Six Sigma and Lean manufacturing are continuous improvement methods used to improve business processes and drive profitability. Six Sigma focuses on reducing process variation through statistical analysis and eliminating defects, while Lean focuses on eliminating waste. Both aim to improve quality and efficiency, though they utilize different tools and methodologies. Six Sigma follows a DMAIC framework of Define, Measure, Analyze, Improve, Control and utilizes statistical process control. Lean emphasizes eliminating the seven wastes and engages all levels of an organization through techniques like just-in-time production and kaizen events.
Six Sigma and Lean Manufacturing are continuous improvement methods used to improve business processes and drive profitability. Lean focuses on eliminating waste and engages all organizational levels, while Six Sigma aims to eliminate defects through statistical process analysis. Both originated in the 1950s, with Lean developed by Toyota and Six Sigma focusing on reducing variation. Key aspects of Lean include identifying the seven wastes, pull systems, flow, and just-in-time production.
This document discusses lean manufacturing and its basic elements. Lean manufacturing aims to eliminate waste and reduce costs by focusing on continuous improvement, pull systems that minimize inventory, and reducing lead times. The key elements of lean manufacturing are pull systems that produce only to meet demand, reducing lead times through preventative maintenance and cell manufacturing, and continuous improvement through kaizen. The document outlines the seven types of waste lean aims to eliminate: overproduction, waiting, transportation, inappropriate processing, inventory, motion, and defects.
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.
This document appears to be a slide presentation on lean manufacturing given by Arif Rahman. It discusses the history, objectives, components, and waste elimination aspects of lean manufacturing. It defines lean manufacturing as a systematic method for waste elimination or reduction while maintaining productivity. The document outlines the seven types of waste as overproduction, inventory, transportation, waiting, inappropriate processing, unnecessary motion, and defects. It also discusses just-in-time manufacturing, continuous improvement methods like kaizen and kaikaku, and problem solving tools including the 5 whys and genchi genbutsu.
The document discusses the basic elements of lean manufacturing, including just-in-time production, waste reduction, pull systems using kanbans, cellular layouts, quick changeovers, and total productive maintenance. It describes how implementing techniques such as visual controls, standardized work, and supplier partnerships can help reduce inventory levels, improve quality, and lower costs. Finally, it notes that while lean principles originally developed in manufacturing can also be applied to service industries, lean is an ongoing process that may be implemented differently depending on the organization.
This document discusses Just-In-Time (JIT) manufacturing. It begins by introducing the concept and some key elements of JIT, including reducing waste and inventories, problem solving, quality management, and pull-based production using kanban systems. It then provides examples of how kanban cards are used to signal production needs between work centers. The document emphasizes that people and continuous improvement are essential for JIT to work. It outlines benefits such as reduced inventory and cycle times.
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
Lean manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
Six Sigma and Lean Manufacturing are continuous improvement methods used to improve business processes and drive profitability. Lean focuses on eliminating waste and engages all organizational levels, while Six Sigma aims to eliminate defects through statistical process analysis. Both originated in the 1950s, with Lean developed by Toyota and Six Sigma focusing on reducing variation. Key aspects of Lean include identifying the seven wastes, pull systems, flow, and just-in-time production.
This document discusses lean manufacturing and its basic elements. Lean manufacturing aims to eliminate waste and reduce costs by focusing on continuous improvement, pull systems that minimize inventory, and reducing lead times. The key elements of lean manufacturing are pull systems that produce only to meet demand, reducing lead times through preventative maintenance and cell manufacturing, and continuous improvement through kaizen. The document outlines the seven types of waste lean aims to eliminate: overproduction, waiting, transportation, inappropriate processing, inventory, motion, and defects.
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.
This document appears to be a slide presentation on lean manufacturing given by Arif Rahman. It discusses the history, objectives, components, and waste elimination aspects of lean manufacturing. It defines lean manufacturing as a systematic method for waste elimination or reduction while maintaining productivity. The document outlines the seven types of waste as overproduction, inventory, transportation, waiting, inappropriate processing, unnecessary motion, and defects. It also discusses just-in-time manufacturing, continuous improvement methods like kaizen and kaikaku, and problem solving tools including the 5 whys and genchi genbutsu.
The document discusses the basic elements of lean manufacturing, including just-in-time production, waste reduction, pull systems using kanbans, cellular layouts, quick changeovers, and total productive maintenance. It describes how implementing techniques such as visual controls, standardized work, and supplier partnerships can help reduce inventory levels, improve quality, and lower costs. Finally, it notes that while lean principles originally developed in manufacturing can also be applied to service industries, lean is an ongoing process that may be implemented differently depending on the organization.
This document discusses Just-In-Time (JIT) manufacturing. It begins by introducing the concept and some key elements of JIT, including reducing waste and inventories, problem solving, quality management, and pull-based production using kanban systems. It then provides examples of how kanban cards are used to signal production needs between work centers. The document emphasizes that people and continuous improvement are essential for JIT to work. It outlines benefits such as reduced inventory and cycle times.
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
Lean manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
Lean manufacturing and the toyota production systemGrace Falcis
Lean manufacturing aims to eliminate waste using tools like just-in-time production and jidoka. The Toyota Production System, created by Taiichi Ohno, is built on two pillars: just-in-time production, which supplies the right quantity at the right time and location, and jidoka, which uses people and machines together with fool-proofing and visual status displays to self-regulate quality. Lean manufacturing and the Toyota Production System seek to reduce costs through the absolute elimination of waste while maintaining a strong focus on quality.
Just in time (jit), lean, and toyota production system (tps)Dr. Mahmoud Al-Naimi
This document discusses Just-in-Time (JIT) manufacturing, Lean manufacturing, and the Toyota Production System (TPS). It provides a history of manufacturing management approaches and describes Push and Pull systems. Key aspects of JIT include using kanban cards to signal production needs and leveling production schedules. Lean aims to eliminate waste using tools like total productive maintenance and 5S. TPS principles emphasize continuous improvement, problem solving, and respect for employees. The document explores the relationships between these systems and their goals of optimizing production flow.
Lean, Just-in-time,and Toyota Production Systemjasonhian
1. The document discusses Toyota's production system known as the Toyota Production System (TPS), which emphasizes just-in-time production and the elimination of waste.
2. Key aspects of TPS include just-in-time production using a pull system with kanban cards, continuous improvement, and maintaining low levels of inventory to expose problems and force their resolution.
3. TPS aims to produce only what is needed when it is needed through a pull-based system rather than a push-based production schedule, in order to reduce waste and costs.
1. Just-in-time (JIT) production aims to eliminate waste by producing goods only as needed, thereby reducing inventory costs and improving productivity.
2. JIT was pioneered by Toyota in the 1950s and became widely adopted in Japanese manufacturing by the 1970s before spreading to other countries.
3. A key element of JIT is the kanban system which uses visual signals to control the flow of materials and trigger production through a manufacturing process.
Just-In-Time (JIT) is a Japanese manufacturing philosophy developed in the 1970s that was first adopted by Toyota. The main goal of JIT is to meet consumer demands by eliminating waste in the production system. It aims to reduce inventory and lead times by producing only what is needed for smooth, efficient production. JIT requires extensive commitment and changes such as standardization, multi-skilled workers, pull-based production, and close supplier relationships to be successful.
The document defines several key terms related to lean manufacturing concepts:
- Andon Board - A visual display that shows the current production status and alerts to problems.
- Autonomation - Machines that can detect defects and stop themselves to request help.
- Cell - Machines and workstations arranged close together in a "U" shape to allow flexible work distribution and single-piece flow.
This presentation provides an overview of Just-In-Time (JIT) manufacturing. It defines JIT, discusses its history and goals of eliminating waste. The key principles of JIT are described as total quality management, production management, supplier management, inventory management and human resource management. Benefits of JIT include reduced costs, inventory and lead times while improving quality, flexibility and productivity.
In this presentation we will discuss about the concept of just in time (JIT) production philosophy, types and concepts of JIT, objectives of JIT manufacturing, comparison between ideal production system and JIT production, characteristics of JIT system, JIT manufacturing vs. JIT purchasing. We will also discuss about major tools and techniques of JIT manufacturing, JIT implementation approach, problems regarding implementation of JIT, planning of a successful JIT system, obstacles faced for JIT conversion, operational benefits of JIT systems.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Just-in-time (JIT) manufacturing originated in post-WWII Japan to minimize waste. Toyota pioneered JIT techniques like kanban pull systems and continuous improvement. JIT aims to produce the right item in the right quantity at the right time by eliminating waste like overproduction and inventory. It reduces lead times and costs by using small lot sizes, level schedules, and addressing sources of variability. JIT has expanded beyond manufacturing to services by applying techniques like tight supplier partnerships, optimized layouts, and flexible scheduling to customer demand.
Lean manufacturing is a production method that aims to eliminate waste and improve efficiency. It identifies value from the customer's perspective and removes activities that do not create value. The core principles are to continuously improve processes by removing inefficiencies, creating smooth product flow, and producing only to meet demand. Toyota pioneered this approach through its Toyota Production System of stopping production when issues arise and making only what is needed. Key tools to implement lean include value stream mapping, kanban boards, and 5S for organizing the workplace. The overall goal is to maximize value for the customer while minimizing waste and costs.
Just-in-Time (JIT) manufacturing is a philosophy developed by Toyota to eliminate waste and continuously improve productivity. It aims to reduce inventory costs by producing and delivering only what is needed for production. Taiichi Ohno at Toyota first implemented JIT in 1950. By reducing setup times and minimizing inventory, JIT strives to improve return on investment. General Electric and other companies adopted JIT principles in the 1980s under different names. JIT goals include eliminating disruptions, increasing flexibility and productivity, and delivering what customers want when they want it at lowest cost. Key steps involve introducing optimized production speeds, reducing stock to zero inventory, and designing plants and processes to avoid stoppages.
The document discusses the Just-In-Time (JIT) philosophy and its implementation. It begins by defining JIT as a philosophy of continuous improvement focused on prevention over correction through company-wide quality focus. It then provides details on: the origins and key aspects of JIT; how it differs from traditional production methods through reduced inventory and improved visibility; its implementation across total quality management, production, suppliers, inventory, and human resources; communication techniques used; types of waste addressed; and challenges to implementing JIT. Examples of companies successfully using JIT principles, like Toyota, Dell, and Harley Davidson, are also provided.
- Just-in-Time (JIT) and Total Quality Control (TQC) aim to improve efficiency and quality by reducing waste. JIT exposes problems while TQC eliminates constraints.
- JIT uses a pull system, small batch sizes, continuous flow, and kanban cards to minimize inventory and response times. TQC follows the plan-do-check-act cycle to continuously improve processes.
- The seven types of waste include overproduction, waiting time, transportation, inventory, unnecessary motion, defects, and excess processing. JIT and TQC work together to maximize customer value while using resources efficiently.
The document discusses just-in-time (JIT) manufacturing. It provides an introduction to JIT, outlines its key elements and benefits. Some of the main points covered include: eliminating waste is a core focus of JIT; it aims to produce goods as needed to eliminate excess inventory; setup time reduction is important; JIT requires long-term commitment and focuses on continuous improvement. The document also describes steps to implement JIT in manufacturing, such as workplace organization and flow-based production in cellular layouts.
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
Just In Time and Lean Operation Chapter PresentationSINGHZEE
This document provides an overview of lean operations and just-in-time (JIT) manufacturing. It discusses that JIT aims to produce goods with minimum lead time and lowest cost by eliminating waste. Toyota popularized JIT techniques like reducing setup times and implementing kanban systems. Key aspects of JIT include eliminating waste, reducing variability, and improving throughput by pulling materials based on demand. JIT requires close supplier partnerships and scheduling to achieve small lot sizes and low inventories. The document outlines tactics to implement JIT principles in both manufacturing and service industries.
Just-in-Time (JIT) Manufacturing is a philosophy of continuous improvement that emphasizes prevention over correction and demands company-wide quality focus. It originated in post-World War II Japan to address declining market share in automobiles. The key principles of JIT include total quality management, production management using a pull system with reduced inventories, close supplier relationships, and human resource management promoting problem-solving and employee empowerment.
The document discusses Lean Production principles including eliminating waste, simplifying procedures, and speeding up production. It describes the seven types of waste targeted in Lean (overproduction, waiting, transportation, inventory, motion, over-processing, defective products). Benefits of Lean include reducing costs, lead times, inventory, and increasing quality and flexibility. Additional Lean tools discussed include Kaizen (continuous improvement), Poka-Yoke (mistake proofing), Kanban (pull system), and Jidoka (quality at source).
If large amounts of capital were available at low interest rates, manufacturing industries would likely spend it on:
1) Computer systems and process automation equipment like CNC machines, robots, and automated storage and retrieval systems;
2) Upgrading current machines to bigger, faster models; and
3) Automated inspection equipment.
This document reports on global progress toward universal access to HIV/AIDS prevention, treatment, and care. Some key points:
- An estimated 34 million people were living with HIV globally in 2010, with sub-Saharan Africa the most affected region at 22.9 million.
- New HIV infections and AIDS-related deaths declined between 2001 and 2010, but progress needs to accelerate to achieve international targets.
- The number of people receiving antiretroviral therapy has increased substantially in low- and middle-income countries, reaching 6.65 million by the end of 2010, but coverage remains inadequate in many areas.
- Preventing mother-to-child transmission has expanded significantly, but more work
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
Lean manufacturing and the toyota production systemGrace Falcis
Lean manufacturing aims to eliminate waste using tools like just-in-time production and jidoka. The Toyota Production System, created by Taiichi Ohno, is built on two pillars: just-in-time production, which supplies the right quantity at the right time and location, and jidoka, which uses people and machines together with fool-proofing and visual status displays to self-regulate quality. Lean manufacturing and the Toyota Production System seek to reduce costs through the absolute elimination of waste while maintaining a strong focus on quality.
Just in time (jit), lean, and toyota production system (tps)Dr. Mahmoud Al-Naimi
This document discusses Just-in-Time (JIT) manufacturing, Lean manufacturing, and the Toyota Production System (TPS). It provides a history of manufacturing management approaches and describes Push and Pull systems. Key aspects of JIT include using kanban cards to signal production needs and leveling production schedules. Lean aims to eliminate waste using tools like total productive maintenance and 5S. TPS principles emphasize continuous improvement, problem solving, and respect for employees. The document explores the relationships between these systems and their goals of optimizing production flow.
Lean, Just-in-time,and Toyota Production Systemjasonhian
1. The document discusses Toyota's production system known as the Toyota Production System (TPS), which emphasizes just-in-time production and the elimination of waste.
2. Key aspects of TPS include just-in-time production using a pull system with kanban cards, continuous improvement, and maintaining low levels of inventory to expose problems and force their resolution.
3. TPS aims to produce only what is needed when it is needed through a pull-based system rather than a push-based production schedule, in order to reduce waste and costs.
1. Just-in-time (JIT) production aims to eliminate waste by producing goods only as needed, thereby reducing inventory costs and improving productivity.
2. JIT was pioneered by Toyota in the 1950s and became widely adopted in Japanese manufacturing by the 1970s before spreading to other countries.
3. A key element of JIT is the kanban system which uses visual signals to control the flow of materials and trigger production through a manufacturing process.
Just-In-Time (JIT) is a Japanese manufacturing philosophy developed in the 1970s that was first adopted by Toyota. The main goal of JIT is to meet consumer demands by eliminating waste in the production system. It aims to reduce inventory and lead times by producing only what is needed for smooth, efficient production. JIT requires extensive commitment and changes such as standardization, multi-skilled workers, pull-based production, and close supplier relationships to be successful.
The document defines several key terms related to lean manufacturing concepts:
- Andon Board - A visual display that shows the current production status and alerts to problems.
- Autonomation - Machines that can detect defects and stop themselves to request help.
- Cell - Machines and workstations arranged close together in a "U" shape to allow flexible work distribution and single-piece flow.
This presentation provides an overview of Just-In-Time (JIT) manufacturing. It defines JIT, discusses its history and goals of eliminating waste. The key principles of JIT are described as total quality management, production management, supplier management, inventory management and human resource management. Benefits of JIT include reduced costs, inventory and lead times while improving quality, flexibility and productivity.
In this presentation we will discuss about the concept of just in time (JIT) production philosophy, types and concepts of JIT, objectives of JIT manufacturing, comparison between ideal production system and JIT production, characteristics of JIT system, JIT manufacturing vs. JIT purchasing. We will also discuss about major tools and techniques of JIT manufacturing, JIT implementation approach, problems regarding implementation of JIT, planning of a successful JIT system, obstacles faced for JIT conversion, operational benefits of JIT systems.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Just-in-time (JIT) manufacturing originated in post-WWII Japan to minimize waste. Toyota pioneered JIT techniques like kanban pull systems and continuous improvement. JIT aims to produce the right item in the right quantity at the right time by eliminating waste like overproduction and inventory. It reduces lead times and costs by using small lot sizes, level schedules, and addressing sources of variability. JIT has expanded beyond manufacturing to services by applying techniques like tight supplier partnerships, optimized layouts, and flexible scheduling to customer demand.
Lean manufacturing is a production method that aims to eliminate waste and improve efficiency. It identifies value from the customer's perspective and removes activities that do not create value. The core principles are to continuously improve processes by removing inefficiencies, creating smooth product flow, and producing only to meet demand. Toyota pioneered this approach through its Toyota Production System of stopping production when issues arise and making only what is needed. Key tools to implement lean include value stream mapping, kanban boards, and 5S for organizing the workplace. The overall goal is to maximize value for the customer while minimizing waste and costs.
Just-in-Time (JIT) manufacturing is a philosophy developed by Toyota to eliminate waste and continuously improve productivity. It aims to reduce inventory costs by producing and delivering only what is needed for production. Taiichi Ohno at Toyota first implemented JIT in 1950. By reducing setup times and minimizing inventory, JIT strives to improve return on investment. General Electric and other companies adopted JIT principles in the 1980s under different names. JIT goals include eliminating disruptions, increasing flexibility and productivity, and delivering what customers want when they want it at lowest cost. Key steps involve introducing optimized production speeds, reducing stock to zero inventory, and designing plants and processes to avoid stoppages.
The document discusses the Just-In-Time (JIT) philosophy and its implementation. It begins by defining JIT as a philosophy of continuous improvement focused on prevention over correction through company-wide quality focus. It then provides details on: the origins and key aspects of JIT; how it differs from traditional production methods through reduced inventory and improved visibility; its implementation across total quality management, production, suppliers, inventory, and human resources; communication techniques used; types of waste addressed; and challenges to implementing JIT. Examples of companies successfully using JIT principles, like Toyota, Dell, and Harley Davidson, are also provided.
- Just-in-Time (JIT) and Total Quality Control (TQC) aim to improve efficiency and quality by reducing waste. JIT exposes problems while TQC eliminates constraints.
- JIT uses a pull system, small batch sizes, continuous flow, and kanban cards to minimize inventory and response times. TQC follows the plan-do-check-act cycle to continuously improve processes.
- The seven types of waste include overproduction, waiting time, transportation, inventory, unnecessary motion, defects, and excess processing. JIT and TQC work together to maximize customer value while using resources efficiently.
The document discusses just-in-time (JIT) manufacturing. It provides an introduction to JIT, outlines its key elements and benefits. Some of the main points covered include: eliminating waste is a core focus of JIT; it aims to produce goods as needed to eliminate excess inventory; setup time reduction is important; JIT requires long-term commitment and focuses on continuous improvement. The document also describes steps to implement JIT in manufacturing, such as workplace organization and flow-based production in cellular layouts.
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
Just In Time and Lean Operation Chapter PresentationSINGHZEE
This document provides an overview of lean operations and just-in-time (JIT) manufacturing. It discusses that JIT aims to produce goods with minimum lead time and lowest cost by eliminating waste. Toyota popularized JIT techniques like reducing setup times and implementing kanban systems. Key aspects of JIT include eliminating waste, reducing variability, and improving throughput by pulling materials based on demand. JIT requires close supplier partnerships and scheduling to achieve small lot sizes and low inventories. The document outlines tactics to implement JIT principles in both manufacturing and service industries.
Just-in-Time (JIT) Manufacturing is a philosophy of continuous improvement that emphasizes prevention over correction and demands company-wide quality focus. It originated in post-World War II Japan to address declining market share in automobiles. The key principles of JIT include total quality management, production management using a pull system with reduced inventories, close supplier relationships, and human resource management promoting problem-solving and employee empowerment.
The document discusses Lean Production principles including eliminating waste, simplifying procedures, and speeding up production. It describes the seven types of waste targeted in Lean (overproduction, waiting, transportation, inventory, motion, over-processing, defective products). Benefits of Lean include reducing costs, lead times, inventory, and increasing quality and flexibility. Additional Lean tools discussed include Kaizen (continuous improvement), Poka-Yoke (mistake proofing), Kanban (pull system), and Jidoka (quality at source).
If large amounts of capital were available at low interest rates, manufacturing industries would likely spend it on:
1) Computer systems and process automation equipment like CNC machines, robots, and automated storage and retrieval systems;
2) Upgrading current machines to bigger, faster models; and
3) Automated inspection equipment.
This document reports on global progress toward universal access to HIV/AIDS prevention, treatment, and care. Some key points:
- An estimated 34 million people were living with HIV globally in 2010, with sub-Saharan Africa the most affected region at 22.9 million.
- New HIV infections and AIDS-related deaths declined between 2001 and 2010, but progress needs to accelerate to achieve international targets.
- The number of people receiving antiretroviral therapy has increased substantially in low- and middle-income countries, reaching 6.65 million by the end of 2010, but coverage remains inadequate in many areas.
- Preventing mother-to-child transmission has expanded significantly, but more work
This document discusses sample size and power calculations for clinical studies. It provides formulas for calculating the required sample size to detect a desired effect size with a specified power and significance level. Formulas are presented for comparing means between two independent groups, comparing proportions between two independent groups, and comparing means within a paired or dependent groups design. Key factors that affect statistical power, and thus required sample size, are described as the size of the effect, standard deviation, sample size, and desired significance level. Examples are provided to demonstrate how to apply the formulas and calculate sample size for different study designs and scenarios.
Poke Yoke, also known as mistake-proofing, refers to methods that use sensors or devices to prevent errors from occurring in manufacturing processes. There are three main poke yoke methods: contact methods detect physical contact between parts; counting methods use sensors to ensure the correct number of operations occur; and motion-sequence methods check that steps happen in the proper order. Poke yoke systems aim to minimize human errors by setting up automatic controls or warnings that stop defective items from advancing down the production line. Examples provided demonstrate how limit switches, photoelectric sensors, and color-coded lights can form part of poke yoke devices used across different industries.
The recent US government shutdown had widespread effects across various sectors. Many federal agencies closed and around 800,000 government employees were furloughed or worked without pay during the shutdown. The shutdown also impacted the US economy as a whole by slowing growth and consumer spending.
Procter & Gamble is a large multinational consumer goods company founded in 1837 and headquartered in Cincinnati, Ohio. It employs over 138,000 people worldwide and has a wide range of popular brands such as Tide, Crest, Bounty, Pampers, Gillette, and Olay. P&G has annual revenues of over $83 billion and is one of the largest companies in the world. It began as a partnership between two immigrants, William Procter and James Gamble, and has grown significantly over the past 180 years through brand management, acquisitions, and expansion into international markets.
Foreign direct investment (FDI) involves a company from one country making a direct investment into business operations in another country. FDI began in India in 1991 under economic reforms. India ranked second globally for FDI in 2010 and is expected to remain among the top five destinations through 2014, with major investing countries including Mauritius, Singapore, the UK, Japan, and the US. FDI in India has grown, increasing about 35% in the first half of 2013 alone. India encourages FDI to stimulate economic activity and employment while bringing best practices, though it may also face more competition challenging local businesses. Overall India is seen as an attractive nation for further investment and FDI growth.
Crp fdi opportunities in dubai and its international attractiveness - aakashAakash Kulkarni
This document discusses factors affecting foreign direct investment (FDI) and analyzes Dubai as an investment destination. FDI is defined as direct investment by an individual or company in another country by buying a company or expanding operations. Key factors influencing FDI include GDP, government policies, economic performance, infrastructure development, and natural resources. The document examines Dubai's transformation into a global business hub, with executives viewing it as the top Middle Eastern destination. Dubai has over 20,000 international companies and a superior transport network connecting it to key markets. The conclusion is that FDI in Dubai will only continue increasing, especially if it wins the bid for Expo 2020.
- The document discusses the case for global investing and diversifying investment portfolios internationally. It notes the growth of markets outside the US and developed world as reasons for global investing.
- It also discusses some of the challenges of international investing like currency risk and political uncertainty. However, fund managers still see benefits from diversifying beyond domestic markets given global economic trends.
- The document provides examples of asset classes and financial instruments available for global investing including stocks, bonds, investment companies and real estate investment trusts.
The document provides information about various locations in Israel including Jerusalem, the Dome of the Rock, the Wailing Wall, Tel Aviv, the Dead Sea, Qumran, Haifa, the Bahai Gardens, and Eilat on the Red Sea. It discusses important religious and historical sites in Jerusalem before mentioning other major cities and natural features like the Dead Sea.
This document discusses foreign direct investment (FDI) trends and challenges in attracting productive FDI to support development in the UN Economic and Social Commission for Western Asia (ESCWA) region.
It finds that while FDI inflows to the ESCWA region have grown significantly, the top recipients are primarily Gulf countries rich in oil and gas. To better leverage FDI for development, countries need policies to encourage knowledge and technology transfers to domestic firms, entrepreneurship, and regional investment. Public-private partnerships can help develop infrastructure to support continued growth. Strengthening data collection and sharing between UNCTAD and UNESCWA would aid policymaking.
The document discusses various factors to consider when determining the optimal location for a manufacturing facility. It outlines key market-related factors like proximity to customers and resources-related factors like labor costs and availability. It also addresses the importance of infrastructure, government and environmental regulations, and financial incentives. The document provides an example of BMW's location selection process and evaluates different plant location methodologies, including the factor rating and center of gravity methods.
Peer-to-peer (P2P) lending platforms like Zopa and Prosper allow individuals to borrow and lend money without going through a traditional bank. Lenders choose loans to fund and set their own interest rates. Borrowers receive loan amounts and pay monthly payments directly to their lenders. P2P lending offers competitive rates for borrowers and high returns for lenders. However, risks include lack of regulation, no collateral from borrowers, and potential platform failures reducing confidence. For P2P lending to grow, increased awareness, regulation, and technology are needed to build trust and better screening while expanding into new loan categories could also help.
The 5 Whys technique is a simple tool used to identify root causes of problems. It involves repeatedly asking "Why?" to get to the underlying cause. The document outlines:
- How to use 5 Whys by defining the problem, then asking "Why?" with each response to reach the root cause in 3-5 iterations.
- It can be used to analyze problems in quality improvement projects or in the field to better understand cause and effect.
- An example demonstrates asking "Why?" five times to uncover the root cause of a machine stopping was a blocked oil filter, beyond the initial response of an overload trip.
The document provides an overview of the 5 Whys root cause analysis tool. The 5 Whys involves asking "Why?" five times to determine the root cause of a problem. It should address both why a defective part was made and why the defect was not detected earlier. While typically involving five questions, the number may vary depending on the complexity of the problem. The tool helps analyze problems by tracing them back from obvious to less obvious causes through a series of why questions. The goal is to identify systemic root causes that allow problems rather than just resolving the specific problem.
The document discusses the efficient market hypothesis and random walk theory of stock prices. Some key points:
- Random walk theory states that stock price movements cannot be predicted from past prices and follow a random pattern. This implies markets are efficient.
- The efficient market hypothesis suggests that stock prices instantly reflect all available public information, making it impossible for investors to earn above-average returns.
- Empirical evidence provides mixed support for these theories. Studies of event periods find prices adjust rapidly to new information, but other anomalies like the size effect have been found, contradicting full market efficiency.
This document discusses various asset pricing models, including the Capital Asset Pricing Model (CAPM) and the Security Market Line (SML). It provides an overview of the key assumptions and components of the CAPM, such as the capital market line, market portfolio, beta, and the security market line equation. An example is shown of calculating expected returns based on the SML. The differences between the capital market line and security market line are also explained.
This chapter introduces the basic concepts and terminology of statistics. It discusses two main branches of statistics - descriptive statistics which involves collecting, organizing and summarizing data, and inferential statistics which allows drawing conclusions about populations from samples. The chapter also covers variables, populations, samples, parameters, statistics and how to organize and visualize data through tables, charts and graphs. It emphasizes that statistics helps turn data into useful information for decision making in business.
Merger And Acquisition - Reasons for Failure and Counter MeasuresAakash Kulkarni
This document discusses reasons for failures of mergers and acquisitions and provides corrective measures. It begins with an introduction to M&A and reasons for choosing this topic. Objectives are identified as finding reasons for M&A failures and providing solutions. A literature review and fishbone diagram framework are presented. Expert opinions identify factors like culture, finance, technology, process and size that can contribute to failures. Solutions focus on improving valuation processes, mitigating cultural differences, and appointing experienced professionals to structure deals and foresee problems.
The document discusses lean manufacturing and one-piece flow manufacturing. It defines key lean terms like takt time, kanban, jidoka, and heijunka. It then summarizes how United Electric Controls implemented one-piece flow manufacturing through techniques like reducing lot sizes to one piece, pulling production based on customer demand, and using a kanban card system to signal production. This enabled United Electric Controls to reduce lead times from 4-5 weeks to an average of 2 weeks while improving quality and flexibility.
The document discusses lean manufacturing and one-piece flow manufacturing. It defines key lean concepts like takt time, kanban, jidoka, and heijunka. It then summarizes how United Electric Controls implemented one-piece flow manufacturing through techniques like reducing lot sizes to one piece and pulling production through the process at the customer demand rate. This enabled them to reduce lead times from 4-5 weeks to an average of 2 weeks while improving quality and flexibility.
The document discusses lean manufacturing and one-piece flow manufacturing. Some key points:
1) Lean manufacturing aims to eliminate waste and optimize flow through continuous improvement. This includes reducing batch sizes, setup times, and lead times.
2) One-piece flow manufacturing produces low volumes of varied products through techniques like takt time, pull systems, and single-piece lot sizes to reduce lead times.
3) A company implemented one-piece flow and reduced lead time from 4-5 weeks to an average of 2 weeks, with same-day response for some orders. This was done through techniques like kanban cards, heijunka boxes, and autonomation.
The document discusses lean manufacturing and one-piece flow manufacturing. Some key points:
1) Lean manufacturing aims to eliminate waste and optimize flow through continuous improvement. This includes reducing batch sizes, setup times, and implementing pull systems.
2) One-piece flow manufacturing is well-suited for low-volume, high-variety production. It involves producing only what is needed when it is needed through techniques like takt time, kanban cards, and one-piece workflows.
3) A company implemented these methods and was able to reduce lead times from 4-5 weeks to an average of 2 weeks while improving flexibility.
Lean manufacturing aims to eliminate waste in processes to improve value for customers. It involves analyzing information and material flows to continuously improve processes. Key aspects of lean include just-in-time production, standardized work, visual controls, quality at the source, and reducing set-up times and batch sizes. The Toyota Production System developed these lean principles to allow for producing many models in low volumes. Lean identifies seven types of waste including transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. Implementing cells, kanban systems, and focusing on continuous improvement can help eliminate waste.
Lean system and innovation in strategic Cost ManagementYash Maheshwari
This provides detailed discussion of Lean system and techniques to deal with it such as just in time, six sigma, TPM, Business Process Re-engineering etc.
The document discusses key aspects of Lean Manufacturing and the Toyota Production System. It defines Lean as eliminating waste to continuously improve productivity. The Toyota Production System aims to reduce lead times through just-in-time production and autonomation (Jidoka). It emphasizes a pull-based system, continuous flow, and eliminating overproduction and waiting through techniques like kanban cards, poka-yoke, and standardized processes. The system respects people and helps suppliers continuously improve as well.
This document defines over 50 Lean terminology terms in 3 sentences or less. It provides concise explanations of common Lean concepts and tools such as the seven wastes, value stream mapping, kanban, takt time, kaizen, poka yoke, and more. The document is intended to simplify Lean terminology for those new to or learning about Lean principles and practices.
The document discusses Just-in-Time (JIT) production. It defines JIT as a system that produces or acquires materials only as needed to minimize waste and costs. JIT was developed by Toyota and aims to eliminate overproduction and waste. The document outlines the purposes, objectives, advantages, disadvantages and characteristics of JIT manufacturing and services.
Generic Lean Overview For Future Employer Of Alan S DesrocherAlan Desrocher
The document provides an overview of lean manufacturing concepts, including:
- Distinguishing between mass and lean manufacturing approaches.
- Key concepts of lean manufacturing including eliminating waste, just-in-time production, continuous flow, and visual management techniques.
- The goals of a lean transformation are to reduce costs, improve quality, and shorten lead times through process improvements and engaging employees.
- A lean culture emphasizes problem solving over blame, standardized work, respect for people, and continuous improvement.
Piyush Agarwal is an Industrial Engineer with over 5 years of experience in optimizing production processes. He has worked at Mahindra Vehicle Manufacturers Limited since 2015 where he has led various initiatives such as line balancing, work content reduction, ergonomic improvements, and implementing Total Productive Maintenance programs. Piyush holds a Bachelor's degree in Automobile Engineering and has extensive training in techniques like MOST, SPC, and Lean Manufacturing. He is seeking to leverage his expertise in process optimization and problem-solving skills.
Management Presentation on Managing Operations.Atif Imam
This document discusses key concepts for managing operations including productivity, production systems, inventory management, supply chain management, and product development. It defines productivity, different production systems like job shop and assembly line, and inventory related concepts like economic order quantity and just-in-time systems. The document emphasizes that managing operations effectively can increase productivity and lower costs, enabling firms to gain a competitive advantage through superior operating capabilities and achievement of operating excellence.
Productionplanning control power point presentationmahadeopg
The document discusses production planning and control. It defines production planning as matching production capacity to market demand in the most feasible way. Production control helps determine organizational performance by following other functions. The objectives, functions, techniques, benefits and organizational structure of production planning and control are described. Key goals include meeting demand effectively, optimizing resource use, and maintaining predetermined efficiency levels.
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.
This document discusses operations management concepts including production systems, types of processes, and process performance metrics. It defines a production system as having inputs, resources, a production process, and outputs. Process analysis involves process flowcharting to diagram a process and understanding cycle time, utilization, and other metrics. The document outlines common process types like make-to-order and make-to-stock and defines key metrics for evaluating process performance.
This document provides an overview of Lean manufacturing principles and tools. It defines key Lean concepts like muda (waste), mura (unevenness), and muri (overburden). It also explains popular Lean tools and techniques such as 5S, kaizen, poka-yoke, the seven quality tools, value stream mapping, standard work, and PDCA. Finally, it outlines Toyota's management approach including their 14 principles of Lean manufacturing and use of hoshin kanri (policy deployment). The document serves as a Lean toolbox, providing definitions and examples of how these concepts and methods are applied in practice.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry [irjet-v4 ...PERUMALSAMY M
Manufacturing lead time is the time required to produce product from its raw materials to final product.A company has to fulfill its customer needs to sustain in this competitive world. Lean has served the manufacturing sector with speed and quality. This project aims at lead time reduction in pump manufacturing company. Value Stream Map(VSM) served as an initiative for identifying bottlenecks process and waste in the manufacturing line; current state map is drawn by the observation made on the shop floor. The takt time is calculated for the demand to find out the bottleneck operations. After identifying the bottleneck operations line balancing is done. The Work In Process (WIP) inventory is reduced by balancing the workstation. Future state map is developed in the perspective of reduction of lead time and to match the takt time with bottleneck process. After line balancing implementation, the lead time for assembly of the SWJ pump is reduced 32 percent and work in process inventory is reduced 25 percent.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump IndustryIRJET Journal
This document discusses reducing manufacturing lead time in a pump manufacturing company through lean manufacturing techniques. It begins with an introduction to lean manufacturing and value stream mapping. A current state value stream map is created to identify bottlenecks and waste in the production process. A time study is conducted to calculate takt time. Line balancing is then performed to match process times to takt time and reduce work in process inventory. The key findings are that after implementing line balancing, the lead time for pump assembly was reduced by 32% and work in process inventory was reduced by 25%.
The document outlines an agenda for a lean enterprise workshop presented by Joseph Johnson for Mar Mac Manufacturing. The agenda covers lean philosophy and tools including process mapping, spaghetti charts, waste identification, cell layouts, standard work, line balancing, and takt time. Key lean terms are defined such as process mapping, spaghetti charts, video process analysis, the seven types of waste, and 5C's.
The document discusses the random walk theory and efficient market hypothesis. It defines the random walk theory as the idea that stock prices follow unpredictable and random paths, making it impossible to consistently outperform the market. The efficient market hypothesis suggests that stock prices instantly change to reflect all available public information, such that no investors can use information to earn above-average returns once transaction costs are considered. The document outlines different forms of the efficient market hypothesis based on the type of information reflected in stock prices and provides mixed evidence from empirical tests of the hypotheses.
The global business environment presentation slides - sessions 2-8Aakash Kulkarni
This document outlines the topics that will be covered across 8 sessions on global business strategy. Session 2 will discuss the China effect, Eurozone crisis, fiscal crises in major economies, BRICS bloc, trade issues, globalization and sustainability. Sessions 3-8 will analyze political, economic, legal and social factors in countries and their implications for business. Session topics include institutions, policies, macroeconomics, industries, innovation, labor, environment and case studies. In Session 7, student groups will conduct PESTLE and SWOT analyses for a company expanding internationally and present their recommendations.
The document outlines concepts for interpreting regression coefficients from regression analysis. It discusses interpreting the regression equation form by examining the intercept, slope, and sign and magnitude of coefficients. It also discusses interpreting the strength of association using r-squared and the correlation coefficient r, and looking at significance testing using the F-statistic and confidence intervals. Two examples analyzing the relationship between democracy over time in Latin America and the relationship between wine consumption and heart disease deaths are also summarized.
The document proposes introducing the CIMA Certification Course for finance employees in the Government of Dubai. It discusses two options for the course, which would develop skills through a 4-level program over 3-5 years depending on the option. CIMA is recognized globally as the leading certification for management accountants and provides benefits like consistency, flexibility, career development and superior client support. The program aims to establish a consistent learning and development framework for finance staff across government departments.
This document introduces the concept of poka-yoke, a Japanese term meaning "mistake-proofing". Poka-yoke refers to methods used in processes to eliminate human errors by making it impossible to perform the process incorrectly. It discusses how poka-yoke aims to prevent defects by avoiding mistakes at their source through techniques like contact methods, constant counting, and motion sensors. Examples of poka-yoke in everyday products like microwaves, cars and refrigerators are provided to illustrate how unintended errors can be designed out of systems through simple mechanisms.
The document outlines a training module on poka-yoke (mistake-proofing). It discusses key concepts like zero defects, waste management, zero defect quality (ZDQ), understanding process errors, the four elements of ZDQ, seven steps to achieving poka-yoke, and various poka-yoke methods. The goal of poka-yoke and ZDQ is to prevent defects by making errors impossible through techniques that make processes foolproof.
The document discusses Metabical, a new weight loss drug, and provides recommendations around demand forecasting, packaging, pricing strategies, and profitability over the first five years. It suggests that demand forecasting should use a combination of two scenarios. A package size of four weeks is recommended to ensure results within three months without missed doses. Three pricing strategies are outlined between $75-150, recommending $125 for good market penetration, branding, and ROI. The impact of pricing on five-year profitability is also addressed.
This document provides an introduction to statistics and its uses in business. It outlines two main branches of statistics - descriptive statistics which involves collecting, summarizing and presenting data, and inferential statistics which uses data from a sample to draw conclusions about a larger population. The document then discusses key statistical concepts like variables, data, populations, samples, parameters and statistics. It explains how descriptive and inferential statistics are used to summarize data, draw conclusions, make forecasts and improve business processes. Finally, it introduces the DCOVA process for examining and concluding from data which involves defining variables, collecting data, organizing data, visualizing data and analyzing data.
This document classifies operations systems based on two factors:
1) Volume and flexibility - including projects, job shops, continuous, and batch production.
2) The service-process matrix - with two axes of labor intensity and interaction/customization, placing operations in four categories: service factory, service shop, mass service, and professional service.
It discusses the challenges and considerations for managing each type of operations system.
1) The document outlines the learnings from R&D, marketing, production, finance, and HR/TQM departments of Andrews over multiple rounds.
2) Key R&D learnings included avoiding reverse R&D, being aware of domino effects, and ensuring new products meet market demand.
3) Important marketing learnings centered around better understanding customers through surveys, improving demand forecasting, and optimizing budgets.
The document summarizes learnings from various departments of Andrews, including R&D, Marketing, Production, and Finance. Some key learnings include: 1) R&D is critical and products should meet market needs; 2) Understanding customer demand through surveys allows for better forecasting; 3) Automation should be done gradually and capacity reduced to optimal levels. Finance should support the business, not drive it, and contribution margins should be monitored versus competitors. Overall, decisions have long term impacts, so following instructions and monitoring competitors are important.
Autocorrelation measures the correlation between observations of a variable with itself over successive time periods. It is calculated based on the mean and variance of the observations and can range from +1 to -1, where +1 represents perfect positive correlation and -1 represents perfect negative correlation. Autocorrelation can be used to analyze stock returns, such that if a stock has historically shown high autocorrelation and is currently rising, it may be expected to continue rising based on past trends.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
1. What is Six Sigma?
How is it related to
Lean?
Deb Lucia
Practice Manager, Lean Manufacturing
& Engineering
2. Six Sigma Vs.
Lean Manufacturing
Six sigma and lean manufacturing are methods to improve business and
manufacturing processes and drive profitability of companies. Both six sigma
and lean manufacturing, are proven concepts and have saved companies
billions of dollars and are the leading continuous improvement methods
utilized today.
Lean Manufacturing Focuses on eliminating the 7 or 8 wastes and is based
on the philosophy of getting all levels of an organization involved. It was
developed by Toyota in the late 1950’s. TPS - Toyota Production System
means lean manufacturing.
Six sigma is a philosophy of doing business with a focus on eliminating
defects through fundamental process knowledge. Six sigma methods
integrate principles of business, statistics and engineering to achieve tangible
results.
3. 7 or 8 Wastes of Lean
1. Defects
2. Overproduction
3. Transportation
4. Waiting
5. Inventory
6. Motion
7. Processing
8. Skills – Not utilizing people’s talents
Use the acronym 'DOTWIMP' to remember the 7 Wastes of
Lean.
Use ‘Tim Woods’ to remember the 8 Wastes
4. Lean Terminology
ABNORMALITY MANAGEMENT — The ability to see and respond to an abnormality (any violation of standard
operations) in a timely manner.
ACTIVITY BASED COSTING – An accounting system that assigns costs to a product based on the amount of resources
used to design, order and make it.
ANDON — A visual signal. Typically, a light mounted on a machine or line to indicate a potential problem or work
stoppage.
AUTONOMATION — English translation of Jidoka. Imparting human intelligence to a machine so that it automatically
Jidoka.
stops when a problem arises.
BALANCED PLANT — A plant where all available capacity is balanced exactly to market demand.
BOTTLENECK — An area or workstation in a manufacturing environment that limits throughput of the entire process.
CHAKU-CHAKU LINE — Meaning load-load in Japanese, this describes a work cell where machines off-load parts
automatically so that operators can take a piece directly from one machine to the next without waiting.
CHANGE AGENT —One who leads cultural change in an organization to move from the current state to a lean state.
CELLULAR MANUFACTURING — An alignment of machines in correct process sequence, where operators remain
within the cell and materials are presented to them from outside.
CONSTRAINT — A workstation or a process that limits the output of the entire system.
CONTINUOUS IMPROVEMENT — The commitment to creating a better product, work environment and business, every
day or Kaizen.
CYCLE TIME — The time it takes an operator to complete one full repetition of work. Globally, it is the time it takes before
the cycle repeats itself.
3Ds — Dirty, dangerous, difficult.
3P – Production Preparation Process is the development of a designed low waste product with low manufacturing
capital cost
ELEMENTAL TIME — Time allotted to a specific operational step, within standard work.
ERROR PROOFING – Poka Yoke Process used to prevent errors for occurring or to immediately point out a defect as it
occurs.
EXTERNAL SET-UP — Elements of tooling set-up that can be performed safely while the machine is still running.
FIFO – First in First Out
5. Lean Terminology
FIVE S (5S) — The primary conditioning discipline for kaizen, the five Ss are defined as: Seiri, Sort to segregate and discard.
Seiri,
Seiton, Set in order to arrange and identify. Seiso, Sanitize or Shine to clean and inspect daily. Seiketsu, Standarize to
Seiton,
Seiso,
Seiketsu,
revisit frequently, and Shitsuke, Sustain.
Shitsuke,
GLOBAL PRODUCTION SYSTEM — An expansion of the Toyota Production System, this is a strategy to enable lean
System,
manufacturing using kaizen methodology.
HANEDASHI — A device that allows a machine to automatically unload a part without waiting for an operator.
HEIJUNKA — Production leveling; creating a build sequence that is determined by SKU average demand.
Hoshin Kanri - The selection of goals, projects to achieve goals, designation of people and resources for project complement
and the establishment of metrics.
Hoshin Planning: Breakthrough Strategic Planning
INTERNAL SET-UP — Elements of tooling set-up that must be performed while the machine is not in motion.
INVENTORY — Usually the highest cost category, inventory is all raw materials, purchased parts, work-in-progress and
finished goods that are not yet sold to a customer.
JIDOKA — See "autonomation." Japanese term for transferring human intelligence to a machine.
"autonomation."
JUST IN TIME (JIT) — Manufacturing what is needed, when it is needed, in the quantity it is needed.
KAIKAKU — Radical improvement, usually in a business process, that affects the future value stream.
KAIZEN — A combination of two Japanese words Kai (change) and Zen (good). Usually defined as "continuous
improvement."
KAIZEN BREAKTHROUGH — A time-sensitive, rapid-deployment methodology that employs a focused, team-based
approach. Continuous improvement.
KANBAN — Visual signal. Typically a re-order card or other method of triggering the pull system, based on actual usage of
material. It should be located for use at the point of manufacturing.
KITTING – Supplying parts to assemblers in “kits”
LEAD TIME — The amount of time required to produce a single product, from the time of customer order to shipping.
LEAN MANUFACTURING — Using the minimum amount of total resources — man, materials, money, machines, etc. — to
produce a product and deliver it on time.
MACHINE AUTOMATIC TIME — The time is takes for a machine to produce one unit, exclusive of loading and unloading.
MACHINE CYCLE TIME — The time it takes for a machine to produce one unit, including the time it takes to load and
unload.
6. Lean Terminology
MUDA — Any activity that adds to cost without adding to value of the product.
MURA — Variations in process quality, cost and delivery
MURI — Unreasonableness; demand exceeds capacity.
NAGARA SYSTEM — Accomplishing two or more activities with one motion.
NON-VALUE ADDED — Any activity that adds cost without adding value to the product or process.
ONE-TOUCH EXCHANGE OF DIES — The reduction of die set-up activities down to a single step.
ONE-PIECE FLOW — A manufacturing philosophy which supports the movement of product from one workstation to the
next, one piece at a time, without allowing inventory to build up in between.
OPERATOR CYCLE TIME — The time it takes for a person to complete a predetermined sequence of operations,
inclusive of loading and unloading, exclusive of time spent waiting.
OVERALL EQUIPMENT EFFECTIVENESS – OEE – The equipment’s operational availability, performance effeciency or
first-pass yield.
PACEMAKER — A technique for pacing a process to takt time.
time.
PDCA - (plan-do-check-act)
POLICY DEPLOYMENT — Matching the strategic business goals of an organization to its available resources.
Communicating those goals throughout the organization and linking everyone to the same objectives.
POKA YOKE — A Japanese word for mistake proofing, a poka yoke device prevents a human error from affecting a
machine or process; prevents operator mistakes from becoming defects.
POINT KAIZEN — An improvement activity intensely directed at a single workstation, performed quickly by two or three
specialists. Typically follows a full-blown kaizen event.
PROCESS CAPACITY TABLE — A chart primarily used in a machining environment that compares machine load to
available capacity.
PRODUCTION SMOOTHING — A method of production scheduling that, over a period of time, takes the fluctuation of
customer demand out of manufacturing. Producing every part, every day.
PULL SYSTEM – A method of replenishment that is signaled by a “pull” on the system indicating a need to replenish.
7. Lean Terminology
QUALITY FUNCTION DEPLOYMENT — A methodology in which a cross-functional team reaches consensus about
final product specifications, in accord with the wishes of the customer.
QUEUE TIME – The time a product spends in a line waiting for the next process.
QUICK CHANGEOVER (SMED) – The ability to change tooling and fixtures rapidly to run multiple products on the
same machine.
SENSI — A revered master or teacher.
SET-UP REDUCTION — Reducing the amount of downtime during changeover from the last good piece to the first
good piece of the next order.
SINGLE-MINUTE EXCHANGE OF DIES (SMED) — From the last good part to the first good part on the new set-up
accomplished in anything less than 10 minutes. AKA "Single-digit set-up."
STANDARD OPERATIONS — The best combination of people and machines utilizing the minimum amount of labor,
space, inventory and equipment.
STANDARD WORK — Pre-determined sequence of tasks for the operator to complete within takt time.
time.
STANDARD WORK COMBINATION SHEET — A document showing the sequence of production steps assigned to a
single operator. It is used to illustrate the best combination of worker and machine.
STANDARD WORK LAYOUT — A diagram of a work station or cell showing how standard work is accomplished.
STANDARD WORK IN PROCESS — Minimum material required to complete one cycle of operator work without delay.
STOP-THE-LINE AUTHORITY — When abnormalities occur, workers have power to stop the process and prevent the
defect or variation from being passed along.
SUB-OPTIMIZATION — Optimizing each piece of equipment; keeping all machines running, no matter the cost or
consequence. Typically this inflates the number-one cost of production: material.
SUPERMARKET — A shop floor, line-side location where parts are sorted and made ready for presentation to
operators.
8. Lean Terminology
TAKT TIME — The total net daily operating time divided by the total daily customer demand.
THEORY OF CONTRAINTS (TOC) – A lean management philosophy that stresses removal of constraints to increase
throughput while decreasing inventory and operating expenses. TOC’’s set of tools examine the entire continuos
improvement system.
THROUGHPUT — The rate at which the entire system generates money.
TIME-BASED STRATEGY — Organizing business objectives around economy-of-time principles.
TOYOTA PRODUCTION SYSTEM — Based on some of the first principles of Henry Ford, this describes the
philosophies of one of the world’s most successful companies. The foundation of TPS is production smoothing,
the supports are just-in-time and jidoka.
jidoka.
VALUE ADDED — Any activity that transforms a product or service to meet the customer need.
VALUE ANALYSIS — Evaluating the total lead-time and value-added time to identify the percentage spent in value
added activities.
VALUE STREAM MAP (or Value Chain Map) — A visual picture of how material and information flows from suppliers,
through manufacturing, to the customer. It includes calculations of total cycle time and value-added time. Typically
written for the current state of the value chain and the future, to indicate where the business is going.
VISUAL CONTROLS — Creating standards in the workplace that make it obvious if anything is out of order.
VISUAL MANAGEMENT — System enabling anyone to quickly spot abnormalities in the workplace, regardless of their
knowledge of the process.
WASTE – Any activity that consumes resources but does not add value to the product or service a customer receives
(muda).
WORK-IN-PROCESS (WIP) — Inventory waiting between operation steps.
WORK SEQUENCE — The correct steps the operator takes, in the order in which they should be taken.
9. Six Sigma Vs.
Lean Manufacturing
Huge difference between "lean Tools" and Six Sigma tools.
Lean = Improved process flow and the elimination of waste
in a continual mode of improvement
Any of the following mean Lean Manufacturing:
TPS, Continuous Improvement, Kaizen, Lean
Manufacturing, JIT
TPS engages all the employees of a company from the
CEO to factory worker.
Six Sigma = Reduced process variation
Six Sigma holds the improvement process in the hands of a
select group of “belted” individuals
10. Six Sigma
In 1986, Bill Smith, a senior engineer and scientist at Motorola,
introduced the concept of Six Sigma to standardize the way defects
are counted.
Six Sigma provided Motorola the key to addressing quality concerns
throughout the organization, from manufacturing to support
functions. The application of Six Sigma also contributed to Motorola
winning the Malcolm Baldrige National Quality award in 1988.
Since then, the impact of the Six Sigma process on improving
business performance has been dramatic and well documented by
other leading global organizations, such as General Electric, Allied
Signal, and Citibank.
Today, Motorola continues to implement Six Sigma throughout its
own enterprise, and extends the benefit of its Six Sigma expertise to
other organizations worldwide through Motorola University.
Six Sigma was derived from the statistical term of sigma which
measures deviations from perfection
11. Six Sigma History
1986: Motorola Defines Six Sigma and in 1987 Chief Executive declares
Motorola will be at 6σ by 1992 (5-year goal)
1988: Original Six Sigma consortium is formed:
Motorola, Raytheon, ABB, CDI, Kodak
1989/1990: IBM, DEC try Six Sigma -- and fail
1993: AlliedSignal adds a new level to Six Sigma : Dedicated Black Belts
with a supporting infrastructure
1995: Jack Welch of General Electric adopts Six Sigma
1996-1998: Six Sigma implementation expands significantly as companies
observe the success of Allied and GE :Siebel, Bombardier, Whirlpool,
Navistar, Gencorp, Lockheed Martin, Polaroid,Sony, Nokia, John Deere
Siemens, BBA, Seagate, Compaq, PACCAR, Toshiba, McKesson,
AmEx, ...
1999: Starting to see exponential growth. Formal Six Sigma training begins
at ASQ: Johnson & Johnson, Air Products, Maytag, Dow Chemical,
DuPont, Honeywell, PraxAir, Ford, BMW, Johnson Controls, Samsung
12. Sigma Levels
Sigma Level
A value from 1 to 6 that signifies the maximum number
of defects per million:
1 Sigma = 690,000 defects/million = 31% accurate
2 Sigma = 308,537 defects/million = 69.1463%
accurate
3 Sigma = 66,807 defects/million = 93.3193% accurate
4 Sigma = 6,210 defects/million = 99.3790% accurate
5 Sigma = 233 defects/million = 99.9767% accurate
6 Sigma = 3.4 defects/million = 99.999997% accurate
13. Six Sigma Key Concepts
At its core, Six Sigma revolves around a few key
concepts.
Critical to Quality: Attributes most important to the
customer
Defect: Failing to deliver what the customer wants
Process Capability: What your process can deliver
Variation: What the customer sees and feels
Stable Operations: Ensuring consistent, predictable
processes to improve what the customer sees and feels
Design for Six Sigma (DFSS): Designing to meet
customer needs and process capability
14. Six Sigma Methodology
Six Sigma has two key methodologies:
DMAIC and DMADV.
DMAIC is used to improve an existing business
process.
DMADV is used to create new product designs or
process designs in such a way that it results in a more
predictable, mature and defect free performance.
Sometimes a DMAIC project may turn into a DFSS
project because the process in question requires
complete re-design to bring about the desired degree of
improvement.
15. Statistical Process Control Methodology
Statistical process control is an important part of Six Sigma
methodology, which proceeds through the following steps, also
called DMAIC (Define, Measure, Analyze, Improve and
Control):
1. Define - benchmarking, process flow mapping, flowcharts
2. Measure - defect metrics, data collection, sampling
3. Analyze - Fishbone diagrams, failure analysis, root cause
analysis
4. Improve - modeling, tolerance control, defect control, design
changes
5. Control - SPC control charts, performance management
16. Six Sigma Five Phases
Basic methodology consists of the following five phases
DMADV (Define, Measure, Analyze, Design, and Verify):
Define - formally define the goals of the design activity that are
consistent with customer demands and enterprise strategy.
Measure - identify CTQs (Critical to Quality), product
capabilities, production process capability, risk assessment, etc.
Analyze - develop design alternatives, create high-level design
and evaluate design capability to select the best design.
Design - develop detail design, optimize design, and plan for
design verification. This phase may require simulations.
Verify - verify design, setup pilot runs, implement production
process and handover to process owners. This phase may also
require simulations.
17. Six Sigma Tool Box
Define
Measure
Analyze
Improve
Control
Benchmarking
Value Stream Map
Fishbone Diagrams Modeling
SPC Charts
Process Flow
Mapping
Cause & Effect
FMEA
Tolerance Control
Performance
Metrics
Flow charts
Defect Metrics
Root Cause
Analysis
Defect Control
Multiple
Regression
Project Charter as a Statistical Analysis
Team
ANOVA
Design Changes
Train
Set Up a Plan &
Guidelines for
Team
Data Collection
Run Charts, Time
Series Chars, Time
Value Charts,
Pareto Charts
Cause & Effect
Diagram
Piloting
Review Existing
Data
Sampling
Scatter Plots
Best Practices
SIPOC
18. Six Sigma Key People Roles
Executive Leadership includes CEO and other key top management team members.
They are responsible for setting up a vision for Six Sigma implementation. They also
empower the other role holders with the freedom and resources to explore new ideas
for breakthrough improvements.
Champions are responsible for the Six Sigma implementation across the organization
in an integrated manner. The Executive Leadership draws them from the upper
management. Champions also act as mentor to Black Belts.
Master Black Belts, identified by champions, act as in-house expert coach for the
organization on Six Sigma. They devote 100% of their time to Six Sigma. They assist
champions and guide Black Belts and Green Belts. Apart from the usual rigor of
statistics, their time is spent on ensuring integrated deployment of Six Sigma across
various functions and departments.
Black Belts operate under Master Black Belts to apply Six Sigma methodology to
specific projects. They devote 100% of their time to Six Sigma. They primarily focus
on Six Sigma project execution, whereas Champions and Master Black Belts focus on
identifying projects/functions for Six Sigma.
Green Belts are the employees who take up Six Sigma implementation along with
their other job responsibilities. They operate under the guidance of Black Belts and
support them in achieving the overall results.
19. Minimum Training
Executive – 1 to 2 day workshop
Champion – 1 week Green Belt training
Green Belt – 2 weeks of classes over 2 months
Cert: 3 years of work and one project $2000 -$4000
Black Belt – 4 weeks of study over 4 months
Cert: 3 yrs of work, 2 documented projects, recertify every 3 yrs.
$5000 - $6500
Master Black Belt – two weeks extensive training with
additional mathematical theory, quality, lean, super project,
mentoring
Cert: 3 years of work, additional projects, recertify every three
yrs. $5000
21. Six Sigma Quotes
"... the most powerful breakthrough management tool
ever devised"
Mikel Harry and Richard Schroeder
Six Sigma: The BREAKTHROUGH Management Strategy Revolutionizing the World's Top Corporations
"Six Sigma is arguably the most important business and
industry initiative that has involved statistical thinking
and methods."
Ronald D. Snee
"Impact of Six Sigma on Quality Engineering"
Quality Engineering Volume 12, Number 3, 2000
"Six Sigma has spread like wildfire across the company
and its transforming everything we do."
Jack Welch, CEO, GE
Business Week special report
June 8, 1998
22. Next step in Lean & Six Sigma?
Next step is the Lean Six Sigma Process that
combines the benefits of both lean TPS systems
and six sigma into one program.