This document discusses how tracking production downtime can help improve continuous improvement initiatives. It provides examples of using work sampling studies to identify sources of downtime at two manufacturing plants. This revealed significant unrecognized downtime and opportunities to increase uptime and capacity. Tracking downtime periodically provides visibility into improvement areas and can help focus continuous improvement efforts on issues with the biggest financial impact.
The document provides guidance on implementing a zero tolerance quality management system for a weaving plant. It discusses setting goals and developing action plans, quality monitoring and control, and continuous improvement. Key aspects include defining quality responsibilities and standards, improving processes, ensuring legal compliance, and gaining customer satisfaction through quality leadership, employee involvement, and using information technology. Maintaining quality is presented as an ongoing process of planning, doing, checking and acting on results.
The document discusses Anand Subramaniam's work conducting process improvement projects at various companies:
1) A time study of a boogie changeover operation reduced setup times from 3-7 hours to 50 minutes, cutting downtime and reducing defects.
2) A Kaizen event on accounts payable trimmed non-value-added time from 84 days to zero, cutting late fees and department overtime by 75%.
3) Streamlining front-end business processes reduced a project cycle from 17 to 8 weeks, freeing up time for strategic growth and potentially boosting sales 10%.
1) Total Productive Maintenance (TPM) aims to eliminate waste and losses in production processes through the involvement of all employees.
2) TPM identifies eight major equipment losses that reduce productivity and quality, including set-up time, minor stoppages, and defects.
3) Implementing TPM requires establishing organizational culture and systems focused on continuous improvement, problem-solving, and achieving higher performance targets through group efforts.
The Critical KPI to Drive Manufacturing ProductivityCorey Vodvarka
This document provides an introduction to Overall Equipment Effectiveness (OEE), a methodology for measuring manufacturing productivity. OEE is calculated as the product of availability, performance, and quality percentages. World-class OEE is considered to be 85% or higher, achieved through availability of 90%, performance of 95%, and quality of 99.9%. The document discusses how to calculate OEE and its components, common loss events, and the importance of scrutinizing each component individually and together to improve productivity.
Total Productive Maintenance (TPM) is a system to maximize equipment effectiveness through the involvement of both operators and maintenance personnel. It aims to eliminate equipment breakdowns and reduce the six major losses of production time. The document outlines the origins and benefits of TPM, details its key pillars like autonomous maintenance, and provides an agenda for TPM training covering topics such as setting goals and measuring results.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
The document provides guidance on implementing a zero tolerance quality management system for a weaving plant. It discusses setting goals and developing action plans, quality monitoring and control, and continuous improvement. Key aspects include defining quality responsibilities and standards, improving processes, ensuring legal compliance, and gaining customer satisfaction through quality leadership, employee involvement, and using information technology. Maintaining quality is presented as an ongoing process of planning, doing, checking and acting on results.
The document discusses Anand Subramaniam's work conducting process improvement projects at various companies:
1) A time study of a boogie changeover operation reduced setup times from 3-7 hours to 50 minutes, cutting downtime and reducing defects.
2) A Kaizen event on accounts payable trimmed non-value-added time from 84 days to zero, cutting late fees and department overtime by 75%.
3) Streamlining front-end business processes reduced a project cycle from 17 to 8 weeks, freeing up time for strategic growth and potentially boosting sales 10%.
1) Total Productive Maintenance (TPM) aims to eliminate waste and losses in production processes through the involvement of all employees.
2) TPM identifies eight major equipment losses that reduce productivity and quality, including set-up time, minor stoppages, and defects.
3) Implementing TPM requires establishing organizational culture and systems focused on continuous improvement, problem-solving, and achieving higher performance targets through group efforts.
The Critical KPI to Drive Manufacturing ProductivityCorey Vodvarka
This document provides an introduction to Overall Equipment Effectiveness (OEE), a methodology for measuring manufacturing productivity. OEE is calculated as the product of availability, performance, and quality percentages. World-class OEE is considered to be 85% or higher, achieved through availability of 90%, performance of 95%, and quality of 99.9%. The document discusses how to calculate OEE and its components, common loss events, and the importance of scrutinizing each component individually and together to improve productivity.
Total Productive Maintenance (TPM) is a system to maximize equipment effectiveness through the involvement of both operators and maintenance personnel. It aims to eliminate equipment breakdowns and reduce the six major losses of production time. The document outlines the origins and benefits of TPM, details its key pillars like autonomous maintenance, and provides an agenda for TPM training covering topics such as setting goals and measuring results.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
[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 download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
The document provides guidance on implementing Lean principles in an organization. It recommends forming a multidisciplinary team to map all process touchpoints and create a value stream map. The map should be used to define the scope of initial projects, such as starting 5S and building visual controls. Tier meetings should also be established where different levels of management address operational and strategic issues. Specific areas like individual process cells can then be analyzed and standardized to establish baselines and continuously improve using tools like SMED, mistake proofing, and problem solving methods. The implementation of Lean is portrayed as an ongoing philosophy requiring organization-wide commitment rather than a one-time event.
The document discusses opportunities for improving manufacturing and packaging operations through lean strategies like reducing waste, improving equipment effectiveness, and identifying sources of downtime. It outlines John Van Horn's approach and toolbox for conducting analyses to streamline processes, maximize throughput, ensure profitability, and achieve typical results such as enhanced capacity and productivity gains of 15-20%.
The document discusses strategies for performance excellence including 5S implementation. It provides an overview of 5S which includes five elements: systematic organization, sorting visual placement, scrubbing clean, standardizing control, and self-discipline control. The purpose of 5S is to eliminate waste through bringing order and cleanliness to the workplace.
This document discusses the implementation of lean manufacturing techniques. It begins by defining lean manufacturing as eliminating waste to continuously shorten the time between customer order and shipment. The benefits of lean manufacturing include improved productivity, quality, and safety. Principles of lean manufacturing include creating continuous flow, reducing batch sizes and inventories, and instilling continuous improvement. The document then outlines the stages of implementing lean manufacturing - data collection, data analysis and solution development, and implementation. It describes activities at each stage and outputs. Kwaliteg is introduced as being able to assist with lean implementation through consultants, engineering solutions, and decreasing involvement over time.
Intro to Quality Control with Tutorial on using StatgraphicsHany G. Amer
This ppt gives an overview over quality control and gives a small tutorial on how to create different quality control charts using Statgraphics software.
This document is intended to serve as a guide for
professionals in the High Volume Manufacturing Industries who want to understand what Overall Equipment Effectiveness (OEE) can deliver for their business.
Metis Automation specialise in designing and implementing advanced connected manufacturing systems. Our proven software products allow your project to be delivered efficiently, with assurance that your investment is a success.https://www.metisautomation.co.uk
This document provides an overview of Lean Six Sigma and how it combines Lean Manufacturing and Six Sigma. Lean focuses on reducing waste and cycle times, while Six Sigma aims to reduce defects and variation. Together, Lean Six Sigma seeks to improve quality and processes by identifying and removing causes of defects and waste. It uses data-driven, statistical methods to solve problems and implement robust control plans for sustained improvements.
Importance statistical methods in QC,
Measurement of statistical control variables and attributes,
Pie charts, Bar charts / Histograms, Scatter diagrams, Pareto chart, GANT charts, Control charts, X chart, X bar charts
R charts, P charts, NP charts their preparation, analysis and applications, Elementary treatment on modern SQC tools
This document discusses process control and operational excellence. It covers key topics like:
- Reducing variation is important for process control and profitability. Variation is the enemy of Six Sigma.
- Standard deviation and variance are statistical measures of variation. Standard deviation quantifies how far data points deviate from the mean on average. Variance is the square of standard deviation.
- Many processes follow a normal distribution curve. Six sigma quality implies processes operate within 6 standard deviations of the mean 99.9997% of the time.
- Effective sampling plan design is needed to ensure sample data represents the true population and allows for statistical analysis despite non-normal parent distributions, according to the central limit theorem.
Lean production is an integrated approach that aims to eliminate waste. It includes techniques like just-in-time production and cell production. The goal is to receive goods and materials only as needed to maximize efficiency. Traditional production tends to overproduce and rely on large inventories while lean production focuses on minimizing waste and batch sizes. Key aspects of lean include continuous improvement, reducing set-up times, and eliminating bottlenecks and unnecessary processes.
Quality Management and Statistical Process ControlMahmudul Hasan
This document discusses quality management concepts including the meaning of quality, quality assurance vs quality control, process control, and statistical process control. It defines quality as meeting customer expectations and fitness for use. Quality assurance focuses on implementing processes while quality control checks output. Process control monitors a process to ensure it behaves as expected. Statistical process control uses tools like control charts to reduce variability and identify sources of variation. The document reviews various quality measurement and process analysis tools.
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
Quality management can be measured using various tools and techniques. Statistical process control charts track variations in a process and identify whether variations are due to common or special causes. Flowcharts visually map out processes to look for inefficiencies. Pareto charts identify the most common problems affecting 80% of issues. Balanced scorecards provide a holistic view of business performance across financial, customer, process, and learning/growth metrics. Employees also help identify quality issues through their direct interactions with customers.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. TQM involves focusing on customers, continuous improvement, quality at the source, employee empowerment, and using quality tools like teams, benchmarking and supplier certification. Quality has four dimensions - design, conformance, ease of use, and post-sale support. There are costs of quality including prevention, appraisal, and failure costs. Tools like QFD, control charts, Pareto analysis and others are used to manage quality. Awards like the MBNQA and certifications like ISO help drive quality improvement.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Failure Modes and Effects Analysis (FMEA) is a technique used to identify potential failures in a design, manufacturing or assembly process. It focuses on assessing the risks associated with failures and determining how to eliminate or reduce those risks. The FMEA process involves identifying potential failures and their causes, analyzing the severity and likelihood of failures, and recommending actions to address high-risk failures. FMEAs are used early in design and development to proactively prevent failures and improve reliability.
Six Sigma is a method that provides tools to improve business processes, leading to reduced defects, improved profits and quality, and increased employee morale. It aims to reduce process variation to within ±3 standard deviations from the process centerline. Examples of successful Six Sigma projects include reducing cycle times, defects, repairs, downtime, and waste in various processes. Good Six Sigma projects focus on reducing external and internal defects, inefficiencies, costs, and variations through understanding and controlling key inputs and processes. The balanced scorecard is a strategic management system used to align all business activities and KPIs to an organization's vision, by translating high-level goals into practical departmental and cross-functional objectives and metrics.
Total Productive Maintenance (TPM) is a system to maximize equipment effectiveness through the involvement of both operators and maintenance personnel. It aims to eliminate equipment breakdowns and reduce the six major losses of production time. The document outlines the origins and benefits of TPM, details its key pillars like autonomous maintenance, and provides an agenda for TPM training covering topics such as setting goals and measuring results.
[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 download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
The document provides guidance on implementing Lean principles in an organization. It recommends forming a multidisciplinary team to map all process touchpoints and create a value stream map. The map should be used to define the scope of initial projects, such as starting 5S and building visual controls. Tier meetings should also be established where different levels of management address operational and strategic issues. Specific areas like individual process cells can then be analyzed and standardized to establish baselines and continuously improve using tools like SMED, mistake proofing, and problem solving methods. The implementation of Lean is portrayed as an ongoing philosophy requiring organization-wide commitment rather than a one-time event.
The document discusses opportunities for improving manufacturing and packaging operations through lean strategies like reducing waste, improving equipment effectiveness, and identifying sources of downtime. It outlines John Van Horn's approach and toolbox for conducting analyses to streamline processes, maximize throughput, ensure profitability, and achieve typical results such as enhanced capacity and productivity gains of 15-20%.
The document discusses strategies for performance excellence including 5S implementation. It provides an overview of 5S which includes five elements: systematic organization, sorting visual placement, scrubbing clean, standardizing control, and self-discipline control. The purpose of 5S is to eliminate waste through bringing order and cleanliness to the workplace.
This document discusses the implementation of lean manufacturing techniques. It begins by defining lean manufacturing as eliminating waste to continuously shorten the time between customer order and shipment. The benefits of lean manufacturing include improved productivity, quality, and safety. Principles of lean manufacturing include creating continuous flow, reducing batch sizes and inventories, and instilling continuous improvement. The document then outlines the stages of implementing lean manufacturing - data collection, data analysis and solution development, and implementation. It describes activities at each stage and outputs. Kwaliteg is introduced as being able to assist with lean implementation through consultants, engineering solutions, and decreasing involvement over time.
Intro to Quality Control with Tutorial on using StatgraphicsHany G. Amer
This ppt gives an overview over quality control and gives a small tutorial on how to create different quality control charts using Statgraphics software.
This document is intended to serve as a guide for
professionals in the High Volume Manufacturing Industries who want to understand what Overall Equipment Effectiveness (OEE) can deliver for their business.
Metis Automation specialise in designing and implementing advanced connected manufacturing systems. Our proven software products allow your project to be delivered efficiently, with assurance that your investment is a success.https://www.metisautomation.co.uk
This document provides an overview of Lean Six Sigma and how it combines Lean Manufacturing and Six Sigma. Lean focuses on reducing waste and cycle times, while Six Sigma aims to reduce defects and variation. Together, Lean Six Sigma seeks to improve quality and processes by identifying and removing causes of defects and waste. It uses data-driven, statistical methods to solve problems and implement robust control plans for sustained improvements.
Importance statistical methods in QC,
Measurement of statistical control variables and attributes,
Pie charts, Bar charts / Histograms, Scatter diagrams, Pareto chart, GANT charts, Control charts, X chart, X bar charts
R charts, P charts, NP charts their preparation, analysis and applications, Elementary treatment on modern SQC tools
This document discusses process control and operational excellence. It covers key topics like:
- Reducing variation is important for process control and profitability. Variation is the enemy of Six Sigma.
- Standard deviation and variance are statistical measures of variation. Standard deviation quantifies how far data points deviate from the mean on average. Variance is the square of standard deviation.
- Many processes follow a normal distribution curve. Six sigma quality implies processes operate within 6 standard deviations of the mean 99.9997% of the time.
- Effective sampling plan design is needed to ensure sample data represents the true population and allows for statistical analysis despite non-normal parent distributions, according to the central limit theorem.
Lean production is an integrated approach that aims to eliminate waste. It includes techniques like just-in-time production and cell production. The goal is to receive goods and materials only as needed to maximize efficiency. Traditional production tends to overproduce and rely on large inventories while lean production focuses on minimizing waste and batch sizes. Key aspects of lean include continuous improvement, reducing set-up times, and eliminating bottlenecks and unnecessary processes.
Quality Management and Statistical Process ControlMahmudul Hasan
This document discusses quality management concepts including the meaning of quality, quality assurance vs quality control, process control, and statistical process control. It defines quality as meeting customer expectations and fitness for use. Quality assurance focuses on implementing processes while quality control checks output. Process control monitors a process to ensure it behaves as expected. Statistical process control uses tools like control charts to reduce variability and identify sources of variation. The document reviews various quality measurement and process analysis tools.
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
Quality management can be measured using various tools and techniques. Statistical process control charts track variations in a process and identify whether variations are due to common or special causes. Flowcharts visually map out processes to look for inefficiencies. Pareto charts identify the most common problems affecting 80% of issues. Balanced scorecards provide a holistic view of business performance across financial, customer, process, and learning/growth metrics. Employees also help identify quality issues through their direct interactions with customers.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. TQM involves focusing on customers, continuous improvement, quality at the source, employee empowerment, and using quality tools like teams, benchmarking and supplier certification. Quality has four dimensions - design, conformance, ease of use, and post-sale support. There are costs of quality including prevention, appraisal, and failure costs. Tools like QFD, control charts, Pareto analysis and others are used to manage quality. Awards like the MBNQA and certifications like ISO help drive quality improvement.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Failure Modes and Effects Analysis (FMEA) is a technique used to identify potential failures in a design, manufacturing or assembly process. It focuses on assessing the risks associated with failures and determining how to eliminate or reduce those risks. The FMEA process involves identifying potential failures and their causes, analyzing the severity and likelihood of failures, and recommending actions to address high-risk failures. FMEAs are used early in design and development to proactively prevent failures and improve reliability.
Six Sigma is a method that provides tools to improve business processes, leading to reduced defects, improved profits and quality, and increased employee morale. It aims to reduce process variation to within ±3 standard deviations from the process centerline. Examples of successful Six Sigma projects include reducing cycle times, defects, repairs, downtime, and waste in various processes. Good Six Sigma projects focus on reducing external and internal defects, inefficiencies, costs, and variations through understanding and controlling key inputs and processes. The balanced scorecard is a strategic management system used to align all business activities and KPIs to an organization's vision, by translating high-level goals into practical departmental and cross-functional objectives and metrics.
Total Productive Maintenance (TPM) is a system to maximize equipment effectiveness through the involvement of both operators and maintenance personnel. It aims to eliminate equipment breakdowns and reduce the six major losses of production time. The document outlines the origins and benefits of TPM, details its key pillars like autonomous maintenance, and provides an agenda for TPM training covering topics such as setting goals and measuring results.
The document contrasts the conventional (mass production) and lean approaches used by Joe and Ralph for assembly design and production.
Joe uses a conventional push system with make-to-assembly, large batches, slow pace due to problems and errors, large inventory, wasted resources from errors and defects, necessary rework, low productivity from waiting times and inactive workers, an authoritarian leadership style, and poor worker motivation and individualistic behavior.
Ralph uses a lean pull system with make-to-order, small lots for constant adaptability, smooth pace with no waiting times or inactive operators, no inventory, no waste from an efficient assembly line, continual improvement to address potential errors, high productivity from collaboration and no wasted time
The document provides an overview of just-in-time (JIT) manufacturing, including its central themes, prerequisites, techniques, goals, and advantages. JIT is a system that organizes production so that parts are available only when needed by using techniques like inventory reduction, supplier relationships, and quality assurance to eliminate waste. The key themes of JIT are simplicity, quality, and elimination of waste.
Work Measurement and Operational Effectivenessgrubinm
Work measurement is a systematic process that has been used since the late 1800s to improve productivity. It involves directly observing work tasks and breaking them into elements to determine standard times. These standards provide benchmarks for tasks and help identify areas for improvement. Work measurement provides data to help with staffing needs, process design, cost analysis, and measuring performance against goals. The success of work measurement relies on accurately capturing all task times, applying appropriate allowances, and using the standards to drive continuous improvement.
Maintenance management involves keeping production equipment in good operating condition on a daily basis. This includes maintaining existing plant and equipment, inspecting and lubricating machinery, and installing new equipment. The main goals of maintenance are to maximize equipment uptime and efficiency while minimizing repair costs and production downtime through activities like preventative maintenance, equipment inspections, and reliability engineering. An effective maintenance program requires planning work activities, scheduling tasks, and controlling costs.
Lean manufacturing is a process that focuses on minimizing waste and maximizing productivity. It utilizes various tools such as 5S, andon systems, bottleneck analysis, continuous flow, gemba walks, heijunka leveling, and just-in-time production to improve efficiency and quality. Some key aspects of lean include identifying and eliminating muda (waste), using tools like value stream mapping and standard work, and implementing a culture of continuous improvement through kaizen events and PDCA cycles. The overall goal is to optimize operations and align production with customer demand.
The document summarizes key concepts in lean systems and production. It discusses eliminating waste to add value for customers and improve efficiency. Lean focuses on continuous improvement by making small, immediate changes. Key lean tools include 5S, quick changeovers, pull production, total productive maintenance, poka-yoke, cellular layouts, and value stream mapping. The goals of lean are to reduce lead times, inventory, and waste while improving throughput, productivity, and quality.
The document summarizes key concepts in lean systems and production. It discusses eliminating waste to add value for customers and improve productivity. Specific lean tools are outlined, including 5S, quick changeover, pull production, total productive maintenance, poka-yoke, cellular layouts, and value stream mapping to visualize and improve workflow. The goal is to continuously improve by removing non-value added activities, reducing lead times and inventory, and increasing throughput.
The document discusses Lean and Agile manufacturing approaches to improve process efficiency. It focuses on using Overall Equipment Effectiveness (OEE) as a key metric to measure machine performance across availability, performance, and quality. OEE identifies sources of loss or "waste" to target for improvement, like breakdowns, setup times, reduced speeds. Regular OEE data collection and analysis helps manufacturers monitor progress and ensure continuous process optimization.
The document discusses various aspects of quality management including:
1. Total quality management aims to achieve organizational practices, quality principles, and employee fulfillment to satisfy customers. This is done through leadership, continuous improvement, and employee empowerment.
2. Quality can be defined in various ways such as meeting customer needs, conforming to specifications, or having desirable attributes. Achieving high quality reduces costs and improves profits through increased productivity, lower rework, and greater customer satisfaction.
3. Key quality management tools include statistical process control, failure mode and effects analysis, benchmarking, and implementing suggestions from quality experts like Deming and Juran. These help organizations achieve continuous improvement.
The document discusses various aspects of quality management including ways that quality can improve productivity, the flow of activities necessary to achieve total quality management, definitions of quality, key dimensions of quality, and tools used in total quality management such as continuous improvement, six sigma, employee empowerment, benchmarking, just-in-time, and statistical process control charts. It provides details on quality costs, Deming's fourteen points, concepts of TQM, and seven tools used in TQM including check sheets, scatter diagrams, cause and effect diagrams, Pareto charts, flow charts, histograms, and control charts.
This document presents a case study on optimizing manufacturing test times for printed circuit boards using the DMAIC (Define, Measure, Analyze, Improve, Control) process at a Cisco manufacturing facility. The optimization project reduced advance flying probe test times by over 50% without compromising product quality. Statistical analysis over 6 months confirmed the time savings. The test time optimization provided a significant return on investment. The case study demonstrates how DMAIC can be effectively used for manufacturing process improvement.
Decision Optimization for ManufacturingOptimiser.com
The Production Planner and Scheduler Optimiser (PPSO) is an integrated scheduling application designed for today’s toughest challenges in manufacturing.
It is part of the Optimiser suite of optimization applications. The Optimiser scheduler balances competing goals like costs and delays while respecting limits on capacity, changeover times, and other challenges that make manual scheduling inefficient.
The PPSO aligns production plans with the corporate strategy. Whether the objective is to produce at the lowest cost, maximize production volume, meet specific customer deadlines, or a combination, PPSO is able to find the plan that does this.
All of this leads to improved profitability and long- term growth of our customers.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
This document discusses quality in operations management. It provides an overview of common obstacles to quality improvement such as losing focus, taking on too many projects at once, and chasing "silver bullet" solutions. It then describes several quality management tools including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. The document concludes by listing additional quality-related topics.
Process Reengineering vs Continuous Improvement: What’s the Right Choice for ...Kashish Trivedi
Your organization might have a disconnected system. As a result, each customer or team member needs to go through various people and departments to solve an issue.
Everyone involved in this process is frustrated because the information is lost and people constantly need to repeat data.
Adding effective management can solve this problem. By making that change, information becomes more shareable. Overhauling the system like this requires a considerable investment in the short term, but will increase long-term efficiency.
Instructions· This is a group assignment with only 4 .docxnormanibarber20063
Instructions:
· This is a group assignment with only 4 members. As discussed and explained in the class, this assignment is a Case study.
· The students should read and analyze the Case study and submit their report.
· The report should contain the following:
The Assignment should cover the following points:
1. Brief Overview (Describe the Company and issues discussed)
2. Situation Analysis (SWOT)
3. Key Issues (Symptoms/Problems)
4. Alternatives (A set of strategic alternatives that have a potential to solve the problem)
5. Evaluation of Alternatives (How well does the alternative address the issue stated? / List the pros and cons of each alternative)
6. Recommendation
7. Implementation Plan (Steps to follow constrained by budget and timeline/Short term and long term plan/Always look for appendices)
8. Risk and Mitigation (List all the challenges that would prevent the company from successfully implementing the proposed solution/List risk mitigation strategies for every challenge)
Rubric for Report: 20 marks
Category
Failed
0-1
Partially
2
Mostly
3
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Relevant Factors
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Alternatives (Identify)
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Recommendation
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Date of Submission: WEEK 6
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Activity-Based Costing: A Tool for Manufacturing
Excellence
ABC is a strategic weaoon in the Quest for comoetitive oosition.
By Peter B.B. Turney, Ph.D.
This article exammes rne role of
actiVity-based costing in the
achievement of manufacturing ex-
cellence. It describes manufacturing
excellence and the product cost in-
formation requirements of managers
who seek to achieve it. It shows
how conventional product costing
fails to meet these needs, and dem-
onstrates how activity-based cost-
ing corrects these deficiencies. It
explains how managers in manufac-
turing companies can use activity-
based costing for strategic, product
design, and continuous improve-
ment purposes. Finally, the article
lays to rest fears that activity-based
costing may be too costly and com-
plex to be compatible with manu-
facturing excellence.
A chieving and sustaining a com-petitive advantage via manufac-
turing excellence requires attention
to all .
Ways on how to improve manufacturing operationsSameerShaik43
Smarter Contact has evolved the way businesses connect with customers and prospects through its innovative and easy-to-use SMS marketing platform. However, behind it is a backstory, a long history of determination as an immigrant to the US to a company that employs 30+ people around the world.
https://www.tycoonstory.com/tips/how-to-improve-manufacturing-operations/
The document discusses the Six Sigma DMAIC methodology and provides an example of its application. It describes DMAIC as a structured problem-solving approach that involves defining a problem, measuring key metrics, analyzing the root causes, improving processes through solutions testing, and controlling the new processes. An example is given of using DMAIC to reduce order processing times at an e-commerce company by identifying bottlenecks, automating workflows, and standardizing improvements. Benefits of DMAIC include continuous improvement, data-driven decision making, customer satisfaction, quality enhancement, and cost reduction.
1. Where Does The Time Go? Using Production Downtime to Improve the Success Rate of Continuous Improvement Initiatives Jerry Stevick
2. Purpose of this Presentation Many Continuous Improvement initiatives fail to reach their expected goals - often estimated at an 80% - 90% failure rate. Getting better results requires better definition of targets – targets that provide tangible benefits to the overall business. This presentation shows how improving production uptime drives dollars to the bottom line. This presentation also provides a method to easily set targets and track progress.
3. Many CI Programs Fail to Achieve Expected Gains Many CI programs (quality improvement, employee involvement, lean manufacturing, etc) fail to achieve expectations or struggle and sputter as they try to gain and sustain momentum. Some firms are paralyzed or don’t start because the target is not clear or they are not convinced the CI method will solve the business problem Some firms have false starts because the early results don’t appear to have significant business impact Some firms wander chasing symptoms such as inventory or labor efficiency because the underlying issues are not identified Some firms select an improvement program without really understanding where the improvements will come or their impact on the business Some firms struggle because they fail to create metrics to drive the improvements How can we improve the early results of these initiatives?
4. Solving the “Where Do We Start?” Problem One barrier to successful continuous improvement is defining a targets that generate visible gains for the business. Two good options are: Where does the money go? Where does the time go? All production or operating systems have downtime. Maximizing uptime maximizes the productive output of the system. Employees at all levels tend to understand and support business improvements that are clear and productive. Identifying and fixing causes of production downtime generates buy-in and quick returns because it immediately addresses the core purpose of the organization – providing products and services to customers What exactly do we mean by production uptime?
5. What is Lost Production Time? The following chart shows the impact of downtime on actual production Planned Production Time Quality losses Actual Productive Uptime Equipment losses Speed losses The actual productive output of a complex system is often much less than its managers realize and its traditional metrics show
6. Why Focus on Lost Production Time? The Six Major Losses in Manufacturing - these six losses address all reasons for lost production, not just equipment Equipment losses Maintenance - breakdowns and planned maintenance Changeover - model changes and adjustments Speed losses Speed - equipment does not run at designed rate Idle time - time lost to behaviors, training, meetings, etc. Quality losses Defects - production defects that is not useable or requires rework Yield - production losses inherent to process Time sets a high standard - it is the one resource we cannot rework or reuse - when it is lost, it is lost forever
7. Why is it difficult to track lost production time? Traditional accounting and production measurement systems rarely capture the lost time categories Downtime causes are fragmented and often overlooked Responsibility for addressing downtime categories is split Downtime is often understated – limited to maintenance activities Fire-fighting to eliminate the current downtime issue takes precedence over understanding the overall downtime problem
8. Why is it difficult to track lost production time? Lean Manufacturing uses Overall Equipment Effectiveness (OEE) to track and manage the Six Losses definition of downtime. However, most firms struggle to get good data for measuring OEE. Let’s look for an easier way: Goal: to provide a good estimate of the distribution of work activities that is relatively accurate and easy to implement The Work Sampling Study from Industrial Engineering provides a method for generating a quick snapshot of production downtime.
9. How can we track lost production time? The Work Sampling approach: Based on a number of random observations Categories can be tailored to the processes being studied Large sample size leads to statistical validity Good for documenting non-repetitive activities Basic steps of a Work Sampling Study: Define the objective and how data will be collected Classify activity into categories appropriate for the process Prepare data sheets, sample method, random times Develop procedure for analyzing the data Collect data by random observations Let’s look at two examples:
10. 1st Example: Using Downtime to Target Improvements The objective of this study was to find out where the time goes to gain a better understanding of which improvement methods would add the most value Production facility with rubber molding shop (55 tool locations): Management focus on labor efficiency Difficulty scheduling rush orders No target-based improvement program in place Building ahead for large customers hurt remaining customers Capacity “constraints” prevented 100% satisfaction Utilize sampling study of mold shop downtime: Set up data collection sheets unique to this operation Collect data randomly over 4 week period – 2230+ data points Utilize time estimates to demonstrate impact on the number of pieces built and the capacity constraints
11. 1st Example: Using Downtime to Target Improvements HoursEquivalent Pieces Available hours 15,120 5,670,000 Production hours (85%) 12,852 Std Hours Earned (92%) 11,834 4,437,750 Downtime Loss (15%) 2,268 850,500 Maintenance (5.3%) 300,510 Set-up (5.7%) 323,190 Not scheduled (1.5%) 85,050 Cleaning (1.0%) 56,700 Miscellaneous (1.5%) 85,370 Efficiency Loss (8.0%) 453,375 Scrap / Quality loss (6.3%) 355,020 Plant Effectiveness 72% Early Production loss (15%) 665,662 Actual Plant Effectiveness 59%
12. 1st Example: Using Downtime to Target Improvements Lessons from this study: Management’s singular focus on labor efficiency is unlikely to solve their production and capacity problems Significant downtime from scrap, changeover time, and maintenance point to the need for a more well rounded improvement program Scheduling improvements were needed to capture scheduling conflicts around tools and unique models The “old school” practice of dropping in orders for big customers robbed a large chunk of capacity from the current month While management worried about it’s 92% labor problem, it was unaware that the production effectiveness of the facility was at 72% When early orders were considered, the shop was only 59% effective at producing current orders
13. 2nd Example: Comparing Two Similar Plants The objective of this study was to show how to plants with similar products, in the same organization, might have different profiles Comparison of two similar facilities Two automotive control plants compared (similar products) Large plastic molding operations Define targeted and random data collection Data collected over 3 – 4 week period How did the two plants compare? Set up data collection sheets unique to each operation Collect data randomly over 3 week period Utilize time estimates to demonstrate how different processes, people, and business pressures created different improvement opportunities
14. 2nd Example: Comparing Two Similar Plants Plant ABC Uptime = 80.1% Based on 1619 observations Plant XYZ Uptime = 74.6% Based on 4460 observations
15. 2nd Example: What did this Downtime Study show? Lessons from this study: The two plants, despite common division management and similar products and processes, had different downtime profiles Plant ABC displayed a significant need to focus on equipment downtime, primarily time lost to maintenance Plant XYZ displayed a large loss of time to changeover, another form of equipment downtime, that was double the same downtime category in their sister plant Both management teams seriously underestimated the time lost to the non-maintenance downtime categories. In both cases, there was no significant attack on maintenance and changeover prior to this study. Losses of close to 20%, if cut in half, would add significant profit dollars to the business
16. Lessons Learned from Downtime Studies This approach for documenting lost production time works and it is relatively quick and easy to implement The results of most downtime studies “surprise” the managers of the operations being studied. Downtime reduction (greater productive uptime) represents a significant improvement opportunity Every production system is different The production system and its offline support systems (tooling, changeover, maintenance, etc) are closely linked and interdependent Continuous improvement plans can be linked to production system downtime to target improvements with significant payback
17. How Can We Use Downtime Information to Improve? Improve how we manage the production system Balancing offline support systems to maximize production Increasing capacity by reducing lost production time Targeting the most effective improvements Justify new equipment by considering indirect costs Specify equipment to reduce downtime impact Justify upgrades for monitoring and controlling the process Target continuous Improvement efforts Directly monitor and quantify Continuous Improvement program benefits to create and sustain improvement momentum
18. Summary Understanding production time lost to equipment, speed, and quality downtime is crucial to achieving higher performance levels Collecting data and monitoring downtime periodically can be relatively easy – a quarterly or monthly snapshot can overcome barriers to measurement Downtime data can help us focus our improvement efforts Downtime represents a significant improvement opportunity in most production systems Improvements in uptime flow directly to the bottom line