Factory

1© 2004 Superfactory™. All Rights Reserved.
Sample PresentationSample Presentation
This presentation contains the contents pages from most of presentation products.This presentation contains the contents pages from most of presentation products.
Superfactory Excellence Program™Superfactory Excellence Program™
www.superfactory.comwww.superfactory.com

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© 2004 Superfactory™.
All Rights Reserved.
Lean OverviewLean Overview
1.1. Lean ManufacturingLean Manufacturing
2.2. 5S & Visual Controls5S & Visual Controls
3.3. KaizenKaizen
4.4. Value StreamsValue Streams
5.5. Pull ManufacturingPull Manufacturing
6.6. Mistake ProofingMistake Proofing
7.7. Quick ChangeoverQuick Changeover
8.8. Six SigmaSix Sigma
9.9. Lean AccountingLean Accounting
10.10. Theory of ConstraintsTheory of Constraints
11.11. Human FactorsHuman Factors

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5S and Visual Control5S and Visual Control
 5 Elements of 5S5 Elements of 5S
 Why 5S?Why 5S?
 WasteWaste
 Workplace observationWorkplace observation
 SSortort
 SStraightentraighten
 SShinehine
 SStandardizetandardize
 SSustainustain
 Visual FactoryVisual Factory
 SummarySummary

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Activity Based CostingActivity Based Costing
 What is Activity Based Costing?What is Activity Based Costing?
 Cost Accounting SystemsCost Accounting Systems
 Traditional Cost SystemsTraditional Cost Systems
 Activity Based CostingActivity Based Costing
 Implementing ABCImplementing ABC
 Benefits & Limitations of ABCBenefits & Limitations of ABC
 Lean AccountingLean Accounting

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Balanced ScorecardBalanced Scorecard
1. Introduction to the Balanced Scorecard
 What is it?
 Why do it?
2. Balanced Scorecard Fundamentals
 The Four Perspectives
 Measures, Targets and Initiatives
 Roles and Responsibilities
3. Using the Balanced Scorecard as a Management System
4. Issues and Challenges with the Balanced Scorecard
5. Implementing the Balanced Scorecard

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Cellular Manufacturing / Plant LayoutCellular Manufacturing / Plant Layout
 Fundamentals of layoutFundamentals of layout
 ProcessProcess
 ProductProduct
 FixedFixed
 HybridHybrid
 Cellular ManufacturingCellular Manufacturing
 CharacteristicsCharacteristics
 Implementing CellsImplementing Cells
 Part FamiliesPart Families
 Production Flow AnalysisProduction Flow Analysis

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Cost AccountingCost Accounting
 Cost Terms, Concepts, and ClassificationsCost Terms, Concepts, and Classifications
 Job Order CostingJob Order Costing
 Cost BehaviorCost Behavior
 Cost – Volume – ProfitCost – Volume – Profit
 Activity Based CostingActivity Based Costing
 Profit PlanningProfit Planning
 Standard CostsStandard Costs
 Flexible Budgets and Overhead AnalysisFlexible Budgets and Overhead Analysis
 Relevant Costs for Decision-MakingRelevant Costs for Decision-Making

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Design of ExperimentsDesign of Experiments
 What is Design of Experiments?What is Design of Experiments?
 MethodMethod
 Step 1: Model VariablesStep 1: Model Variables
 Step 2: Set Variable TargetsStep 2: Set Variable Targets
 Step 3: Experimental PlanStep 3: Experimental Plan
 Step 4: TestingStep 4: Testing
 Step 4: AnalysisStep 4: Analysis
 Effects, Replicates & InteractionsEffects, Replicates & Interactions

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Failure Modes & Effects AnalysisFailure Modes & Effects Analysis
 What is FMEA?What is FMEA?
 HistoryHistory
 BenefitsBenefits
 ApplicationsApplications
 ProcedureProcedure
 ExerciseExercise
 SummarySummary

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Human FactorsHuman Factors
1.1. ErgonomicsErgonomics
2.2. Knowledge ManagementKnowledge Management
3.3. Rewards & RecognitionRewards & Recognition
4.4. Safety & HealthSafety & Health
5.5. Effective TeamsEffective Teams
6.6. Conducting Effective MeetingsConducting Effective Meetings

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ISO 9001 - 2000ISO 9001 - 2000
 IntroductionIntroduction
 General IntroductionGeneral Introduction
 Quality Management PrinciplesQuality Management Principles
 Process ApproachProcess Approach
 Compatibility with Other Management SystemsCompatibility with Other Management Systems
 Part 1Part 1
 Section 1 ScopeSection 1 Scope
 Section 2 Normative referenceSection 2 Normative reference
 Section 3 Terms and definitionsSection 3 Terms and definitions
 Section 4 Quality Management SystemSection 4 Quality Management System
 Section 5 Management responsibilitySection 5 Management responsibility
 Section 6 Resource ManagementSection 6 Resource Management
 Part 2Part 2
 Section 7.1 – 7.3 Product RealizationSection 7.1 – 7.3 Product Realization
 Part 3Part 3
 Section 7.4 PurchasingSection 7.4 Purchasing
 Section 7.5 ProductionSection 7.5 Production
 Section 7.6 Control of Measuring DevicesSection 7.6 Control of Measuring Devices
 Part 4Part 4
 Section 8 Measurement, Analysis, and ImprovementSection 8 Measurement, Analysis, and Improvement

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Job Design & Work MeasurementJob Design & Work Measurement
 Job DesignJob Design
 Job specializationJob specialization
 Job expansionJob expansion
 Psychological componentsPsychological components
 Self-directed teamsSelf-directed teams
 Motivation and incentive systemsMotivation and incentive systems
 Ergonomics and work methodsErgonomics and work methods
 Work MeasurementWork Measurement
 Time StudiesTime Studies
 Work SamplingWork Sampling
 Labor StandardsLabor Standards

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KaizenKaizen
 What is Kaizen?What is Kaizen?
 HistoryHistory
 How to KaizenHow to Kaizen
 The Kaizen BlitzThe Kaizen Blitz
 RoadblocksRoadblocks

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Knowledge ManagementKnowledge Management
1.1. Why the Interest?Why the Interest?
2.2. Knowledge ManagementKnowledge Management
1.1. Trends in Knowledge ManagementTrends in Knowledge Management
2.2. Forms of KnowledgeForms of Knowledge
3.3. Intellectual CapitalIntellectual Capital
4.4. Challenges & Critical Success FactorsChallenges & Critical Success Factors
3.3. Learning OrganizationsLearning Organizations
1.1. Team Learning & Personal MasteryTeam Learning & Personal Mastery

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Mistake Proofing & Poka YokeMistake Proofing & Poka Yoke
 What is Mistake Proofing?What is Mistake Proofing?
 Everyday ExamplesEveryday Examples
 Effectiveness & ROIEffectiveness & ROI
 Error Proofing and SPCError Proofing and SPC
 Inspection TechniquesInspection Techniques
 Types of Poka YokesTypes of Poka Yokes

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Forecasting, Planning & SchedulingForecasting, Planning & Scheduling
 Forecasting
 Planning
 Scheduling
 MRP & ERP

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Project ManagementProject Management
 PM in today’s environmentPM in today’s environment
 rapid changerapid change
 BPRBPR
 The project planThe project plan
 Management & communicationsManagement & communications
 Organizational, people, political issuesOrganizational, people, political issues
 StakeholdersStakeholders
 Tools & methodologiesTools & methodologies

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Pull ManufacturingPull Manufacturing
Kanban, One Piece Flow, JITKanban, One Piece Flow, JIT
 Why Pull Manufacturing?Why Pull Manufacturing?
 The Problem of InventoryThe Problem of Inventory
 Just In TimeJust In Time
 KanbanKanban
 One Piece FlowOne Piece Flow
 Demand / PullDemand / Pull
 Standard Work & Takt TimeStandard Work & Takt Time
 Production SmoothingProduction Smoothing

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Quick Changeover / SMEDQuick Changeover / SMED
 Changeover and Changeover TimeChangeover and Changeover Time
 Traditional SetupTraditional Setup
 SMEDSMED
 SMED Process StepsSMED Process Steps
 Ideas for ImprovementIdeas for Improvement

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Root Cause AnalysisRoot Cause Analysis
 Course ObjectivesCourse Objectives
 What is Root Cause?What is Root Cause?
 BenefitsBenefits
 The Problem Solving ProcessThe Problem Solving Process
 Examples and ExercisesExamples and Exercises

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Six SigmaSix Sigma
 What is Six Sigma?What is Six Sigma?
 Phases of Six SigmaPhases of Six Sigma
 DefineDefine
 MeasureMeasure
 Evaluate / AnalyzeEvaluate / Analyze
 ImproveImprove
 ControlControl
 Design for Six SigmaDesign for Six Sigma
 Green Belts & Black BeltsGreen Belts & Black Belts

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Statistical Process ControlStatistical Process Control
 What is Statistical Process ControlWhat is Statistical Process Control
 VariabilityVariability
 Control ChartsControl Charts
 Process Capability CProcess Capability Cpp
 Measuring InstrumentsMeasuring Instruments
 Repeatability & ReproducibilityRepeatability & Reproducibility

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Strategic ManagementStrategic Management
 Strategic Management ThinkingStrategic Management Thinking
 The Strategic Management ProcessThe Strategic Management Process
 Customer AnalysisCustomer Analysis
 Competitor AnalysisCompetitor Analysis
 Strategy FormulationStrategy Formulation
 ExecutionExecution

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Supply Chain StrategiesSupply Chain Strategies
 Strategic Importance of Supply Chains
 Supply Chain Economics
 Supply Chain Strategies
 Managing the Supply Chain
 Internet Purchasing
 Vendor Selection
 Materials Management
 Benchmarking Metrics
 Value Chains
 Global Supply Chains

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Technology AssessmentTechnology Assessment
 Management of TechnologyManagement of Technology
 Sociotechnical ChangeSociotechnical Change
 Technology PlanningTechnology Planning
 Technology ForecastingTechnology Forecasting
 Managing ForecastingManaging Forecasting
 Methods and IssuesMethods and Issues
 LifecyclesLifecycles
 MonitoringMonitoring
 Tools for TrendingTools for Trending
 Extrapolating Technological TrendsExtrapolating Technological Trends
 Expert OpinionExpert Opinion

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Theory of ConstraintsTheory of Constraints
1.1. Introduction to ConstraintsIntroduction to Constraints
2.2. Five Steps Of Theory of ConstraintsFive Steps Of Theory of Constraints
3.3. Drum Buffer RopeDrum Buffer Rope
4.4. Evaporating Cloud MethodEvaporating Cloud Method
5.5. The Batch Size ProblemThe Batch Size Problem
6.6. Chain AnalogyChain Analogy
7.7. Issues with TOCIssues with TOC
8.8. Measurements & Financial IssuesMeasurements & Financial Issues

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Total Productive MaintenanceTotal Productive Maintenance
 What is Total Productive MaintenanceWhat is Total Productive Maintenance
 Origins of TPMOrigins of TPM
 TPM PrinciplesTPM Principles
 Components of TPMComponents of TPM
 Autonomous MaintenanceAutonomous Maintenance
 Planned MaintenancePlanned Maintenance
 Equipment & Process ImprovementEquipment & Process Improvement
 Early Management of New EquipmentEarly Management of New Equipment
 Process Quality ManagementProcess Quality Management
 TPM in the OfficeTPM in the Office
 Implementing TPMImplementing TPM
 TPM BenefitsTPM Benefits
 Maintenance Management & StrategyMaintenance Management & Strategy

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Total Quality ManagementTotal Quality Management
 What is QualityWhat is Quality
 Evolution of QualityEvolution of Quality
 Total Quality ManagementTotal Quality Management
 Employee InvolvementEmployee Involvement
 Cost of QualityCost of Quality
 Quality AwardsQuality Awards
 The Quality Management SystemThe Quality Management System
 1. Leadership1. Leadership
 2. Strategic planning2. Strategic planning
 3. Customer satisfaction3. Customer satisfaction
 4. Performance management4. Performance management
 5. Human resources5. Human resources
 6. Construction quality6. Construction quality
 7. Supplier partnerships7. Supplier partnerships
 8. Results8. Results

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Value StreamsValue Streams
 What are Value Streams?What are Value Streams?
 History - ToyotaHistory - Toyota
 Identifying the Value StreamsIdentifying the Value Streams
 Value Stream MappingValue Stream Mapping
 The Current StateThe Current State
 The Future StateThe Future State
 Unique SituationsUnique Situations
 Enhancing the Future StateEnhancing the Future State
 Implementing ChangeImplementing Change
 RoadblocksRoadblocks

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