Role of supervisour
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The document discusses the role and responsibilities of a supervisor in a manufacturing environment. Key points include: 1) A supervisor's role is to observe the overall production process, set daily production schedules, identify waste ("muda") and ways to eliminate it, and ensure standard operations are followed. 2) Supervisors should go to the workplace at all times, guide subordinates, and take a broad perspective to judge the entire workplace. 3) Methods for supervisors to identify waste include visual controls, following standard work routines and sheets, and clarifying operation areas to control processes.
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This document provides an introduction to project management concepts. It discusses what constitutes a project and factors that lead to project success or failure. Project management is defined as applying skills, tools, and techniques to meet stakeholder needs and expectations. Key aspects of project management covered include the project lifecycle, standards such as PMBOK and PRINCE2, and methodologies like waterfall, agile, and scrum. The roles and responsibilities of the project manager are also outlined.
Operation standard .pptx
This document provides an introduction to operation standards and time studies. It defines operation standards as rules and guidelines for work activities that define quality acceptance criteria. Operation standards consist of takt time, the sequence of tasks, and standardized stock levels. They are documented in standard work sheets that are posted at workstations. Time studies are used to measure the duration of tasks in order to establish standard times and identify areas for improvement. The document emphasizes that standards are not static but should continuously evolve through kaizen. Maintaining operation standards promotes efficiency, quality, and teamwork.
5S Priciples TQM-Total Quality management
A quality circle is a small group of volunteers from the same department who meet regularly to address quality issues. The objectives are to improve quality, productivity, communication and motivate employees. A quality circle has a steering committee, coordinators, facilitators, circle leaders and members who meet to identify and solve work problems. Implementing quality circles can benefit employees through increased job satisfaction, self-development and improved relationships.
Agile for Business
Agile is often utilised for software development, however its values, principles and practices are highly transferable to the world of business.
Présentation scrum
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum is used to manage complex projects and deliver working software every 30 days based on customer priorities.
- It uses self-organizing cross-functional teams, 30-day sprints, daily stand-ups, product backlogs and burndown charts.
- Roles include the product owner who manages the product backlog, the development team who do the work, and the Scrum master who facilitates the process.
- Success requires defining what "done" means, monitoring progress through burndown charts, and focusing the product backlog on delivering business value.
Présentation scrum
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum is used to manage complex projects and deliver working software every 30 days based on customer priorities.
- It uses an empirical process with 3 roles, time-boxed iterations ("sprints"), and artifacts like a prioritized backlog to maximize transparency and adaptation.
- A self-organizing team works to complete items in the sprint backlog by the end of each sprint according to their definition of "done." The product owner sets priorities in the product backlog and accepts completed increments.
Basics of Lean manufacturing by Zeeshan Syed
Basic awareness of Lean Manufacturing or Toyota Production System.
Most profitable companies use this Business system to sustain effective economic performance such as Toyota & GE.
Author is a Certified Lean Professional.
MBO & MBE.ppt
Management by Objectives (MBO) is a strategic approach to enhance the performance of an organization.
It is a process where the goals of the organization are defined and conveyed by the management to the members of the organization with the intention to achieve each objective.
Management by exception is a business management strategy that states that managers and supervisors should examine, investigate and develop solutions for only those issues where there is a deviation from
set standards,
norms,
business practices,
or any other financial goals like profits deviation, quality issues, infrastructure issues, etc. instead of examining and dealing with each routine business activities.
Controlling (2)
The document discusses different types of control based on the elements controlled and stage of control. It describes strategic control which evaluates strategy and operational control which evaluates organizational performance. It also discusses feedforward, concurrent, and feedback control based on when control is exercised. Management by exception and total quality management are also summarized, focusing on only monitoring deviations from plans, continuous improvement, and satisfying customer expectations.
Process Management by Jan Mohammed.pptx
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
Three Ways to Transition From “Fire Fighting” Mode to Boost Gains
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
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What i es do iie iab v2
Industrial engineers work to improve processes, products, and systems. They focus on areas like project management, manufacturing, supply chain management, productivity, quality, and more. Some of their key roles include developing project plans, ensuring manufacturability, managing resources, conducting quality audits, developing strategic plans, and managing change. Industrial engineers use techniques like lean manufacturing, simulation, statistical analysis, and six sigma to solve problems in many different industries.
Weld material
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Six sigma
The document discusses Six Sigma, which is a highly disciplined process used by GE to develop and deliver near-perfect products and services. It aims to eliminate defects in processes and get as close to zero defects as possible. GE began focusing on quality in the 1980s with programs like Work-Out that broke down bureaucracy, and now Six Sigma is embedded in their culture and how they work. Key aspects of Six Sigma include focusing on critical quality attributes from the customer's perspective, reducing process variation, and training employees.
Spi link
The document provides an introduction to Six Sigma and its application to software engineering. It defines Six Sigma as a multi-dimensional, data-driven approach to improving processes, reducing defects and costs, and increasing customer satisfaction and profits. The key dimensions of Six Sigma discussed are philosophy, process, goal, objectives, organization, methodology and tools. It describes the DMAIC and DMADV methodologies for completing Six Sigma projects to solve problems and design processes.
6 Sigma - Chapter3
This document discusses data, variation, and process capability. It defines two types of data: continuous data which can be measured, and discrete data which can only be observed and counted. It also explains how to measure the location and spread of data using statistics like the mean, median, mode, standard deviation, and range. The document distinguishes between chance variation from random causes and assignable variation from non-random causes. It states that a process is considered statistically controlled when it only exhibits chance variation. Finally, it defines process capability as representing a process's best performance when under statistical control, and describes different indices used to measure potential capability and demonstrated excellence.
6 Sigma - Chapter2
This chapter discusses processes and process analysis methods. It defines a process as a combination used to produce a product or deliver a service. Key characteristics are the most important features to customers. Six Sigma methodology collects data on processes to identify variations and key characteristics in order to improve processes and reduce defects.
6 Sigma - Chapter1
Six Sigma is a statistical concept that aims for near perfect production processes. It seeks to reduce defects to 3.4 per million opportunities by focusing on eliminating errors from processes. The chapter introduces Six Sigma and its objectives of driving towards zero defects across all business operations to improve customer satisfaction and reduce costs. It distinguishes Six Sigma from other strategies by focusing on process improvement over outcomes to repeatedly produce high quality results.
6 Sigma - Chapter8
The document discusses the five phases of the Six Sigma Breakthrough Strategy: Plan, Assess, Evaluate, Enhance, and Control. It provides details on the steps and activities involved in each phase, such as identifying problems, measuring defects, analyzing data, developing and testing solutions, and monitoring ongoing performance. The strategy aims to improve processes and reduce defects by systematically addressing underlying causes of problems. An example case study describes how a company implemented these phases to reduce errors on vouchers.
6 Sigma - Chapter7
1. Six Sigma improvement efforts require contributions from Executive Leaders, Project Champions, Master Black Belts, Black Belts, and Green Belts, each with different defined roles.
2. Executive Leaders keep Six Sigma focused on business problems and strategic goals, while Project Champions translate goals to individual units.
3. Master Black Belts are technical leaders who train and support Black Belts, while Black Belts manage projects and drive teams to deliver results through the Six Sigma process. Green Belts support Black Belt teams.
6 Sigma - Chapter6
The document discusses the concept of Cost of Quality (COQ) and compares it to Six Sigma. COQ quantifies quality problems in monetary terms and identifies costs from prevention, appraisal, and failures. COQ assessment provides opportunities for companies to set an improvement tone, support quality processes, and identify and address root causes of poor quality. COQ analysis indicates where failures most contribute to costs and the processes that cause those failures can then be improved to reduce costs more than increasing prevention costs. Six Sigma aims to minimize defects while COQ expresses waste in financial terms.
6 Sigma - Chapter5
The document discusses implementing Six Sigma in service industries. It explains that while manufacturing processes directly measure outputs like thickness or width, service processes can also be quantified by measuring factors like call handling time or calls attended per day. A company's accounts department found errors in vouchers were a major customer complaint. Analyzing sample vouchers found a defect rate of 30,000 parts per million, equivalent to a 3.35 sigma level. To improve, the company would identify the most critical quality factors, find the root causes of defects, design solutions, implement them, and verify improvements through ongoing audits.
6 Sigma - Chapter4
The document defines Six Sigma and explains its statistical concepts. Six Sigma aims to reduce defects per million opportunities by improving process capability and accounting for potential process shifts. It defines a capable process as having variation within ±3 sigma of the mean, capturing 99.73% of items. While most processes naturally vary within ±3 sigma, Six Sigma processes are designed such that this variation is only half the tolerance range. This allows achieving less than 3.4 defects per million opportunities. It also notes that processes may deviate from their centered position by up to 1.5 sigma, so Six Sigma accounts for this potential shift.
Pattern production
Pattern production is a production scheduling method where a fixed sequence of parts is produced. It has two basic principles: fixed time variable quantity, where production time is fixed but quantity may vary, and fixed quantity variable time, where quantity is fixed but production time may vary. Pattern production is necessary when capacity constraints exist that prevent meeting customer demand without it, such as when capacity is okay without changeovers but not with changeovers. Benefits include effective resource utilization, elimination of daily planning and unplanned overtime, and minimized production variation.
smed
This document discusses techniques for reducing changeover times when manufacturing different products or product variants. It introduces the concepts of SMED (Single Minute Exchange of Die), quick changeovers, and breaking changeover operations into internal and external components. The key techniques proposed include observing and video recording current changeover processes, analyzing to identify ways to externalize setup steps, and establishing goals and competitions to continuously reduce changeover times.
Methods of kaizen
This document discusses production methods and the concept of Kaizen or continuous improvement. It describes different production methods like job production, flow production, and batch production and factors to consider when choosing a method. These include the type of product, scale of production, and factor costs. The document also discusses how the layout and design of production can influence efficiency, output, costs and quality. It introduces the Japanese concept of Kaizen, which focuses on gradual, continuous improvement involving everyone in the organization and clear long-term vision. Quality assurance methods like Six Sigma also aim to eliminate defects through a data-driven approach and process improvement.
Dfmea rating
The document provides tables for rating the severity, occurrence, and detection of potential failures in Failure Mode and Effects Analysis (FMEA). The severity table ranks effects from hazardous without warning to none. The occurrence table ranks likelihood of failures from very high (>100/1000 items) to remote (<0.01/1000 items). The detection table ranks likelihood of detection from absolute uncertainty to error-proofed design. The tables provide guidance for numerically scoring these factors in FMEA.
Qip
This document provides an agenda for a supplier day meeting between Magna Donnelly and DaimlerChrysler. The agenda includes presentations on the voice of the customer from DaimlerChrysler, quality metrics and improvements at the Lowell plant, and Magna Donnelly's supply base expectations. It also includes time for questions and closing remarks. Supporting documents provide additional details on quality improvement plans, processes, and strategies being implemented at the Lowell plant to address quality issues, including fast response, control of non-conforming product, risk reduction, standardized operator training, and lessons learned.
Rodebaugh sixsigma[1]
The document discusses a case study evaluating the measurement system for a key quality variable (CTQ1) at W.R. Grace. A measurement systems analysis was conducted across four sites measuring CTQ1. The results showed high measurement variation compared to process variation, with an overall %GRR of 94.3. While some sites had acceptable P/T ratios and variation, the overall system lacked discrimination. Improving the measurement system accuracy and precision could help reduce hidden factory costs and further process improvements.
Tqm
Total Quality Management (TQM) focuses on satisfying both internal and external customers through continuous improvement involving everyone in an organization. It emphasizes management commitment, customer requirements, quality tools and techniques, and teamwork across all levels. The four pillars of TQM are satisfying customers, establishing robust systems and processes, developing people's skills, and using improvement tools.
Tpm+basics
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
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تتميز هذهِ الملزمة بعِدة مُميزات :
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Role of supervisour
- 2. 69 Supervisor Job One of the improvement parts of supervisor is the activities for improvement to reduce man hour. Technique to find MUDA Depend on ability to leading /foreman To observe worker/production line with flexible spirit and without any prejudice from original point of view Role of Supervisor Observe overall operations of connected Must know overall production process Processing with control by sight Set up TACT TIME daily based on production schedule. More improvement Pinpoint ‘MUDA’ & eliminate it Patience & Effort Wasteful overproduction? Are parts aligned and in order Are standard operations set up? A. Role of supervisor 1 1 2 2 3 5 4
- 3. 70 Supervisor Job (Contd.) Safety Job Leadership Human RelationsTechnical Knowledge Improvement
- 4. 71 Aims of Supervisor 1. To go and see the workplace at all time 2. To control and guide your subordinate well 3. To judge on the whole workplace from a broader perspective 4. Supervisor Should be the almighty. “KAIZEN IS NOT LIMITED AND CONTINUED FOREVER!!”
- 5. 72 “Why Kaizen is Required” Obstacle The most modern ideaTo do things • Easier • Rightly • Rapidly • Cheaper • Safely
- 6. 73 Some Methods to see Waste
- 7. 74 Visual Control Find out Futility Do Not Light To be Carefull with work Warning Lamp To Rewrite again and again Standard work sheet Kanban Crazy Production Futility To Decrease Number of Kanban 1 2 3 4
- 8. 75 5 ‘S’ 1S 2S 3S Possible to Judge Situation in workshop from outside It is very important To keep workshop Neat and tidy Neat and tidy
- 9. 76 Standard B C D EA It is possible for supervisor to observe many process Due to hung standard working sheet understand Cycle Time Job Order Standard Number Standard Work Warning Lamp Kanban
- 10. 77 Clarify Operation Areas Obstacle and disorder against forwarding process and proceeding process Obey standard work Due to clear operation areas, it is possible to control by sight. Judge MUDA Clearly Hide MUDA 1 2 3
- 11. 78 Standard Routine (The time and order of jobs, including in-process transport of parts, set-up and removal from machine.) 1. Use of both Hand 2. Position of Feet 3. Hanging of Equipment Make clear and standardize
- 12. 79 Exercise for 3M Hospital Bed Assembly Line