This document provides an overview of lean manufacturing principles and concepts. It discusses lean definitions and goals, including eliminating waste and adding value. Key lean tools and methods are explained, such as 5S, visual controls, kaizen, value stream mapping, pull systems, mistake proofing, and quick changeover. Toyota's production system is reviewed as the origin of lean. Barriers and steps for implementing lean are also outlined. The document aims to introduce readers to lean thinking and provide foundational lean knowledge.
The document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It begins with introductory information and disclaimers regarding appropriate use of the program. The main sections then cover key lean topics like 5S, visual controls, kaizen, value streams, pull systems, mistake proofing, changeover, and more. Diagrams and definitions are provided to explain lean concepts and how they can help eliminate waste and continuously improve processes.
This document provides an overview of lean manufacturing principles from SuperfactoryTM. It discusses:
1) The goals of lean are to eliminate waste in processes and expand capacity by reducing costs and cycle times.
2) Key lean principles include specifying value, identifying the value stream, creating flow, pulling work through the value stream, and continuously improving.
3) Implementing 5S and visual controls are important ways to organize the workplace and eliminate waste through sorting, straightening, shining, standardizing, and sustaining improvements.
The document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It begins with introductions and disclaimers regarding appropriate use of the program. The main sections then cover lean manufacturing definitions and principles, the Toyota Production System, types of waste, benefits of lean, barriers to implementing lean, and how to implement lean through tools like 5S, kaizen, value stream mapping and other methods. It emphasizes that lean is a journey of continuous improvement to eliminate waste.
This document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It defines key lean terms like value and waste. Lean focuses on eliminating waste to improve flow and reduce costs. The Toyota Production System is discussed as the origin of modern lean techniques. Various types of waste are defined, and lean is compared to traditional manufacturing approaches. Barriers and steps to implementing lean are outlined. Metrics for progress toward lean goals are provided. The document emphasizes that lean is a continuous journey of improvement. Finally, the 5S methodology and visual controls are introduced as foundational lean tools.
This document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It begins with introductory information and disclaimers regarding appropriate use of the program. The main content then covers key lean topics like 5S, visual controls, kaizen, value streams, pull systems, and other methodologies. Implementation of lean is presented as an ongoing journey of continuous improvement to eliminate waste and add value from the customer perspective.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
The current global recession driven by COVID-19 has literally brought sales to a halt for many businesses. Compounded by high labour and material costs and unsold inventory, it is difficult to sustain your businesses without dramatic cost reductions. Before cutting salaries and laying off staff, now is the right time to seriously take a hard look at how you can quickly and systematically discover waste in your business processes and eliminate them so as to sustain a positive cash flow.
This presentation teaches you how to discover waste. Waste are all around us, and they include all those extraneous and counterproductive assumptions, attitudes, activities, materials, machines, operations and processes. This presentation can be used to educate your management and staff on the four models that can be used to systematically discover waste on the shopfloor. To be able to discover waste is the first step towards its elimination. This training material can also be used to supplement your Lean Manufacturing, Gemba Walk, Kaizen, 5S and TPM training materials.
LEARNING OBJECTIVES:
1. Discover waste in your work environment
2. Learn how to remove waste
3. Learn how to prevent waste
CONTENTS:
1. What is Waste?
What is Value?
What is Value-added?
What is Waste?
How Does Waste Take Root?
Waste Take Root When We Accept Stopgap Improvement
Benefits of Identifying & Eliminating Waste
2. The Classification of Waste
The Three MUs
The 5M + Q + S
The Flow of Goods
The Eight Types of Waste
3. How to Discover Waste
Three Approaches to Discover Waste
Using the Back Door
Bringing Latent Waste to the Surface
Analyzing Current Conditions
Value Stream Mapping
Value-added Flow Chart
Flow Analysis Chart
4. How to Remove Waste
Adopt the Necessary Attitude
Remove Waste in the Movement of Goods
Remove Waste in the Actions of People
Remove Waste in the Way People, Goods and Machines Are Combined
5. How to Prevent Waste
Standardization
Visual Controls
Auditory Controls
5W + 1H
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Basics of Pull_Manufacturing - A presentation.pptvenkatmie
Pull Manufacuring In pull manufacturing, production is based on actual customer orders. As soon as an order arrives, work begins to manufacture that product. There is no predicting or forecasting involved. In a pure pull system, no product is made until there is an order for it.
The document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It begins with introductory information and disclaimers regarding appropriate use of the program. The main sections then cover key lean topics like 5S, visual controls, kaizen, value streams, pull systems, mistake proofing, changeover, and more. Diagrams and definitions are provided to explain lean concepts and how they can help eliminate waste and continuously improve processes.
This document provides an overview of lean manufacturing principles from SuperfactoryTM. It discusses:
1) The goals of lean are to eliminate waste in processes and expand capacity by reducing costs and cycle times.
2) Key lean principles include specifying value, identifying the value stream, creating flow, pulling work through the value stream, and continuously improving.
3) Implementing 5S and visual controls are important ways to organize the workplace and eliminate waste through sorting, straightening, shining, standardizing, and sustaining improvements.
The document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It begins with introductions and disclaimers regarding appropriate use of the program. The main sections then cover lean manufacturing definitions and principles, the Toyota Production System, types of waste, benefits of lean, barriers to implementing lean, and how to implement lean through tools like 5S, kaizen, value stream mapping and other methods. It emphasizes that lean is a journey of continuous improvement to eliminate waste.
This document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It defines key lean terms like value and waste. Lean focuses on eliminating waste to improve flow and reduce costs. The Toyota Production System is discussed as the origin of modern lean techniques. Various types of waste are defined, and lean is compared to traditional manufacturing approaches. Barriers and steps to implementing lean are outlined. Metrics for progress toward lean goals are provided. The document emphasizes that lean is a continuous journey of improvement. Finally, the 5S methodology and visual controls are introduced as foundational lean tools.
This document provides an overview of lean manufacturing concepts from the Superfactory Excellence Program. It begins with introductory information and disclaimers regarding appropriate use of the program. The main content then covers key lean topics like 5S, visual controls, kaizen, value streams, pull systems, and other methodologies. Implementation of lean is presented as an ongoing journey of continuous improvement to eliminate waste and add value from the customer perspective.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
The current global recession driven by COVID-19 has literally brought sales to a halt for many businesses. Compounded by high labour and material costs and unsold inventory, it is difficult to sustain your businesses without dramatic cost reductions. Before cutting salaries and laying off staff, now is the right time to seriously take a hard look at how you can quickly and systematically discover waste in your business processes and eliminate them so as to sustain a positive cash flow.
This presentation teaches you how to discover waste. Waste are all around us, and they include all those extraneous and counterproductive assumptions, attitudes, activities, materials, machines, operations and processes. This presentation can be used to educate your management and staff on the four models that can be used to systematically discover waste on the shopfloor. To be able to discover waste is the first step towards its elimination. This training material can also be used to supplement your Lean Manufacturing, Gemba Walk, Kaizen, 5S and TPM training materials.
LEARNING OBJECTIVES:
1. Discover waste in your work environment
2. Learn how to remove waste
3. Learn how to prevent waste
CONTENTS:
1. What is Waste?
What is Value?
What is Value-added?
What is Waste?
How Does Waste Take Root?
Waste Take Root When We Accept Stopgap Improvement
Benefits of Identifying & Eliminating Waste
2. The Classification of Waste
The Three MUs
The 5M + Q + S
The Flow of Goods
The Eight Types of Waste
3. How to Discover Waste
Three Approaches to Discover Waste
Using the Back Door
Bringing Latent Waste to the Surface
Analyzing Current Conditions
Value Stream Mapping
Value-added Flow Chart
Flow Analysis Chart
4. How to Remove Waste
Adopt the Necessary Attitude
Remove Waste in the Movement of Goods
Remove Waste in the Actions of People
Remove Waste in the Way People, Goods and Machines Are Combined
5. How to Prevent Waste
Standardization
Visual Controls
Auditory Controls
5W + 1H
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Basics of Pull_Manufacturing - A presentation.pptvenkatmie
Pull Manufacuring In pull manufacturing, production is based on actual customer orders. As soon as an order arrives, work begins to manufacture that product. There is no predicting or forecasting involved. In a pure pull system, no product is made until there is an order for it.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
The document provides an overview of Six Sigma and the Superfactory Excellence Program. It discusses key Six Sigma concepts like the DMAIC methodology and phases. It also covers Six Sigma tools and how Six Sigma has provided significant returns on investment for companies like Motorola, AlliedSignal and General Electric. The document is intended to train individuals within an organization on Six Sigma and can be customized for specific applications.
The document provides an overview of the Six Sigma methodology from a training program called the Superfactory Excellence Program. It discusses what Six Sigma is, the phases of Six Sigma projects (Define, Measure, Analyze, Improve, Control), common Six Sigma tools, and how Six Sigma can benefit organizations by reducing costs and improving quality. The goal of Six Sigma is to achieve a process performance of 99.9997% or 3.4 defects per million opportunities.
The document provides an overview of the Six Sigma methodology from a training program called the Superfactory Excellence Program. It discusses what Six Sigma is, the phases of Six Sigma projects (Define, Measure, Analyze, Improve, Control), common Six Sigma tools, and how Six Sigma can benefit organizations by reducing costs and improving quality. The goal of Six Sigma is to achieve a process performance of 99.9997% or 3.4 defects per million opportunities.
What is Six Sigma? Phases of Six Sigma. Define; Measure; Evaluate / Analyze; ...0122446
The document provides an overview of the Six Sigma methodology from a training program called the Superfactory Excellence Program. It discusses what Six Sigma is, the phases of Six Sigma projects (Define, Measure, Analyze, Improve, Control), common Six Sigma tools, and how Six Sigma can benefit organizations by reducing costs and improving quality. The goal of Six Sigma is to achieve a process performance of 99.9997% or 3.4 defects per million opportunities.
The document provides an overview of Six Sigma and the Superfactory Excellence Program. It discusses key Six Sigma concepts like the DMAIC methodology and sigma levels. It also outlines the phases of the Superfactory program, including Define, Measure, Analyze, Improve and Control. The document notes some Six Sigma tools that can be used in projects like process mapping, tollerance analysis, hypothesis testing and design of experiments. It emphasizes that Six Sigma projects should be defined in business terms and achieve sustained business results.
The document outlines the key principles and processes of lean design and design for Six Sigma. It discusses lean design principles like minimizing waste, understanding customer needs, and standardizing processes. It describes the Toyota product development system and sources of waste in product development. It also summarizes the goals, tools and processes used in design for Six Sigma to design robust products efficiently. Finally, it provides an overview of relevant sections of the ISO 9001:2000 standard for product realization.
This presentation discusses applying lean manufacturing tools in the garment production industry. It begins with an introduction to lean manufacturing and its principles of value, value stream, flow, pull and perfection. Common wastes in garment manufacturing are identified as overproduction, waiting time, unnecessary transport, excess inventory, incorrect processing, unnecessary movement, and defects. Eight preferred lean tools for the garment industry are highlighted: 5S, visual displays, standardization, quick changeovers, error proofing, Kanban, cellular manufacturing, and Kaizen. Implementation of some lean tools in a Portuguese garment firm showed encouraging results like a 14% increase in productivity and 60% increase in profits within two months.
LEAN Management:
It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardized work
The document provides an overview of Kaizen and continuous improvement. It defines Kaizen as gradual, ongoing improvement involving everyone. It discusses the history and origins of Kaizen in the Toyota Production System. The document outlines the key steps to conducting Kaizen, including identifying the customer, understanding the current state, developing a future state, creating an implementation plan, executing changes, and sustaining improvements. It also describes Kaizen Blitz events which aim to create rapid improvements over a short period. Potential roadblocks to Kaizen efforts are also listed.
Just-In-Time (JIT) is a Japanese manufacturing philosophy developed in the 1970s that was first adopted by Toyota. The main goal of JIT is to meet consumer demands by eliminating waste in the production system. It aims to reduce inventory and lead times by producing only what is needed for smooth, efficient production. JIT requires extensive commitment and changes such as standardization, multi-skilled workers, pull-based production, and close supplier relationships to be successful.
The document provides an introduction to lean manufacturing principles and tools. It defines lean as identifying and eliminating waste to create value for customers. The core tools discussed are standard work, one-piece flow, pull systems, and 6S (Sort, Set in order, Shine, Standardize, and Sustain). Rapid Improvement Events (RIEs) are introduced as a structured way to apply these tools over a 5-day period to drive process improvements.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
This document discusses lean manufacturing principles and techniques. It begins with a brief history of lean production and Toyota's production system. It then compares traditional vs lean manufacturing and lists the five principles of lean: define value, map the value stream, create flow, establish pull, and pursue perfection. The document outlines the seven types of waste in lean systems and provides examples. It also describes basic lean tools like 5S, just-in-time, kaizen, and kanban. Finally, it discusses how lean manufacturing aims to remove waste, gain satisfied customers, and improve profits.
The document discusses Lean Thinking and Just-in-Time (JIT) systems. It defines Lean as doing more with less waste and focusing on core capabilities. The key principle of Lean is eliminating all waste to become faster, more dependable, higher quality, and lower cost. JIT aims to meet demand instantly with no waste. The document outlines Lean tools like value stream mapping, small batch production, visual controls, and 5S. It also discusses JIT techniques like pull scheduling, Kanban control, and levelled production to minimize inventory levels. Lean and JIT both focus on eliminating waste to improve productivity, quality and reduce costs.
This document discusses lean manufacturing and its basic elements. Lean manufacturing aims to eliminate waste and reduce costs by focusing on continuous improvement, pull systems that minimize inventory, and reducing lead times. The key elements of lean manufacturing are pull systems that produce only to meet demand, reducing lead times through preventative maintenance and cell manufacturing, and continuous improvement through kaizen. The document outlines the seven types of waste lean aims to eliminate: overproduction, waiting, transportation, inappropriate processing, inventory, motion, and defects.
Process design focuses on the Multiplication and... Text Structure Work... EC ECmpus: Home
and Work rules; training you use to make things. Technology; work design Training; technology
Technology; work rules 2 Of the four strategies to reduce costs, minimizing work rules and
increasing training to empower workers to find better ways to do things best describes which
strategy? Offshoring Automation Outsourcing Process improvement 3 Economists discuss value
in terms of . Customers talk about value in terms of Value; time and place Dimensions; utilities
Cost and quality: scorecards Utilities: value dimensions 4 An open systems view argues that you
need to recognize be quick to respond, and create more than rivals. Value; products
Opportunities; value Processes; opportunities Success: profits
Which of the following should not influence your choice of technology as you design a
production or service process? Labor cost A desire to buy shiny new hardware Production
volumes Financial resources and are the two types of decisions you need to make to achieve
world-class operations management. Design; control Quality; control Design; quality Human
resource; technology 7 Which of the following approaches can help you mitigate the challenges
of poor forecasts? Minimize inventory Use all the forecasting techniques and average them
together Obtain and use the best, most recent information available Always use simple
forecasting techniques 8 If you want to be taken seriously as a supplier, you have to offer which
two value dimensions? cost and delivery cost and quality innovation and delivery Agility and
innovation
You must meet minimum requirements across which of the five value dimensions? Cost, quality,
and innovation All of them Cost and quality Delivery, and agility 10 Sustained success requires
that you offer distinctive value, so you must differentiate yourself in one of which thare
dimensions? Cost, quality, or innovation Innovation, delivery, or cost Quality, cost, or agility
Agility, innovation, or delivery
Dell pre-orders and stocks up on raw materials and components Purchasing pre-selected pre-
packaged deli meat from a cold case A local coffee shop that prepares coffee or hot beverages
depending on customer orders A customer ordering custom-sliced meat at a deli The difference
between mass production and lean production is that: Mass and lean production utilize both
methods of production based on cost reduction Lean utilizes both "push" and "pull" production
based on customer demand Mass production uses the "push" method, and lean production uses
the "pull" method Mass production uses the "pull" method, and lean production uses the "push"
method 3 A lean system is one that strives to: Lower costs through acquisition of the cheapest
resources available. Minimize the use of resources used to achieve the organization's goals. Offer
a rigid product offering to customers so that operations can be more efficient. Maximize worker
productivity through e.
This document discusses lean principles and their application in healthcare. It provides background on Toyota and defines lean as eliminating waste from the customer's perspective. Key lean concepts are presented, like the Toyota Production System's four pillars. Examples show lean improving productivity, quality and throughput in healthcare. Various lean tools are explained for analyzing and improving processes, like value stream mapping, standard work, and performance metrics. The document concludes by outlining Toyota's 14 principles for a lean development process in healthcare.
The document discusses pull manufacturing and lean principles. It explains that pull manufacturing links supply chain decisions and actions to minimize overhead through demand-driven production. Rather than pushing products through the system based on a schedule, pull scheduling uses visual triggers and kanban cards to pull products through production based on customer demand. This reveals problems and reduces waste and inventory compared to traditional push systems.
Study on Lean Manufacturing Process in Garments ProductionMomin Uddin
The document discusses lean manufacturing processes in the garment production industry. It defines lean manufacturing as eliminating waste to achieve the shortest possible cycle times. The goals of lean manufacturing are listed as reducing defects, cycle times, inventory levels, and costs while improving quality, productivity, flexibility and output. Key lean concepts discussed include value creation, waste elimination, just-in-time production, kanban systems, and continuous improvement (kaizen). Tools for implementing lean in apparel manufacturing include 5S, JIT, quality control charts, and standardizing processes. The benefits of lean for apparel include reduced costs, defects and lead times while improving productivity and quality.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
The document provides an overview of Six Sigma and the Superfactory Excellence Program. It discusses key Six Sigma concepts like the DMAIC methodology and phases. It also covers Six Sigma tools and how Six Sigma has provided significant returns on investment for companies like Motorola, AlliedSignal and General Electric. The document is intended to train individuals within an organization on Six Sigma and can be customized for specific applications.
The document provides an overview of the Six Sigma methodology from a training program called the Superfactory Excellence Program. It discusses what Six Sigma is, the phases of Six Sigma projects (Define, Measure, Analyze, Improve, Control), common Six Sigma tools, and how Six Sigma can benefit organizations by reducing costs and improving quality. The goal of Six Sigma is to achieve a process performance of 99.9997% or 3.4 defects per million opportunities.
The document provides an overview of the Six Sigma methodology from a training program called the Superfactory Excellence Program. It discusses what Six Sigma is, the phases of Six Sigma projects (Define, Measure, Analyze, Improve, Control), common Six Sigma tools, and how Six Sigma can benefit organizations by reducing costs and improving quality. The goal of Six Sigma is to achieve a process performance of 99.9997% or 3.4 defects per million opportunities.
What is Six Sigma? Phases of Six Sigma. Define; Measure; Evaluate / Analyze; ...0122446
The document provides an overview of the Six Sigma methodology from a training program called the Superfactory Excellence Program. It discusses what Six Sigma is, the phases of Six Sigma projects (Define, Measure, Analyze, Improve, Control), common Six Sigma tools, and how Six Sigma can benefit organizations by reducing costs and improving quality. The goal of Six Sigma is to achieve a process performance of 99.9997% or 3.4 defects per million opportunities.
The document provides an overview of Six Sigma and the Superfactory Excellence Program. It discusses key Six Sigma concepts like the DMAIC methodology and sigma levels. It also outlines the phases of the Superfactory program, including Define, Measure, Analyze, Improve and Control. The document notes some Six Sigma tools that can be used in projects like process mapping, tollerance analysis, hypothesis testing and design of experiments. It emphasizes that Six Sigma projects should be defined in business terms and achieve sustained business results.
The document outlines the key principles and processes of lean design and design for Six Sigma. It discusses lean design principles like minimizing waste, understanding customer needs, and standardizing processes. It describes the Toyota product development system and sources of waste in product development. It also summarizes the goals, tools and processes used in design for Six Sigma to design robust products efficiently. Finally, it provides an overview of relevant sections of the ISO 9001:2000 standard for product realization.
This presentation discusses applying lean manufacturing tools in the garment production industry. It begins with an introduction to lean manufacturing and its principles of value, value stream, flow, pull and perfection. Common wastes in garment manufacturing are identified as overproduction, waiting time, unnecessary transport, excess inventory, incorrect processing, unnecessary movement, and defects. Eight preferred lean tools for the garment industry are highlighted: 5S, visual displays, standardization, quick changeovers, error proofing, Kanban, cellular manufacturing, and Kaizen. Implementation of some lean tools in a Portuguese garment firm showed encouraging results like a 14% increase in productivity and 60% increase in profits within two months.
LEAN Management:
It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardized work
The document provides an overview of Kaizen and continuous improvement. It defines Kaizen as gradual, ongoing improvement involving everyone. It discusses the history and origins of Kaizen in the Toyota Production System. The document outlines the key steps to conducting Kaizen, including identifying the customer, understanding the current state, developing a future state, creating an implementation plan, executing changes, and sustaining improvements. It also describes Kaizen Blitz events which aim to create rapid improvements over a short period. Potential roadblocks to Kaizen efforts are also listed.
Just-In-Time (JIT) is a Japanese manufacturing philosophy developed in the 1970s that was first adopted by Toyota. The main goal of JIT is to meet consumer demands by eliminating waste in the production system. It aims to reduce inventory and lead times by producing only what is needed for smooth, efficient production. JIT requires extensive commitment and changes such as standardization, multi-skilled workers, pull-based production, and close supplier relationships to be successful.
The document provides an introduction to lean manufacturing principles and tools. It defines lean as identifying and eliminating waste to create value for customers. The core tools discussed are standard work, one-piece flow, pull systems, and 6S (Sort, Set in order, Shine, Standardize, and Sustain). Rapid Improvement Events (RIEs) are introduced as a structured way to apply these tools over a 5-day period to drive process improvements.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
This document discusses lean manufacturing principles and techniques. It begins with a brief history of lean production and Toyota's production system. It then compares traditional vs lean manufacturing and lists the five principles of lean: define value, map the value stream, create flow, establish pull, and pursue perfection. The document outlines the seven types of waste in lean systems and provides examples. It also describes basic lean tools like 5S, just-in-time, kaizen, and kanban. Finally, it discusses how lean manufacturing aims to remove waste, gain satisfied customers, and improve profits.
The document discusses Lean Thinking and Just-in-Time (JIT) systems. It defines Lean as doing more with less waste and focusing on core capabilities. The key principle of Lean is eliminating all waste to become faster, more dependable, higher quality, and lower cost. JIT aims to meet demand instantly with no waste. The document outlines Lean tools like value stream mapping, small batch production, visual controls, and 5S. It also discusses JIT techniques like pull scheduling, Kanban control, and levelled production to minimize inventory levels. Lean and JIT both focus on eliminating waste to improve productivity, quality and reduce costs.
This document discusses lean manufacturing and its basic elements. Lean manufacturing aims to eliminate waste and reduce costs by focusing on continuous improvement, pull systems that minimize inventory, and reducing lead times. The key elements of lean manufacturing are pull systems that produce only to meet demand, reducing lead times through preventative maintenance and cell manufacturing, and continuous improvement through kaizen. The document outlines the seven types of waste lean aims to eliminate: overproduction, waiting, transportation, inappropriate processing, inventory, motion, and defects.
Process design focuses on the Multiplication and... Text Structure Work... EC ECmpus: Home
and Work rules; training you use to make things. Technology; work design Training; technology
Technology; work rules 2 Of the four strategies to reduce costs, minimizing work rules and
increasing training to empower workers to find better ways to do things best describes which
strategy? Offshoring Automation Outsourcing Process improvement 3 Economists discuss value
in terms of . Customers talk about value in terms of Value; time and place Dimensions; utilities
Cost and quality: scorecards Utilities: value dimensions 4 An open systems view argues that you
need to recognize be quick to respond, and create more than rivals. Value; products
Opportunities; value Processes; opportunities Success: profits
Which of the following should not influence your choice of technology as you design a
production or service process? Labor cost A desire to buy shiny new hardware Production
volumes Financial resources and are the two types of decisions you need to make to achieve
world-class operations management. Design; control Quality; control Design; quality Human
resource; technology 7 Which of the following approaches can help you mitigate the challenges
of poor forecasts? Minimize inventory Use all the forecasting techniques and average them
together Obtain and use the best, most recent information available Always use simple
forecasting techniques 8 If you want to be taken seriously as a supplier, you have to offer which
two value dimensions? cost and delivery cost and quality innovation and delivery Agility and
innovation
You must meet minimum requirements across which of the five value dimensions? Cost, quality,
and innovation All of them Cost and quality Delivery, and agility 10 Sustained success requires
that you offer distinctive value, so you must differentiate yourself in one of which thare
dimensions? Cost, quality, or innovation Innovation, delivery, or cost Quality, cost, or agility
Agility, innovation, or delivery
Dell pre-orders and stocks up on raw materials and components Purchasing pre-selected pre-
packaged deli meat from a cold case A local coffee shop that prepares coffee or hot beverages
depending on customer orders A customer ordering custom-sliced meat at a deli The difference
between mass production and lean production is that: Mass and lean production utilize both
methods of production based on cost reduction Lean utilizes both "push" and "pull" production
based on customer demand Mass production uses the "push" method, and lean production uses
the "pull" method Mass production uses the "pull" method, and lean production uses the "push"
method 3 A lean system is one that strives to: Lower costs through acquisition of the cheapest
resources available. Minimize the use of resources used to achieve the organization's goals. Offer
a rigid product offering to customers so that operations can be more efficient. Maximize worker
productivity through e.
This document discusses lean principles and their application in healthcare. It provides background on Toyota and defines lean as eliminating waste from the customer's perspective. Key lean concepts are presented, like the Toyota Production System's four pillars. Examples show lean improving productivity, quality and throughput in healthcare. Various lean tools are explained for analyzing and improving processes, like value stream mapping, standard work, and performance metrics. The document concludes by outlining Toyota's 14 principles for a lean development process in healthcare.
The document discusses pull manufacturing and lean principles. It explains that pull manufacturing links supply chain decisions and actions to minimize overhead through demand-driven production. Rather than pushing products through the system based on a schedule, pull scheduling uses visual triggers and kanban cards to pull products through production based on customer demand. This reveals problems and reduces waste and inventory compared to traditional push systems.
Study on Lean Manufacturing Process in Garments ProductionMomin Uddin
The document discusses lean manufacturing processes in the garment production industry. It defines lean manufacturing as eliminating waste to achieve the shortest possible cycle times. The goals of lean manufacturing are listed as reducing defects, cycle times, inventory levels, and costs while improving quality, productivity, flexibility and output. Key lean concepts discussed include value creation, waste elimination, just-in-time production, kanban systems, and continuous improvement (kaizen). Tools for implementing lean in apparel manufacturing include 5S, JIT, quality control charts, and standardizing processes. The benefits of lean for apparel include reduced costs, defects and lead times while improving productivity and quality.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Generative AI Use cases applications solutions and implementation.pdfmahaffeycheryld
Generative AI solutions encompass a range of capabilities from content creation to complex problem-solving across industries. Implementing generative AI involves identifying specific business needs, developing tailored AI models using techniques like GANs and VAEs, and integrating these models into existing workflows. Data quality and continuous model refinement are crucial for effective implementation. Businesses must also consider ethical implications and ensure transparency in AI decision-making. Generative AI's implementation aims to enhance efficiency, creativity, and innovation by leveraging autonomous generation and sophisticated learning algorithms to meet diverse business challenges.
https://www.leewayhertz.com/generative-ai-use-cases-and-applications/
AI for Legal Research with applications, toolsmahaffeycheryld
AI applications in legal research include rapid document analysis, case law review, and statute interpretation. AI-powered tools can sift through vast legal databases to find relevant precedents and citations, enhancing research accuracy and speed. They assist in legal writing by drafting and proofreading documents. Predictive analytics help foresee case outcomes based on historical data, aiding in strategic decision-making. AI also automates routine tasks like contract review and due diligence, freeing up lawyers to focus on complex legal issues. These applications make legal research more efficient, cost-effective, and accessible.
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...PIMR BHOPAL
Variable frequency drive .A Variable Frequency Drive (VFD) is an electronic device used to control the speed and torque of an electric motor by varying the frequency and voltage of its power supply. VFDs are widely used in industrial applications for motor control, providing significant energy savings and precise motor operation.
Comparative analysis between traditional aquaponics and reconstructed aquapon...bijceesjournal
The aquaponic system of planting is a method that does not require soil usage. It is a method that only needs water, fish, lava rocks (a substitute for soil), and plants. Aquaponic systems are sustainable and environmentally friendly. Its use not only helps to plant in small spaces but also helps reduce artificial chemical use and minimizes excess water use, as aquaponics consumes 90% less water than soil-based gardening. The study applied a descriptive and experimental design to assess and compare conventional and reconstructed aquaponic methods for reproducing tomatoes. The researchers created an observation checklist to determine the significant factors of the study. The study aims to determine the significant difference between traditional aquaponics and reconstructed aquaponics systems propagating tomatoes in terms of height, weight, girth, and number of fruits. The reconstructed aquaponics system’s higher growth yield results in a much more nourished crop than the traditional aquaponics system. It is superior in its number of fruits, height, weight, and girth measurement. Moreover, the reconstructed aquaponics system is proven to eliminate all the hindrances present in the traditional aquaponics system, which are overcrowding of fish, algae growth, pest problems, contaminated water, and dead fish.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELijaia
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Design and optimization of ion propulsion dronebjmsejournal
Electric propulsion technology is widely used in many kinds of vehicles in recent years, and aircrafts are no exception. Technically, UAVs are electrically propelled but tend to produce a significant amount of noise and vibrations. Ion propulsion technology for drones is a potential solution to this problem. Ion propulsion technology is proven to be feasible in the earth’s atmosphere. The study presented in this article shows the design of EHD thrusters and power supply for ion propulsion drones along with performance optimization of high-voltage power supply for endurance in earth’s atmosphere.
Applications of artificial Intelligence in Mechanical Engineering.pdfAtif Razi
Historically, mechanical engineering has relied heavily on human expertise and empirical methods to solve complex problems. With the introduction of computer-aided design (CAD) and finite element analysis (FEA), the field took its first steps towards digitization. These tools allowed engineers to simulate and analyze mechanical systems with greater accuracy and efficiency. However, the sheer volume of data generated by modern engineering systems and the increasing complexity of these systems have necessitated more advanced analytical tools, paving the way for AI.
AI offers the capability to process vast amounts of data, identify patterns, and make predictions with a level of speed and accuracy unattainable by traditional methods. This has profound implications for mechanical engineering, enabling more efficient design processes, predictive maintenance strategies, and optimized manufacturing operations. AI-driven tools can learn from historical data, adapt to new information, and continuously improve their performance, making them invaluable in tackling the multifaceted challenges of modern mechanical engineering.
Null Bangalore | Pentesters Approach to AWS IAMDivyanshu
#Abstract:
- Learn more about the real-world methods for auditing AWS IAM (Identity and Access Management) as a pentester. So let us proceed with a brief discussion of IAM as well as some typical misconfigurations and their potential exploits in order to reinforce the understanding of IAM security best practices.
- Gain actionable insights into AWS IAM policies and roles, using hands on approach.
#Prerequisites:
- Basic understanding of AWS services and architecture
- Familiarity with cloud security concepts
- Experience using the AWS Management Console or AWS CLI.
- For hands on lab create account on [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
# Scenario Covered:
- Basics of IAM in AWS
- Implementing IAM Policies with Least Privilege to Manage S3 Bucket
- Objective: Create an S3 bucket with least privilege IAM policy and validate access.
- Steps:
- Create S3 bucket.
- Attach least privilege policy to IAM user.
- Validate access.
- Exploiting IAM PassRole Misconfiguration
-Allows a user to pass a specific IAM role to an AWS service (ec2), typically used for service access delegation. Then exploit PassRole Misconfiguration granting unauthorized access to sensitive resources.
- Objective: Demonstrate how a PassRole misconfiguration can grant unauthorized access.
- Steps:
- Allow user to pass IAM role to EC2.
- Exploit misconfiguration for unauthorized access.
- Access sensitive resources.
- Exploiting IAM AssumeRole Misconfiguration with Overly Permissive Role
- An overly permissive IAM role configuration can lead to privilege escalation by creating a role with administrative privileges and allow a user to assume this role.
- Objective: Show how overly permissive IAM roles can lead to privilege escalation.
- Steps:
- Create role with administrative privileges.
- Allow user to assume the role.
- Perform administrative actions.
- Differentiation between PassRole vs AssumeRole
Try at [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)