The document discusses the principles and techniques of lean production systems. It defines lean production as doing more with less inventory, fewer workers, and less space. The basic elements of lean include flexible resources, cellular layouts, pull systems using kanbans, small lot sizes, quick changeovers, uniform production levels, quality control at the source, total productive maintenance, and developed supplier networks. The goals are to eliminate waste and smooth production flow through techniques like just-in-time delivery, continuous improvement, and visual management systems.
The document discusses the key concepts and elements of lean production. It defines lean production as doing more with less inventory, fewer workers, and less space through techniques like just-in-time production and eliminating waste. The basic elements of lean production discussed include flexible resources, cellular layouts, pull production systems, kanban production control, small lot sizes, quick changeovers, uniform production levels, total productive maintenance, and developed supplier networks. Benefits of lean production include reduced costs, improved quality, and increased productivity and flexibility. The document outlines how to implement lean concepts and that lean principles can also be applied to services.
This document provides an overview of Just-in-Time (JIT) production systems. It discusses that JIT aims to produce what customers want, in the quantity and time they want, while minimizing waste. Key aspects of JIT include inventory reduction, pull-based production triggered by customer demand, small lot sizes and quick setups, uniform plant loading, and flexible resources. The goals are to eliminate disruptions and waste through continuous improvement. JIT requires employee participation, quality control, and developing close supplier relationships.
John Veatch of Lean Concepts Inc. gave a presentation on lean manufacturing concepts and establishing world-class manufacturing practices. The presentation covered the history of lean from figures like Eli Whitney and Henry Ford to more modern contributors like Taiichi Ohno and W. Edwards Deming. It discussed the need for manufacturers to adapt from traditional push production to lean pull processes in order to eliminate waste. Core lean concepts like just-in-time, jidoka, production leveling, and visual management were explained. Tools for improvement such as value stream mapping, standardized work, and 5S workplace organization were also outlined to help manufacturers assess their current state and implement changes to achieve world-class efficiency and throughput.
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.
The document discusses operations management concepts related to just-in-time (JIT), lean operations, and the Toyota Production System (TPS). It defines key terms like JIT, TPS, the seven wastes, and the 5Ss. It explains that JIT aims to eliminate waste and reduce variability through techniques like kanban signaling, small lot sizes, setup time reduction, and level scheduling. TPS emphasizes continuous improvement, respect for people, and standard work practices to optimize production. Lean operations focus on understanding customer wants and needs to optimize the entire production process.
The document discusses just-in-time (JIT) and lean operations. It defines key concepts like JIT, the Toyota Production System (TPS), and lean operations. It explains that JIT emphasizes continuous problem solving and reducing waste and inventory to improve throughput. TPS focuses on continuous improvement, respect for people, and standard work practices. Lean operations aim to supply customers with what they want, when they want it, without waste.
Toyota pioneered the Toyota Production System (TPS), also known as "Lean Manufacturing", which aims to eliminate waste from production processes. TPS focuses on just-in-time production, continuous improvement, reducing inventory levels, and respect for people. It uses tools like kanban cards, visual controls, and standardized processes to smoothly produce only what is needed when it is needed. The ultimate goal of TPS and Lean systems is to achieve a balanced, rapid flow of production through eliminating waste and disruptions.
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!
The document discusses the key concepts and elements of lean production. It defines lean production as doing more with less inventory, fewer workers, and less space through techniques like just-in-time production and eliminating waste. The basic elements of lean production discussed include flexible resources, cellular layouts, pull production systems, kanban production control, small lot sizes, quick changeovers, uniform production levels, total productive maintenance, and developed supplier networks. Benefits of lean production include reduced costs, improved quality, and increased productivity and flexibility. The document outlines how to implement lean concepts and that lean principles can also be applied to services.
This document provides an overview of Just-in-Time (JIT) production systems. It discusses that JIT aims to produce what customers want, in the quantity and time they want, while minimizing waste. Key aspects of JIT include inventory reduction, pull-based production triggered by customer demand, small lot sizes and quick setups, uniform plant loading, and flexible resources. The goals are to eliminate disruptions and waste through continuous improvement. JIT requires employee participation, quality control, and developing close supplier relationships.
John Veatch of Lean Concepts Inc. gave a presentation on lean manufacturing concepts and establishing world-class manufacturing practices. The presentation covered the history of lean from figures like Eli Whitney and Henry Ford to more modern contributors like Taiichi Ohno and W. Edwards Deming. It discussed the need for manufacturers to adapt from traditional push production to lean pull processes in order to eliminate waste. Core lean concepts like just-in-time, jidoka, production leveling, and visual management were explained. Tools for improvement such as value stream mapping, standardized work, and 5S workplace organization were also outlined to help manufacturers assess their current state and implement changes to achieve world-class efficiency and throughput.
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.
The document discusses operations management concepts related to just-in-time (JIT), lean operations, and the Toyota Production System (TPS). It defines key terms like JIT, TPS, the seven wastes, and the 5Ss. It explains that JIT aims to eliminate waste and reduce variability through techniques like kanban signaling, small lot sizes, setup time reduction, and level scheduling. TPS emphasizes continuous improvement, respect for people, and standard work practices to optimize production. Lean operations focus on understanding customer wants and needs to optimize the entire production process.
The document discusses just-in-time (JIT) and lean operations. It defines key concepts like JIT, the Toyota Production System (TPS), and lean operations. It explains that JIT emphasizes continuous problem solving and reducing waste and inventory to improve throughput. TPS focuses on continuous improvement, respect for people, and standard work practices. Lean operations aim to supply customers with what they want, when they want it, without waste.
Toyota pioneered the Toyota Production System (TPS), also known as "Lean Manufacturing", which aims to eliminate waste from production processes. TPS focuses on just-in-time production, continuous improvement, reducing inventory levels, and respect for people. It uses tools like kanban cards, visual controls, and standardized processes to smoothly produce only what is needed when it is needed. The ultimate goal of TPS and Lean systems is to achieve a balanced, rapid flow of production through eliminating waste and disruptions.
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!
JUST-IN-TIME/JIT is an approach which seeks to eliminate all sources of waste, anything which doesn’t add value in production activities, by providing the right part at the right place at the right time .
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.
The document discusses lean manufacturing concepts like bottlenecks, 5S, and visual factory. It provides examples of how these were implemented at Radnik Exports factory. Specifically:
1) Bottleneck analysis was regularly conducted to identify slow operations on sewing lines and find solutions like adding workers or improving skills. This improved line throughput.
2) The 5S methodology was applied across departments to organize and clean workspaces, reducing defects, setup times and improving safety.
3) Visual controls like traffic light systems were introduced to identify defects early and control quality at sewing lines, significantly lowering the defect rate.
Lean manufacturing is a technique that aims to reduce waste and increase value-added activity. It was developed by Toyota and focuses on just-in-time production, eliminating waste, and continuous process improvement. The key techniques of lean manufacturing include eliminating waste, implementing 5S, using a just-in-time pull system, cellular manufacturing, and using kanban signals. Lean manufacturing provides advantages like increased productivity, reduced space and lead times, improved flexibility and quality, and less inventory. However, it requires full employee commitment and a long-term focus to realize benefits.
This document provides an overview of Just-in-Time (JIT) production. It discusses that JIT is a Japanese manufacturing philosophy that aims to produce the right quality and quantity of items, at the right place and time to eliminate waste. The key concepts of JIT are the pull system where items are produced as needed rather than pushed through inventory, and eliminating waste at all stages of production. Kanban cards are also discussed as they signal what and how much to produce to match demand. Benefits of JIT include lower inventory levels, higher quality, and improved productivity. Limitations include the need for reliable suppliers and changes to company policies and procedures.
The document discusses the philosophy and goals of just-in-time (JIT) production, which aims to eliminate all waste and continuously improve productivity through goals like zero defects, setup time, lot excesses, and breakdowns. It outlines the types of waste that occur in production like overproduction, defects, and inventory. JIT principles include uniform plant loading, minimized setup times, quality control at the source, and pull-based Kanban systems to balance supply and demand. The document also discusses elements like continuous improvement, inventory realities, and conventional versus JIT attitudes.
This document provides an overview of lean manufacturing. It discusses the Toyota Production System and lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. Implementing lean aims to eliminate waste and improve efficiency. Key benefits include increased productivity, reduced space/lead times, and improved quality and flexibility. The document also outlines how lean has evolved over time to incorporate strategies like six sigma, lean maintenance, and its application in various industries.
Lean manufacturing aims to maximize value and minimize waste in production processes. It identifies and eliminates non-value adding activities to improve quality, reduce costs and shorten lead times. The Toyota Production System is considered the origin of lean principles and focuses on continuous improvement through waste elimination. Implementing lean techniques like just-in-time production, flow processing and visual management can significantly boost productivity and profitability for organizations.
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.
This document discusses key concepts related to Just-in-Time (JIT) and Lean operations including defining JIT, the Toyota Production System (TPS), Lean operations, the seven wastes, the 5Ss, JIT partnerships, variability reduction, and throughput improvement. It also covers JIT inventory techniques like pull systems, reduced lot sizes, and kanban. The overall goal of JIT and Lean is to eliminate waste and provide value to the customer.
The document provides an overview of Just-in-Time (JIT) and Lean systems. It defines JIT as achieving high production volumes with minimal inventory levels. JIT aims to eliminate waste and time between production steps. The Toyota Production System is a prominent example, with its focus on eliminating waste and respecting employees. The document outlines various ways companies can minimize waste, such as through focused factories, group technology, and uniform plant loading.
Paragon Apparel is a garment manufacturing company that started in 1998 with 15 sewing machines. It has since expanded to include 4 factories with over 700 machines. The company produces garments for international brands like Reebok. It has implemented lean manufacturing principles like kanban cards, visual management tools, and kaizen to minimize waste and improve efficiency. Lean aims to produce only what is needed when it is needed to reduce inventory levels and waste.
This document discusses the principles of lean production. It defines lean production as using minimal inventory to achieve high-volume production while eliminating waste. Key aspects of lean production discussed include the Toyota Production System, which is based on eliminating waste and respecting people. The chapter also outlines the requirements for implementing lean principles, such as designing flow processes, implementing total quality control, stabilizing schedules, and using pull systems. Lastly, it provides examples of how lean principles can be applied in services.
The document discusses operations management concepts related to just-in-time (JIT) and lean operations. It describes how Toyota Motor Corporation pioneered JIT and the Toyota Production System (TPS) to eliminate waste, reduce variability, and improve throughput. Key aspects of JIT/lean covered include minimizing inventory, reducing setup times and lot sizes, using level scheduling and kanban signals, and emphasizing continuous improvement.
This document provides an overview of the Just-in-Time (JIT) and Kanban systems utilized in Japanese manufacturing. It discusses the history and philosophy of JIT, how it functions utilizing a pull system, and its objectives to minimize waste and lead times. Kanban is introduced as a visual card system used to implement the pull production approach in JIT. The document outlines the different types of Kanban cards, how the Kanban system circulates between processes, and its advantages in identifying bottlenecks. Several case studies are referenced that demonstrate companies' successes in adopting aspects of Kanban to improve workflow and meet deadlines.
Basics of Pull_Manufacturing - A presentation.pptvenkatmie
Pull Manufacuring In pull manufacturing, production is based on actual customer orders. As soon as an order arrives, work begins to manufacture that product. There is no predicting or forecasting involved. In a pure pull system, no product is made until there is an order for it.
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.
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.
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
This document lists and briefly describes 32 different lean manufacturing technologies and tools. It includes common tools like 5S, value stream mapping, standard work, total productive maintenance (TPM), and continuous improvement (Kaizen). The purpose of these tools is to eliminate waste from manufacturing processes, improve flow, reduce lead times and inventory, increase quality, and align goals throughout the organization. Implementing a variety of these lean tools can help companies significantly enhance productivity, customer responsiveness and overall business performance.
This document provides strategies for effective oral presentations and listening. It discusses preparing for presentations by determining the purpose, analyzing the audience, selecting a main idea, researching the topic, organizing information, creating visual aids, and rehearsing. It also discusses reducing stage fright and improving listening skills. Delivery techniques include varying pitch, pace, volume, vocal quality, and pronunciation. Nonverbal delivery strategies involve effective posture, movement, gestures, facial expressions, and appearance. The overall goal is to provide guidance on how to give successful oral presentations and listen actively.
The document discusses financial analysis and sources of finance. It describes various tools used in financial analysis like trend analysis, ratio analysis, and cash flow analysis. It then outlines different sources of both short-term and long-term finance for companies like debt, trade credit, bank loans, retained earnings and various types of equity such as shares and debentures issued via public offerings, right issues, or private placements. It also discusses factors like overcapitalization and undercapitalization of companies.
JUST-IN-TIME/JIT is an approach which seeks to eliminate all sources of waste, anything which doesn’t add value in production activities, by providing the right part at the right place at the right time .
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.
The document discusses lean manufacturing concepts like bottlenecks, 5S, and visual factory. It provides examples of how these were implemented at Radnik Exports factory. Specifically:
1) Bottleneck analysis was regularly conducted to identify slow operations on sewing lines and find solutions like adding workers or improving skills. This improved line throughput.
2) The 5S methodology was applied across departments to organize and clean workspaces, reducing defects, setup times and improving safety.
3) Visual controls like traffic light systems were introduced to identify defects early and control quality at sewing lines, significantly lowering the defect rate.
Lean manufacturing is a technique that aims to reduce waste and increase value-added activity. It was developed by Toyota and focuses on just-in-time production, eliminating waste, and continuous process improvement. The key techniques of lean manufacturing include eliminating waste, implementing 5S, using a just-in-time pull system, cellular manufacturing, and using kanban signals. Lean manufacturing provides advantages like increased productivity, reduced space and lead times, improved flexibility and quality, and less inventory. However, it requires full employee commitment and a long-term focus to realize benefits.
This document provides an overview of Just-in-Time (JIT) production. It discusses that JIT is a Japanese manufacturing philosophy that aims to produce the right quality and quantity of items, at the right place and time to eliminate waste. The key concepts of JIT are the pull system where items are produced as needed rather than pushed through inventory, and eliminating waste at all stages of production. Kanban cards are also discussed as they signal what and how much to produce to match demand. Benefits of JIT include lower inventory levels, higher quality, and improved productivity. Limitations include the need for reliable suppliers and changes to company policies and procedures.
The document discusses the philosophy and goals of just-in-time (JIT) production, which aims to eliminate all waste and continuously improve productivity through goals like zero defects, setup time, lot excesses, and breakdowns. It outlines the types of waste that occur in production like overproduction, defects, and inventory. JIT principles include uniform plant loading, minimized setup times, quality control at the source, and pull-based Kanban systems to balance supply and demand. The document also discusses elements like continuous improvement, inventory realities, and conventional versus JIT attitudes.
This document provides an overview of lean manufacturing. It discusses the Toyota Production System and lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. Implementing lean aims to eliminate waste and improve efficiency. Key benefits include increased productivity, reduced space/lead times, and improved quality and flexibility. The document also outlines how lean has evolved over time to incorporate strategies like six sigma, lean maintenance, and its application in various industries.
Lean manufacturing aims to maximize value and minimize waste in production processes. It identifies and eliminates non-value adding activities to improve quality, reduce costs and shorten lead times. The Toyota Production System is considered the origin of lean principles and focuses on continuous improvement through waste elimination. Implementing lean techniques like just-in-time production, flow processing and visual management can significantly boost productivity and profitability for organizations.
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.
This document discusses key concepts related to Just-in-Time (JIT) and Lean operations including defining JIT, the Toyota Production System (TPS), Lean operations, the seven wastes, the 5Ss, JIT partnerships, variability reduction, and throughput improvement. It also covers JIT inventory techniques like pull systems, reduced lot sizes, and kanban. The overall goal of JIT and Lean is to eliminate waste and provide value to the customer.
The document provides an overview of Just-in-Time (JIT) and Lean systems. It defines JIT as achieving high production volumes with minimal inventory levels. JIT aims to eliminate waste and time between production steps. The Toyota Production System is a prominent example, with its focus on eliminating waste and respecting employees. The document outlines various ways companies can minimize waste, such as through focused factories, group technology, and uniform plant loading.
Paragon Apparel is a garment manufacturing company that started in 1998 with 15 sewing machines. It has since expanded to include 4 factories with over 700 machines. The company produces garments for international brands like Reebok. It has implemented lean manufacturing principles like kanban cards, visual management tools, and kaizen to minimize waste and improve efficiency. Lean aims to produce only what is needed when it is needed to reduce inventory levels and waste.
This document discusses the principles of lean production. It defines lean production as using minimal inventory to achieve high-volume production while eliminating waste. Key aspects of lean production discussed include the Toyota Production System, which is based on eliminating waste and respecting people. The chapter also outlines the requirements for implementing lean principles, such as designing flow processes, implementing total quality control, stabilizing schedules, and using pull systems. Lastly, it provides examples of how lean principles can be applied in services.
The document discusses operations management concepts related to just-in-time (JIT) and lean operations. It describes how Toyota Motor Corporation pioneered JIT and the Toyota Production System (TPS) to eliminate waste, reduce variability, and improve throughput. Key aspects of JIT/lean covered include minimizing inventory, reducing setup times and lot sizes, using level scheduling and kanban signals, and emphasizing continuous improvement.
This document provides an overview of the Just-in-Time (JIT) and Kanban systems utilized in Japanese manufacturing. It discusses the history and philosophy of JIT, how it functions utilizing a pull system, and its objectives to minimize waste and lead times. Kanban is introduced as a visual card system used to implement the pull production approach in JIT. The document outlines the different types of Kanban cards, how the Kanban system circulates between processes, and its advantages in identifying bottlenecks. Several case studies are referenced that demonstrate companies' successes in adopting aspects of Kanban to improve workflow and meet deadlines.
Basics of Pull_Manufacturing - A presentation.pptvenkatmie
Pull Manufacuring In pull manufacturing, production is based on actual customer orders. As soon as an order arrives, work begins to manufacture that product. There is no predicting or forecasting involved. In a pure pull system, no product is made until there is an order for it.
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.
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.
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
This document lists and briefly describes 32 different lean manufacturing technologies and tools. It includes common tools like 5S, value stream mapping, standard work, total productive maintenance (TPM), and continuous improvement (Kaizen). The purpose of these tools is to eliminate waste from manufacturing processes, improve flow, reduce lead times and inventory, increase quality, and align goals throughout the organization. Implementing a variety of these lean tools can help companies significantly enhance productivity, customer responsiveness and overall business performance.
This document provides strategies for effective oral presentations and listening. It discusses preparing for presentations by determining the purpose, analyzing the audience, selecting a main idea, researching the topic, organizing information, creating visual aids, and rehearsing. It also discusses reducing stage fright and improving listening skills. Delivery techniques include varying pitch, pace, volume, vocal quality, and pronunciation. Nonverbal delivery strategies involve effective posture, movement, gestures, facial expressions, and appearance. The overall goal is to provide guidance on how to give successful oral presentations and listen actively.
The document discusses financial analysis and sources of finance. It describes various tools used in financial analysis like trend analysis, ratio analysis, and cash flow analysis. It then outlines different sources of both short-term and long-term finance for companies like debt, trade credit, bank loans, retained earnings and various types of equity such as shares and debentures issued via public offerings, right issues, or private placements. It also discusses factors like overcapitalization and undercapitalization of companies.
The document discusses strategies for improving listening skills. It identifies several common faults in listening such as prejudice against the speaker, external distractions, premature evaluation, and semantic stereotypes. It also discusses the purposes of listening, including gaining new information and ideas, questioning evidence, and improving one's own communication skills. Finally, it outlines the benefits of good listening such as permitting better communication, indicating interest to the speaker, helping listeners obtain useful information, and creating better understanding of others.
Strategic plans often fail for several reasons: inability to predict competitors' reactions; overestimating capabilities; poor coordination; lack of management commitment; failure to obtain employee commitment; underestimating time requirements; and poor communication. Key factors include not involving stakeholders, lack of follow through, and failure to manage change or understand customers.
This document discusses product and service strategies in marketing. It defines what a product is and different levels and classifications of products for both consumers and industries. It also discusses branding strategies, packaging, labeling, and product support services. For services specifically, it outlines their key characteristics of intangibility, inseparability, variability and perishability. It emphasizes that internal service quality, satisfied employees and customers are crucial for service profits and growth. Managing service differentiation, quality and productivity are important marketing strategies for service firms.
The document discusses key concepts in observational learning including observation, imitation, modeling, and the process of observational learning. It explains that observational learning occurs through attention, retention, reproduction, and motivation based on observing a model. Factors that influence modeling include characteristics of the model, attributes of the observer, and reward consequences associated with the behavior.
A project is a temporary organization with a defined goal, timeline, and budget. It involves coordinating human and non-human resources. Key aspects of project management include planning, implementation, and risk management. Effective project analysis requires evaluating technical, financial, market, economic, and environmental factors to determine a project's viability and potential returns. Project phases typically include identification, formulation, appraisal, selection, implementation, and management.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
1. Copyright 2009 John Wiley & Sons, Inc.
Beni Asllani
University of Tennessee at Chattanooga
Lean Systems
Operations Management - 6th Edition
Chapter 16
Roberta Russell & Bernard W. Taylor, III
2. Copyright 2009 John Wiley & Sons, Inc. 16-2
Lean Production
Doing more with less inventory, fewer
workers, less space
Just-in-time (JIT)
smoothing the flow of material to arrive
just as it is needed
“JIT” and “Lean Production” are used
interchangeably
Muda
waste, anything other than that which
adds value to product or service
6. Copyright 2009 John Wiley & Sons, Inc. 16-6
Basic Elements
1. Flexible resources
2. Cellular layouts
3. Pull system
4. Kanbans
5. Small lots
6. Quick setups
7. Uniform production levels
8. Quality at the source
9. Total productive
maintenance
10. Supplier networks
7. Copyright 2009 John Wiley & Sons, Inc. 16-7
Flexible Resources
Multifunctional workers
perform more than one job
general-purpose machines perform
several basic functions
Cycle time
time required for the worker to complete
one pass through the operations
assigned
Takt time
paces production to customer demand
8. Copyright 2009 John Wiley & Sons, Inc. 16-8
Cellular Layouts
Manufacturing cells
comprised of dissimilar machines brought
together to manufacture a family of parts
Cycle time is adjusted to match takt time
by changing worker paths
10. Copyright 2009 John Wiley & Sons, Inc. 16-10
Pull System
Material is pulled through the system when
needed
Reversal of traditional push system where
material is pushed according to a schedule
Forces cooperation
Prevent over and underproduction
While push systems rely on a predetermined
schedule, pull systems rely on customer
requests
11. Copyright 2009 John Wiley & Sons, Inc. 16-11
Kanbans
Card which indicates standard quantity
of production
Derived from two-bin inventory system
Maintain discipline of pull production
Authorize production and movement of
goods
13. Copyright 2009 John Wiley & Sons, Inc. 16-13
Origin of Kanban
a) Two-bin inventory system b) Kanban inventory system
Reorder
card
Bin 1
Bin 2
Q - R
Kanban
R
R
Q = order quantity
R = reorder point - demand during lead time
14. Copyright 2009 John Wiley & Sons, Inc. 16-14
Types of Kanban
Production kanban
authorizes production of
goods
Withdrawal kanban
authorizes movement of
goods
Kanban square
a marked area designated
to hold items
Signal kanban
a triangular kanban
used to signal
production at the
previous workstation
Material kanban
used to order material in
advance of a process
Supplier kanban
rotates between the
factory and suppliers
18. Copyright 2009 John Wiley & Sons, Inc. 16-18
Determining Number of
Kanbans
where
N = number of kanbans or containers
d = average demand over some time period
L = lead time to replenish an order
S = safety stock
C = container size
No. of Kanbans =
average demand during lead time + safety stock
container size
N =
dL + S
C
19. Copyright 2009 John Wiley & Sons, Inc. 16-19
Determining Number of
Kanbans: Example
d = 150 bottles per hour
L = 30 minutes = 0.5 hours
S = 0.10(150 x 0.5) = 7.5
C = 25 bottles
Round up to 4 (to allow some slack) or
down to 3 (to force improvement)
N = =
= = 3.3 kanbans or containers
dL + S
C
(150 x 0.5) + 7.5
25
75 + 7.5
25
20. Copyright 2009 John Wiley & Sons, Inc. 16-20
Small Lots
Require less space and capital
investment
Move processes closer together
Make quality problems easier to
detect
Make processes more dependent
on each other
22. Copyright 2009 John Wiley & Sons, Inc. 16-22
Less Inventory Exposes Problems
23. Copyright 2009 John Wiley & Sons, Inc. 16-23
Components of Lead Time
Processing time
Reduce number of items or improve efficiency
Move time
Reduce distances, simplify movements, standardize
routings
Waiting time
Better scheduling, sufficient capacity
Setup time
Generally the biggest bottleneck
24. Copyright 2009 John Wiley & Sons, Inc. 16-24
Quick Setups
Internal setup
Can be performed
only when a
process is stopped
External setup
Can be performed
in advance
SMED Principles
Separate internal setup from
external setup
Convert internal setup to external
setup
Streamline all aspects of setup
Perform setup activities in
parallel or eliminate them entirely
25. Copyright 2009 John Wiley & Sons, Inc. 16-25
Common Techniques for Reducing
Setup Time
26. Copyright 2009 John Wiley & Sons, Inc. 16-26
Common Techniques for Reducing
Setup Time (cont.)
27. Copyright 2009 John Wiley & Sons, Inc. 16-27
Common Techniques for Reducing
Setup Time (cont.)
28. Copyright 2009 John Wiley & Sons, Inc. 16-28
Uniform Production Levels
Result from smoothing production
requirements on final assembly line
Kanban systems can handle +/- 10%
demand changes
Reduce variability with more accurate
forecasts
Smooth demand across planning
horizon
Mixed-model assembly steadies
component production
29. Copyright 2009 John Wiley & Sons, Inc. 16-29
Quality at the Source
Visual control
makes problems visible
Poka-yokes
prevent defects from
occurring
Kaizen
a system of continuous
improvement; “change for
the good of all”
Jidoka
authority to stop the
production line
Andons
call lights that signal
quality problems
Under-capacity
scheduling
leaves time for planning,
problem solving, and
maintenance
31. Copyright 2009 John Wiley & Sons, Inc. 16-31
Examples of Visual
Control (cont.)
32. Copyright 2009 John Wiley & Sons, Inc. 16-32
Examples of Visual
Control (cont.)
33. Copyright 2009 John Wiley & Sons, Inc. 16-33
5 Whys
One of the keys to an effective Kaizen is
finding the root cause of a problem and
eliminating it
A practice of asking “why?” repeatedly
until the underlying cause is identified
(usually requiring five questions)
Simple, yet powerful technique for finding
the root cause of a problem
34. Copyright 2009 John Wiley & Sons, Inc. 16-34
Total Productive
Maintenance (TPM)
Breakdown maintenance
Repairs to make failed machine operational
Preventive maintenance
System of periodic inspection and
maintenance to keep machines operating
TPM combines preventive maintenance
and total quality concepts
35. Copyright 2009 John Wiley & Sons, Inc. 16-35
TPM Requirements
Design products that can be easily produced
on existing machines
Design machines for easier operation,
changeover, maintenance
Train and retrain workers to operate machines
Purchase machines that maximize productive
potential
Design preventive maintenance plan spanning
life of machine
36. Copyright 2009 John Wiley & Sons, Inc. 16-36
Unneeded equipment, tools, furniture;
unneeded items on walls, bulletins; items
blocking aisles or stacked in corners;
unneeded inventory, supplies, parts; safety
hazards
Items not in their correct places; correct
places not obvious; aisles, workstations, &
equipment locations not indicated; items not
put away immediately after use
Floors, walls, stairs, equipment, & surfaces
not clean; cleaning materials not easily
accessible; lines, labels, signs broken or
unclean; other cleaning problems
Necessary information not visible; standards
not known; checklists missing; quantities and
limits not easily recognizable; items can’t be
located within 30 seconds
Number of workers without 5S training;
number of daily 5S inspections not performed;
number of personal items not stored; number
of times job aids not available or up-to-date
Keep only what you
need
A place for
everything and
everything in its
place
Cleaning, and
looking for ways to
keep clean and
organized
Maintaining and
monitoring the first
three categories
Sticking to the rules
Seiri(sort)
Seiton(set in order)
Seisou (shine)
Seiketsu
(standardize)
Shisuke (sustain)
5S Scan Goal Eliminate or Correct
37. Copyright 2009 John Wiley & Sons, Inc. 16-37
Supplier Networks
Long-term supplier contracts
Synchronized production
Supplier certification
Mixed loads and frequent deliveries
Precise delivery schedules
Standardized, sequenced delivery
Locating in close proximity to the customer
38. Copyright 2009 John Wiley & Sons, Inc. 16-38
Benefits of Lean
Production
Reduced inventory
Improved quality
Lower costs
Reduced space requirements
Shorter lead time
Increased productivity
39. Copyright 2009 John Wiley & Sons, Inc. 16-39
Benefits of Lean
Production (cont.)
Greater flexibility
Better relations with suppliers
Simplified scheduling and control activities
Increased capacity
Better use of human resources
More product variety