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Graphic Design Samples042209
- 7. ANIMATIONS Glodman Sachs KPMG Weight Watchers Animated Gifs Misc Clients Flash PRICING GUIDELINES STYLES PROCESS
- 9. KPMG
- 13. Goldman Sachs
- 42. Illustrations . Media . Magic Markers
- 43. ILLUSTRATIONS CARTOONING STORYBOARDS ANIMATION WORK THEME GRAPHICS WEB PAGE DESIGN PICTURE RESEARCH MECHANICALS TEMPLATES SOFTWARE RESUMES PRICING GUIDELINES PROGRAMMING STYLES WHITEBOARDS DEVELOPMENT CYCLE
- 60. Web Work
- 61. Web Work
- 62. Theme Graphics
- 71. Special Projects
- 73. Client Input: Specifications
- 74. Research
- 75. Roughs
- 76. Comps
- 77. Client Review
- 78. Changes
- 79. Changes
- 80. Execution
- 81. Illustrations . Set Design Renderings
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- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This workshop will give you an overall awareness of Quick Changeover principles and techniques. It will also give you opportunities to first apply them in a simulation, and then on the plant floor.
- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This workshop will give you an overall awareness of Quick Changeover principles and techniques. It will also give you opportunities to first apply them in a simulation, and then on the plant floor.
- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This exercise will allow you to examine and document the problems you have in changeovers and the barriers you encounter in reducing changeover times.
- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This exercise will allow you to examine and document the problems you have in changeovers and the barriers you encounter in reducing changeover times.
- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 This exercise will allow you to examine and document the problems you have in changeovers and the barriers you encounter in reducing changeover times.
- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 How Much Is Value-Adding? I. Choose one of your products ( a unit or small batch). II. Estimate the manufacturing lead time for processing the product (recall that lead time is defined as the moment raw materials enter the facility to the moment that the finished product leaves the facility for delivery to the customer). III. Identify each conversion/transformation operation in the process and the time taken in each operation to transform one unit (or batch of units). Transformation operations (value-adding) time 1. 2. 3. 4. 5. 6. 7. 8. Total time for value-adding operations IV. Calculation of value-adding ratio (percent): Total time for value-adding operations/total mfg. lead time x 100 = _____ % (Value-adding ratio)
- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 These are the overall goals of the workshop.
- Achieving Quick Changeover Participant Manual © 2007 Productivity, Inc. AQC0100PM_0907 Many people take for granted that changeovers will always take a long time. This does not have to be the case. The organization, if it is to successfully reduce changeover times, must challenge the following traditional assumptions about changeovers. In the past we believed that: Determining an Economic Order Quantity would balance the increased cost of large inventory caused by large-lot production with the reduced costs associated with long runs. The break-even point would be calculated. Large-lot production is inherent in some types of processes, such as chemical reactions or consumer products. Fewer setups lead to increased efficiency and production capacity. A high level of knowledge and skill is required for effective and efficient changeovers. This is only acquired through lots of practice and long-term experience. These ideas, once believed to form the basis for rational production policies, are flawed. They are based on the assumption that changeover or setup times cannot be reduced. Changeover times are not a constant, especially when you consider the variation in performance.