Line Crew Optimisation is a process that reviews and optimises the established flow patterns, links process steps in order to minimise cycle times and travel distance, and eliminates crossover points in order to achieve a continuous flow process
SIC (Short Interval Control) is a structured process to regularly review performance data and identify opportunities to improve production effectiveness and efficiency. It involves:
1. Checking performance at short intervals (e.g. daily or every half hour) and making necessary corrections, to prevent small problems from becoming big ones.
2. Controlling process inputs to control outputs and meet goals like increased output, reduced costs and defects.
3. Having team members regularly look back at past performance, plan next actions, and implement plans to continuously improve performance.
The benefits of SIC include increased output, effectiveness, improvement speed, and employee engagement through localized focus and data-driven decision making.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
This document discusses standard work and its importance in organizations. Standard work is defined as the best, safest, and most efficient way to complete a specific task. It provides structure and consistency. Standard work benefits organizations by reducing variation, eliminating waste, ensuring safety and compliance, and allowing for continuous improvement. The document outlines how to create standard work and the different types. It notes that standard work, while difficult to develop, allows organizations to sustain gains and serves as a baseline for further improvement.
This document appears to be a presentation on visual management. It discusses the concepts of visual management and the 5S methodology for organizing the workplace. The 5S methodology involves sorting, stabilizing, shining, standardizing, and sustaining the work environment. Tools of visual management like displays and controls are highlighted to guide staff actions. Benefits of visual management include improved information sharing, worker autonomy, and continuous improvement. Checklists are provided to audit conformance to 5S principles and identify areas needing attention.
The document outlines an agenda for a one-day visual management workshop. The agenda includes sessions on introductions, the principles of visual management, workplace organization techniques like 5S, exercises in applying visual displays and measures, and developing implementation plans. The workshop aims to teach participants how to use visual tools to communicate important information, make work safer and easier to understand, and improve overall performance. It covers the four phases of visual management: workplace organization, visual displays, visual measures, and fully implementing a visual system.
The document provides guidance on implementing the 5S methodology to achieve a visual workplace. 5S involves the five Japanese words: Sort, Set in Order, Shine, Standardize, and Sustain. The methodology is used to organize a workspace by removing unnecessary items, properly storing and labeling necessary items, cleaning the area, standardizing processes, and sustaining the new systems. Implementing 5S creates a well-organized visual workspace that identifies abnormal conditions, eliminates waste, and supports process improvement efforts.
SIC (Short Interval Control) is a structured process to regularly review performance data and identify opportunities to improve production effectiveness and efficiency. It involves:
1. Checking performance at short intervals (e.g. daily or every half hour) and making necessary corrections, to prevent small problems from becoming big ones.
2. Controlling process inputs to control outputs and meet goals like increased output, reduced costs and defects.
3. Having team members regularly look back at past performance, plan next actions, and implement plans to continuously improve performance.
The benefits of SIC include increased output, effectiveness, improvement speed, and employee engagement through localized focus and data-driven decision making.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
This document discusses standard work and its importance in organizations. Standard work is defined as the best, safest, and most efficient way to complete a specific task. It provides structure and consistency. Standard work benefits organizations by reducing variation, eliminating waste, ensuring safety and compliance, and allowing for continuous improvement. The document outlines how to create standard work and the different types. It notes that standard work, while difficult to develop, allows organizations to sustain gains and serves as a baseline for further improvement.
This document appears to be a presentation on visual management. It discusses the concepts of visual management and the 5S methodology for organizing the workplace. The 5S methodology involves sorting, stabilizing, shining, standardizing, and sustaining the work environment. Tools of visual management like displays and controls are highlighted to guide staff actions. Benefits of visual management include improved information sharing, worker autonomy, and continuous improvement. Checklists are provided to audit conformance to 5S principles and identify areas needing attention.
The document outlines an agenda for a one-day visual management workshop. The agenda includes sessions on introductions, the principles of visual management, workplace organization techniques like 5S, exercises in applying visual displays and measures, and developing implementation plans. The workshop aims to teach participants how to use visual tools to communicate important information, make work safer and easier to understand, and improve overall performance. It covers the four phases of visual management: workplace organization, visual displays, visual measures, and fully implementing a visual system.
The document provides guidance on implementing the 5S methodology to achieve a visual workplace. 5S involves the five Japanese words: Sort, Set in Order, Shine, Standardize, and Sustain. The methodology is used to organize a workspace by removing unnecessary items, properly storing and labeling necessary items, cleaning the area, standardizing processes, and sustaining the new systems. Implementing 5S creates a well-organized visual workspace that identifies abnormal conditions, eliminates waste, and supports process improvement efforts.
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The document is a log of items tagged with red tags, which indicates they have been scrapped or are awaiting reuse review. It lists the date, person who tagged the item, and a brief item description. The log also notes whether items were initially scrapped or are awaiting reuse review and includes columns for initial tag and review dates.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Taichi Ohno developed the 5S concept at Toyota to improve quality, reduce costs, and shorten lead times. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. The steps involve removing unnecessary items, organizing necessary items by use frequency, cleaning and shining work areas, standardizing processes and practices, and sustaining the 5S through ongoing inspections and encouragement. The ultimate goal of 5S is to create a visually clear, clean, and well-organized work environment for improved safety, less stress, and easier employee training.
VSM - Value Stream Mapping for made-to-order manufacturingJessica Mitchell
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
- Motorola developed the concept of Six Sigma in 1987 to improve quality standards and reduce defects.
- Six Sigma aims to reduce defects to 3.4 defects per million opportunities by focusing on statistical process control and reducing variation. It was later adopted by other companies like GE.
- The key purpose of Six Sigma is to make customers happier by meeting their requirements and reducing defects, while also increasing company profits through cost savings from quality improvements.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
Autonomous maintenance (AM) involves individual workers maintaining their own equipment through preventative measures like daily checks and correct operation. This represents a shift from a traditional model where production and maintenance were separate functions. AM aims to improve reliability by empowering workers and changing maintenance practices based on equipment changes. Key aspects of AM include preventative maintenance activities to avoid deterioration, regular inspections to detect issues, and prompt repairs to address problems. AM is implemented through a seven step process that establishes cleaning and lubrication standards for equipment.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It discusses the key principles of Kaizen including focusing improvements, engaging employees, and addressing the three goals of operations - quality, delivery, and cost. Specific Kaizen tools and methods are also outlined such as the 5 Whys, 5S practices, the 4M checklist, and using Kaizen to achieve competitive advantages through differentiation or cost leadership. The document emphasizes that Kaizen is applicable for all levels from individual improvements to management-level systems changes.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
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.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
A small office kaizen team identified errors resulting from not using a mistake-proofing tool and revised and updated that tool. They also increased the visual work flow to identify areas that needed more training and allowed for better planning in their department.
The document provides an overview of Lean, including its principles of reducing waste and increasing flow to improve performance. It describes the Lean approach and tool kit to drive operational improvements through a structured transformation approach involving roles, tools, and phases to prepare, diagnose, implement, and sustain Lean practices. The goal is to remove variability and inflexibility through techniques like 5S, visual management, and standard work to meet customer demands with higher quality, lower costs, and lead times.
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The document is a log of items tagged with red tags, which indicates they have been scrapped or are awaiting reuse review. It lists the date, person who tagged the item, and a brief item description. The log also notes whether items were initially scrapped or are awaiting reuse review and includes columns for initial tag and review dates.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Taichi Ohno developed the 5S concept at Toyota to improve quality, reduce costs, and shorten lead times. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. The steps involve removing unnecessary items, organizing necessary items by use frequency, cleaning and shining work areas, standardizing processes and practices, and sustaining the 5S through ongoing inspections and encouragement. The ultimate goal of 5S is to create a visually clear, clean, and well-organized work environment for improved safety, less stress, and easier employee training.
VSM - Value Stream Mapping for made-to-order manufacturingJessica Mitchell
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
- Motorola developed the concept of Six Sigma in 1987 to improve quality standards and reduce defects.
- Six Sigma aims to reduce defects to 3.4 defects per million opportunities by focusing on statistical process control and reducing variation. It was later adopted by other companies like GE.
- The key purpose of Six Sigma is to make customers happier by meeting their requirements and reducing defects, while also increasing company profits through cost savings from quality improvements.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
Autonomous maintenance (AM) involves individual workers maintaining their own equipment through preventative measures like daily checks and correct operation. This represents a shift from a traditional model where production and maintenance were separate functions. AM aims to improve reliability by empowering workers and changing maintenance practices based on equipment changes. Key aspects of AM include preventative maintenance activities to avoid deterioration, regular inspections to detect issues, and prompt repairs to address problems. AM is implemented through a seven step process that establishes cleaning and lubrication standards for equipment.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It discusses the key principles of Kaizen including focusing improvements, engaging employees, and addressing the three goals of operations - quality, delivery, and cost. Specific Kaizen tools and methods are also outlined such as the 5 Whys, 5S practices, the 4M checklist, and using Kaizen to achieve competitive advantages through differentiation or cost leadership. The document emphasizes that Kaizen is applicable for all levels from individual improvements to management-level systems changes.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
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.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
A small office kaizen team identified errors resulting from not using a mistake-proofing tool and revised and updated that tool. They also increased the visual work flow to identify areas that needed more training and allowed for better planning in their department.
The document provides an overview of Lean, including its principles of reducing waste and increasing flow to improve performance. It describes the Lean approach and tool kit to drive operational improvements through a structured transformation approach involving roles, tools, and phases to prepare, diagnose, implement, and sustain Lean practices. The goal is to remove variability and inflexibility through techniques like 5S, visual management, and standard work to meet customer demands with higher quality, lower costs, and lead times.
20 orders/hour
Chef: 12 orders/hour
Oven: 10 orders/hour
Capacity = Minimum = 10 orders/hour
30
MEASURING PROCESS FLOWS AT PIZZA U.S.A.
• 2. What is the bottleneck in this process?
• The bottleneck is the oven, which has the lowest capacity of 10 orders per hour.
• 3. What is the throughput time?
• Throughput time = Total time per order = 1 + 3 + 2 + 24 + 1 + 1 = 32 minutes
• 4. What is the flow rate?
• Given the capacity is 10 orders/hour and the store is open for 8 hours,
Standardization(work study & measurement)Nisarg Shah
Standardization involves developing and applying common standards for products, components, or procedures. This provides benefits such as improved communication, facilitation of trade by removing technical barriers, and technology transfer. Process standardization formalizes work rules and procedures to make activities transparent and uniform. Product standardization sets uniform characteristics for goods or services to allow competition while providing consistency for consumers. Both provide benefits like reduced costs, increased quality and cycle time improvements, while standardization also improves management and organizational flexibility.
This document provides an overview of value stream mapping (VSM) for lean management. It begins with learning objectives and defines VSM principles including suppliers, inputs, process, outputs, and customers (SIPOC) process mapping. It then discusses benefits of VSM such as identifying waste. Key aspects of VSM covered include current and future state mapping, data collection, identifying value-added vs. non-value added processes, challenges in current processes, and developing an implementation plan. The document provides examples of defining mapping boundaries and identifying material and information flows.
This document provides an overview of key concepts related to operations, quality, and productivity. It defines foundational terms and discusses how to classify operations systems based on factors like customer involvement, flexibility, and technology/intensity. The document also covers topics like quality, facility layout and location, capacity planning, scheduling, inventory control, supply chain management, and statistical quality control. It emphasizes that operations systems must be continually redesigned to adapt to a changing environment.
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
Kingsleys Power Point Presentation on Operations Management.pptxKingsley Aduma
The document discusses key concepts in operations management. It defines operations management as the business function responsible for planning, coordinating, and controlling resources needed to produce products and services. An operations manager is responsible for transforming inputs like materials, labor, and capital into outputs like goods and services. The document outlines various operations management strategies, process types, facility layouts, and techniques for scheduling production, monitoring performance, and controlling processes. It also discusses ways to identify and eliminate waste, manage inventory, and increase productivity in operations.
The document discusses production planning and control functions including process planning, loading, scheduling, dispatching, and follow up. It explains that process planning determines the sequence of operations, loading assigns work to work centers based on schedules, and scheduling determines start and finish times of operations. Dispatching authorizes the start of operations and follow up monitors progress. The document also covers factors that affect production planning like type of product and manufacturing. Different planning functions are needed for job shops, batch production, and mass production. Finally, it discusses scheduling objectives like meeting due dates and maximizing resource utilization.
The document provides details of an Oracle E-Business Project II for Production & Supply Chain Planning at a company. The project will implement several Oracle modules including Process Manufacturing, Advanced Supply Chain Planning, Warehouse Management, Manufacturing Execution System, and Enterprise Asset Management. Key details include the project scope, investment summary, deliverables, milestone payments, project plan and schedule, and project team structure. The goal is to optimize production planning and execution from raw materials to finished goods across the supply chain.
This document discusses production planning and control (PPC). It defines PPC as planning, directing, and coordinating a firm's resources to achieve production goals efficiently. PPC involves planning materials, methods, machines, manpower, routing, estimating, scheduling, dispatching, expediting, and evaluating manufacturing operations. It outlines the scope of PPC and discusses key aspects like routing, scheduling, dispatching, follow up/expediting, inspection, and benefits and limitations of PPC.
The document summarizes key topics in production and operations management, including the importance of the production function, mass production techniques, production processes, the role of technology, factors in plant location decisions, the jobs of production managers in planning, layout, production control, and quality control, and some common quality standards.
The document discusses different approaches to project planning and lean construction methods. It compares 1st planners who impose schedules versus last planners who adjust plans based on conditions. Lean construction relies on pull systems and look-ahead planning. Key conversations around collaborative programming, make-ready tasks, production planning, and monitoring production help manage workflow. Value engineering techniques can further improve processes.
This material is prepared as my teaching material for an undergraduate degree in Business Management. The main source is Handfield & Bozarth book, Introduction to Operations and Supply Chain Management. The actual slide features a video of allow wheel production, to visualise a hybrid production which combines continuous flow, production line as well as batch manufacturing. Feel free to give feedback & share
This document discusses key decisions in manufacturing and service processes and layouts. It describes different types of manufacturing processes and how to select them based on product characteristics and volume. It also discusses three dimensions to consider for service processes: the service package, degree of customization, and level of customer contact. Finally, it outlines two approaches for determining process layouts - line balancing and assigning department locations based on interdependencies.
This document provides information about production planning and control (PPC) and the need for scheduling. It discusses:
- The objectives and benefits of PPC, including cost reduction, optimal resource utilization, and improved customer service.
- The typical functions of scheduling including allocating resources, determining order sequence, measuring performance, and shop floor control.
- Common scheduling methods like Gantt charts, mathematical programming, and priority rules.
- The importance of scheduling bottlenecks to fully utilize constrained resources.
- The need for scheduling to meet customer demands, maximize efficiency, and motivate employees.
This document discusses process mapping and the differences between process flow mapping and value stream mapping. It defines a process as a group of logically related activities and tasks that transform inputs into specified outputs. Process flow mapping visually depicts the steps in a process, how inputs become outputs, and links to other processes. Value stream mapping considers the whole value stream, identifies non-value added steps between processes, and enables long-term planning, while process flow mapping focuses on a single process, identifies non-value added within the process, and enables shorter-term tactical planning. An example of a process flow map for checking in a paper-based trailer is provided.
Pharmaceutical Production Planning and controlRaviTeja Netha
Production planning and control is important for pharmaceutical manufacturing. It involves preparing detailed plans to manufacture products on time and within budget. Production control ensures quality standards are met. There are different types of production systems like continuous and intermittent. Planning includes selecting materials, processes, equipment and layout. Routing defines the sequence of operations. Scheduling optimizes production costs. Progress reports are analyzed and corrective actions taken if needed to resolve issues and ensure targets are met. The overall goal is efficient and effective pharmaceutical production.
The document discusses Lean Thinking and Just-in-Time (JIT) systems. It defines Lean as doing more with less waste and focusing on core capabilities. The key principle of Lean is eliminating all waste to become faster, more dependable, higher quality, and lower cost. JIT aims to meet demand instantly with no waste. The document outlines Lean tools like value stream mapping, small batch production, visual controls, and 5S. It also discusses JIT techniques like pull scheduling, Kanban control, and levelled production to minimize inventory levels. Lean and JIT both focus on eliminating waste to improve productivity, quality and reduce costs.
Similar to Line Crew Optimisation Methodology (20)
This document discusses using the RACI methodology to define clear roles and responsibilities. RACI assigns the roles of accountable, responsible, consulted, and informed to activities and decisions. It clarifies who is accountable for ensuring tasks are completed, who is responsible for doing the tasks, who must be consulted, and who must be informed. Developing a RACI chart is a 5-step process that identifies key activities, roles, and assigns responsibilities. Benefits include clarifying accountability, pushing responsibilities to lower levels, eliminating overlaps, and increasing productivity through well-defined roles.
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
This document discusses neurological levels and how to create sustainable behavior change. It presents a model showing that behavior is just the visible part of an iceberg, with deeper levels being purpose, identity, beliefs, values, capabilities, and environment. These deeper levels must be addressed to create lasting change. The document advises establishing desire, providing training to build skills, and aligning actions to impact the neurological levels and drive new behaviors. Understanding this model allows one to motivate teams through creating gaps and realize small personal shifts can create large behavior changes.
The document discusses living in the present moment and provides tips to increase presence. It defines the present as "now" rather than the past or future. Most people spend too much time thinking about the past and future rather than being fully engaged in the current moment. To increase presence, one should focus attention on what is happening now without distraction, tune out inner dialogue, and be mindful of thoughts, emotions, and the present sensory experience. Practices like meditation, conscious breathing, and full engagement in current tasks can help anchor one in the present. Being present reportedly increases fulfillment, flow, and stress reduction while enhancing relationships and performance.
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
It’s important to get the right people doing the right jobs. Sometimes great people get poor results because they’re doing the wrong job. Get the maximum results with the resources that you have right now.
This document provides the steps and estimated times for a 2L PET cold caustic CIP (clean-in-place) changeover. It involves 15 steps including draining and flushing the filler, filling and draining the carbo-cooler tank twice, switching to a CO2 supply, flushing the filler with product, and conducting a test run to start production. The total estimated time is 1 hour and 40 minutes with the CIP itself taking approximately 45 minutes.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
2. What is Line Crew Optimisation?
• Ineffective line control is a hidden waste
• Line Crew Optimisation helps your production line to achieve the best balance
between maximum efficiency (OEE) and both direct/indirect labour cost and quality
• It can help to establish the current state in order to improve the effectiveness of
processes and therefore optimise performance this is part of a continuous
improvement approach!
• The key customer requirements are drivers of line crew optimisation, i.e. any activity
that consumes time, resources, or space but does not add any value to the product or
the process is defined as waste, as the customer is not willing to pay for this
• Line Crew Optimisation is a process that reviews and optimises the established flow
patterns, links process steps in order to minimise cycle times and travel distance, and
eliminates crossover points in order to achieve a continuous flow process
3. Key principles
• Each person is given the same amount of work
• Everyone completes their given work packages to meet customer
requirement
• Deviations are compensated
• Nobody is overworked
• Nobody is waiting
• Everyone is working as a team in a balanced way
4. Process inputs to analyse “as-is” state
• Site layouts
• Machine specifications
• Line and factory process flow charts (raw materials, finished goods,
changeovers, etc.)
• Existing standard operating procedures for the line (SOPs)
• Process maps
• Target time for each activity
• Team Roles and Job Descriptions
• Capacity Planning
5. Process Step 1: Establish the reasoning behind existing
crewing levels
• What are the establised crewing levels?
• Does each person in the shift know what they are responsible for, and is
there a written description of tasks?
• Is the principle of multi-manning being applied, i.e. the possibility of
operators to swap roles and cover for colleagues when absent?
• What are the key cyclic activities that take place, for example how often
does material need to be replenished?
• What rules do the shifts follow to ensure that work is evenly balanced?
• Has the crew size of a line ever been reduced or otherwise changed? What
improvements were made to allow this modification in crewing?
6. Process Step 2: Map the Existing Line processes ‘As is’
• SIPOC is a term that uses the first letter of the five pieces in a process map:
Suppliers to the process
Inputs provided by the suppliers
Process Steps – the main steps of the process
Outputs for the customer
Customers of the process
• A SIPOC “as-is” map will identify the outputs to the customers and the
volumes required
• It will also assign responsibility for the suppliers of required inputs to the
process
It provides a structured way to understand if changes to crewing will have
any impact on processing inputs into the defined outputs for delivery to
customers
8. Process Step 3.1: Focus areas for review
• Motion Economy
Motion economy is maximized by minimising walk patterns, ideally with a U shape machine layout.
Motion can be visually analysed and optimised using a spaghetti diagram
• Time allocation
A DILO ("Day in the Life Of") study helps to highlight where and why non-value add activities occur
within a specific role, over the duration of a day
• Flow Design
Distances between raw material storage areas and secondary lines should be minimal with the
correct amount of materials and spare parts ready and at the operator’s disposal
• Skill Building
Multi-machine training makes it easy to replace any absentee. It is recommended that factory areas
are zoned by colour, and each employee displays on their name badge the colour of the zones they
are qualified to work in. This is a simple visual tool that makes labour allocation and skills balancing
very easy on a day to day basis as the supervisor does not need to refer to skills matrix if they need
to move people around the production line
• Functional Integration
Operators should have skills to solve problems in a structured way in multi-disciplinary teams
• Standard operating procedures (SOPs)
SOPs define how each step of the operation is to be done to minimise process variation
• Activity duration
Record time taken for all activities on a Cycle Time Sheet and consolidate the value-added activities
using an activity listing template to improve workflow by combining, restructuring and automating
processes
9. Process Step 4: Define the “to-be” state
• Complete a process diagram of the new “to-be” state displaying the revised
organisation and flows
• Standardise work methods and use the process information on other similar
lines
• Complete a closure checklist to ensure all key processes have been
evaluated
• Show the new crewing in a visual way and communicate this to the team,
e.g. SIC, RACI, KPIs, etc.
10. Process outputs of the newly defined “to-be” state
• Optimised work flows
• Standardised processes
• Optimised crew location and numbers
• Work is balanced between workforce
• Outputs meet customer requirements
• Nobody is overworked or waiting
• Consistent quality of output at minimum cost
• Defined Skills Matrix showing existing skills, as well as highlighting missing skills
• Defined Training Plan according to missing skills