Lean manufacturing is a systematic method for eliminating waste within the manufacturing process. It aims to maximize customer value and minimize waste. Some key tools of lean manufacturing include 5S, continuous flow, just-in-time production, kaizen, value stream mapping, total productive maintenance, and standard work. The ultimate goal of lean is to produce only what is needed, when it is needed, and in the amount needed to eliminate waste and reduce costs.
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.
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.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
Lean - PPT (Lean manufacturing and six sigma)Blankdevil
Lean manufacturing is a methodology that focuses on minimizing waste within manufacturing systems while simultaneously maximizing productivity. Waste is seen as anything that customers do not believe adds value and are not willing to pay for. Some of the benefits of lean manufacturing can include reduced lead times, reduced operating costs and improved product quality.
Lean manufacturing, also known as lean production, or lean, is a practice that organizations from numerous fields can enable. Some well-known companies that use lean include Toyota, Intel, John Deere and Nike. The approach is based on the Toyota Production System and is still used by that company, as well as myriad others. Companies that use enterprise resource planning (ERP) can also benefit from using a lean production system.
Lean manufacturing is based on a number of specific principles, such as Kaizen, or continuous improvement.
Lean manufacturing was introduced to the Western world via the 1990 publication of The Machine That Changed the World, which was based on an MIT study into the future of the automobile detailed by Toyota's lean production system. Since that time, lean principles have profoundly influenced manufacturing concepts throughout the world, as well as industries outside of manufacturing, including healthcare, software development and service industries.
5 principles of lean manufacturing
A widely referenced book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, which was published in 1996, laid out five principles of lean, which many in the field reference as core principles. Value is created by the producer, but it is defined by the customer. Companies need to understand the value the customer places on their products and services, which, in turn, can help them determine how much money the customer is willing to pay.
The company must strive to eliminate waste and cost from its business processes so that the customer's optimal price can be achieved -- at the highest profit to the company.
2. Map the value stream. This principle involves recording and analyzing the flow of information or materials required to produce a specific product or service with the intent of identifying waste and methods of improvement. Value stream mapping encompasses the product's entire lifecycle, from raw materials through to disposal.
Companies must examine each stage of the cycle for waste. Anything that does not add value must be eliminated. Lean thinking recommends supply chain alignment as part of this effort.
3. Create flow. Eliminate functional barriers and identify ways to improve lead time. This aids in ensuring the processes are smooth from the time an order is received through to delivery. Flow is critical to the elimination of waste. Lean manufacturing relies on preventing interruptions in the production process and enabling a harmonized and integrated set of processes in which activities move in a constant stream.ean manufacturing requires a rel
NUMERICAL SIMULATIONS OF HEAT AND MASS TRANSFER IN CONDENSING HEAT EXCHANGERS...ssuser7dcef0
Power plants release a large amount of water vapor into the
atmosphere through the stack. The flue gas can be a potential
source for obtaining much needed cooling water for a power
plant. If a power plant could recover and reuse a portion of this
moisture, it could reduce its total cooling water intake
requirement. One of the most practical way to recover water
from flue gas is to use a condensing heat exchanger. The power
plant could also recover latent heat due to condensation as well
as sensible heat due to lowering the flue gas exit temperature.
Additionally, harmful acids released from the stack can be
reduced in a condensing heat exchanger by acid condensation. reduced in a condensing heat exchanger by acid condensation.
Condensation of vapors in flue gas is a complicated
phenomenon since heat and mass transfer of water vapor and
various acids simultaneously occur in the presence of noncondensable
gases such as nitrogen and oxygen. Design of a
condenser depends on the knowledge and understanding of the
heat and mass transfer processes. A computer program for
numerical simulations of water (H2O) and sulfuric acid (H2SO4)
condensation in a flue gas condensing heat exchanger was
developed using MATLAB. Governing equations based on
mass and energy balances for the system were derived to
predict variables such as flue gas exit temperature, cooling
water outlet temperature, mole fraction and condensation rates
of water and sulfuric acid vapors. The equations were solved
using an iterative solution technique with calculations of heat
and mass transfer coefficients and physical properties.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
TOP 10 B TECH COLLEGES IN JAIPUR 2024.pptxnikitacareer3
Looking for the best engineering colleges in Jaipur for 2024?
Check out our list of the top 10 B.Tech colleges to help you make the right choice for your future career!
1) MNIT
2) MANIPAL UNIV
3) LNMIIT
4) NIMS UNIV
5) JECRC
6) VIVEKANANDA GLOBAL UNIV
7) BIT JAIPUR
8) APEX UNIV
9) AMITY UNIV.
10) JNU
TO KNOW MORE ABOUT COLLEGES, FEES AND PLACEMENT, WATCH THE FULL VIDEO GIVEN BELOW ON "TOP 10 B TECH COLLEGES IN JAIPUR"
https://www.youtube.com/watch?v=vSNje0MBh7g
VISIT CAREER MANTRA PORTAL TO KNOW MORE ABOUT COLLEGES/UNIVERSITITES in Jaipur:
https://careermantra.net/colleges/3378/Jaipur/b-tech
Get all the information you need to plan your next steps in your medical career with Career Mantra!
https://careermantra.net/
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
2. Lean Manufacturing
TYPES OF ACTIVITY/WORK
.VALUE ADDED - For which customer pays and necessary.
E.g.-Actual Operation (Riveting, Bending)
.NON VALUE ADDED - For which customer doesn’t pay but
needed.
E.g.-Inspection , WIP
.WASTE – Does not needed.
E.g.- Defects, Delays, Manpower Idle
4. Lean Manufacturing
Definition of Lean-Manufacturing
-Systematic Elimination of Waste
-Reduction of “FAT” From Production Activities
-Half the Hours of Human Efforts
-Half the Factory Space for same Output
- A Tenth or Less of In Process Inventories
“LEAN IS… A mindset, or way of thinking, with a commitment
to achieve a totally waste-free operation that’s focused on
your customer’s success
6. Lean Manufacturing
Tools of Lean-Manufacturing
12- Muda ( Waste)
13- OEE ( Over All Equipment Effectiveness)
14- PDCA
15- Poke-Yoke
16- Root Cause Analysis
17- SMED
18- Six Big Losses
19- Standardized Work
20- TAKT Time
21- TPM
22- Value Stream Mapping
8. Lean Manufacturing
1- 5 ‘S’
Organize the work area:
Sort (eliminate that which is not needed)
Set In Order (organize remaining items)
Shine (clean and inspect work area)
Standardize (write standards for above)
Sustain (regularly apply the standards)
9. Lean Manufacturing
2- Andon
Visual feedback system for the plant floor that
indicates production status, alerts when assistance is
needed, and empowers operators to stop the
production process.
11. Lean Manufacturing
3 -Bottleneck Analysis
Identify which part of the manufacturing process
limits the overall throughput and improve the
performance of that part of the Process
13. Lean Manufacturing
4 – Continuous Flow
Manufacturing where work-in-process smoothly
flows through production with minimal (or no)
buffers between steps of the manufacturing
process.
15. Lean Manufacturing
5 – Gemba
A philosophy that reminds us to get out of our
offices and spend time on the plant floor – the
place where real action occurs
16. Lean Manufacturing
6 – Heijunka
A form of production scheduling that purposely
manufactures in much smaller batches by
sequencing (mixing) product variants within the
same process.
19. Lean Manufacturing
7 – Jidoka
Design equipment to partially automate the
manufacturing process (partial automation is
typically much less expensive than full
automation) and to automatically stop when
defects are detected.
21. Lean Manufacturing
8 – JIT (Just In Time )
Pull parts through production based on customer
demand instead of pushing parts through production
based on projected demand. Depends on many lean
tools, such as Continuous Flow, Heijunka, Kanban,
Standardized Work and Takt Time.
Produce and convey what customers want,
when they want in exactly the amount they want.
23. Lean Manufacturing
9 – Kaizen
A strategy where employees work together
proactively to achieve regular, incremental
improvements in the manufacturing process.
Kai + Zen = Better + Change
24. Before KAIZEN After KAIZEN
Operator was putting scrap of wire on table and scrap of
wire were spreaded on table
A hole is made on table for putting scrap and A red bin is
placed for collecting scrap part
Kaizen Area : 1- Productivity 2- Quality 3- Work Standardization
4- 5’S’ 5- Safety 6- Customer satisfaction
Example of Kaizen
Operation/
Machine
Kaizen Theme Counter Measure Benefits
KAIZEN Diagram
Deptt: Mfg Shop/Area: Punto Acctuator Line/Station: Line no-3 Date: 02-01-14
Format No : F020S062/00
Crimping of wire
with terminal
5’S’ A hole is made on
table
5’S’ improved
25. Lean Manufacturing
10 – Kan-Ban
A method of regulating the flow of goods both
within the factory and with outside suppliers and
customers. Based on automatic replenishment
through signal cards that indicate when more
goods are needed.
28. Lean Manufacturing
11 – KPI ( Key Performance Index )
Metrics designed to track and encourage progress
towards critical goals of the organization. Strongly
promoted KPIs can be extremely powerful drivers of
behavior – so it is important to carefully select KPIs
that will drive desired Behavior
29. Lean Manufacturing
12 – Muda(Waste)
Anything in the manufacturing process that does not
add value from the customer’s perspective
32. Lean Manufacturing
12 C – Muda(Waste)
There are seven type of Wastage-
1- Transportation
2- Inventory
3- Motion
4- Waiting
5- Over Production
6- Over Processing
7- Defects
These are also known as “TIM WOOD”
33. Lean Manufacturing
13 – OEE (Over All Equipment Effectiveness)
Framework for measuring productivity loss for a
given manufacturing process. Three categories
of loss are tracked:
Availability (e.g. down time)
Performance (e.g. slow cycles)
Quality (e.g. rejects)
34. Lean Manufacturing
13 – OEE (Over All Equipment Effectiveness)
Framework for measuring productivity loss for a
given manufacturing process. Three categories
of loss are tracked:
Availability (e.g. down time)
Performance (e.g. slow cycles)
Quality (e.g. rejects)
35. Lean Manufacturing
13 A – Example for Calculating OEE
OEE= Availability x Quality x Productivity
Availability-
Total Time Available =450 Minutes
Time Loss due to Any Reasons = 50 Minutes
Total Time Utilized = 400 Minutes
Availability %Age = 400/450
= 88.9 %
Quality-
Total Part Produced = 1200 Pcs
Rejection Part = 10 Pcs
OK Parts Produced = 1190 Pcs
Quality %Age = 1190/1200
= 99.2%
36. Lean Manufacturing
13 A – Example for Calculating OEE
Productivity-
Total Time Utilized =400 Minutes
Part produced in Target Time = 1200 Pcs
Actual Part Produced = 1150 Pcs
Productivity %Age = 1150/1200
= 95.8 %
OEE = 88.9 x 99.2 x 88.9/1000000
= 845019/1000000
= 0.845
=84.5%
37. Lean Manufacturing
14 – PDCA (Plan,Do,Check & Action)
An iterative methodology for implementing
improvements:
Plan (establish plan and expected results)
Do (implement plan)
Check (verify expected results achieved)
Act (review and assess; do it again)
39. Lean Manufacturing
15 – Poke Yoke
Design error detection and prevention into production
processes with the goal of achieving zero defects.
40. Lean Manufacturing
15 A – Poke Yoke
Types of Poke Yoke
1-Detection Poke Yoke
2-Prevention Poke Yoke
Based on Theory that-
1-Don’t accept NG Part
2-Don’t produce NG Part
3-Don’t pass the NG Part
41. Lean Manufacturing
16 – Root Cause Analysis
A problem solving methodology that focuses on
resolving the underlying problem instead of applying
quick fixes that only treat immediate symptoms of the
problem. A common approach is to ask why five times
– each time moving a step closer to discovering the
true underlying Problem
42. Lean Manufacturing
17 – SMED ( Single Minute Exchange Die)
Reduce setup (changeover) time to less than 10
minutes. Techniques include:
-Convert setup steps to be external
(performed while the process is running)
-Simplify internal setup (e.g. replace bolts
with knobs and levers)
-Eliminate non-essential operations
Create standardized work instructions
43. Lean Manufacturing
18 – Six Big Losses
Six categories of productivity loss that are almost universally
experienced in manufacturing:
Breakdowns
Setup/Adjustments
Small Stops
Reduced Speed
Startup Rejects
Production Rejects
44. Lean Manufacturing
19 – Standardized Work
Documented procedures for manufacturing that
capture best practices (including the time to complete
each task). Must be “living” documentation that is
easy to change.
46. Lean Manufacturing
20 – Takt Time
The pace of production (e.g. manufacturing one piece
every 34 seconds) that aligns production with
customer demand. Calculated as Planned Production
Time / Customer Demand.
49. Lean Manufacturing
21 – TPM
A holistic approach to maintenance that focuses
on proactive and preventative maintenance to
maximize the operational time of equipment.
TPM blurs the distinction between maintenance
and production by placing a strong emphasis on
empowering operators to help maintain their
equipment.
50. Lean Manufacturing
21 – TPM
TPM in three words:
T Total • Overall efficiency.
• Total production system.
• Participation of all employees.
P Productive • Zero defect.
• No trouble in operation.
• Safety.
M Maintenance • Longer life cycle of production
system.
52. Lean Manufacturing
22 – Value Stream Mapping
A tool used to visually map the flow of production.
Shows the current and future state of processes in a
way that highlights opportunities for improvement
54. Lean Manufacturing
23 – Smart Goals
Goals that are: Specific, Measurable, Attainable,
Relevant, and Time-Specific.
55. Lean Manufacturing
24- Hoshin Kanri
Align the goals of the company (Strategy), with
the plans of middle management (Tactics) and
the work performed on the plant floor (Action).
56. Lean Manufacturing
25- Visual Factory
Visual indicators, displays and controls used
throughout manufacturing plants to improve
communication of information.