This document provides information about MUDA (waste) and tools for identifying it. It defines MUDA and lists its types, including overproduction, inventory, motion, transportation, waiting time, defects, and overprocessing. Potential causes and effects of each type are outlined. Statistical tools for analysis are also discussed, including cause and effect diagrams, check sheets, and control charts. Process flow diagrams and different plant layout types are described as techniques for analyzing workplace situations. The purpose is to understand and eliminate MUDA in operations.
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
The document discusses process planning, which involves determining the manufacturing operations needed to transform raw materials into a finished product according to the product design and specifications. Process planning consists of selecting machining processes and equipment, determining the sequence of operations, and documenting the plan. It aims to manufacture the product completely and economically. The key aspects covered are the importance of process planning, requirements of a good plan, approaches to process planning including manual and computer-aided methods, and the typical activities involved like analyzing part requirements, selecting machines and processes, and calculating processing times.
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Using lean to reduce prototype lead time 2006Chris Baichoo
The document discusses Watlow Batavia's efforts to reduce lead times for custom heating part prototypes from 12 weeks to 6 weeks using Lean concepts. It outlines four Kaizen events from 2003-2006 that standardized processes, created dedicated prototype cells, and reduced waste. As a result, productivity increased 34% from 2003-2006, sales doubled, and lead times were cut in half, improving competitiveness and ensuring the division's survival.
The document discusses production planning and control. It describes the three phases of production planning and control as planning, action, and control. The planning phase includes prior planning activities like product development, forecasting, and aggregate planning as well as active planning activities like process planning, material planning, tool planning, loading, and scheduling. The action phase focuses on dispatching work and includes job orders, store issue orders, time tickets, and move orders. The control phase involves progress reporting, variance analysis, and corrective actions to address deviations from the production plan. The overall purpose of production planning and control is to optimize production schedules, sequences, costs, and quality to meet customer demands.
Sheet Metal Assembly Process Optimization Using Lean Manufacturing ToolIRJET Journal
The document describes a study conducted to optimize the sheet metal assembly process at a CNC manufacturing company using lean manufacturing tools. The existing assembly process took 6 hours to complete and had issues like long cycle times and quality issues. The researchers applied concepts like Kaizen, 5S, time study and Kanban to improve the process. They defined standard operating procedures, divided tasks between two workers evenly, introduced a magnetic bolt tray for organization and conducted time studies. These changes reduced assembly time by 50% to 280 minutes and improved productivity by 20%. Further improvements identified were addressing skill level differences between workers and enhancing the bolt tray design.
This document discusses production planning and control (PPC) functions including planning, action, and control phases. It describes key PPC functions like estimating, routing, scheduling, loading, dispatching, expediting, inspection, and corrective actions. It also discusses benefits and limitations of PPC, how PPC is implemented in different production systems like job, batch, continuous, and process industries. PPC aims to efficiently utilize resources, reduce costs and cycle times, ensure quality production and timely deliveries through planning and monitoring production activities.
Computer Aided Design - Unit I IntroductionJayavendhanJ
The document provides information on product cycles, design processes, sequential and concurrent engineering, and computer aided design (CAD). It describes the key stages in a typical product cycle as conceive, design, realize, and service. The design process is outlined as identification of needs, problem definition, conceptualization, feasibility study, preliminary design, detailed design, production, consumption, retirement, and distribution. Sequential engineering is defined as a linear process where stages are completed one after another, while concurrent engineering involves overlapping stages. CAD systems help designers through interaction, image manipulation, engineering analyses, simulation, animation, and automated drafting.
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
The document discusses process planning, which involves determining the manufacturing operations needed to transform raw materials into a finished product according to the product design and specifications. Process planning consists of selecting machining processes and equipment, determining the sequence of operations, and documenting the plan. It aims to manufacture the product completely and economically. The key aspects covered are the importance of process planning, requirements of a good plan, approaches to process planning including manual and computer-aided methods, and the typical activities involved like analyzing part requirements, selecting machines and processes, and calculating processing times.
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Using lean to reduce prototype lead time 2006Chris Baichoo
The document discusses Watlow Batavia's efforts to reduce lead times for custom heating part prototypes from 12 weeks to 6 weeks using Lean concepts. It outlines four Kaizen events from 2003-2006 that standardized processes, created dedicated prototype cells, and reduced waste. As a result, productivity increased 34% from 2003-2006, sales doubled, and lead times were cut in half, improving competitiveness and ensuring the division's survival.
The document discusses production planning and control. It describes the three phases of production planning and control as planning, action, and control. The planning phase includes prior planning activities like product development, forecasting, and aggregate planning as well as active planning activities like process planning, material planning, tool planning, loading, and scheduling. The action phase focuses on dispatching work and includes job orders, store issue orders, time tickets, and move orders. The control phase involves progress reporting, variance analysis, and corrective actions to address deviations from the production plan. The overall purpose of production planning and control is to optimize production schedules, sequences, costs, and quality to meet customer demands.
Sheet Metal Assembly Process Optimization Using Lean Manufacturing ToolIRJET Journal
The document describes a study conducted to optimize the sheet metal assembly process at a CNC manufacturing company using lean manufacturing tools. The existing assembly process took 6 hours to complete and had issues like long cycle times and quality issues. The researchers applied concepts like Kaizen, 5S, time study and Kanban to improve the process. They defined standard operating procedures, divided tasks between two workers evenly, introduced a magnetic bolt tray for organization and conducted time studies. These changes reduced assembly time by 50% to 280 minutes and improved productivity by 20%. Further improvements identified were addressing skill level differences between workers and enhancing the bolt tray design.
This document discusses production planning and control (PPC) functions including planning, action, and control phases. It describes key PPC functions like estimating, routing, scheduling, loading, dispatching, expediting, inspection, and corrective actions. It also discusses benefits and limitations of PPC, how PPC is implemented in different production systems like job, batch, continuous, and process industries. PPC aims to efficiently utilize resources, reduce costs and cycle times, ensure quality production and timely deliveries through planning and monitoring production activities.
Computer Aided Design - Unit I IntroductionJayavendhanJ
The document provides information on product cycles, design processes, sequential and concurrent engineering, and computer aided design (CAD). It describes the key stages in a typical product cycle as conceive, design, realize, and service. The design process is outlined as identification of needs, problem definition, conceptualization, feasibility study, preliminary design, detailed design, production, consumption, retirement, and distribution. Sequential engineering is defined as a linear process where stages are completed one after another, while concurrent engineering involves overlapping stages. CAD systems help designers through interaction, image manipulation, engineering analyses, simulation, animation, and automated drafting.
IRJET- Single Minute Exchange of Dies (SMED) ConceptIRJET Journal
1. The document discusses the Single Minute Exchange of Dies (SMED) concept for reducing changeover times in manufacturing. SMED aims to classify changeover tasks as either internal or external to standardize and simplify the changeover process.
2. The document reviews literature on SMED and its applications in various industries. It describes implementing SMED on a CNC machine by redesigning fixtures to reduce internal setup activities.
3. The key aspects of SMED covered include separating internal and external tasks, streamlining processes, training workers, and standardizing changeovers. Implementing SMED can optimize equipment usage and enable smaller batch sizes to improve flexibility.
SMED (Single Minute Exchange of Die) is a lean manufacturing technique aimed at reducing changeover times between the production of different products or product variants on a machine. The basic principles of SMED involve identifying internal and external changeover tasks, analyzing each task's purpose, and focusing on low-cost solutions to eliminate changeover time. The history of SMED began in Japan at Toyota in the 1950s when consultant Shigeo Shingo helped reduce changeover times for body molding from 2-8 hours to under 10 minutes. Implementing SMED involves 5 phases - defining the project, establishing a baseline, separating external and internal work, transforming internal work externally, and eliminating all waste from the changeover process.
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
This document summarizes a project to reduce production lead time at a automotive parts manufacturing company using value stream mapping. It describes collecting data on current processes, creating a current state map showing a 12.6 hour lead time, identifying wastes like transportation delays, and proposing a future state map with a reduced 2.25 hour lead time through improvements like relocating machines, improved material handling, and adding a new welding machine. The project aimed to improve productivity, understand waste, and provide a plan for a more efficient lean production line.
This document discusses various design tools and production/control tools used in manufacturing. It describes tools such as design for manufacture, concurrent engineering, computer aided design, quality function deployment, failure mode and effects analysis, and rapid prototyping that help with the design process. Production/control tools covered include linear programming, PERT/CPM, sequencing, inventory management, work study, and Gantt charts which are used for production planning, scheduling, and control. The goal of these tools is to optimize designs for ease of manufacturing and improve productivity, costs, and timelines in production.
C&D Zodiac ADC has implemented a maintenance program consisting of five functions: planned maintenance, unplanned maintenance, predictive maintenance, preventive maintenance, and corrective maintenance. The goals of the program are to reduce production downtime and equipment failures through collecting, recording, and analyzing maintenance data. Within each maintenance type, C&D Zodiac ADC utilizes systems like MaintainIt and a SharePoint database to generate work orders, record maintenance tasks and issues, and track parts/labor to improve the maintenance process over time.
Designing the Enterprise for Manufacturingsc0ttruss
Britain has a long history of manufacturing, and whilst the decline of the sector is well documented, applying the basic principles of traditional manufacturing to the “whitecollar” office environment is the new manufacturing. This talk will take you through the basic building patterns of manufacturing, looking at vendor selection/audits, the QA process, understanding of basic costings, discovering if the “products” are low volume, High mix, or low mix high volume and what the implications of design for manufacture would be in such an environment. Also, how to apply these basic patterns to the modern software driven “Office ” world. This is part one of a two part talk, the second one being “Preparing the Enterprise for Manufacturing”.
1. The document summarizes productivity improvement efforts for a production line at WABCO. A team analyzed data on cycle times, outputs, WIP levels, and identified causes for low productivity such as imbalanced cycle times and unnecessary movements.
2. The team conducted experiments to optimize cycle times on critical machines like CNC machines through Design of Experiments. They also combined operations, improved fixtures, implemented a cell layout, and modified material handling.
3. These countermeasures helped reduce cycle times and WIP, increase output to meet rising demand, and boost productivity and efficiency on the production line.
The document discusses operations management principles related to Just-in-Time (JIT) and lean production systems. It describes the goal of JIT as creating a balanced, rapid flow of materials through the system. Key aspects of JIT covered include minimizing waste through methods like 5S, implementing pull systems over push systems using Kanban, and considering product design, process design, personnel, and manufacturing planning/control as building blocks. The document contrasts JIT with traditional operations approaches and outlines a transition process to implement JIT.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry [irjet-v4 ...PERUMALSAMY M
Manufacturing lead time is the time required to produce product from its raw materials to final product.A company has to fulfill its customer needs to sustain in this competitive world. Lean has served the manufacturing sector with speed and quality. This project aims at lead time reduction in pump manufacturing company. Value Stream Map(VSM) served as an initiative for identifying bottlenecks process and waste in the manufacturing line; current state map is drawn by the observation made on the shop floor. The takt time is calculated for the demand to find out the bottleneck operations. After identifying the bottleneck operations line balancing is done. The Work In Process (WIP) inventory is reduced by balancing the workstation. Future state map is developed in the perspective of reduction of lead time and to match the takt time with bottleneck process. After line balancing implementation, the lead time for assembly of the SWJ pump is reduced 32 percent and work in process inventory is reduced 25 percent.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump IndustryIRJET Journal
This document discusses reducing manufacturing lead time in a pump manufacturing company through lean manufacturing techniques. It begins with an introduction to lean manufacturing and value stream mapping. A current state value stream map is created to identify bottlenecks and waste in the production process. A time study is conducted to calculate takt time. Line balancing is then performed to match process times to takt time and reduce work in process inventory. The key findings are that after implementing line balancing, the lead time for pump assembly was reduced by 32% and work in process inventory was reduced by 25%.
The document describes the ADF Performance Monitor, a tool for measuring, analyzing, and improving the performance of Oracle Application Development Framework (ADF) applications. It collects metrics on response times, health, and resource usage. Issues are reported in dashboards and JDeveloper. It helps detect, analyze, and resolve common and uncommon problems. Implementation takes less than a day. The overhead is 3-4% and it can be turned on/off without overhead. It supports diagnosing specific users, errors, slow queries, and memory usage to quickly find problems.
Planning processes can lead to higher productivity, higher accuracy, and faster turnaround for essential business tasks. This lesson will dig into process planning - what it is, why we should do it, and the steps to follow to plan or improve a process.
This document discusses process planning. It defines process planning as systematically determining how a product will be manufactured economically. The objectives are to prepare instructions for manufacturing a product and its parts along with specifications. Process planning activities include analyzing part requirements, determining operation sequences, selecting equipment, calculating times, and documenting plans. Common approaches are manual and computer-aided process planning (CAPP), which can be retrieval-based or generative.
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
The document provides information about The Automation Professionals, an automation engineering company. It includes:
1) Contact details and background of the engineering manager, Mach CaoXuan, including his education and work experience in automation.
2) An overview of the company's manufacturing division and the services it provides, such as improving production processes, designing automated equipment, and project management.
3) A list of reference projects the company has completed for various clients, providing solutions for automation challenges in areas like assembly, material handling, and packaging.
Plant layout refers to the physical arrangement of equipment, machinery, workstations, and space in a manufacturing facility. The key types of layouts discussed are process layout, product layout, mixed layout, fixed layout, and group technology layout. Process layout groups similar processes together while product layout arranges machinery in a linear flow. Group technology layout clusters machines by part families to reduce setup times and material handling. Flexible manufacturing systems apply group technology and automation to allow production of different product styles simultaneously on the same system.
This document discusses production planning and control (PPC). It begins by defining PPC and listing its main objectives, which include establishing targets, deciding input factors, coordinating resources, eliminating bottlenecks, and optimizing inventory and flexibility. The document then discusses different types of production systems and defines key PPC terms like routing, sequencing, scheduling, dispatching, and follow up. It provides details on techniques for routing like route cards and describes steps in PPC like forecasting, order writing, and material control. Finally, it discusses tools for planning like Gantt charts and functions in the planning, action, and control phases of PPC.
Automobile parts design diploma mechanical engineeringlovely467637
This document discusses production planning and control (PPC). It begins by defining PPC and listing its main objectives, which include establishing targets, deciding input factors, coordinating resources, eliminating bottlenecks, and optimizing inventory and flexibility. The document then discusses different types of production systems and defines key PPC terms like routing, sequencing, scheduling, dispatching, and follow up. It provides details on techniques for routing like route cards and describes steps in PPC like forecasting, order writing, and material control.
IRJET- Single Minute Exchange of Dies (SMED) ConceptIRJET Journal
1. The document discusses the Single Minute Exchange of Dies (SMED) concept for reducing changeover times in manufacturing. SMED aims to classify changeover tasks as either internal or external to standardize and simplify the changeover process.
2. The document reviews literature on SMED and its applications in various industries. It describes implementing SMED on a CNC machine by redesigning fixtures to reduce internal setup activities.
3. The key aspects of SMED covered include separating internal and external tasks, streamlining processes, training workers, and standardizing changeovers. Implementing SMED can optimize equipment usage and enable smaller batch sizes to improve flexibility.
SMED (Single Minute Exchange of Die) is a lean manufacturing technique aimed at reducing changeover times between the production of different products or product variants on a machine. The basic principles of SMED involve identifying internal and external changeover tasks, analyzing each task's purpose, and focusing on low-cost solutions to eliminate changeover time. The history of SMED began in Japan at Toyota in the 1950s when consultant Shigeo Shingo helped reduce changeover times for body molding from 2-8 hours to under 10 minutes. Implementing SMED involves 5 phases - defining the project, establishing a baseline, separating external and internal work, transforming internal work externally, and eliminating all waste from the changeover process.
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
This document summarizes a project to reduce production lead time at a automotive parts manufacturing company using value stream mapping. It describes collecting data on current processes, creating a current state map showing a 12.6 hour lead time, identifying wastes like transportation delays, and proposing a future state map with a reduced 2.25 hour lead time through improvements like relocating machines, improved material handling, and adding a new welding machine. The project aimed to improve productivity, understand waste, and provide a plan for a more efficient lean production line.
This document discusses various design tools and production/control tools used in manufacturing. It describes tools such as design for manufacture, concurrent engineering, computer aided design, quality function deployment, failure mode and effects analysis, and rapid prototyping that help with the design process. Production/control tools covered include linear programming, PERT/CPM, sequencing, inventory management, work study, and Gantt charts which are used for production planning, scheduling, and control. The goal of these tools is to optimize designs for ease of manufacturing and improve productivity, costs, and timelines in production.
C&D Zodiac ADC has implemented a maintenance program consisting of five functions: planned maintenance, unplanned maintenance, predictive maintenance, preventive maintenance, and corrective maintenance. The goals of the program are to reduce production downtime and equipment failures through collecting, recording, and analyzing maintenance data. Within each maintenance type, C&D Zodiac ADC utilizes systems like MaintainIt and a SharePoint database to generate work orders, record maintenance tasks and issues, and track parts/labor to improve the maintenance process over time.
Designing the Enterprise for Manufacturingsc0ttruss
Britain has a long history of manufacturing, and whilst the decline of the sector is well documented, applying the basic principles of traditional manufacturing to the “whitecollar” office environment is the new manufacturing. This talk will take you through the basic building patterns of manufacturing, looking at vendor selection/audits, the QA process, understanding of basic costings, discovering if the “products” are low volume, High mix, or low mix high volume and what the implications of design for manufacture would be in such an environment. Also, how to apply these basic patterns to the modern software driven “Office ” world. This is part one of a two part talk, the second one being “Preparing the Enterprise for Manufacturing”.
1. The document summarizes productivity improvement efforts for a production line at WABCO. A team analyzed data on cycle times, outputs, WIP levels, and identified causes for low productivity such as imbalanced cycle times and unnecessary movements.
2. The team conducted experiments to optimize cycle times on critical machines like CNC machines through Design of Experiments. They also combined operations, improved fixtures, implemented a cell layout, and modified material handling.
3. These countermeasures helped reduce cycle times and WIP, increase output to meet rising demand, and boost productivity and efficiency on the production line.
The document discusses operations management principles related to Just-in-Time (JIT) and lean production systems. It describes the goal of JIT as creating a balanced, rapid flow of materials through the system. Key aspects of JIT covered include minimizing waste through methods like 5S, implementing pull systems over push systems using Kanban, and considering product design, process design, personnel, and manufacturing planning/control as building blocks. The document contrasts JIT with traditional operations approaches and outlines a transition process to implement JIT.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry [irjet-v4 ...PERUMALSAMY M
Manufacturing lead time is the time required to produce product from its raw materials to final product.A company has to fulfill its customer needs to sustain in this competitive world. Lean has served the manufacturing sector with speed and quality. This project aims at lead time reduction in pump manufacturing company. Value Stream Map(VSM) served as an initiative for identifying bottlenecks process and waste in the manufacturing line; current state map is drawn by the observation made on the shop floor. The takt time is calculated for the demand to find out the bottleneck operations. After identifying the bottleneck operations line balancing is done. The Work In Process (WIP) inventory is reduced by balancing the workstation. Future state map is developed in the perspective of reduction of lead time and to match the takt time with bottleneck process. After line balancing implementation, the lead time for assembly of the SWJ pump is reduced 32 percent and work in process inventory is reduced 25 percent.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump IndustryIRJET Journal
This document discusses reducing manufacturing lead time in a pump manufacturing company through lean manufacturing techniques. It begins with an introduction to lean manufacturing and value stream mapping. A current state value stream map is created to identify bottlenecks and waste in the production process. A time study is conducted to calculate takt time. Line balancing is then performed to match process times to takt time and reduce work in process inventory. The key findings are that after implementing line balancing, the lead time for pump assembly was reduced by 32% and work in process inventory was reduced by 25%.
The document describes the ADF Performance Monitor, a tool for measuring, analyzing, and improving the performance of Oracle Application Development Framework (ADF) applications. It collects metrics on response times, health, and resource usage. Issues are reported in dashboards and JDeveloper. It helps detect, analyze, and resolve common and uncommon problems. Implementation takes less than a day. The overhead is 3-4% and it can be turned on/off without overhead. It supports diagnosing specific users, errors, slow queries, and memory usage to quickly find problems.
Planning processes can lead to higher productivity, higher accuracy, and faster turnaround for essential business tasks. This lesson will dig into process planning - what it is, why we should do it, and the steps to follow to plan or improve a process.
This document discusses process planning. It defines process planning as systematically determining how a product will be manufactured economically. The objectives are to prepare instructions for manufacturing a product and its parts along with specifications. Process planning activities include analyzing part requirements, determining operation sequences, selecting equipment, calculating times, and documenting plans. Common approaches are manual and computer-aided process planning (CAPP), which can be retrieval-based or generative.
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
The document provides information about The Automation Professionals, an automation engineering company. It includes:
1) Contact details and background of the engineering manager, Mach CaoXuan, including his education and work experience in automation.
2) An overview of the company's manufacturing division and the services it provides, such as improving production processes, designing automated equipment, and project management.
3) A list of reference projects the company has completed for various clients, providing solutions for automation challenges in areas like assembly, material handling, and packaging.
Plant layout refers to the physical arrangement of equipment, machinery, workstations, and space in a manufacturing facility. The key types of layouts discussed are process layout, product layout, mixed layout, fixed layout, and group technology layout. Process layout groups similar processes together while product layout arranges machinery in a linear flow. Group technology layout clusters machines by part families to reduce setup times and material handling. Flexible manufacturing systems apply group technology and automation to allow production of different product styles simultaneously on the same system.
This document discusses production planning and control (PPC). It begins by defining PPC and listing its main objectives, which include establishing targets, deciding input factors, coordinating resources, eliminating bottlenecks, and optimizing inventory and flexibility. The document then discusses different types of production systems and defines key PPC terms like routing, sequencing, scheduling, dispatching, and follow up. It provides details on techniques for routing like route cards and describes steps in PPC like forecasting, order writing, and material control. Finally, it discusses tools for planning like Gantt charts and functions in the planning, action, and control phases of PPC.
Automobile parts design diploma mechanical engineeringlovely467637
This document discusses production planning and control (PPC). It begins by defining PPC and listing its main objectives, which include establishing targets, deciding input factors, coordinating resources, eliminating bottlenecks, and optimizing inventory and flexibility. The document then discusses different types of production systems and defines key PPC terms like routing, sequencing, scheduling, dispatching, and follow up. It provides details on techniques for routing like route cards and describes steps in PPC like forecasting, order writing, and material control.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Article: https://pecb.com/article
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How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
2. MUDA and its problem
2.1. Plan of MUDA
2.2. Visual Management Board/Kaizen Board
2.3. Tools and techniques to draw and analyze situation of the work place
2.4. Causes and effects of MUDA
2.5. Statistical tools and techniques /Kaizen elements
2.6. Relevant procedures for wastes/MUDA Identification
3. ACRONNIAMES
• G-ONE -------GROUP ONE
• KPI-------------KEY PERFORMANC INDICATOR
• PFD------------PROCESS FLOW DIAGRAM
• ISO---- International Organization for Standardization
• DIN----German Institute for Standardization
• ANSI----American National Standards Institute
• UCL-----UPPER CONTROL LIMIT
• LCL------LOWER CONTROL LIMIY
• JIT------JUST-IN-TIME
• TPM----Total Productive Maintenance
WDDBA Sec-2 3
4. 2.1 Definition of MUDA
• MUDA is a Japanese word meaning Wasteful Activity which use
resources, time or cost without adding value.
• anything unnecessary in operation that affects the quality of the
product/service, productivity, delivery time and also production cost.
MUDA can be eliminated immediately.
WDDBA Sec-2 4
5. Types of MUDA
MUDA DISCRIPTION
1 Overproduction To produce things more than necessary in terms of type, time, and
volume. It is called “the worst kind of Muda” since it hides all the other
wastes.
2 Inventory The situation where items such as raw materials, work in process and
finished goods are stagnant or which are not having value added to them.
Some are located in the warehouses, and others are in-process inventory.
3 Motion These are non-value adding movements or more than necessary
movements of workers, equipment, and machines, such as looking for
goods, bending, stretching, walking, lifting, reaching etc.
4 Conveyance/Transportation Transport is moving materials from one position to another. The transport
itself adds no value to the product, so minimizing these costs is essential.
This means having one plant closer to another in the production chain, or
minimizing the costs of transportation using more efficient methods
WDDBA Sec-2 5
6. 5
Waiting/ Idle time Waiting refers to wasted time because of slowed or halted production in one
step of the production chain while a previous step is completed.
6
Defect making Defects refer to a product deviating from the standards of its design or from the
customer’s expectation. This includes defects, inspections for defects in-process,
and claims, rescheduling, and resource loss.
7
Over-Processing Over-processing refers to any component of the process of manufacture that is
unnecessary. Painting an area that will never be seen or adding features that will
not be used are examples of over-processing.
…Types of MUDA
WDDBA Sec-2 6
7. Concept of Planning
Planning is the most basic and primary function of management
Planning is the process of deciding when, what, when where and how to do a
certain activity before starting to work.
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8. 2.2 Visual Management Board/Kaizen Board
Kaizen Visual Management Boards are key visual communication tools that help
teams and organizations work harder to manage their continuous improvement
efforts. They will help you accelerate improvements, and make sure that all your
ideas flow and progress from to do to done'. Successfully implementing Visual
Management will come with a number of benefits including:
• Improve Productivity
• Impress Clients
• Reduce Waste
• Promote Values
• Raise Awareness
WDDBA Sec-2 8
10. 2.3 Tools and techniques to draw and analyze
situation of the work place
A workplace is a location where someone works for their employer, a place of
employment. Such a place can range from a home office to a large office building
or factory.
Plant Layout
Plant layout is a plan for effective utilization of facilities for the manufacture of
products; involving a most efficient and economical arrangement of machines,
materials, personnel, storage space and all supporting services, within available
floor space.
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11. Types of Plant Layout
• Product Layout (or Line Layout)
In this type of layout, all the machines are arranged in the sequence, as required to
produce a specific product. It is called line layout because machines are arrange in
a straight line. The raw materials are fed at one end and taken out as finished
product to the other end.
• Process Layout (or Functional Layout)
In this type of layout, all machines performing similar type of operations are
grouped at one location i.e. all lathes, milling machines etc. are grouped in the shop
and they will be clustered in like groups.
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12. …Types of Plant Layout
• Combination Layout
Generally a combination of the two basic layouts is employed; to derive the
advantages of both systems of layout. For example, refrigerator manufacturing uses
a combination layout.
• Fixed Position Layout
It is also called stationary layout. In this type of layout men, materials and machines
are brought to a product that remains in one place owing to its size. Ship-building,
air-craft manufacturing, heavy construction of bridges, buildings etc. are typical
examples of such layout
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13. Process flow diagram
A Process Flow Diagram (PFD) is a type of flowchart that illustrates the relationships
between major components at an industrial plant. It's most often used in chemical
engineering and process engineering, though its concepts are sometimes applied to
other processes as well. Depending on its use and content, it may also be called a
Process Flow Chart
• Flow sheet
• Block Flow Diagram
• Schematic Flow Diagram
• Macro Flowchart
• Top-down Flowchart
• Piping and Instrument Diagram
• System Diagram
WDDBA Sec-2 13
14. Process flow diagram symbols and elements
The most common PFD symbols in use today come from agencies such the International
Organization for Standardization (ISO 10628 – Flow Diagrams for Process Plants, General Rules),
the German Institute for Standardization (DIN) and the American National Standards Institute
(ANSI.) However, many companies use their own symbols, which are often similar but vary as
they become more detailed. A typical PFD for a single unit process will include these elements:
• Major equipment: Including names and ID numbers. Examples include compressors, mixers,
vessels, pumps, boilers and coolers.
• Process piping: Moves the product, usually fluids, between equipment pieces.
• Process flow direction
• Control valves and process-critical valves
• Major bypass and recirculation systems
• Operational data: Such as pressure, temperature, density, mass flow rate and mass-energy
balance. Values often will include minimum, normal and maximum.
• Composition of fluids
• Process stream names
• Connections with other systems WDDBA Sec-2 14
16. Tools and Equipment for Waste/Muda Identification
To identify waste/Muda, the following tools and equipment are used.
• Tape/Meter - is used to measure distances or lengths.
• Stop watch - is used to measure operation/processing or waiting/idling times.
• Photo Camera - may be necessary to take pictures, such as shop layout, for analysis.
• Video Camera - may be necessary to record video of each work element to study and identify
wastes, such as motion, processing, waiting, etc.
• Calculator - required to make arithmetic calculations.
WDDBA Sec-2 16
17. 2.4 Causes and effects of MUDA
Causes effects
1 Overproduction
• Large-lot production
• producing product in advance of
demand
• Overstaffing or too much equipment
• Anticipatory buying of parts and materials
• Occurrence of defects
• Increased inventory
• No flexibility in planning
2 Inventory
• Acceptance of inventory as normal
• Poor equipment lay out
• Long changeover times
• Anticipatory production
• Waste of space
• Expansion of working fund
• It ties up cash
WDDBA Sec-2 17
18. …Causes and effects of MUDA
Causes effects
3 motion
• Isolated operations
• Poor work layout
• Lack of training
• Increase in manpower
• Unstable operation
• Increases production time
4 Conveyance/Transportation
• Poor layout
• The conveyance systems is not assumed
• Waste of space
• Occurrence of scratches
• wastes time and energy
5 Waiting/ Idle time
• Poor equipment layout
• Large Lot-production
• Capacity imbalances
• Waste of manpower, time, & machines
• Poor workflow continuity
• Increase in the in-process inventory
WDDBA Sec-2 18
19. …Causes and effects of MUDA
Causes effects
6 Defect making
• No standard for inspection work
• Omission of standard operations
• Material handling and conveyance
• Increase in material cost
• Productivity deterioration
• Invite reworking costs
7 Over Processing
• Inadequate study of processes
• Incomplete standardization
• Materials are not studied
• Unnecessary processes
• Lower workability
• Can reduce life of components of machines
WDDBA Sec-2 19
20. 2.5 Statistical tools and techniques /Kaizen elements
There are seven basic tools
Cause and Effect Diagram
Cause and Effect Diagram is also known as Ishikawa Diagram and Fishbone Diagram. It
was developed by Kaoru Ishikawa in 1968.
• Used for identification of root-causes
• Key problem is represented as eye of the fish
• Root-causes are represented as bones and sub-bones of the fish
• 5M represents - Man, Machine, Material, Method, Mother Nature
• 1P represent - people
WDDBA Sec-2 20
22. Check Sheets
Check Sheets is one of the simplest tool that helps us standardize activities. It can be
used in any process and can be easily customized for use.
• Used for real time data collection
• A check sheet has marks as described in the figure
• The marks are divided in separate groups
• Mostly used to identify defects in a process
• Also used to standardize activities and as a reminder tool for effective planning
WDDBA Sec-2 22
24. Control Charts
Control Charts were developed by Walter A. Shewhart in 1920’s. It helps us to
understand whether the process is in statistical control.
• Used to track the performance of the metric in focus (Y)
• UCL and LCL are +/- 3σ(SIGMA) away from the mean
• When points fall outside control limits, process is not considered in statistical control
• Concepts of common cause and special cause variation are used
• Different control charts are used for different types of data
WDDBA Sec-2 24
26. Histogram
Histogram is also known as Frequency Plot. It was first developed by Karl Pearson.
• Used to identify the probability distribution of continuous data
• Can only be used for continuous data
• Resembles bar chart bar chart is created from count data histogram is create from
frequency
• Histogram requires limited statistical knowledge
WDDBA Sec-2 26
28. Pareto Charts
Pareto Charts were developed by Vilfredo Pareto. They are based on 80:20rule where
80% causes are due to 20% problems.
• Helps identify and quantify top root-causes from trivial many
• Is used for discrete data
• Requires data collation (defects, errors, count data, etc.)
• Easy to understand graphical representation allows users to easily infer results
• Helps in immediate notification of the results
WDDBA Sec-2 28
30. Scatter Diagram
Scatter Diagram or Scatterplots were developed by Francis Galton to identify the
relationship between two continuous variables.
• Helps understand the extent of relationship between two variables
• Is used for continuous data only
• Requires data collation (for both Xand Y variables)
• Easy to understand graphical representation allows users to easily infer results
• Data can be positively or negatively correlated. No correlation also exists
WDDBA Sec-2 30
32. Stratification
Stratification is bifurcation of data into meaningful groups. Most widely used
stratification tool is run chart.
• Helps understand whether data is stable?
• Is used for continuous data only
• Identifies if data has clusters, mixtures, trends or oscillations
• Resembles to a line chart
• Data is collected and plotted overtime (time scale is used as X-axis)
• Centre line is always the“median”of the data set
WDDBA Sec-2 32
34. 2.6 Relevant procedures for wastes/MUDA
Identification
Benefits of identifying MUDA To the company
• Cutting(WEST LE WEST) the hidden costs of production-It is estimated that 80
percent of production activities and associated costs are non-value-added, or waste.
When factories begin to focus on identifying and eliminating waste, the impact on
the bottom line is astronomical.
• Increased customer satisfaction- Customer satisfaction rises as a direct result of
implementing lean production. When waste is eliminated from production,
deliveries occur on time and product quality goes up.
WDDBA Sec-2 34
35. To Shop floor workers
• Increased job satisfaction- No longer will you spend hours looking for missing tools,
waiting for materials to arrive, walking around piles of inventory, lifting and setting
down heavy parts or tools, working in unsafe conditions and all the other things you
have to do that are not essential to your job. The frustrating non-value-added
aspects of your job will disappear and what you are trained to do and enjoy doing
will be the major part of how you spend your time.
• Contributing to improvement (MESHASHAL)- Your ideas about how to improve your
job will be listened to and you will participate in taking the frustration out of the
work place. Part of your job will be to find root causes and to create solutions that
last. You will not have to make short-term fixes or live with someone else’s short-
term fixes that no longer solves the problems you face.
WDDBA Sec-2 35
36. Plan and procedure for Waste/Muda
Identification
• It is not easy to find waste when you look at the production line or the warehouse or
an operation. If you have never been involved in improvement activities you will find
it even harder to discover waste that may be right in front of you.
The steps to effective waste identification are
• Make waste visible
Waste can be made visible in several ways such as:
A. Shop layout analysis
B. Process flow analysis
C. Take photos/video
WDDBA Sec-2 36
37. A. Shop layout analysis and Process flow analysis
There are several tools you can use to analyze current conditions of shop layout and
process flow quickly and effectively.
• The Arrow Diagram:-focuses on the flow of goods to discover waste (Arrow
diagrams have recently been renamed value stream maps).
creating an arrow diagram to get a good understanding of your production process and
to see where the waste exists in your workplace.
WDDBA Sec-2 37
38. The factors to be identified in arrow diagram are
Analysis factors Symbols Description Amount of waste
Retention When the work-in-process
flow is stopped (for other
than conveyance,
processing, or inspection)
Large
Conveyance When the work-in-process is
moved from one place to
another
Large
Processing When the work-in-process is
changed physically or
chemically for added value
There may be some waste in
the process
Inspection When goods are inspected
for conformance to quality
and dimensional standards
Large
WDDBA Sec-2 38
39. Steps for creating arrow diagram
• Understand the purpose
• Select the product to be analyzed
• Prepare a factory layout diagram
• Make the arrow diagram
WDDBA Sec-2 39
40. • Summary Chart of Flow Analysis
Summary Chart of Flow Analysis: - Now that you have done an arrow
diagram, write up a Summary Chart of Flow Analysis. Count the symbols
you used on the arrow diagram to show totals for the number of retention
and conveyance and inspection points. Also note the total amount of
goods retained and the total conveyance distance. Keep track of changes
after improvements are made using the same chart to compare. With
these tools in hand, brainstorm improvement ideas. In brainstorming, you
must let ideas flow freely.
WDDBA Sec-2 40
42. • The Operations Analysis Table
The Operations Analysis Table:-The Operations Analysis Table focuses on
people’s actions. not everything you do adds value. Operations analysis
tables help you identify the waste in your own operations.
WDDBA Sec-2 42
44. Steps for creating The Operations Analysis Table
• Fill in the table on the factory floor
• Look for detail
• Now identify the waste
• Set an improvement goal
• Eliminate waste
WDDBA Sec-2 44
45. • The Standard Operation Combination Chart
The Standard Operation Combination Chart:-Standard operations are a
critical aspect of lean production. In order to create standard operations,
current conditions must be understood and waste must be eliminated
from all aspects of the process. A Standard Operation Combination Chart
focuses on the relationship of people, goods and machines.
WDDBA Sec-2 45
46. • The Workshop Checklist for Major Waste Finding
The Workshop Checklist for Major Waste Finding allows you to identify – in a more general
way – the seven types of waste in a work area.
WDDBA Sec-2 46
47. Steps for creating Workshop Checklist for Major Waste Finding
• Choose several processes or work areas and look for wast
o find the major forms of waste at each process.
o Note the magnitude of each waste
• Rank the improvements that are needed
• Choose the first process to be improved from the workshop checklist.
• Brainstorm improvement ideas and then carry out them
Magnitude of west
0—no west found
1---very little west found
2---some west found
3---a lot of west found
WDDBA Sec-2 47
48. • Taking photos/Video
Taking photos/Video: - Taking photos and videos and analyzing are also
valuable techniques to find waste.
B. Be conscious of the waste: -When something is denied as waste, it also
cannot be stopped.
C. Be accountable for the waste: -When one refuses to accept
responsibility for the waste, then he/she will not eliminate it.
D. Measure the magnitude of the waste: -When the waste is not
measured, people may think it is small or insignificant and therefore will
not be motivated to stop it. What is not measured is not improved.
Appreciate its size and magnitude.
WDDBA Sec-2 48
49. Work element
The distinct steps required to complete one cycle at a workstation; the smallest increment of work that can be moved to another
operator. Breaking work into its elements helps to identify and eliminate waste that is hidden within an operator’s cycle. The
elements can be distributed in relation to take time to create continuous flow. For instance, in the Operator Balance Chart
illustration the small vertical boxes represent work elements.
Measure Travel distance
The 'travel distance' is measured by way of the shortest route which if: there is fixed seating or other fixed obstructions, is
along the center line of the seat ways and gangways; it includes a stair, is along the pitch line on the Centre line of travel.
5S
5S is a workplace organization method that uses a list of five Japanese words: seiri "sort" , seiton "set in order",seisō
"shine",seiketsu "standardize" and shitsuke "sustain". The list describes how to organize a work space for efficiency
and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
The decision-making process usually comes from a dialogue about standardization, which builds understanding among
employees of how they should do the work. WDDBA Sec-2 49
50. • Layout improvement
The Challenge - Our client struggled with delivering on time.
The Solution- We decided to implement a ‘cellularization plan’ so that all steps where
completed in sequence in the same area.
The Result Central aisle way implemented and visual management improved, Bottleneck
management implemented to improve on time delivery
To improve layout we use the follow technique:
A. Brainstorming
is a situation where a group of people meet to generate new ideas and solutions around a
specific domain of interest by removing inhibitions. People are able to think more freely and
they suggest as many spontaneous new ideas as possible.
B. Andon
is a lean manufacturing term referring to a system that notifies management, maintenance,
and other workers of a quality or process problem.
WDDBA Sec-2 50
51. C. U-line
U-shaped production line can be described as a special type of cellular manufacturing used in
just-in-time (JIT) and Lean Manufacturing. Machines are arranged around a U-shaped line, in
the order in which production operations are performed. Operators work inside the U-line.
One operator supervises both the entrance and the exit of the line. In the U-line, tasks are
organized into stations that can cross from one side of the line to the other.
D. Multi-process handling & Multi-skilled operators
When a machine operator is doing tasks for multiple processes sequentially, and this is
contributing the flow of material, it is called multi-process handling.
E. Cell production line
Cell production is a form of mass production that divides work into teams known as cells.
Each cell is managed to achieve goals such as quality, efficiency and waste reduction.
WDDBA Sec-2 51
52. F. TPM (Total Productive Maintenance)
is started as a method of physical asset management focused on maintaining and improving manufacturing
machinery, in order to reduce the operating cost to an organization.
The eight pillars of TPM are mostly focused on proactive and preventive techniques for improving equipment
reliability:
• Autonomous Maintenance - Operators who use all of their senses to help identify causes for losses
• Focused Improvement - Scientific approach to problem solving to eliminate losses from the factory
• Planned Maintenance - Professional maintenance activities performed by trained mechanics and engineers
• Quality management - Scientific and statistical approach to identifying defects and eliminating the cause of
them
• Early/equipment management - Scientific introduction of equipment and design concepts that eliminate
losses and make it easier to make defect free production efficiently.
• Education and Training - Support to continuous improvement of knowledge of all workers and
management
• Administrative & office TPM - Using TPM tools to improve all the support aspects of a manufacturing plant
including production scheduling, materials management and information flow, As well as increasing moral
of individuals and offering awards to well deserving employees for increasing their morals.
• Safety Health Environmental condition's
WDDBA Sec-2 52