Cycle time is the duration of a single manufacturing operation from start to finish. It measures how long it takes to process one unit or a batch. Reducing cycle times improves productivity by minimizing inconsistencies in processes. An ERP system helps set realistic cycle times for scheduling and collects data to analyze performance against targets. While related, cycle time differs from throughput time, which sums the total time a product spends in manufacturing, and takt time, which paces production to meet demand. Monitoring cycle times provides insight into bottlenecks and ways to boost efficiency.
Explanation of what OEE and what the Six Big Losses are. Contermeasures to reduce the six losses. Calculation of OEE and six loss. How the XL800 tool can help you measure the components of OEE.
Explanation of what OEE and what the Six Big Losses are. Contermeasures to reduce the six losses. Calculation of OEE and six loss. How the XL800 tool can help you measure the components of OEE.
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.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The purpose of this session is to provide you with a high level overview and sense of importance of what Lean is and how it can be applied to your organization. We will also help you identify waste in your processes and give you a flavor of some tools that will help to eliminate that waste, making your processes more efficient and effective.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so that each piece of equipment can be operated to its full potential and maintained at that level. To maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so that you can take steps to eliminate them. The key to this understanding is Overall Equipment Effectiveness (OEE).
OEE is a crucial measure in TPM that tells you how well your equipment is running. It links three elements in one percentage: the time the machine is actually running, the quantity of products the machine is turning out, and the quantity of good output.
LEARNING OBJECTIVES
1. Understand the concept and philosophy of TPM and its relationship with OEE
2. Explain the importance of OEE and how it relates to value-adding work of the factory
3. Understand OEE concepts such as Availability, Performance, Quality and the Six Major Losses
4. Describe the steps of collecting and processing OEE data and reporting results
5. Define approaches for reducing equipment-related losses to raise OEE
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The purpose of this session is to provide you with a high level overview and sense of importance of what Lean is and how it can be applied to your organization. We will also help you identify waste in your processes and give you a flavor of some tools that will help to eliminate that waste, making your processes more efficient and effective.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so that each piece of equipment can be operated to its full potential and maintained at that level. To maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so that you can take steps to eliminate them. The key to this understanding is Overall Equipment Effectiveness (OEE).
OEE is a crucial measure in TPM that tells you how well your equipment is running. It links three elements in one percentage: the time the machine is actually running, the quantity of products the machine is turning out, and the quantity of good output.
LEARNING OBJECTIVES
1. Understand the concept and philosophy of TPM and its relationship with OEE
2. Explain the importance of OEE and how it relates to value-adding work of the factory
3. Understand OEE concepts such as Availability, Performance, Quality and the Six Major Losses
4. Describe the steps of collecting and processing OEE data and reporting results
5. Define approaches for reducing equipment-related losses to raise OEE
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
To put it bluntly, throughput time is the time required to make a product. But it’s not only about standing by the assembly line with a stopwatch.
Read more from here.
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IMPROVING OSH & PRODUCTIVITY OF RMG INDUSTRIES BY IMPLEMENTING LEAN TOOLS AN...Karina Islam
The garment industry has played a pioneering role in the development of industrial sector of Bangladesh. The RMG sector is expected to grow despite the global financial crisis of 2009.As China is finding it challenging to make textile and foot wear items at cheap price, due to rising labor costs, many foreign investors, are coming to Bangladesh to take advantage of the low labor cost. Though Bangladesh produces garment with lowest cost but poor productivity. To survive and prosper in today's economic times, companies can no longer manage using financial measures alone, they have to track non-financial measures also such as customer satisfaction, brand preference, speed of response, employee satisfaction etc.Productivity can improve by applying lean tools like- 5s, JIT, Muda, Root Cause analysis, KPIs, VSM. For improving the ultimate productivity OHS of RMG sector of Bangladesh should be improved. In Ready Made Garments (RMG) sector of Bangladesh, the employees represent an organization's biggest and its most valuable asset. The company's productivity, and ultimately, its profitability depend on making sure all of its workers perform up to their full potential. This paper summarizes that how KPIs analysis improve productivity and OHS of RMG sectors. Appropriate indicators are first selected for KPI scoring then simulate the scores with the help of Adaptive Network-based Fuzzy Inference System (ANFIS) and finally illustrated how KPIs impacts on overall productivity.
PRODUCTION PROCESS ANALYSIS ON MANUFACTURING OF HYDRAULIC GEAR PUMPmeijjournal
Manufacturing Firms sometimes suffers from Productivity, Low Production rate and Delivery problems. Production time is the top priority at every manufacturing firm, and each firm wants to minimize it as much as possible to deliver their product on time to time their valuable customers. Some of the biggest time eaters in the industry are Setup time, Manufacturing time, Material handling time, and wait time. After the brief survey at VBC Hydraulics, we have conclude that setup time, manufacturing time, and wait time can not be utilize more than current because they are already using best possible machines and technology to manufacture Gear Pumps. But, material handling time and man-machine utilization can be improved by some engineering analysis. We did man-machine utilization by using man-machine utilization charts and some brief calculations and also focused to improve the material handling in the industry by implementation of GT(Group Technology) layout as they are mainly focused to manufacturing of Gear Pumps of different specifications with bulk Production.
Lecture notes for An Introduction to Operations Management (taught by Prof. Christian Terwiesch / University of Pennsylvania / online course at www.coursera.org).
Cycle time is the actual time it takes an operator to complete an operation, from start to finish. It includes the time spent on both productive and non-productive activities.
SMV (Standard Minute Value) is the theoretical time it takes an operator to complete an operation at their normal pace, without any delays or interruptions. It is calculated by taking the cycle time and multiplying it by the operator's performance rating.
To learn more about Textile- https://textilemerchant.blogspot.com
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www.seribangash.com
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2. Cycle time is often confused with throughput time and takt time, but it is
nevertheless a separate manufacturing performance indicator used to measure
the duration of specific production processes and to get vital insight into your
production efficiency.
3. Cycle time is the time it takes to complete a single manufacturing operation on one unit, or
several at once, from start to finish, meaning that a product passes through one stage of its
production.
You can approach it in two ways:
– By including the steps that support the process like loading and unloading, called Effective
Cycle Time. This approach measures the cycle from the beginning of a process until the start
of the next process in the workstation.
– By not accounting for anything else but the time a unit is actually worked on and altered,
called Equipment Cycle Time.
What is Cycle Time?
4. Any way you measure it, cycle time is an important KPI that allows managers to keep a
finger on the pulse of the company’s productivity.
It is a good measure to gauge the duration of different tasks in the production process,
providing manufacturers with insights that would allow for better scheduling and
improvements in efficiency.
A defined CT will also provide factory floor workers with information on what is expected
from them in terms of process times.
Additionally, you should make a distinction between:
– The typical cycle time, which you achieve under normal conditions, on average;
– The ideal cycle time, which is the theoretical minimal processing time of one unit.
5. If products are processed one-by-one, cycle time is calculated by dividing the total amount
of goods processed in a workstation by the duration of the process.
CT (per 1 product) = Process duration/Total amount of goods processed
That means if you have one single workstation that assembles a product from start to finish,
its CT is the duration of one assembly.
When a CNC machine processes 90 units in an hour, its productivity is 90 units/h, and
therefore its CT is 60 / 90 = 0.67 minutes or 40 seconds per unit.
How to Calculate Cycle Time?
6. If you are working with batches, the CT corresponds to the processing time of the batch:
CT (per batch) = Process duration for a batch of goods
Let’s say you are a small town baker and, in 30 minutes, your oven bakes a batch of 60
loaves of bread – then your baking operation’s CT is 30 minutes, which is the time it takes to
cook the bread. It is the same for any quantity between 1 and 60 (you could not bake a loaf
any faster).
7. Cycle time loss is incurred whenever equipment runs slower than it ideally does, and
whenever small stops that do not qualify as downtime occur in the cycle.
Ideal cycle time, or the theoretical minimal processing time, is the benchmark used for
measuring cycle time loss.
This benchmark is usually specified by the original equipment manufacturer, but you can
also do a survey of cycle times and use the maximum operating speed achieved as the ideal.
What is Cycle Time Loss?
8. Cycle time loss is the difference between the actual and the ideal CT.
To find it, you need to measure the total run time of the process and subtract the ideal CT
for all the units processed.
Cycle Time Loss = Run Time – (Total Units x Ideal Cycle Time)
9. Cycle times can be reduced by minimizing cycle time loss, i.e. by eliminating obstructions
and other inconsistencies from the processes.
It can be affected by direct human factors like the aptitude level or agility of the operator,
but it can also be influenced by maintenance practices, quality requirements, issues with the
materials, etc.
Therefore, cycle times can be improved by good employee training, by using proper
maintenance practices, and by bringing up the quality standards of raw materials – in other
words, by improving aspects directly related to a process.
And by reducing cycle times, you can also reduce throughput times.
How to Reduce Cycle Times?
10. Cycle time and throughput time are closely related and due to this, they are often confused with one
another.
While the former measures the duration of isolated tasks, the latter sums up all of the time a product
spends in the manufacturing process as a whole.
Broken down, throughput time consists of:
– Processing time
– Inspection time
– Move time
– Queue time
You can speak of cycle time and throughput time as interchangeable terms only if your whole
manufacturing process consists of only one operation, and that is mostly not the case.
Cycle Time vs. Throughput Time
11. Takt time is the processing rhythm that the shop floor uses right now. It is decided by taking
both cycle time and demand into consideration.
When goods are produced sequentially, takt time is used to indicate how much time should
be spent on one unit to make sure products are finished on time and that there is a minimal
amount of idle time.
For example, if you need to produce 160 units a day and 2 workers have one 8-hour shift to
do the job, then the takt time would be (2 x 8 x 60) / 160 = 6 minutes.
Cycle Time vs. Takt Time
12. Even if your typical cycle time is actually 3 minutes, i.e. your workers could process the
necessary amount of units to meet demand in half the time, you may want to slow down
the process in order to ensure that your workers would not rush and that they would have
something to do at all times.
If demand is high, then takt time can be equal to cycle time, but never shorter; if demand
happens to be low, then takt time is greater than CT.
13. A manufacturing ERP system allows you to set cycle times for your operations. It uses that
information to accurately schedule production operations, so you would have a concise
overview of your production calendar.
This means that these cycle times should be realistic, not theoretical.
As such, the meaning of “cycle time” in a manufacturing ERP may be much looser and more
simplistic than what the theory says.
It should be measured, e.g. with a stopwatch on the shop floor – the clock is started when
the first operation activity (or a production stage comprising of several operations) is
started, and stopped at the end of the last activity.
Cycle Time in a Manufacturing ERP
14. For a manufacturing ERP, cycle times may even include several operations, inspection, waiting,
and move times, which in theory are all different concepts. But keep in mind that it is required for
accurate scheduling purposes only, and all such details should not (and often cannot) be
micromanaged in the ERP system.
A bonus is that when shop floor workers report their activities, the ERP can provide statistics on
how the actual cycle times differ from what is defined in the system.
That will give you the chance to detect trends, identify inefficiencies and shortcomings related to
your production equipment, materials, or your shop floor workers.
Thanks to its massive data collection and analysis capabilities, a manufacturing ERP software is a
much more efficient way to keep up with cycle times than spreadsheets or pen-and-paper
methods.
15. Not to be confused with throughput time or takt time, cycle time is the time a unit spends
in a specific production operation.
It is used to get insight into the production processes, detect inefficiencies, and to provide
workers with expectations regarding their pace of working.
Ideal cycle time is the benchmark against which CT is measured, with the difference being
regarded as cycle time loss – these may incur due to short stops and slower processing.
Cycle times can be improved by practicing better training, maintenance, and material quality
assurance.
Additionally, a manufacturing ERP can be used to efficiently collect data regarding cycle
time, and to analyze it.
Conclusion