause. Both aim to produce quality products and eliminate waste through continuous improvement of processes.
Lean, Just-in-time,and Toyota Production Systemjasonhian
1. The document discusses Toyota's production system known as the Toyota Production System (TPS), which emphasizes just-in-time production and the elimination of waste.
2. Key aspects of TPS include just-in-time production using a pull system with kanban cards, continuous improvement, and maintaining low levels of inventory to expose problems and force their resolution.
3. TPS aims to produce only what is needed when it is needed through a pull-based system rather than a push-based production schedule, in order to reduce waste and costs.
Overall Equipment Effectiveness (OEE) measures the efficiency of machines during their loading time. OEE figures are determined by combining the availability and performance of equipment with the quality of parts made. Availability is affected by planned and unplanned downtime. Performance considers the actual speed of the machine compared to the ideal cycle time. Quality yield looks at the total quantity of good parts produced compared to the total processed. An OEE calculation takes the product of these three factors - availability, performance, and quality yield - to determine the overall equipment effectiveness percentage.
Kaizon (Muda) 1)The concept of MUDA/Waste 2)Methods for categorizing types of...dagimtamiru200
1)The concept of MUDA/Waste
2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
6)TPM concepts and its pillars
The Autonomous Maintenance Framework Poster highlights the key Autonomous Maintenance process, methods and tools.
The AM Framework Poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The AM Framework Poster complements the Autonomous Maintenance training presentation materials. It is an effective tool that can be printed and distributed to attendees of your TPM or AM awareness or workshop session. It serves as a takeaway and summary of your TPM or AM presentation.
The AM Framework Poster provides a description of the key Autonomous Maintenance process, methods and tools. It includes:
1. Goals of Autonomous Maintenance
2. The Autonomous Maintenance Approach
3. Four Equipment-related Skills for Operators
4. OEE: An Indicator of Equipment Health
5. Three Key Tools for Autonomous Maintenance Activities
6. Seven Steps of Autonomous Maintenance
7. Autonomous Maintenance Team Improvement Process
8. The 5Ws and 1H of Improvement
9. An Effective TPM Program Extends the Useful Life of Equipment.
This document discusses Jikotei Kanketsu (JKK), which is a Japanese concept that refers to a closed-loop system for detecting and eliminating abnormalities. It contains sections on enlightenment, a model of JKK, and elements of JKK. The key aspects of JKK discussed are that it involves human and machine intervention to detect issues, aims for a target condition of zero abnormalities, and includes standards and activities like poka yoke, andon systems, and process knowledge to achieve this goal.
its a general term used in cnhi india to allocate public interest and used as a tern in tractor company to see what things are working properly and what things are not working properly
Overall Equipment Effectiveness (OEE) measures actual production output against theoretical maximum output over a given time period. Losses are categorized into availability, performance, and quality, known as the "Six Big Losses": planned downtime, breakdowns, minor stops, speed losses, production rejects, and start-up rejects. Measuring these losses provides data to target improvement areas and increase equipment effectiveness.
16 big losses for manufacturing and servicesVishy Chandra
This presentation will provide information on what the 16 Big Losses are. The module will also introduce to a first-time connect of the 16 Big Losses to a service context.
This document discusses lean production and just-in-time (JIT) manufacturing. It describes lean as minimizing waste and inventory to produce only what is needed when it is needed. Key aspects of lean covered include the 5S methodology, eliminating sources of variability, using kanban cards to pull materials through production, and the goals of JIT partnerships between suppliers and purchasers. The Toyota Production System is cited as originating many lean principles including continuous improvement, standard work practices, and respect for people.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It has five key elements: teamwork, increased efficiency, improved employee morale and satisfaction, improved safety, and the five S framework of seiri, seiton, seiso, seiketsu, and shitsuke. Kaizen is implemented through training, project selection, team selection, process mapping, and continuous improvement. It is applicable for all levels of an organization from top management to workers. Toyota is an example of a company that successfully uses kaizen to achieve high production efficiency.
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
This document discusses the concept of zero defects in manufacturing. It begins with an introduction to zero defects as a stretch goal to have no defects rather than just reducing defects over time. It then discusses some examples of companies that have achieved low defect rates. Several tools for achieving zero defects are mentioned, including mistake-proofing, statistical process control, design of experiments, and poka-yoke systems. The document argues that achieving very high quality levels like 99.99% defect-free can provide significant financial benefits in terms of reduced rework costs and increased profitability and competitiveness. It concludes that a zero defects approach adds value for customers and the business.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift towards zero errors, introductions to Poka-Yoke concepts and examples, process waste management, zero defect quality systems, the three qualifiers of Poka-Yoke (simple/inexpensive, 100% inspection, immediate feedback), methods and types of Poka-Yoke, principles of Poka-Yoke, and the 100-1000-10000 rule regarding increasing costs of errors. The overall aim is to teach participants how to utilize mistake-proofing approaches to prevent errors and reduce
The document outlines a 12-step process for implementing Total Productive Maintenance (TPM) in an organization. The steps are: 1) establish a TPM policy and obtain management support; 2) form a cross-functional TPM committee; 3) provide education and training to develop understanding of TPM; 4) develop a detailed TPM implementation plan with timelines and metrics; 5) launch autonomous maintenance activities to empower operators; 6) launch planned maintenance activities; 7) introduce quality maintenance activities to improve performance; 8) introduce focused improvement activities to eliminate losses; 9) provide ongoing education and training; 10) establish TPM administration systems; 11) integrate safety, health and environmental considerations; and 12) implement metrics
The document discusses the principles and techniques of Just-In-Time (JIT) manufacturing, including its origins in post-WWII Japan as a way to improve quality and efficiency. Key aspects of JIT include continuous improvement, quality as the highest priority, minimizing waste, and everyone sharing responsibility for quality. Techniques like kanban cards and andon signals are used to communicate demand and problems. The goal of JIT is production based on demand through a pull system with no excess inventory.
Lean manufacturing is a systematic method for eliminating waste within the manufacturing process. It aims to maximize customer value and minimize waste. Some key tools of lean manufacturing include 5S, continuous flow, just-in-time production, kaizen, value stream mapping, total productive maintenance, and standard work. The ultimate goal of lean is to produce only what is needed, when it is needed, and in the amount needed to eliminate waste and reduce costs.
This document discusses 4M change, which refers to changes in man, machine, material, and method. It provides examples of types of changes that fall under each category and describes how 4M changes are classified as either planned or unplanned. The purposes of monitoring 4M changes are to closely track their effects on processes and products. Key criteria for evaluating 4M changes include setting up containment and traceability measures to monitor production and trace any potential problems back to their source.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Just-in-Time (JIT) is an inventory strategy that strives to reduce costs by decreasing in-process inventory and associated carrying costs. The goals of JIT include total quality control, elimination of waste, zero inventory, zero setup time, zero lead time, and zero transactions. Toyota is often cited as a leader in JIT implementation, producing 20,000 cars per day with only 6 hours of component inventory and daily schedule adherence of 97%. The Toyota Production System, which incorporates JIT, aims to design out waste and inconsistency through techniques like kanban pull systems, reduced setup times and lot sizes, and visual management tools.
The document summarizes key principles of the Toyota Way presented by Jeffrey Liker from the University of Michigan. The Toyota Way focuses on long-term thinking, respecting people, eliminating waste from processes, and continuous improvement. It emphasizes base management on a long-term philosophy, develop leaders committed to the culture, continuously improve processes through standardizing tasks and problem solving, and make decisions slowly through consensus building.
The document discusses loss analysis and total productive maintenance to improve machine utilization. It provides details on calculating overall equipment effectiveness (OEE) including availability, performance, and quality. Examples are given to measure OEE and analyze sources of loss by categorizing stoppage times and defects. The goal is to use key performance indicators and loss analysis to identify improvement areas and drive process enhancements.
TVS Motors is an Indian motorcycle manufacturer established in 1982 through a collaboration with Suzuki Motors. It has over 600 dealers and 2,000 service centers across India. The document discusses TVS' operations, technologies, R&D initiatives, and backward integration strategies, including their implementation of JIT, Kanban, and TPM practices as well as technologies like CVTi and VTi engines.
Just-in-Time (JIT) Manufacturing is a philosophy of continuous improvement that emphasizes prevention over correction and demands company-wide quality focus. It originated in post-World War II Japan to address declining market share in automobiles. The key principles of JIT include total quality management, production management using a pull system with reduced inventories, close supplier relationships, and human resource management promoting problem-solving and employee empowerment.
Kaizon (Muda) 1)The concept of MUDA/Waste 2)Methods for categorizing types of...dagimtamiru200
1)The concept of MUDA/Waste
2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
6)TPM concepts and its pillars
The Autonomous Maintenance Framework Poster highlights the key Autonomous Maintenance process, methods and tools.
The AM Framework Poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The AM Framework Poster complements the Autonomous Maintenance training presentation materials. It is an effective tool that can be printed and distributed to attendees of your TPM or AM awareness or workshop session. It serves as a takeaway and summary of your TPM or AM presentation.
The AM Framework Poster provides a description of the key Autonomous Maintenance process, methods and tools. It includes:
1. Goals of Autonomous Maintenance
2. The Autonomous Maintenance Approach
3. Four Equipment-related Skills for Operators
4. OEE: An Indicator of Equipment Health
5. Three Key Tools for Autonomous Maintenance Activities
6. Seven Steps of Autonomous Maintenance
7. Autonomous Maintenance Team Improvement Process
8. The 5Ws and 1H of Improvement
9. An Effective TPM Program Extends the Useful Life of Equipment.
This document discusses Jikotei Kanketsu (JKK), which is a Japanese concept that refers to a closed-loop system for detecting and eliminating abnormalities. It contains sections on enlightenment, a model of JKK, and elements of JKK. The key aspects of JKK discussed are that it involves human and machine intervention to detect issues, aims for a target condition of zero abnormalities, and includes standards and activities like poka yoke, andon systems, and process knowledge to achieve this goal.
its a general term used in cnhi india to allocate public interest and used as a tern in tractor company to see what things are working properly and what things are not working properly
Overall Equipment Effectiveness (OEE) measures actual production output against theoretical maximum output over a given time period. Losses are categorized into availability, performance, and quality, known as the "Six Big Losses": planned downtime, breakdowns, minor stops, speed losses, production rejects, and start-up rejects. Measuring these losses provides data to target improvement areas and increase equipment effectiveness.
16 big losses for manufacturing and servicesVishy Chandra
This presentation will provide information on what the 16 Big Losses are. The module will also introduce to a first-time connect of the 16 Big Losses to a service context.
This document discusses lean production and just-in-time (JIT) manufacturing. It describes lean as minimizing waste and inventory to produce only what is needed when it is needed. Key aspects of lean covered include the 5S methodology, eliminating sources of variability, using kanban cards to pull materials through production, and the goals of JIT partnerships between suppliers and purchasers. The Toyota Production System is cited as originating many lean principles including continuous improvement, standard work practices, and respect for people.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It has five key elements: teamwork, increased efficiency, improved employee morale and satisfaction, improved safety, and the five S framework of seiri, seiton, seiso, seiketsu, and shitsuke. Kaizen is implemented through training, project selection, team selection, process mapping, and continuous improvement. It is applicable for all levels of an organization from top management to workers. Toyota is an example of a company that successfully uses kaizen to achieve high production efficiency.
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
This document discusses the concept of zero defects in manufacturing. It begins with an introduction to zero defects as a stretch goal to have no defects rather than just reducing defects over time. It then discusses some examples of companies that have achieved low defect rates. Several tools for achieving zero defects are mentioned, including mistake-proofing, statistical process control, design of experiments, and poka-yoke systems. The document argues that achieving very high quality levels like 99.99% defect-free can provide significant financial benefits in terms of reduced rework costs and increased profitability and competitiveness. It concludes that a zero defects approach adds value for customers and the business.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift towards zero errors, introductions to Poka-Yoke concepts and examples, process waste management, zero defect quality systems, the three qualifiers of Poka-Yoke (simple/inexpensive, 100% inspection, immediate feedback), methods and types of Poka-Yoke, principles of Poka-Yoke, and the 100-1000-10000 rule regarding increasing costs of errors. The overall aim is to teach participants how to utilize mistake-proofing approaches to prevent errors and reduce
The document outlines a 12-step process for implementing Total Productive Maintenance (TPM) in an organization. The steps are: 1) establish a TPM policy and obtain management support; 2) form a cross-functional TPM committee; 3) provide education and training to develop understanding of TPM; 4) develop a detailed TPM implementation plan with timelines and metrics; 5) launch autonomous maintenance activities to empower operators; 6) launch planned maintenance activities; 7) introduce quality maintenance activities to improve performance; 8) introduce focused improvement activities to eliminate losses; 9) provide ongoing education and training; 10) establish TPM administration systems; 11) integrate safety, health and environmental considerations; and 12) implement metrics
The document discusses the principles and techniques of Just-In-Time (JIT) manufacturing, including its origins in post-WWII Japan as a way to improve quality and efficiency. Key aspects of JIT include continuous improvement, quality as the highest priority, minimizing waste, and everyone sharing responsibility for quality. Techniques like kanban cards and andon signals are used to communicate demand and problems. The goal of JIT is production based on demand through a pull system with no excess inventory.
Lean manufacturing is a systematic method for eliminating waste within the manufacturing process. It aims to maximize customer value and minimize waste. Some key tools of lean manufacturing include 5S, continuous flow, just-in-time production, kaizen, value stream mapping, total productive maintenance, and standard work. The ultimate goal of lean is to produce only what is needed, when it is needed, and in the amount needed to eliminate waste and reduce costs.
This document discusses 4M change, which refers to changes in man, machine, material, and method. It provides examples of types of changes that fall under each category and describes how 4M changes are classified as either planned or unplanned. The purposes of monitoring 4M changes are to closely track their effects on processes and products. Key criteria for evaluating 4M changes include setting up containment and traceability measures to monitor production and trace any potential problems back to their source.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Just-in-Time (JIT) is an inventory strategy that strives to reduce costs by decreasing in-process inventory and associated carrying costs. The goals of JIT include total quality control, elimination of waste, zero inventory, zero setup time, zero lead time, and zero transactions. Toyota is often cited as a leader in JIT implementation, producing 20,000 cars per day with only 6 hours of component inventory and daily schedule adherence of 97%. The Toyota Production System, which incorporates JIT, aims to design out waste and inconsistency through techniques like kanban pull systems, reduced setup times and lot sizes, and visual management tools.
The document summarizes key principles of the Toyota Way presented by Jeffrey Liker from the University of Michigan. The Toyota Way focuses on long-term thinking, respecting people, eliminating waste from processes, and continuous improvement. It emphasizes base management on a long-term philosophy, develop leaders committed to the culture, continuously improve processes through standardizing tasks and problem solving, and make decisions slowly through consensus building.
The document discusses loss analysis and total productive maintenance to improve machine utilization. It provides details on calculating overall equipment effectiveness (OEE) including availability, performance, and quality. Examples are given to measure OEE and analyze sources of loss by categorizing stoppage times and defects. The goal is to use key performance indicators and loss analysis to identify improvement areas and drive process enhancements.
TVS Motors is an Indian motorcycle manufacturer established in 1982 through a collaboration with Suzuki Motors. It has over 600 dealers and 2,000 service centers across India. The document discusses TVS' operations, technologies, R&D initiatives, and backward integration strategies, including their implementation of JIT, Kanban, and TPM practices as well as technologies like CVTi and VTi engines.
Just-in-Time (JIT) Manufacturing is a philosophy of continuous improvement that emphasizes prevention over correction and demands company-wide quality focus. It originated in post-World War II Japan to address declining market share in automobiles. The key principles of JIT include total quality management, production management using a pull system with reduced inventories, close supplier relationships, and human resource management promoting problem-solving and employee empowerment.
1) The document provides data on production rates, setup costs, machine times, and failure probabilities for multiple production problems. It asks the reader to calculate economic order quantities, production rates, total costs, and other metrics.
2) Specific calculations include determining EOQ, production rates given changes in efficiency or capacity, optimal production setup based on costs, and expected annual maintenance costs given failure probabilities.
3) Multiple choice questions are included at the end for practice.
1) Lucas-TVS was India's largest automotive components manufacturer and marketing group, with a turnover of over Rs. 8600 crore from 25 manufacturing companies.
2) In the 1980s, the company began a journey towards manufacturing excellence by forming a task force to study how to improve production methods at its Padi plant in Chennai.
3) The task force recommended transitioning from a process-based layout to a product-based layout to improve productivity, quality and reduce costs. It took five years to fully implement the layout changes while keeping production running continuously on weekends.
Lean Manufacturing o Manufactura Esbelta es un sistema basado en el TPS (Toyota Production System) que permite un aumento dramático en la productividad y la rentabilidad del negocio. visita n uestra pagina web: www.bomconsultingg.com
This document is a project report submitted by Mr. Shashidhar Wanti, a student of BBA VI semester at Global College of Business Management & IT in Hubli, Karnataka, India. The project examines TVS Motor Company and strategies to increase sales of its Apache motorcycle model. Key findings include that respondents rated fuel efficiency and low maintenance as most important factors in choosing a motorcycle. The report concludes that TVS Motor must focus on higher-end bikes and improve spare parts availability to remain competitive against other motorcycle manufacturers like Bajaj and Hero Honda.
The document outlines Pt. Greentex Indonesia Utama's plans to implement Lean systems and principles to achieve benefits like higher quality, lower costs, and shorter lead times. It discusses identifying and eliminating waste opportunities. It also provides information on improvement proposals, activities, metrics, and responsibilities for quality control across different departments like sewing, cutting, and maintenance. Visual standards and preventative maintenance procedures are established to reduce defects from issues like oil leaks and skips stitches. The implementation of a maintenance information system and expanding successful lines from single to multi-process "Lean Lines" are also covered.
The document discusses Just-in-Time (JIT), a lean manufacturing concept that aims to eliminate waste by providing the right parts at the right place and time. It originated in Japan in the 1970s and was pioneered by Toyota. The key aspects of JIT are eliminating sources of waste, reducing inventory levels, flexible workforces, and reliable suppliers. While JIT has benefits like reduced costs and improved quality, implementing it fully requires overcoming challenges like resistance to change and developing multi-skilled workers. Indian companies have had mixed success implementing JIT due to factors like a lack of total quality management programs.
The document outlines the five steps to continuous improvement (Kaizen): 1) Observation, 2) Standardization, 3) Flow & Process Kaizen, 4) Equipment Kaizen, and 5) Layout Kaizen. The goal is to identify and eliminate waste, reduce variation, and improve the flow of materials and information through small, incremental changes. Key aspects include establishing standards, managing interruptions, improving processes, equipment, and layout to better support operators.
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.
Six Sigma and Lean Manufacturing are continuous improvement methods used to improve business processes and drive profitability. Lean focuses on eliminating waste and engages all organizational levels, while Six Sigma aims to eliminate defects through statistical process analysis. Both originated in the 1950s, with Lean developed by Toyota and Six Sigma focusing on reducing variation. Key aspects of Lean include identifying the seven wastes, pull systems, flow, and just-in-time production.
This document discusses takt time, which is a key concept for understanding and improving processes. It defines takt time as the time required to produce components to meet customer demand. An example is provided to demonstrate how to calculate takt time using available operating time and customer requirements. The relationship between takt time and theoretical minimum staffing is explained. Finally, cycle time bar charts are introduced as a way to visualize production lines and identify opportunities for improvement by comparing operator cycle times to the takt time.
The document summarizes a presentation given by Group 5 on the topic of Kaizen. It defines Kaizen as the Japanese philosophy of continuous improvement and outlines its key elements and methodology. It provides examples of how Toyota implemented Kaizen techniques to improve processes, reduce waste, and increase productivity, quality, and customer satisfaction. The main benefits realized from Kaizen include reduced waste, improved space utilization, quality, capital usage, and production capacity.
The document discusses the concept of Kaizen, a Japanese philosophy of continuous improvement. It defines Kaizen as an ongoing improvement process involving everyone in an organization. The presentation covers the origins and key benefits of Kaizen, as well as its three pillars: culture, standardization, and visual management. Kaizen aims to eliminate waste from processes through techniques like 5S and identifying the eight deadly wastes. Toyota is highlighted as an example of a company that successfully uses Kaizen principles in its production system. Potential disadvantages of Kaizen like resistance to change are also addressed.
The document discusses the principles and implementation of Just-In-Time (JIT) manufacturing. JIT aims to reduce inventory and cycle times by using pull scheduling driven by customer demand. Signal systems like kanban tell production what to make. When implemented correctly, JIT can improve returns, quality, and efficiency. Key elements include pull production, small lot sizes, quick changeovers, stable schedules, visual controls, and close supplier partnerships.
The document discusses just-in-time (JIT) manufacturing. JIT is an inventory strategy that aims to reduce in-process inventory and cycle times by using signals called kanbans to trigger production of the next part only when needed. When implemented correctly, JIT can improve a manufacturer's return on investment, quality, and efficiency by eliminating waste. The document outlines the key components and implementation of JIT, including pull vs push scheduling, reducing inventory levels, JIT principles and tactics like single-minute exchange of dies, visual controls, and partnering with suppliers.
The document discusses statistical process control and data collection. It covers topics such as measuring performance, collecting and representing data, process control, process capability analysis, and calculating process capability indices. Control charts for variables and attributes are also mentioned. The key points are that statistical process control uses statistical methods to analyze processes and identify abnormal variations, and process capability analysis determines the inherent variability of a process.
The document discusses statistical process control and data collection. It covers measuring performance, collecting and representing data, process control using statistical methods, sources of variation, and calculating process capability indices. Process capability analysis determines if a process is capable of meeting specifications and identifies when processes are in or out of control. Maintaining statistical control is important for process stability and minimizing non-conforming output.
The document discusses process analysis and performance measurement. It defines key terms like process analysis, bottleneck, cycle time, and throughput time. Process analysis involves understanding the current process, identifying opportunities for improvement using tools like flowcharting, and implementing a structured approach called DMAIC (Define, Measure, Analyze, Improve, Control). Performance measurement is important for process optimization and involves setting metrics to track goals and identify needed changes. Bottlenecks, which increase cycle times, occur when workloads exceed a step's capacity. Reducing bottlenecks can improve overall process efficiency.
APPLICATION OF LEAN PRACTICES FOR IDENTIFICATION OF SOLUTIONS IN REDUCING FUR...IRJET Journal
This document discusses applying lean practices to reduce furnace oil usage per cylinder at Kairali Structural Fabrications Private Limited (KSFPL). KSFPL manufactures LPG cylinders and uses furnace oil for stress relieving operations. The project aims to reduce oil consumption by ensuring consistent batch production of 1000 cylinders per day in the furnace. Currently, preheating the furnace for each operation uses a large amount of oil. Value stream mapping identified delays causing production of less than 1000 cylinders per day. 5Why analysis revealed delays were due to lack of cylinders and power cuts. Implementing lean tools like consistent production and value stream mapping can help achieve the target of 1000 cylinders per day and reduce furnace oil usage per cylinder
This document provides an overview of topics covered in an operations management unit, including production systems, classifications of production systems, operations as a source of competitive advantage, and supply chain trends. It defines key terms like operations management, production systems, job shop production, batch production, and mass production. It also discusses strategic operations decisions, resources of competitive advantage, and frameworks like production possibility frontiers, productive efficiency, and allocative efficiency. Finally, it compares manufacturing and service operations, describes a systems perspective on operations, and outlines factors in make-or-buy decisions and break-even analysis.
TPM is a Japanese system of maintenance that originated in 1971 based on preventive maintenance concepts introduced from the US. The goal of TPM is zero breakdowns and zero losses through team-based productive maintenance involving all levels of an organization. It differs from preventive maintenance approaches used in the US by emphasizing small group activities and operators taking responsibility for cleaning, oiling and inspecting equipment. Key aspects of TPM implementation include focused improvement, autonomous maintenance, planned maintenance, training and establishing maintenance standards.
TPM is a Japanese system of maintenance that originated in 1971 based on preventive maintenance concepts introduced from the US. The goal of TPM is zero breakdowns and zero losses through team-based productive maintenance involving all levels of an organization. Key aspects of TPM include autonomous maintenance by operators, planned maintenance, and elimination of six major losses: breakdowns, setup/adjustment, idling/minor stoppages, reduced speed, defects, and startup/yield. TPM aims to improve overall equipment effectiveness.
This document discusses Kaizen Costing and value analysis techniques. It defines Kaizen Costing as maintaining current cost levels for existing products through systematic small improvements to achieve cost targets. Value analysis examines the function-cost relationship to identify unnecessary costs. The document recommends taking a multifaceted approach to cost reduction, including analyzing commonality across products, suppliers, specifications, logistics, purchasing, production, and organization. Developing cost rationalization methods creates long-term competence for surviving competitive pressures to continuously lower prices. Kaizen Costing benefits include creating investment estimates for cost-cutting activities and distributing competence development earlier in the process.
Six Sigma and Lean manufacturing are continuous improvement methods used to improve business processes and drive profitability. Six Sigma focuses on reducing process variation through statistical analysis and eliminating defects, while Lean focuses on eliminating waste. Both aim to improve quality and efficiency, though they utilize different tools and methodologies. Six Sigma follows a DMAIC framework of Define, Measure, Analyze, Improve, Control and utilizes statistical process control. Lean emphasizes eliminating the seven wastes and engages all levels of an organization through techniques like just-in-time production and kaizen events.
Charging and Fueling Infrastructure Grant: Round 2 by Brandt HertensteinForth
Brandt Hertenstein, Program Manager of the Electrification Coalition gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Charging Fueling & Infrastructure (CFI) Program by Kevin MillerForth
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
At ASP Cranes, we understand the importance of reliable and efficient crane operations in various industries, from construction and manufacturing to logistics and infrastructure development. That's why we strive to deliver top-notch solutions that enhance productivity, safety, and cost-effectiveness for our clients.
Our services include:
Crane Rental: Whether you need a crawler crane for heavy lifting or a hydraulic crane for versatile operations, we have a diverse fleet of well-maintained cranes available for rent. Our rental options are flexible and can be customized to suit your project requirements.
Crane Sales: Looking to invest in a crane for your business? We offer a wide selection of new and used cranes from leading manufacturers, ensuring you find the perfect equipment to match your needs and budget.
Crane Maintenance and Repair: To ensure optimal performance and safety, regular maintenance and timely repairs are essential for cranes. Our team of skilled technicians provides comprehensive maintenance and repair services to keep your equipment running smoothly and minimize downtime.
Crane Operator Training: Proper training is crucial for safe and efficient crane operation. We offer specialized training programs conducted by certified instructors to equip operators with the skills and knowledge they need to handle cranes effectively.
Custom Solutions: We understand that every project is unique, which is why we offer custom crane solutions tailored to your specific requirements. Whether you need modifications, attachments, or specialized equipment, we can design and implement solutions that meet your needs.
At ASP Cranes, customer satisfaction is our top priority. We are dedicated to delivering reliable, cost-effective, and innovative crane solutions that exceed expectations. Contact us today to learn more about our services and how we can support your project in Raipur, Chhattisgarh, and beyond. Let ASP Cranes be your trusted partner for all your crane needs!
Charging Fueling & Infrastructure (CFI) Program Resources by Cat PleinForth
Cat Plein, Development & Communications Director of Forth, gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
2. ABOUT HIRANO SAN
Full name - Mr HIROYUKI HIRANO
Author of - JUST IN TIME - FACTORY REVOLUTION
Consultant on - JIT
PREACHES & PRACTICES INNOVATION
TVS-Mysore
6. JIT FACTORY REVOLUTION
1 INTRODUCTION
CELL SHOULD BE FLEXIBLE
FLEXIBILITY TO ADAPT TO CHANGES IN DEMAND, PRODUCT MIX & PRODUCT DESIGN
WITHIN CELL - ONE PIECE FLOW
- REDUCED SETUP TIME
- IMPROVED M/Cs TO INFORM OPERATORS ABOUT PROBLEMS
- MEASURES TO PREVENT DEFECTS & BREAKDOWNS
BETWEEN CELLS - SMALL LOTS - UNIFORM SIZE - KANBAN
- PULL CONTROL
“JIT MEANS TRIMMING LOSSES - AN ORDEAL FOR SURVIVAL”
TVS-Mysore
7. JIT FACTORY REVOLUTION
2 AWARENESS REVOLUTION
ASSUME CURRENT PRODUCTION SYSTEM IS THE WORST
CHANGE IN THE WAY OF THINKING
INSTALL NEW CORPORATE CULTURE
OPERATORS TO LEARN NEW METHODS - TRAINING
HAVE CLEAR POLICIES FOR RESISITANCE
TVS-Mysore
8. JIT FACTORY REVOLUTION
TEN COMMANDMENTS OF INNOVATION
1 - DISCARD FIXED IDEAS
2 - THINK HOW IT CAN BE DONE THAN, HOW IT WON’T
3 - DENY STATUS QUO
4 - DON’T SEEK PERFECTION
5 - CORRECT MISTAKES AS SOON AS THEY ARE FOUND
6 - INNOVATION NEEDS NO MONEY
7 - PROBLEMS ARE OPPORTUNITIES TO USE OUR BRAINS
8 - ASK WHY 5 TIMES
9 - IDEAS OF 10 ARE BETTER THAN KNOWLEDGE OF 1
10 - INNOVATION NEVER ENDS
TVS-Mysore
9. JIT FACTORY REVOLUTION
INNOVATION CYCLE
ACT PLAN
IMPROVEMENT CYCLE
KAIZEN
CHECK DO
AC T
T
RGE
TA
INNOVATION CYCLE VISION /
CHECK IMAGE PICTURE /
KAIKAKU DREAM
PL
DO AN
TVS-Mysore
10. JIT FACTORY REVOLUTION
3 5S
SEIRI - PROPER ARRANGEMENT
SEITON - ORDERLINESS
SEISO - CLEANLINESS
SEIKITSU - CLEANUP
SHITSUKE - DISCIPLINE
WE ARE BEHIND TIMES IF WE STILL SWEEP THE FLOORS
TVS-Mysore
11. JIT FACTORY REVOLUTION
4 FLOW MANUFACTURING
PRODUCING ONE PIECE AT A TIME
CYCLE TIME IS THE TIME IT TAKES TO CARRY ONE PART ALL THE WAY THROUGH THE CELL
WORKING HOURS / DAY
TAKT TIME =
DAILY RATE
MONTHLY QUANTITY REQUIRED
DAILY RATE =
WORKING DAYS PER MONTH
MULTI PROCESS HANDLING & SMALL INLINE MACHINES
TVS-Mysore
12. JIT FACTORY REVOLUTION
5 STANDARD OPERATIONS
RULES & METHODS TO PRODUCE QUALITY PRODUCTS,
SAFELY & INEXPENSIVELY
BY EFFICIENT ARRANGEMENT OF PEOPLE, PRODUCT & MACHINES
STANDARD OPERATIONS BULLETINS & MANUALS ON WORK METHODS
TVS-Mysore
13. JIT FACTORY REVOLUTION
6 MULTI PROCESS HANDLING
ONE OPERATOR HANDLES SEVERAL PROCESS IN A CELL
DE-LINEATE JOBS PERFORMED BY MACHINE & OPERATORS
(MACHINES CAN WORK INDEPENDENTLY)
MAKE CELLS U SHAPED & GIVE MACHINES JIDOKA FUNCTION
OPERATORS TO STAND WHILE WORKING
TRAIN OPERATORS TO BE MULTI SKILLED
FOLLOW RABBIT CHASE - PRODUCTIVITY MAY GO UP
TVS-Mysore
14. JIT FACTORY REVOLUTION
7 REDUCING OPERATOR HOURS
TO PRODUCE GOODS WITH MINIMUM NUMBER OF OPERATORS
ADJUSTING TO CHANGING MARKET REQUIREMENTS
MAKE MACHINES EASY TO MOVE BY ATTACHING CASTORS
STANDARDISE OPERATIONS SO EVERYONE CAN PERFORM THE JOB
TRAIN OPERATORS THROUGH JOB ROTATION TO BE MULTI SKILLED
DO NOT ASSIGN FIXED NUMBER OF OPERATORS TO ANY PROCESS
IT SHOULD VARY ACCORDING TO PRODUCTION QUANTITY
TVS-Mysore
15. JIT FACTORY REVOLUTION
8 LEVELLING PRODUCTION
TO PRODUCE THE SAME QUANTITY OF AN ITEM EVERY DAY
CALCULATE CYCLE TIMES BASED ON MONTHLY VOLUMES
MAKE CYCLE LIST BASED ON CYCLE TIME
SHORTEN CHANGEOVER TIMES
CREATE SMOOTH FLOW
INFORMATION & PARTS ARE DELIVERED TO THE LINE SEVERAL TIMES DAILY
TVS-Mysore
16. JIT FACTORY REVOLUTION
LINE CYCLE TIME = 4.8 min / UNIT
WORK TIME = 480 min / DAY
MONTHLY REQUIRED - X = 1000
Y = 600
Z = 400
2000
MONTHLY PRODUCTION SCHEDULE X = 50 / DAY
(20 WORKING DAYS) Y = 30 / DAY
Z = 20 / DAY
DAILY PRODUCTION SCHEDULE X = 50 - 08:00 - 12:00
Y = 30 - 12:30 - 15:00
Z = 20 - 15:00 - 16:30
LEVELLED PRODUCTION X = 50 - ONE IN 9.6 min
Y = 30 - ONE IN 16 min
Z = 20 - ONE IN 24 min
TVS-Mysore
17. JIT FACTORY REVOLUTION
SEQUENCING OF PARTS FOR LEVELLED PRODUCTION
X - ONE IN 9.6 MINUTES Y - ONE IN 16 MINUTES Z - ONE IN 24 MINUTES
Z X Y X Y X Z X Y X Y X Z X Y X Y X Z X Y X Y X Z
4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8
4.8 9.6 14.4 19.2 24.0 28.8 33.6 38.4 43.2 48.0 52.8 57.6 62.4 67.2 72.0 76.8 81.6 86.4 91.2 96.0 100.8 105.6 110.4 115.2 120.0
At the end of 480 minutes X 50
Y 33
Z 17
TVS-Mysore
18. JIT FACTORY REVOLUTION
9 JIDOKA
AUTOMATION WITH A HUMAN TOUCH
AUTONOMATION - AUTOMATIC CONTROL OF DEFECTS
INSTALL A MECHANISM ( SENSOR) IN THE MACHINE
THAT PERMITS THEM TO DETECT DEFECTS
&
STOPS THE MACHINE WHEN DEFECTS OCCUR
POKA YOKE
MANUAL ----- MECHANISATION ---- AUTOMATION ---- AUTONOMATION
TVS-Mysore
19. JIT FACTORY REVOLUTION
10 CHANGEOVER
THE TIME BETWEEN THE LAST GOOD PRODUCT OF ONE TYPE TO THE FIRST GOOD
PRODUCT OF THE NEXT TYPE
CHANGEOVER TIME IS THE SUM OF INTERNAL & EXTERNAL TIMES
INTERNAL - PROCESS MUST BE STOPPED TO PERFORM CHANGEOVER
EXTERNAL - TIME SPENT WHILE THE PROCESS IS RUNNING
STEP 1 - ANALYSE CHANGEOVER
STEP 2 - IDENTIFY & ELIMINATE WASTE
STEP 3 - MAKE INTERNAL CHANGEOVERS EXTERNAL
STEP 4 - IMPROVE INTERNAL CHANGEOVERS
(Bolts tighten with one turn, eliminate adjustment…)
STEP 5 - IMPROVE EXTERNAL CHANGEOVERS
(Use charts, assign workers…..)
BOLTS ARE OUR ENEMIES
TVS-Mysore
20. JIT FACTORY REVOLUTION
11 QUALITY ASSURANCE
MAINTAINING QUALITY USING OPERATORS, MANUFACTURING SYSTEM DESIGN &
PRODUCTION METHODS TO SATISFY CUSTOMER NEEDS
STEP 1 - OPERATOR - Disciplined, well trained & multi skilled
STEP 2 - MATERIALS - Source control
STEP 3 - MACHINES - Pokayoke, TEI for safety & maintenance
STEP 4 - METHOD - Flow manufacturing cells & standard operations
STEP 5 - INFORMATION - Visual control
TVS-Mysore
21. JIT FACTORY REVOLUTION
12 KANBAN
A TOOL THAT CARRIES INFORMATION TO FACILITATE PRODUCTION CONTROL
RULES
- SUBSEQUENT PROCESS GOES TO FORMER PROCESS FOR PARTS
- FORMER PROCESS PRODUCES QUANTITY REMOVED BY SUBSEQUENT PROCESS
- QUALITY IS BUILT INTO THE PRODUCT - DEFECT NOT SENT TO NEXT PROCESS
- KANBAN ALWAYS ACCOMPANY PRODUCT - VISUAL CONTROL
- PRODUCTION QUANTITIES ARE LEVELLED TO AVOID FLUCTUATIONS
- REDUCING KANBAN REVEALS PLACES WHERE IMPROVEMENTS ARE NEEDED
PRODUCTION ORDERING KANBAN - WITHDRAWAL / CONVEYANCE KANBAN
TVS-Mysore
22. JIT FACTORY REVOLUTION
13 MAINTENANCE & SAFETY
3 RULES OF MAINTENANCE
CLEAN UP
OIL APPLICATION
CHECK
4 RULES OF SAFETY
SEPARATE MACHINES FROM OPERATORS
FOLLOW SAFETY STANDARDS
FOLLOW RULES
FIND REAL CAUSES & PREVENT
TVS-Mysore
25. HIRANOSAN GUIDELINES
Use KAIKAKU in place of KAIZEN
KAIZEN KAIKAKU
(Continuos improvement) (Innovation)
Small change Big change
making better Revolution
TVS-Mysore
26. HIRANOSAN GUIDELINES
Use JIT improvement in place of IE improvement
IE improvement JIT improvement
(inductive approach) (deductive approach)
ANALYSIS OF CURRENT CONDITIONS IDEAL SYSTEM AS GOOD
INNOVATION = IN NOVA TION
INTO THE NEW STAR = FUTURE
TVS-Mysore
27. HIRANOSAN GUIDELINES
STEPS FOR KAIKAKU
FOREST
(MORI)
STEP : 1
STEP : 2 SMALL FOREST
(HASHI)
SINGLE TREE
STEP : 3 (KI)
TVS-Mysore
28. HIRANOSAN GUIDELINES
STEPS FOR KAIKAKU
SUPPLIER
D C B A
E
STEP : 1 AS A WHOLE
F
G H I J
CUSTOMER8
D C B A
E
STEP : 2 IN A CELL
F
G H I J
IN A MACHINE
STEP : 3
TVS-Mysore
29. HIRANOSAN GUIDELINES
Guidelines
* Focus on managament benefit (Watch the forest)
IE benefit will not be much visible & require
money (Ki)
* Introduce “Rabbit chase” (including sub assembly)
* Have only one hour stock for process
* Introduce Auto door open & close
TVS-Mysore
30. HIRANOSAN GUIDELINES
Guidelines
* Introduce auto ejection of component
* Introduce auto fixture cleaning
* Have uniform cycle time
* Have single Input / Output point in a machine
* Do not have common machine for two parts in a cell
* Standardize process sign board
* Adhere to 3R (3-regulations)
1. Name 2. Quantity 3. Location
TVS-Mysore
31. HIRANOSAN GUIDELINES
Guidelines
* Introduce single piece work flow
1. Fix the WIP required
2. No Dango production
* Big sign board
(nick name should be decided by concerned operators)
* Have KAIKAKU board in cell
* Empty bin should be kept on bottom rack
(without reversing)
TVS-Mysore
32. HIRANOSAN GUIDELINES
Guidelines
* Have separate trolley for “tested ok”&“to be tested”
(Tsurube concept)
* We must figurise operator movement - operator to be on the move
(operator should stand only while working)
* Use both hands wherever required
* KIT implementation in engine assy
(for big parts which require body twist while picking & occupying more space)
TVS-Mysore
33. HIRANOSAN GUIDELINES
Guidelines
* Work flow line should be “straight line”
(3M I - Man, Machine, Material & Information)
No shoulder movement
(paper kept under the arm should not fall)
Loading point should be at elbow level
No up&down (DEKO BOKA)or zig-zag
* No back tracking
* No return movement without any work
(Loading & unloading should be done by the same person)
TVS-Mysore
34. HIRANOSAN GUIDELINES
Guidelines
* Implement the KAIKAKU points immediately
within one day - A rank
within two days - B rank
more than two days - C rank
if it is required to have time more than three days,
then plan today and have A rank for plan
TVS-Mysore
35. HIRANOSAN GUIDELINES
MUDA TORI
(PROCEDURE TO REMOVE WASTE)
FOR PRODUCTIVITY TO IMPROVE : NEVER SMALL ISLANDS - ONLY BIG ISLAND
A B C
SMALL ISLANDS
BIG ISLAND
ABC
STEP I - HITO ATSUME
OPERATOR GATHER
TVS-Mysore
36. HIRANOSAN GUIDELINES
MUDA TORI - contd...
(PROCEDURE TO REMOVE WASTE)
AB BC
STEP II - SHIGOTO ATSUME
VALUE GATHER
STEP III - MUDA ATSUME
WASTE GATHER
STEP IV - SHOUZIN
RESULT
TOOLCHANGE IN A BIG ISLAND - STOP ALL MACHINES AND DO
TVS-Mysore
37. HIRANOSAN GUIDELINES
TSURUBE
(Pronounced as THU RU BE, means SUPPLY ONE, RECEIVE ONE)
400 Years ago
in Japan
IF, IN A CELL, A PART HAS TO GO
OUT FOR AN INTERMEDIATE
OPERATION, FOLLOW TSURUBE
SYSTEM
TVS-Mysore
38. HIRANOSAN GUIDELINES
REVERSE FLOW OPERATION OF A CELL
OUT IN
SEIJUN - CORRECT SEQUENCING 7 6 5 4 3 2 1
MAN
MAN & WORK FLOW IN THE SAME
DIRECTION WORK
1 2 3 4 5 6 7
IN OUT
IN OUT
1 2 3 4 5 6 7
MAN
GYAKUJUN - REVERSE SEQUENCING
WORK
MAN & WORK FLOW IN OPPOSITE
DIRECTIONS 1 2 3 4 5 6 7
JAPANESE - IN RANK A LINES OUT
TVS-Mysore
39. HIRANOSAN GUIDELINES
DETAILS AT ENTRANCE OF A CELL
CELL NAME BOARD
WHEEL HUB CELL
R-50
F-40 R-40
T
R W AS H B RO R&F-3
0
ACH DRILL
0-F
2
CELL LAYOUT T
R RT
NU
0
F-1
R-10 R-20 RN
P TURN TURN
P TU
TAKT TIME = 104 SECONDS
TAKT TIME / CYCLE TIME
CYCLE TIME = 129 SECONDS
SHOP SIGN BOARD FOR ALL AREAS - VCS ON TOP OF BOARDS
TVS-Mysore
40. HIRANOSAN GUIDELINES
DETAILS AT ENTRANCE OF A CELL - contd...
MAN MACHINE CHART
HAND -
MACHINE -
WALKING -
WAITING -
PROCESS No. - 10
PROCESS DETAILS PROCESS NAME - TURNING & FACING
CYCLE TIME - 108 SECONDS
OPERATORS NAME &
PHOTO
M1033 - LOKESHA M1007 - NAGARAJA
TVS-Mysore
41. HIRANOSAN GUIDELINES
CELL DESIGN
OPERATOR / PART
FLOW DIRECTION TO
BE ANTICLOCKWISE
BROAC
R-40
TR
DRILL
R&F-30
R-50
W ASH
F-40
LOCATION FOR
H
0-F
2
TROLLIES & PALLETS
RT
NU
TR
TO BE CONVENIENT
TO OPERATOR 0
F-1
R-10 R-20 RN
P P TU
TURN TURN
OPERATOR WALKING
ZONE INSIDE CELL TO BE
MARKED BY WHITE LINE -
FOR FREE MOVEMENT
TVS-Mysore
42. HIRANOSAN GUIDELINES
CELL DESIGN
OPERATOR HAND MOVEMENT TO BE AS A FLOW
NO BACK TRACKING / NO SHOULDER MOVEMENT
OPERATOR EYE LEVEL TO BE MAINTAINED AT SAME LEVEL WITHIN THE CELL
PROVIDE REMIDER TOKENS FOR OPERATORS TO USE DURING BREAKS
TVS-Mysore
43. HIRANOSAN GUIDELINES
CELL DESIGN - contd...
FLOW DIRECTION TO
BE MARKED ON
CHUTES
DENOTE PROCESS TIMES IN SECONDS & SETUP TIMES IN MINUTES
GAUGES TO BE KEPT ON THE MACHINE - NOT ON GAUGE STANDS
TVS-Mysore
44. HIRANOSAN GUIDELINES
CELL DESIGN - contd...
MACHINES TO BE CLOSE TO EACH OTHER
- BRING CHECK POINTS TO REAR OR FRONT OF MACHINE
- MAKE ACCESSORIES BEHIND THE MACHINE EASILY MOVABLE
- AS A LAST OPTION MOVE MACHINES APART
DO NOT HAVE SNAKES ON THE FLOOR
LOOSE WIRES
TVS-Mysore
45. HIRANOSAN GUIDELINES
CELL DESIGN - contd...
PROVIDE TAB SWITCH FOR CYCLE START
PROVIDE AUTO UNCLAMP & AUTO UNLOADING
IT IS CHEAPER TO AUTOMATE UNLOADING THAN LOADING
eg: NET TO CATCH PART WHEN CHUCK IS OPENED / EJECTOR IN
THE FIXTURE WITH CHUTE TO BRING PART OUT
TVS-Mysore
46. HIRANOSAN GUIDELINES
CELL DESIGN - contd...
AT EACH MACHINE OPERATOR TO LOAD PART, PICK UNLOADED PART & HIT TAB SWITCH
AS HE MOVES TO NEXT MACHINE
OPERATOR TO OPERATE ALL MACHINES - MPO - RABBIT CHASE
OPERATOR NOT TO WATCH THE MACHINE - MAN MACHINE SEPARATE
TVS-Mysore
47. HIRANOSAN GUIDELINES
CELL DESIGN - contd...
PROVIDE WIRE IN FRONT OF MACHINES TO HANG VCS
PROVIDE PROPER ILLUMINATION TO INSIDE OF CELL
HAVE ALL DETAILS DISPLAYED RATHER THAN IN FILES - OPEN SYSTEM
MONITOR PRODUCTIVITY OF CELL - OUTPUT / MAN
TVS-Mysore
48. HIRANOSAN GUIDELINES
TYPES OF CELLS
U LINE
W LINE
T LINE
PLUS LINE
FLOWER LINE
HAVE SIGNAL AT CENTER TO INDICATE TO OPERATOR WHICH CELL TO OPERATE
TVS-Mysore
49. HIRANOSAN GUIDELINES
ASSEMBLY
OPERATION TIME
BALANCING RATIO = x 100
TAKT TIME x TOTAL No. OF STAGES
LOSS RATIO = 100 - BALANCING RATIO
MARK LINE ON CONVEYOR TO INDICATE START OF WORK FOR OPERATOR
TIME BETWEEN STOP OF WORK & COINCIDING OF LINE IS SLACK IN THAT STAGE
WAITING MUDA WILL BE VISIBLE
MARK IN & OUT ON SUPERMARKET STANDS TO INDICATE FLOW OF PARTS
TVS-Mysore
50. HIRANOSAN GUIDELINES
ANDONS
AAASDASDKRWQEOF
EMPTY FULL
KJFSDKLJKFASD4
TAXI ANDON
SEPARATION
HIRE ANDON ROW A ROW B
CONCENTRATION 1 2 3 4 5 6
7 8 9 10 11 12
13 14 15 16 17 18
TVS-Mysore
51. HIRANOSAN GUIDELINES
ANDONS
ALL ANDONS TO BE OF TSL TSL
TC20 TC30 TC20 TC30
THE SAME ORDER
ALL ANDONS TO BE OF
THE SAME HEIGHT -
VISIBLE FROM
GANGWAY TSL TSL
TC20 TC30 TC20 TC30
PET BOTTLES - LOW COST
TVS-Mysore
52. HIRANOSAN GUIDELINES
THREE REGULATION FOR KEEPING PARTS
Bolts
1 - PROVIDE LOCATION
2 - PROVIDE IDENTIFICATION / NAME BOARD
Bolts
4
Pallets
1000x4
3 - SPECIFY QUANTITY
SPECIFY INVENTORY OF MATERIAL IN DAYS - INVENTORY OF WIP IN HOURS
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53. HIRANOSAN GUIDELINES
STORAGE OF PARTS
DO NOT KEEP PARTS ABOVE EYE LEVEL
DO NOT KEEP PARTS BELOW KNEE LEVEL
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54. HIRANOSAN GUIDELINES
YELLOW LINE
YELLOW LINE IS A WALL
CANNOT / DO NOT CROSS IT
MARK TIGER LINE FOR CROSSING
YELLOW LINE - MEN & MATERIAL
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55. HIRANOSAN GUIDELINES
YELLOW LINE
PROVIDE CHAMFERS AT
CORNERS OF GANGWAYS
MARK ARROWS ON GANGWAYS TO
SHOW WALKING DIRECTION O
P
S
T
STOP
MARK “STOP” SIGN AT
INTERSECTIONS OF GANGWAYS
AVOID PROTRUSIONS INTO THE GANGWAY - YELLOW LINE IS A WALL
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56. HIRANOSAN GUIDELINES
KAIKAKU MEASURES
* Productivity - In terms of out/shift
* Inventory - Total WIP
* Lead time - Time to convert raw material to finish
* Walking distance - In terms of steps/cycle
* Operators - In numbers
* Cycle time - Rhythm at which product comes out
* Takt time - Available time in sec / (qty. to be supplied)
(does not include allowance)
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