Production costs, waste and SKUs are something that affect anyone in the packaging industry. Linx Printing Technology shows you how operational efficiency in packaging production lines can be improved through the use of direct coding technology.
Reducing Production costs, SKUs & Waste Through Efficient Coding & Marking Te...PT Asia Limited
www.ptasia.biz | Reducing production costs, stock keeping units and waste through efficient processes can also be captured in the more common terminology of Overall Equipment Effectiveness or (O.E.E.)
Coding systems are changing to better support lean manufacturing principles of minimizing waste. New coding technologies can reduce various types of waste like waiting time, defects, overproduction, and unnecessary processes. Examples show that digital coding solutions allow for quicker product changeovers, less downtime, fewer mistakes, and increased flexibility. These improvements help manufacturers respond faster to customers, improve quality, lower costs, and boost productivity by eliminating various causes of inefficiency. Evaluating one's current coding system and how new solutions could reduce waste throughout the production process may provide opportunities to gain benefits from leaner operations.
Coding systems are changing to better support lean manufacturing principles of minimizing waste. New coding technologies can reduce various types of waste like waiting time, defects, overproduction, and unnecessary processes. Examples show that digital coding solutions allow for quicker product changeovers, less downtime, fewer mistakes, and increased flexibility. These new coding approaches help manufacturers respond faster to customers, improve quality, lower costs, and boost productivity by eliminating various causes of inefficiency. Companies are encouraged to evaluate how updated coding equipment could help eliminate waste across their entire production process and better support lean goals.
This document provides an overview of the operations of Bayonne Packaging, a small growing job shop manufacturing company. It describes their production process, which begins with design and quoting and involves composition, sheeting, printing, die cutting, folding and gluing. It notes several key problems Bayonne is facing: 20% of orders are now late compared to 5% previously, 6% of products are defective, and profits are down 7.2%. The Heidelberg press is operating at over 100% capacity utilization and is a bottleneck. Recommendations are provided to improve speed, dependability, cost and flexibility metrics through measures like reducing rush orders, implementing ERP, and incentivizing bulk orders.
This document discusses applying Lean and Quality Risk Management (QRM) thinking to significantly reduce production lead times. It provides examples of companies that reduced lead times by 50-90% through these approaches. The document advocates organizing for speed by focusing on time rather than efficiency, using cross-trained cell-based teams with ownership of entire processes. It also discusses using variability as a strategic advantage rather than a burden, and making time the primary performance indicator and decision driver. The goal is to deliver customer orders faster than competitors can even make a quote.
The document discusses pull systems and how they work. It defines pull systems as methods for controlling the flow of resources by replacing only what has been consumed. It contrasts this with push systems, which provide resources based on forecasts. It provides examples of how pull signals like cards or containers can be used to trigger the replenishment of consumed materials.
The internship was at Banswara Garments in Daman, which manufactures jackets and trousers. Key responsibilities included ensuring quality control at each stage of production from raw materials to finished garments. Tasks involved monitoring worker performance, conducting quality meetings, analyzing defects, and calculating metrics like defects per hundred units (DHU) and fabric shrinkage. Maintaining quality required adhering to technical specifications, sampling, and inspecting at cutting, sewing, and finishing stages. The internship provided valuable experience in quality control processes and an understanding of factors that impact production efficiency.
Reducing Production costs, SKUs & Waste Through Efficient Coding & Marking Te...PT Asia Limited
www.ptasia.biz | Reducing production costs, stock keeping units and waste through efficient processes can also be captured in the more common terminology of Overall Equipment Effectiveness or (O.E.E.)
Coding systems are changing to better support lean manufacturing principles of minimizing waste. New coding technologies can reduce various types of waste like waiting time, defects, overproduction, and unnecessary processes. Examples show that digital coding solutions allow for quicker product changeovers, less downtime, fewer mistakes, and increased flexibility. These improvements help manufacturers respond faster to customers, improve quality, lower costs, and boost productivity by eliminating various causes of inefficiency. Evaluating one's current coding system and how new solutions could reduce waste throughout the production process may provide opportunities to gain benefits from leaner operations.
Coding systems are changing to better support lean manufacturing principles of minimizing waste. New coding technologies can reduce various types of waste like waiting time, defects, overproduction, and unnecessary processes. Examples show that digital coding solutions allow for quicker product changeovers, less downtime, fewer mistakes, and increased flexibility. These new coding approaches help manufacturers respond faster to customers, improve quality, lower costs, and boost productivity by eliminating various causes of inefficiency. Companies are encouraged to evaluate how updated coding equipment could help eliminate waste across their entire production process and better support lean goals.
This document provides an overview of the operations of Bayonne Packaging, a small growing job shop manufacturing company. It describes their production process, which begins with design and quoting and involves composition, sheeting, printing, die cutting, folding and gluing. It notes several key problems Bayonne is facing: 20% of orders are now late compared to 5% previously, 6% of products are defective, and profits are down 7.2%. The Heidelberg press is operating at over 100% capacity utilization and is a bottleneck. Recommendations are provided to improve speed, dependability, cost and flexibility metrics through measures like reducing rush orders, implementing ERP, and incentivizing bulk orders.
This document discusses applying Lean and Quality Risk Management (QRM) thinking to significantly reduce production lead times. It provides examples of companies that reduced lead times by 50-90% through these approaches. The document advocates organizing for speed by focusing on time rather than efficiency, using cross-trained cell-based teams with ownership of entire processes. It also discusses using variability as a strategic advantage rather than a burden, and making time the primary performance indicator and decision driver. The goal is to deliver customer orders faster than competitors can even make a quote.
The document discusses pull systems and how they work. It defines pull systems as methods for controlling the flow of resources by replacing only what has been consumed. It contrasts this with push systems, which provide resources based on forecasts. It provides examples of how pull signals like cards or containers can be used to trigger the replenishment of consumed materials.
The internship was at Banswara Garments in Daman, which manufactures jackets and trousers. Key responsibilities included ensuring quality control at each stage of production from raw materials to finished garments. Tasks involved monitoring worker performance, conducting quality meetings, analyzing defects, and calculating metrics like defects per hundred units (DHU) and fabric shrinkage. Maintaining quality required adhering to technical specifications, sampling, and inspecting at cutting, sewing, and finishing stages. The internship provided valuable experience in quality control processes and an understanding of factors that impact production efficiency.
Just-in-Time (JIT) and Lean production aim to eliminate waste by producing only what is needed, when it is needed. Key elements of JIT include pull production systems using Kanban cards, small lot sizes, quick changeovers, and quality control at the source. JIT seeks to reduce inventory levels and lead times through continuous improvement efforts like Kaizen and total productive maintenance. The benefits of JIT include reduced costs, improved quality, and increased flexibility and productivity.
Real lean transition case for a clothing company english daha-iyisini-yapabil...Utkan Uluçay, MSc., CDDP
The document outlines a company's process to reduce inventory levels and lead times by redesigning their production process. A task team conducted an analysis which showed high inventory levels and long lead times. They proposed improvements like reducing the number of production steps, decreasing movement between operations, and implementing a flow line system. This led to lower inventory levels and manufacturing time, increased flexibility, and higher profits. The changes established a more efficient customer-focused manufacturing process.
Modern production management tools discussed include JIT, Kanban, Kaizen, ISO, and Poka Yoke. JIT aims to minimize waste through just-in-time production that pulls materials as needed. Kanban uses visual signals like cards to control production flow. Kaizen focuses on continuous improvement. ISO standards help ensure quality. Poka Yoke uses mistake-proofing devices. Key aspects of each tool are outlined, such as how Kanban cards signal production needs and the benefits of ISO certification.
Bayonne Packaging is experiencing operational issues in several key areas:
- Dependability is poor, with 20% of orders late in October 2011 compared to a target of 5%.
- Quality is also an issue, with 6% of products found defective internally and 1% rejected by customers due to gluing problems.
- Costs are up, with a net loss of 7.2% in October 2011 and cost of goods sold reaching 90.7% of net sales that month.
- The Heidelberg printing press, running at 100.29% capacity utilization, is the bottleneck in the production process, limiting overall throughput and speed.
- Lack of an integrated ERP system
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
1. A dividend payout ratio is a measure of operations efficiency used by Wall Street.
2. An activity-system map diagrams how a company's strategy is delivered to customers through activities that make up a project.
3. Output divided by all inputs, including labor, capital and energy, is a total measure of productivity.
4. A self-service approach to service design has customers take a greater role in producing the service.
5. A group technology layout groups similar equipment or functions together.
The document discusses Kanban, a tool for visually managing workflow. It describes key Kanban concepts like establishing minimum/maximum levels, continuous flow, in-process supermarkets, FIFO lanes, and signals to control workflow. The benefits of Kanban include reduced queues, handoffs and waste to improve throughput, reduce stress and increase job satisfaction.
This document summarizes a presentation about the 1000 Series Continuous Ink Jet Printers from KEP. It discusses key topics like maintenance, ease of use, integration, code quality and efficiency. Specific models are highlighted, like the Videojet 1520 and 1620. Features are summarized, including the Cleanflow print head, automated functions, plug-and-play modules, extended maintenance intervals, simple operation, flexible integration, consistent print quality, wide range of inks, and a smart cartridge system. Benefits to customers are outlined such as reduced downtime and maintenance costs. Contact information is provided at the end.
Asd Auto Apply Label Presentation 1 19 09ajamie_balent
WS Packaging Group is a leading provider of labeling solutions, with 18 facilities across the US and Mexico. They discuss common labeling problems customers face like incorrectly labeled products and high labor costs. Their solutions include automatic label applicators that accurately place labels to increase efficiency and reduce costs compared to manual labeling. Benefits of automation include increased production speeds and accuracy, reduced labor costs, and improved inventory management.
Precast Plant Quality System Documentation Setsjlines
This document is a basic quality manual specifically designed for precast concrete plants. This can be used as a blueprint for plants to design their quality system.
The document discusses various process improvement services offered by Materials Info, including lean manufacturing, six sigma, change management, quality systems, and process improvement. It provides examples of specific tools and methodologies used, such as 5S, value stream mapping, standard work, and kaizen. It also lists common pain points experienced by customers, such as high rejection rates, low yields, and high costs, and describes Materials Info's solutions to address these issues through methods like root cause analysis, process optimization, and early supplier involvement.
Lean warehousing increases efficiency by monitoring critical KPIs related to lead time, storage space, workforce, and inventory levels. This allows for better decision-making to reduce lead times, ensure on-time replenishments, and respond quickly to supply and demand changes. The warehouse is also monitored to optimize labor requirements and overall productivity. Consultancy services are provided to implement these practices and minimize waste.
Mark Fermenick has over 25 years of experience in consumer packaging and food production. He has held roles such as plant manager, facilities manager, superintendent, and technical QA manager. He has extensive experience leading teams and driving process improvements through Lean Six Sigma methods. Fermenick has a strong safety record, with over 900 days without an incident, and experience maintaining compliance with third-party certifications.
This document discusses strategies for businesses to reduce overhead costs associated with procurement processes. It recommends consolidating suppliers, standardizing products, and reducing inventory to minimize purchase orders, time spent on unplanned purchases, and total procurement costs. Specific tactics include leveraging volume discounts through consolidated buying power, gaining control over the purchasing process, and adopting workplace organization practices to limit wasted spending and increase efficiency. The document argues that implementing these initiatives can significantly improve productivity and reduce overhead costs for organizations.
Planned and Unplanned Presentation (1) [52859]Lore Guthrie
This document discusses strategies for businesses to reduce overhead costs associated with procurement processes. It recommends consolidating suppliers, standardizing products, and reducing inventory to minimize purchase orders, time spent, and total costs. Specific tactics include leveraging volume discounts, gaining supply chain visibility, and organizing workspaces to eliminate wasted time and money from unnecessary purchases. The goal is to improve productivity and efficiency through initiatives that streamline indirect material sourcing across an organization.
Through our Advanced Delivery
Programs, we strive to understand
our customers’ unique supply chain
requirements and develop delivery
programs designed to streamline
their procurement, inventory and
replenishment processes. All of our
customized delivery programs are
designed to be adaptable and scalable
to changing market demands and
production cycles.
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”.
DJC Corporation is a dominant supplier of electrical connectors in Japan. It operates the Kawasaki plant, considered one of the most efficient connector plants in the world. The plant utilizes highly automated processes, efficient layout and organization, rigorous quality control, and other best practices to achieve near 100% asset utilization, minimal waste, and high reliability. There are concerns that DJC may build a new US plant to enter the American market and threaten companies like American Connector Company.
This document summarizes a proposed solution to improve productivity at Siemens' Vadpe warehouse facility by reducing bottlenecks in the sorting and labeling process for imported materials. Currently this process takes too long due to manual sorting. The proposed solution uses barcode scanners and designated sorting stations to scan each item's barcode, match it to the correct bin location, and sort around 600 items per day much faster, reducing sorting time by 58%. Trials showed a 60-71% reduction in sorting time. Infrastructure like barcode scanners, display screens and sorting stations would need to be set up to implement the new automated sorting process.
The document discusses the "Golden Age of Hollywood" from the 1920s to 1948. It was a period where movie studios had complete vertical control over financing, producing, and distributing films. While this led to many commercially successful but formulaic movies, it also resulted in some true cinematic masterpieces. However, by 1948, factors like television and changes in anti-trust laws weakened the studio system and marked the end of the Golden Age.
The VPOD: Breakthrough Operational Efficiency Improvement For Data CentersCALIENT Technologies
CALIENT’s LightConnect™ Fabric is a new approach to improving server and storage utilization rates in data centers which represent 85% of the electronics cost and 70% of the energy consumption. It achieves this by allowing Pod resources to be flexibly shared and reassigned at the optical layer in response to the needs of workloads.
Just-in-Time (JIT) and Lean production aim to eliminate waste by producing only what is needed, when it is needed. Key elements of JIT include pull production systems using Kanban cards, small lot sizes, quick changeovers, and quality control at the source. JIT seeks to reduce inventory levels and lead times through continuous improvement efforts like Kaizen and total productive maintenance. The benefits of JIT include reduced costs, improved quality, and increased flexibility and productivity.
Real lean transition case for a clothing company english daha-iyisini-yapabil...Utkan Uluçay, MSc., CDDP
The document outlines a company's process to reduce inventory levels and lead times by redesigning their production process. A task team conducted an analysis which showed high inventory levels and long lead times. They proposed improvements like reducing the number of production steps, decreasing movement between operations, and implementing a flow line system. This led to lower inventory levels and manufacturing time, increased flexibility, and higher profits. The changes established a more efficient customer-focused manufacturing process.
Modern production management tools discussed include JIT, Kanban, Kaizen, ISO, and Poka Yoke. JIT aims to minimize waste through just-in-time production that pulls materials as needed. Kanban uses visual signals like cards to control production flow. Kaizen focuses on continuous improvement. ISO standards help ensure quality. Poka Yoke uses mistake-proofing devices. Key aspects of each tool are outlined, such as how Kanban cards signal production needs and the benefits of ISO certification.
Bayonne Packaging is experiencing operational issues in several key areas:
- Dependability is poor, with 20% of orders late in October 2011 compared to a target of 5%.
- Quality is also an issue, with 6% of products found defective internally and 1% rejected by customers due to gluing problems.
- Costs are up, with a net loss of 7.2% in October 2011 and cost of goods sold reaching 90.7% of net sales that month.
- The Heidelberg printing press, running at 100.29% capacity utilization, is the bottleneck in the production process, limiting overall throughput and speed.
- Lack of an integrated ERP system
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
1. A dividend payout ratio is a measure of operations efficiency used by Wall Street.
2. An activity-system map diagrams how a company's strategy is delivered to customers through activities that make up a project.
3. Output divided by all inputs, including labor, capital and energy, is a total measure of productivity.
4. A self-service approach to service design has customers take a greater role in producing the service.
5. A group technology layout groups similar equipment or functions together.
The document discusses Kanban, a tool for visually managing workflow. It describes key Kanban concepts like establishing minimum/maximum levels, continuous flow, in-process supermarkets, FIFO lanes, and signals to control workflow. The benefits of Kanban include reduced queues, handoffs and waste to improve throughput, reduce stress and increase job satisfaction.
This document summarizes a presentation about the 1000 Series Continuous Ink Jet Printers from KEP. It discusses key topics like maintenance, ease of use, integration, code quality and efficiency. Specific models are highlighted, like the Videojet 1520 and 1620. Features are summarized, including the Cleanflow print head, automated functions, plug-and-play modules, extended maintenance intervals, simple operation, flexible integration, consistent print quality, wide range of inks, and a smart cartridge system. Benefits to customers are outlined such as reduced downtime and maintenance costs. Contact information is provided at the end.
Asd Auto Apply Label Presentation 1 19 09ajamie_balent
WS Packaging Group is a leading provider of labeling solutions, with 18 facilities across the US and Mexico. They discuss common labeling problems customers face like incorrectly labeled products and high labor costs. Their solutions include automatic label applicators that accurately place labels to increase efficiency and reduce costs compared to manual labeling. Benefits of automation include increased production speeds and accuracy, reduced labor costs, and improved inventory management.
Precast Plant Quality System Documentation Setsjlines
This document is a basic quality manual specifically designed for precast concrete plants. This can be used as a blueprint for plants to design their quality system.
The document discusses various process improvement services offered by Materials Info, including lean manufacturing, six sigma, change management, quality systems, and process improvement. It provides examples of specific tools and methodologies used, such as 5S, value stream mapping, standard work, and kaizen. It also lists common pain points experienced by customers, such as high rejection rates, low yields, and high costs, and describes Materials Info's solutions to address these issues through methods like root cause analysis, process optimization, and early supplier involvement.
Lean warehousing increases efficiency by monitoring critical KPIs related to lead time, storage space, workforce, and inventory levels. This allows for better decision-making to reduce lead times, ensure on-time replenishments, and respond quickly to supply and demand changes. The warehouse is also monitored to optimize labor requirements and overall productivity. Consultancy services are provided to implement these practices and minimize waste.
Mark Fermenick has over 25 years of experience in consumer packaging and food production. He has held roles such as plant manager, facilities manager, superintendent, and technical QA manager. He has extensive experience leading teams and driving process improvements through Lean Six Sigma methods. Fermenick has a strong safety record, with over 900 days without an incident, and experience maintaining compliance with third-party certifications.
This document discusses strategies for businesses to reduce overhead costs associated with procurement processes. It recommends consolidating suppliers, standardizing products, and reducing inventory to minimize purchase orders, time spent on unplanned purchases, and total procurement costs. Specific tactics include leveraging volume discounts through consolidated buying power, gaining control over the purchasing process, and adopting workplace organization practices to limit wasted spending and increase efficiency. The document argues that implementing these initiatives can significantly improve productivity and reduce overhead costs for organizations.
Planned and Unplanned Presentation (1) [52859]Lore Guthrie
This document discusses strategies for businesses to reduce overhead costs associated with procurement processes. It recommends consolidating suppliers, standardizing products, and reducing inventory to minimize purchase orders, time spent, and total costs. Specific tactics include leveraging volume discounts, gaining supply chain visibility, and organizing workspaces to eliminate wasted time and money from unnecessary purchases. The goal is to improve productivity and efficiency through initiatives that streamline indirect material sourcing across an organization.
Through our Advanced Delivery
Programs, we strive to understand
our customers’ unique supply chain
requirements and develop delivery
programs designed to streamline
their procurement, inventory and
replenishment processes. All of our
customized delivery programs are
designed to be adaptable and scalable
to changing market demands and
production cycles.
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”.
DJC Corporation is a dominant supplier of electrical connectors in Japan. It operates the Kawasaki plant, considered one of the most efficient connector plants in the world. The plant utilizes highly automated processes, efficient layout and organization, rigorous quality control, and other best practices to achieve near 100% asset utilization, minimal waste, and high reliability. There are concerns that DJC may build a new US plant to enter the American market and threaten companies like American Connector Company.
This document summarizes a proposed solution to improve productivity at Siemens' Vadpe warehouse facility by reducing bottlenecks in the sorting and labeling process for imported materials. Currently this process takes too long due to manual sorting. The proposed solution uses barcode scanners and designated sorting stations to scan each item's barcode, match it to the correct bin location, and sort around 600 items per day much faster, reducing sorting time by 58%. Trials showed a 60-71% reduction in sorting time. Infrastructure like barcode scanners, display screens and sorting stations would need to be set up to implement the new automated sorting process.
The document discusses the "Golden Age of Hollywood" from the 1920s to 1948. It was a period where movie studios had complete vertical control over financing, producing, and distributing films. While this led to many commercially successful but formulaic movies, it also resulted in some true cinematic masterpieces. However, by 1948, factors like television and changes in anti-trust laws weakened the studio system and marked the end of the Golden Age.
The VPOD: Breakthrough Operational Efficiency Improvement For Data CentersCALIENT Technologies
CALIENT’s LightConnect™ Fabric is a new approach to improving server and storage utilization rates in data centers which represent 85% of the electronics cost and 70% of the energy consumption. It achieves this by allowing Pod resources to be flexibly shared and reassigned at the optical layer in response to the needs of workloads.
Major problems associated with product proliferation include higher production, inventory, and record-keeping costs; increased expenses associated with trade promotions and slotting fees; added consumer confusion and stress; and increased susceptibility to stockouts. This presentation describes how a firm can limit product proliferation without incurring reduced sales or lowering consumer loyalty. An effective product proliferation reduction program needs to be based on several principles: resisting the temptation of asking consumers if a greater assortment is required; classifying goods into consumer behavior-based tiers; using interfunctional product pruning teams; practicing mass customization, where appropriate; placing absolute limits on product choice; and implementing effective strategies for product pruning.
8 Ways To Reduce Cost - Industrail Inventory ManagementJohn Aiello
Reducing the cost of indirect inventory such as tools, supplies, PPE in manufacturing and processing industries through the use of automated inventory management and industrial vending systems.
This document provides an overview of Oracle's warehouse management solution. It describes Oracle's approach of delivering a unified information architecture and integrated suite of applications for managing warehouse operations. Key capabilities of Oracle's solution include built-in mobile and RF functionality, rules-driven processes, and tools to avoid customization and support a low-cost global deployment.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
Implementation of Business Process Reengineering in Thermax Ltd.Pramod Patil
Implementation of Business Process Reengineering in Thermax Ltd. to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed by the fundamental rethinking and radical redesign of business processes
Incremental improvements in OEE lead to additional uptime, increased capacity, better quality, lower costs, and the ability to grow without adding more machinery. OEE experts from TBM discuss three key areas of opportunity and what you can do now to move the needle and make a big impact.
Organizations exist to provide goods or services to society. Top organizations focus on core products that provide customer satisfaction rather than just physical goods. Goods and services selection involves constantly developing new products to generate substantial revenue and replace products with limited lifecycles. The product development process includes identifying customer and market needs, conducting feasibility studies, advancing the design, developing and engineering the product, evaluating and improving the product, and providing product use and support. Organizations must design operations and products in a way that achieves competitive advantage through differentiation, response to customer needs, or low cost.
LPC is a family owned printing company founded in 1898 that now operates in its fourth generation. They serve both domestic and international clients in various industries. LPC has expanded capacity by operating extended shifts and equipment to manage fluctuating demand. They have a wide range of pre-press, press, and bindery equipment and make ongoing investments to improve workflow and expand capabilities. LPC is committed to quality, sustainability, and adding value through services like design, reporting, and reviews. Their mission is to be the printer of choice by providing excellent quality, service, and competitive pricing to help customers succeed.
Building best in-class quality in footwear manufacturingTony Lopez
The document provides an overview of Tony Lopez's experience and strategies for building best-in-class quality in footwear manufacturing. It details his 28 years of experience in quality roles across various industries. As Director of Quality & Process Engineering at New Balance, his mission was to build a world-class quality mindset and continuous improvement culture. Key strategies included training programs to develop problem-solving skills, building quality awareness, and establishing metrics to drive data-driven improvements. Examples demonstrate focusing investigations on root causes rather than blame, and cross-functional collaboration to resolve complex issues.
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.
Om lect 02(r0-may08)_product decision and analysis_mms_bharti_siesvideoaakash15
This document discusses various classifications and strategies related to product development and production systems. It begins by classifying products as consumer or industrial, durable or non-durable, and convenience, shopping, or specialty. It then discusses classifying products based on customization level and standardization. Key aspects of product design and development processes are outlined. The document also discusses product life cycles, different production system types including job shop, flow line, and batch production, and how the optimal production system changes over the product life cycle from a process-focused to product-focused approach. Finally, it provides a product-process matrix mapping product characteristics to the most suitable production system type.
The document provides an overview of lean manufacturing principles through several sections:
1. It defines the different eras of manufacturing including craft production, mass production, and lean production pioneered by Toyota.
2. It compares the key aspects of craft, mass, and lean production methods.
3. It outlines the fundamentals of lean manufacturing including technology management, people management, and systems management.
4. It discusses tools used in lean implementation like value stream mapping, supermarkets, and pull systems.
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
The document discusses three main types of production methods: batch production, flow production, and job production. Batch production involves making groups of similar products on the same line, while flow production makes identical products continuously on an assembly line. Job production makes unique custom products one at a time for specific customers. The key advantages and disadvantages of each method are outlined. The most suitable production method depends on various factors like workforce skills, available finance and technology, business size, product, and production quantities and quality standards needed.
Why Generic Configurators dont work in the valve IndustrySanjeev Nadkarni
The document discusses Configurator Solutions, a company that develops sizing, selection, configuration, pricing, and quotation software for the flow control valve industry. It provides solutions for over 8000 users in 57 countries and 3 of the top 5 control valve companies use its software. The document outlines Configurator Solutions' implementation methodology, which involves analyzing product requirements, validating rules with the client, coding the solution using pre-built modules, deploying it globally, and providing ongoing support.
This document discusses product design and process selection. It begins by defining product design as determining the characteristics of a company's products, such as appearance, materials and performance standards. Reasons for redesign include market changes, costs and regulations. The main objectives of design are customer satisfaction and functional requirements. The product design process involves idea generation, screening, preliminary and final design. Issues in design addressed include concurrent engineering, standardization, mass customization, and environmentally friendly design. The document then defines process as activities that transform inputs into more valuable outputs. Process selection considers type of process, integration, flexibility and resources. Process types range from intermittent to continuous production.
This document discusses inventory management strategies like just-in-time and kanban. It defines inventory, inventory management, and common strategies. It also discusses how mismanagement can lead to financial and supply problems. Key terms are defined, like kanban cards and the kanban scheduling system. Implementation of strategies at companies like Toyota and Dell are summarized, noting how both effectively deliver products when needed through supply chain visibility and minimal inventory.
This document provides an overview of Lean Six Sigma and how it combines Lean Manufacturing and Six Sigma. Lean focuses on reducing waste and cycle times, while Six Sigma aims to reduce defects and variation. Together, Lean Six Sigma seeks to improve quality and processes by identifying and removing causes of defects and waste. It uses data-driven, statistical methods to solve problems and implement robust control plans for sustained improvements.
Standardization(work study & measurement)Nisarg Shah
Standardization involves developing and applying common standards for products, components, or procedures. This provides benefits such as improved communication, facilitation of trade by removing technical barriers, and technology transfer. Process standardization formalizes work rules and procedures to make activities transparent and uniform. Product standardization sets uniform characteristics for goods or services to allow competition while providing consistency for consumers. Both provide benefits like reduced costs, increased quality and cycle time improvements, while standardization also improves management and organizational flexibility.
Toyota is a leader in automobile manufacturing due to employing principles known as the "Toyota Way", which focus on continuous improvement, respect for people, and challenging partners to improve. The Toyota Way consists of 14 principles such as basing decisions on long-term philosophies, creating continuous process flow, using pull systems, and becoming a learning organization. Lean manufacturing aims to eliminate waste through simplifying processes, standardizing tasks, and improving quality. The seven types of waste include overproduction, waiting time, transportation, inventory, motion, overprocessing, and defects. Value stream mapping is used to visualize product flow and identify sources of waste in order to establish future improvements.
The document summarizes updates and improvements from various departments at a company. It discusses revising approved supplier lists and work instructions. It also covers new procedures for ISO and FSC standards, improvements implemented for an Estee Lauder project, and proposals to further improve load-up sheets, carton labels and client deliverables. New layouts were created for inspection reports, assembly first off reports, and a summary sheet. A new electrical tester was proposed, and enhancing the photography area and works instructions. Issues with card-backed graphics, unreleased parts, and internal reject notes were also addressed.
Introduction to Production Planning and control.PraveenManickam2
This document provides an introduction to production planning and control. It discusses key concepts like production planning determining resources needed for future production. Production control reviews progress and ensures plans are followed. The document outlines objectives of production planning like determining needed facilities and layout. It also describes different types of production systems and factors considered in production planning like volume, nature of operations, and relationships between planning and control phases.
This document provides an introduction and agenda for topics related to operations management, competitive strategy, competitive advantage, and time-based competition. It includes sections on the history of operations management, differences between manufacturing and service operations, operations management decisions at the strategic and tactical levels, and techniques for reducing cycle time such as just-in-time and kanban systems. The document emphasizes the importance of operations strategy and positioning the production system to meet market requirements through factors like cost, quality, and flexibility.
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Operational Efficiency Through Coding & Marking Technology
1. Reducing Production costs, SKUs & Waste
Through Efficient Coding & Marking Techniques
Jason Remnant – Linx Product Manager
2. Today’s challenges
Customer
Supply Chain
Functional
Code integrity
Durability
Internal Requirements
Content driven by:
Reliability
Consumer
Marketing
Legislation
Line Efficiency
Ease of process
Legislation
Regulatory
Waste targets
3. Overall Equipment Effectiveness
• Reducing production costs, stock keeping units and waste through
efficient processes can also be captured in the more common
terminology of Overall Equipment Effectiveness or (O.E.E.)
• The 3 most common categories of manufacturing productivity losses
are:
– Availability
– Performance
– Quality
• OEE combines these into one score that provides a complete
measure of manufacturing efficiency and effectiveness
4. Today’s challenges
• OEE’s six big losses:
–
–
–
–
–
–
Breakdowns
Setup and adjustments
Small stops
Reduced Speed
Startup rejects
Production rejects
All directly
impact
production
costs
5. Introducing ‘SureLiquids’ bottling plant
• The plant bottles fluids, packs, and applies product
identification
• One of the product
bottling lines produces
around 1500 boxes of
product a day
• 10+ types of different product
• 50+ types of different labels
6. SureLiquids – the team
Ben – Plant Manager
….And you guessed it…
It’s going to be a bad day!
Shaun – Operator
John – Operator
7. A possible day in SureLiquids bottling plant
• 08:00
– Ben, the plant manager arrives
and starts the equipment up
– Shaun checks the worksheet for
the day and selects the label stock
– He then customises the label
stock appropriately for the boxes
with thermal transfer label printer
8. A possible day in SureLiquids bottling plant
• 08:30
– The labels are passed through
to John in the warehouse
– John loads them into his label
dispenser
• 08:35
– Production begins and boxes
start to arrive in the warehouse
– John starts labelling his boxes
9. A possible day in SureLiquids bottling plant
• 10:35
– Ben identifies that two pallets have
been completed with the wrong
labels which is nearly 228 boxes
incorrectly labelled
• 10:40
– Mark has to get the mislabelled
product down from the rack
10. A possible day in SureLiquids bottling plant
• 10:40
– Ben gets Shaun to reprint another
228 labels
• 11:00
– John manually applies correct
labels over the old ones
• 11:30
– Ben and the team can get back to
normal production
11. A possible day in SureLiquids bottling plant
• 14:30
– Ben receives an urgent priority
order for a different fluid
– Ben pulls Shaun away to print
new labels
– Shaun goes off and collects new
label stock for the new product
and again uses the thermal
transfer label printer
• 15:05
– Ben is able to switch production
over to the new product
12. A possible day in SureLiquids bottling plant
• 17:35 Shutdown and cleanup
– 225m of label backing waste
– 32 labels from setup disposed of
– Team earned 1hr of O.T.
13. A possible day in SureLiquids bottling plant
• John’s end of day management
report
– 10 minutes of fork lift support
– 228 new labels printed
– 30 minutes of additional label
printing
– 1 man hour of manual re-labelling
14. SureLiquids Efficiency, Waste & SKUs
• SureLiquids clearly have opportunities for improving:
– Efficiency
– Waste reduction
– Stock keeping unit reduction
• Linx would propose that SureLiquids use a direct
printing solution, rather than label print and apply
solution.
• Label print compared to direct printing solutions for
boxes and cases…….
15. Label Print and Apply (LPA)
• Not a continuous technology,
adding consumables means
stopping printing:
– Requires replacement ribbons
– Requires label stock
• Thermal printer heads need
replacing:
– SureLiquids replace 4 per year
– £100’s per replacement
• To try and manage SKUs, multiple
languages were combined on the
label by using a small font;
• Print quality rapidly deteriorates
as thermal printer heads age
– Difficult for customer to read
16. Direct printing
• Can be a continuous technology,
adding consumables whilst
printing;
– Just add ink
• No printhead replacements:
– Little service & downtime
– Little associated costs
• Print quality can be maintained
automatically
• Product identification updated on an
as-required basis in seconds
• Print what you need when you
need it – minimise SKUs.
17. What about you?
• Have you or your company considered moving away
from a label print and apply product identification
process, to a direct print identification process?
–
–
–
–
–
Yes, we did it and get the benefits from the change
Yes, we did it but are not getting the benefits
Yes, but it’s not appropriate for us
No, we have not but may consider it in the future
No, we have no appropriate interest
• Please select your answer from the poll
18. Improving Efficiency, Reducing SKUs & Waste
• Reducing process complexity
– Direct print onto cases or boxes
• Direct printing
–
–
–
–
Removes labels
Removes label applicator
Reduces changeover times
Reduces waste
19. Improving Efficiency, Reducing SKUs & Waste
• Error-free coding
Scanning the product’s barcode selects the design format and/or printed
information from a database
No user input or selection required. Removes risk of typing errors, incorrect data
and look-up errors.
Can cross reference against production log to ensure all is correct
20. Improving Efficiency, Reducing SKUs & Waste
• Removing errors
Product name pulled
from database from
fluid reference
Barcodes linked to
other data fields and
change appropriately
Graphics/warning
logos automatically
chosen from
database and display
as appropriate
Warning text auto
filled appropriate to Associated additional
information updated
product
Use by date automatically
calculated with offset rule
21. Improving Efficiency, Reducing SKUs & Waste
• Reduce label SKUs
The text in this box is automatically
filled and appropriate for this product
and does not need to be squeezed in
to allow for different languages
This area may contain more text and so the message
can be lengthened in order to accept. It does not
require the need to shrink the font, making it still
readable for the customer. More words and text and
information that the other example
•Rapidly customise text upon demand
•Label size limits message content
•Direct print provides ability to enlarge the print area
•No requirement for different or excessive label sizes
•Clever printer software using message templates rather than multiple
message designs
22. Improving SureLiquids Efficiency
• Availability – downtime:
– Recovery from coding errors – diversion of resource
– Poor ability to react to sudden production demands or changes
– Label production is batch produced
• Performance – slow cycles:
– Manual label application bottle-necks process
– Thermal label printer non continuous technology
• Quality:
– Coding errors, waste labels, potential reject batches from
customer with potential fines
23. ‘6 big losses’ of LPA versus direct printing
Big Losses
Current
Optimised
Breakdown opportunities
Label printer, label
applicator
Direct printer only
Setup & adjustment
Manual, label content,
printing and positioning
Digitally adjust
Small stop causes
Label printer consumable None
changes, label changes
& operator breaks
Reduced speed
Manual process = 12
boxes/min maximum
Direct printer = 60 boxes
per minute maximum
Startup rejects
30 labels
None
Production rejects due to Potentially (228 boxes)
setup
None
24. How efficient are your coding & marking techniques?
• Linx has a wide range of direct, digital, coding and
marking solutions designed for reducing production
costs
• Please chat now or contact us if you would like to
know more about how and where direct printing might
be able to help your business
• Thank you for listening, please ask questions!