The document discusses Lean Manufacturing, which focuses on reducing waste. It was first developed by Henry Ford and later introduced as a formal concept by Toyota. Lean aims to create continuous workflow, use pull systems, reduce batch sizes and inventories, eliminate waste, and instill continuous improvement. Implementing Lean can provide benefits like improved productivity, quality, safety, and space utilization. It is implemented in three stages - data collection, analysis and solution development, and implementation.
The document provides an overview of Total Productive Maintenance (TPM). It discusses that TPM is a holistic approach to equipment maintenance that aims for perfect production through collaboration between management, operators, and maintenance. The document outlines the 8 pillars of TPM which include techniques like autonomous maintenance, planned maintenance, quality maintenance, and training. It also discusses metrics like overall equipment effectiveness and defines terms like mean time between failures. Overall, the document serves as an introduction to TPM concepts, techniques, and implementation.
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
OEE (Overall Equipment Effectiveness) is a metric used to measure manufacturing process effectiveness by considering availability, performance, and quality. It aims for zero losses through continuous improvement, teamwork, and data-driven decision making. OEE is calculated by multiplying availability (percentage of scheduled time the machine is operating), performance (percentage of potential output achieved), and quality (percentage of good products). Key losses include unused time, planned downtime, breakdowns, speed losses, and defective products. All manufacturing departments should be involved in regular OEE measurement and efforts to increase effectiveness.
The document outlines a 12-step process for implementing Total Productive Maintenance (TPM) in an organization. The steps are: 1) establish a TPM policy and obtain management support; 2) form a cross-functional TPM committee; 3) provide education and training to develop understanding of TPM; 4) develop a detailed TPM implementation plan with timelines and metrics; 5) launch autonomous maintenance activities to empower operators; 6) launch planned maintenance activities; 7) introduce quality maintenance activities to improve performance; 8) introduce focused improvement activities to eliminate losses; 9) provide ongoing education and training; 10) establish TPM administration systems; 11) integrate safety, health and environmental considerations; and 12) implement metrics
Takt time refers to the desired time to provide service to one customer based on available operating time and customer demand. Cycle time is the actual time it takes to provide service. An outpatient clinic example shows takt time calculation and how cycle and takt times are used to determine if a production line can meet customer demand and identify bottlenecks. Line balancing aims to redistribute work to match cycle times to the takt time through work balancing.
The ultimate guide and hidden secrets of OEE. The presentation include how you can utilize OEE to improve productivity, eliminate wastes and increase performance.
Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.
Presentation contents:
1. OEE calculation to find the improvement opportunities.
2. Relation between wastes and profitability.
3. Review of OEE as a TPM module.
4. OEE metrics - Measurement, Analysis & Improvement.
5. OEE Analysis Process.
6. Following Toyota Way of solving problems.
The document discusses Lean Manufacturing, which focuses on reducing waste. It was first developed by Henry Ford and later introduced as a formal concept by Toyota. Lean aims to create continuous workflow, use pull systems, reduce batch sizes and inventories, eliminate waste, and instill continuous improvement. Implementing Lean can provide benefits like improved productivity, quality, safety, and space utilization. It is implemented in three stages - data collection, analysis and solution development, and implementation.
The document provides an overview of Total Productive Maintenance (TPM). It discusses that TPM is a holistic approach to equipment maintenance that aims for perfect production through collaboration between management, operators, and maintenance. The document outlines the 8 pillars of TPM which include techniques like autonomous maintenance, planned maintenance, quality maintenance, and training. It also discusses metrics like overall equipment effectiveness and defines terms like mean time between failures. Overall, the document serves as an introduction to TPM concepts, techniques, and implementation.
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
OEE (Overall Equipment Effectiveness) is a metric used to measure manufacturing process effectiveness by considering availability, performance, and quality. It aims for zero losses through continuous improvement, teamwork, and data-driven decision making. OEE is calculated by multiplying availability (percentage of scheduled time the machine is operating), performance (percentage of potential output achieved), and quality (percentage of good products). Key losses include unused time, planned downtime, breakdowns, speed losses, and defective products. All manufacturing departments should be involved in regular OEE measurement and efforts to increase effectiveness.
The document outlines a 12-step process for implementing Total Productive Maintenance (TPM) in an organization. The steps are: 1) establish a TPM policy and obtain management support; 2) form a cross-functional TPM committee; 3) provide education and training to develop understanding of TPM; 4) develop a detailed TPM implementation plan with timelines and metrics; 5) launch autonomous maintenance activities to empower operators; 6) launch planned maintenance activities; 7) introduce quality maintenance activities to improve performance; 8) introduce focused improvement activities to eliminate losses; 9) provide ongoing education and training; 10) establish TPM administration systems; 11) integrate safety, health and environmental considerations; and 12) implement metrics
Takt time refers to the desired time to provide service to one customer based on available operating time and customer demand. Cycle time is the actual time it takes to provide service. An outpatient clinic example shows takt time calculation and how cycle and takt times are used to determine if a production line can meet customer demand and identify bottlenecks. Line balancing aims to redistribute work to match cycle times to the takt time through work balancing.
The ultimate guide and hidden secrets of OEE. The presentation include how you can utilize OEE to improve productivity, eliminate wastes and increase performance.
Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.
Presentation contents:
1. OEE calculation to find the improvement opportunities.
2. Relation between wastes and profitability.
3. Review of OEE as a TPM module.
4. OEE metrics - Measurement, Analysis & Improvement.
5. OEE Analysis Process.
6. Following Toyota Way of solving problems.
This document provides an overview of lean manufacturing. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement by flowing product to meet customer pull. The document outlines several lean principles including specifying value from the customer perspective; identifying all value-adding steps; making those steps flow smoothly; producing only to customer orders; and striving for perfection by removing waste. It also defines the seven original "mudas" or wastes as transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The goal of lean is to maximize value flow by eliminating waste, variability, and overburden.
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.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
This document discusses equipment maintenance and total productive maintenance (TPM). It outlines the aims of equipment maintenance as keeping equipment ready for productive operation and defines failure as when equipment loses its prescribed function. It then lists common symptoms of failure-prone workplaces and ways to prevent failures through conducting preventive maintenance like routine cleaning, lubrication, and inspection. The document also discusses implementing preventive maintenance to minimize erratic failure intervals, extend equipment life, and predict failures. Finally, it introduces TPM, explaining that as machines become more advanced, products are made by equipment so failures cannot be allowed, and all departments must work together to properly maintain equipment through TPM's 12 step deployment program.
The document describes a simulation to teach the 5 steps of SMED (Single Minute Exchange of Dies). The simulation uses a simple machine with wood components to change dies. It involves at least 3 participants who take on roles like operator, quality controller, and material handler. The goal is to time die changes across iterations and identify improvements. The 5 steps of SMED - measuring the actual situation, separating internal and external events, converting internal to external events, reducing internal events, and reducing external events - are applied.
Total Productive Maintenance (TPM) is a lean tool that involves employees in maintaining equipment to improve production through reduced breakdowns and defects. TPM takes a holistic approach to maintenance through a team-based process. The objectives of TPM are to maximize production effectiveness and organize the shop floor to prevent losses. The eight pillars of TPM include autonomous maintenance, planned maintenance, quality maintenance, and training and education. Implementing TPM benefits companies by increasing equipment uptime and plant capacity while lowering costs.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
16 big losses for manufacturing and servicesVishy Chandra
This presentation will provide information on what the 16 Big Losses are. The module will also introduce to a first-time connect of the 16 Big Losses to a service context.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
This document outlines an agenda for a SET-UP Reduction Workshop. The workshop aims to teach techniques for reducing set-up times through applying Single Minute Exchange of Dies (SMED) methodology. The agenda covers why SMED is important, defining relevant terms, analyzing current set-up operations, separating internal and external tasks, using checklists and function checks, improving transport, and taking action to reduce set-up times. The workshop provides information on SMED concepts and guides participants through exercises to analyze their processes and identify opportunities to standardize, parallelize, and streamline set-up tasks.
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Lean manufacturing is a process that focuses on minimizing waste and maximizing productivity. It utilizes various tools such as 5S, andon systems, bottleneck analysis, continuous flow, gemba walks, heijunka leveling, and just-in-time production to improve efficiency and quality. Some key aspects of lean include identifying and eliminating muda (waste), using tools like value stream mapping and standard work, and implementing a culture of continuous improvement through kaizen events and PDCA cycles. The overall goal is to optimize operations and align production with customer demand.
This is, I am sure, the best presentation about the SMED method. It supports our training course on SMED. For more information call us on: (+351)936.000.079
Best regards,
João Paulo Pinto.
www.cltservices.net
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM, describes its origins in quality management techniques, and outlines its eight pillars including autonomous maintenance, planned maintenance, and equipment improvement. The document explains how to implement a TPM program over multiple steps, from establishing goals to training personnel. It concludes by noting the benefits of TPM such as increased equipment productivity and reduced costs.
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
This document provides an overview of lean manufacturing. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement by flowing product to meet customer pull. The document outlines several lean principles including specifying value from the customer perspective; identifying all value-adding steps; making those steps flow smoothly; producing only to customer orders; and striving for perfection by removing waste. It also defines the seven original "mudas" or wastes as transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The goal of lean is to maximize value flow by eliminating waste, variability, and overburden.
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.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
This document discusses equipment maintenance and total productive maintenance (TPM). It outlines the aims of equipment maintenance as keeping equipment ready for productive operation and defines failure as when equipment loses its prescribed function. It then lists common symptoms of failure-prone workplaces and ways to prevent failures through conducting preventive maintenance like routine cleaning, lubrication, and inspection. The document also discusses implementing preventive maintenance to minimize erratic failure intervals, extend equipment life, and predict failures. Finally, it introduces TPM, explaining that as machines become more advanced, products are made by equipment so failures cannot be allowed, and all departments must work together to properly maintain equipment through TPM's 12 step deployment program.
The document describes a simulation to teach the 5 steps of SMED (Single Minute Exchange of Dies). The simulation uses a simple machine with wood components to change dies. It involves at least 3 participants who take on roles like operator, quality controller, and material handler. The goal is to time die changes across iterations and identify improvements. The 5 steps of SMED - measuring the actual situation, separating internal and external events, converting internal to external events, reducing internal events, and reducing external events - are applied.
Total Productive Maintenance (TPM) is a lean tool that involves employees in maintaining equipment to improve production through reduced breakdowns and defects. TPM takes a holistic approach to maintenance through a team-based process. The objectives of TPM are to maximize production effectiveness and organize the shop floor to prevent losses. The eight pillars of TPM include autonomous maintenance, planned maintenance, quality maintenance, and training and education. Implementing TPM benefits companies by increasing equipment uptime and plant capacity while lowering costs.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
16 big losses for manufacturing and servicesVishy Chandra
This presentation will provide information on what the 16 Big Losses are. The module will also introduce to a first-time connect of the 16 Big Losses to a service context.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
This document outlines an agenda for a SET-UP Reduction Workshop. The workshop aims to teach techniques for reducing set-up times through applying Single Minute Exchange of Dies (SMED) methodology. The agenda covers why SMED is important, defining relevant terms, analyzing current set-up operations, separating internal and external tasks, using checklists and function checks, improving transport, and taking action to reduce set-up times. The workshop provides information on SMED concepts and guides participants through exercises to analyze their processes and identify opportunities to standardize, parallelize, and streamline set-up tasks.
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Lean manufacturing is a process that focuses on minimizing waste and maximizing productivity. It utilizes various tools such as 5S, andon systems, bottleneck analysis, continuous flow, gemba walks, heijunka leveling, and just-in-time production to improve efficiency and quality. Some key aspects of lean include identifying and eliminating muda (waste), using tools like value stream mapping and standard work, and implementing a culture of continuous improvement through kaizen events and PDCA cycles. The overall goal is to optimize operations and align production with customer demand.
This is, I am sure, the best presentation about the SMED method. It supports our training course on SMED. For more information call us on: (+351)936.000.079
Best regards,
João Paulo Pinto.
www.cltservices.net
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM, describes its origins in quality management techniques, and outlines its eight pillars including autonomous maintenance, planned maintenance, and equipment improvement. The document explains how to implement a TPM program over multiple steps, from establishing goals to training personnel. It concludes by noting the benefits of TPM such as increased equipment productivity and reduced costs.
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
خارطة الطريق والمبادئ التوجيهية لإصدار
واقرار اللوائح الخضراء في دولة الكويت.
Roadmap and Guidelines
to decide and issue
the Green Regulations in Kuwait State.
استحدثت منهجية الموازنة الصفرية إنطلاقاً من السعي الدائم للهيئات الحكومية والمؤسسات لزيادة فاعلية التشغيل عن طريق إيجاد سبل لتخفيض تكاليف التشغيل مع المحافظة على نفس مستوى الأداء أوزيادته. وقد بدأ استخدام المنهجية الموازنة الصفرية في سيتنيات القرن العشرين في بعض إدارات الحكومة الأمريكية و تبنته بعد ذلك بعض المؤسسات الغير هادفة للربح وبعض المؤسسات التجارية.
تعرف على دورة عمل برنامج التصنيع من منظومة برامج حسابات أكفليكس (1).pdfEgypt
تعتمد دورة عمل برنامج التصنيع أكفليكس على الموضوعية والبساطة إذ يقدم برنامج التصنيع دورة عمل نموذجية يمكن تطبيقها على أى شركة تصنيع بما يعطى البرنامج المزيد من المرونة فى تصميمه حسب طبيعة العمل بكل شركة ، ويحتوى البرنامج على ثلاث قوائم رئيسية وهى قائمة الاعدادات – قائمة الانتاج – قائمة التقارير ولكن قبل عرض هذه القوائم لابد من التعرف على كيفية انشاء وتكويد المواد الخام والمنتجات النهائية بالبرنامج و سوف تناول واحد من أهم الانشطة الانتاجية وهو نشاط تصنيع الاجهزة الكهربائية ( مصنع تليفزيونات ).
Types of Production Optimization Strategies
أنواع استراتيجيات تعظيم الإنتاج
Production Optimization Strategies are based on the Corporate strategy, its resources and its products characteristics The following are three main Types:
تنبثق استراتيجات تعظيم الإنتاج من الاستراتيجية العامة للشركة وطبيعة مواردها ومنتجاتها وفيما لي ثلاثة من أهم هذه الاستراتيجيات
Optimizing sales &and operation planning by ms solverSamir ALI
The document discusses Sales and Operations Planning (S&OP), which translates a company's strategic business plan into production rates to meet goals. It outlines a 4-phase S&OP process: 1) Choosing a strategy (e.g. level or chase production); 2) Defining requirements, capacities and costs; 3) Developing alternative plans and costs; 4) Evaluating plans' impact. The summary focuses on maximizing production quantity within minimum and maximum inventory days of supply as the first S&OP principle. Graphs show production plans chasing demand forecasts within inventory range boundaries over 12 months.
25. OEE والتنمية اإلدارة مركز 25
موقعنا راجع االنترنت على العلمية المراجع بعض
www.mdcegypt.com
• Metrics and Techniques for Achieving World Class, Production and
Maintenance PDF
By Brian Heble, PE, (OEE & TEEP: Total Effectiveness Equipment Performance), Honeywell
XCEED, Business Unit News, p2
• Understanding Overall Equipment Effectiveness (OEE), then advancing to
Total Effective Equipment Productivity (TEEP).
Source: downtimecentral.com
• Unleashing the Power of OEE Source:Maintenance Technology Online
• OEE: Overall Equipment Effectiveness
Source: Maintenance World