Enviar pesquisa
Carregar
Heizer om10 ch16
•
8 gostaram
•
1,525 visualizações
R
ryaekle
Seguir
Tecnologia
Negócios
Denunciar
Compartilhar
Denunciar
Compartilhar
1 de 67
Recomendados
Operation Management chapter 7
Operation Management chapter 7
kamelliachaichi
Chapter 8 Location Strategy.ppt
Chapter 8 Location Strategy.ppt
ssuser7d3776
01 operations management_Operations Management
01 operations management_Operations Management
Brent Weeks
HUMAN RESOURCES, JOB DESING, AND WORK MEASUREMENT
HUMAN RESOURCES, JOB DESING, AND WORK MEASUREMENT
RamonLopez164
location strategy, operation management
location strategy, operation management
FAST NUCES
Heizer 15
Heizer 15
Rizwan Khurram
Process Strategy
Process Strategy
Tuhin Parves
Chapter 7 process strategy production and operation and management
Chapter 7 process strategy production and operation and management
Christine Aguirre Cayanan
Recomendados
Operation Management chapter 7
Operation Management chapter 7
kamelliachaichi
Chapter 8 Location Strategy.ppt
Chapter 8 Location Strategy.ppt
ssuser7d3776
01 operations management_Operations Management
01 operations management_Operations Management
Brent Weeks
HUMAN RESOURCES, JOB DESING, AND WORK MEASUREMENT
HUMAN RESOURCES, JOB DESING, AND WORK MEASUREMENT
RamonLopez164
location strategy, operation management
location strategy, operation management
FAST NUCES
Heizer 15
Heizer 15
Rizwan Khurram
Process Strategy
Process Strategy
Tuhin Parves
Chapter 7 process strategy production and operation and management
Chapter 7 process strategy production and operation and management
Christine Aguirre Cayanan
7 M's of Management
7 M's of Management
Jo Balucanag - Bitonio
Utsav Mahendra : Pricing and Revenue Management
Utsav Mahendra : Pricing and Revenue Management
Utsav Mahendra
Location Planning and Analysis
Location Planning and Analysis
Iza Marie
Operations management forecasting
Operations management forecasting
Twinkle Constantino
Heizer 05
Heizer 05
Rizwan Khurram
Chapter 9 layout strategies
Chapter 9 layout strategies
RAFIZA MOHD RADZI
Heizer 04
Heizer 04
Rizwan Khurram
Heizer 17
Heizer 17
Rizwan Khurram
Render 01
Render 01
Franchezka Pegollo
location planning and analysis
location planning and analysis
janyne aguilar
Marketing aspects of Feasibility Study
Marketing aspects of Feasibility Study
Jeziel Camarillo
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 3
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 3
Magnolia Raz
Chapter 5 design_of_goods_and_services
Chapter 5 design_of_goods_and_services
Nên Trần Ngọc
5. financial feasibility
5. financial feasibility
Rudy Flores
Operations Strategy
Operations Strategy
Anand Subramaniam
Kotler mm 14e 06 ippt
Kotler mm 14e 06 ippt
Ehab Yousry
Feasibility studies
Feasibility studies
usamaabdelaziz
Ch 1 introduction_om
Ch 1 introduction_om
itzmeyash
Om chapter 02
Om chapter 02
rohan_1985
Supply Chain Management chap 5
Supply Chain Management chap 5
Umair Arain
Session 8_OM
Session 8_OM
thangv
Heizer om10 ch14-mrp
Heizer om10 ch14-mrp
Rozaimi Mohd Saad
Mais conteúdo relacionado
Mais procurados
7 M's of Management
7 M's of Management
Jo Balucanag - Bitonio
Utsav Mahendra : Pricing and Revenue Management
Utsav Mahendra : Pricing and Revenue Management
Utsav Mahendra
Location Planning and Analysis
Location Planning and Analysis
Iza Marie
Operations management forecasting
Operations management forecasting
Twinkle Constantino
Heizer 05
Heizer 05
Rizwan Khurram
Chapter 9 layout strategies
Chapter 9 layout strategies
RAFIZA MOHD RADZI
Heizer 04
Heizer 04
Rizwan Khurram
Heizer 17
Heizer 17
Rizwan Khurram
Render 01
Render 01
Franchezka Pegollo
location planning and analysis
location planning and analysis
janyne aguilar
Marketing aspects of Feasibility Study
Marketing aspects of Feasibility Study
Jeziel Camarillo
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 3
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 3
Magnolia Raz
Chapter 5 design_of_goods_and_services
Chapter 5 design_of_goods_and_services
Nên Trần Ngọc
5. financial feasibility
5. financial feasibility
Rudy Flores
Operations Strategy
Operations Strategy
Anand Subramaniam
Kotler mm 14e 06 ippt
Kotler mm 14e 06 ippt
Ehab Yousry
Feasibility studies
Feasibility studies
usamaabdelaziz
Ch 1 introduction_om
Ch 1 introduction_om
itzmeyash
Om chapter 02
Om chapter 02
rohan_1985
Supply Chain Management chap 5
Supply Chain Management chap 5
Umair Arain
Mais procurados
(20)
7 M's of Management
7 M's of Management
Utsav Mahendra : Pricing and Revenue Management
Utsav Mahendra : Pricing and Revenue Management
Location Planning and Analysis
Location Planning and Analysis
Operations management forecasting
Operations management forecasting
Heizer 05
Heizer 05
Chapter 9 layout strategies
Chapter 9 layout strategies
Heizer 04
Heizer 04
Heizer 17
Heizer 17
Render 01
Render 01
location planning and analysis
location planning and analysis
Marketing aspects of Feasibility Study
Marketing aspects of Feasibility Study
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 3
Income Taxation - Answer key (6th Edition by Valencia)- Chapter 3
Chapter 5 design_of_goods_and_services
Chapter 5 design_of_goods_and_services
5. financial feasibility
5. financial feasibility
Operations Strategy
Operations Strategy
Kotler mm 14e 06 ippt
Kotler mm 14e 06 ippt
Feasibility studies
Feasibility studies
Ch 1 introduction_om
Ch 1 introduction_om
Om chapter 02
Om chapter 02
Supply Chain Management chap 5
Supply Chain Management chap 5
Destaque
Session 8_OM
Session 8_OM
thangv
Heizer om10 ch14-mrp
Heizer om10 ch14-mrp
Rozaimi Mohd Saad
Heizer om10 ch14
Heizer om10 ch14
ryaekle
Stevenson9e Ch04
Stevenson9e Ch04
ajithsrc
heizer jay operations management Ch14pp
heizer jay operations management Ch14pp
Taliya Hemanth
Mathematics Curriculum Guide: Kindergarten 2011 2012
Mathematics Curriculum Guide: Kindergarten 2011 2012
Isaac_Schools_5
Feedback queuing models for time shared systems
Feedback queuing models for time shared systems
Pushpalanka Jayawardhana
Du Calcul des prédicats vers Prolog
Du Calcul des prédicats vers Prolog
Serge Garlatti
Heizer om10 mod_d
Heizer om10 mod_d
ryaekle
Queuing theory and simulation (MSOR)
Queuing theory and simulation (MSOR)
snket
Using Data Queues in Modern Applications
Using Data Queues in Modern Applications
Carsten Flensburg
Math in daily life
Math in daily life
Abhishek Kori
Uncertainty Problem in Control & Decision Theory
Uncertainty Problem in Control & Decision Theory
SSA KPI
Computer Graphics Modellering engels
Computer Graphics Modellering engels
Christian Kehl
Watershed Conference - "The value nature vs the nature of value" - 2006
Watershed Conference - "The value nature vs the nature of value" - 2006
Steve McKinney
Business mathematic
Business mathematic
SUAPNAH MUNIADY
Economics of Environmental Regulation
Economics of Environmental Regulation
maggiewinslow
Priority queuing
Priority queuing
Shahad H. Zwayen
Ethical Market Models in the Personal Data Ecosystem
Ethical Market Models in the Personal Data Ecosystem
Kaliya "Identity Woman" Young
Just In Time and Lean Operation Chapter Presentation
Just In Time and Lean Operation Chapter Presentation
SINGHZEE
Destaque
(20)
Session 8_OM
Session 8_OM
Heizer om10 ch14-mrp
Heizer om10 ch14-mrp
Heizer om10 ch14
Heizer om10 ch14
Stevenson9e Ch04
Stevenson9e Ch04
heizer jay operations management Ch14pp
heizer jay operations management Ch14pp
Mathematics Curriculum Guide: Kindergarten 2011 2012
Mathematics Curriculum Guide: Kindergarten 2011 2012
Feedback queuing models for time shared systems
Feedback queuing models for time shared systems
Du Calcul des prédicats vers Prolog
Du Calcul des prédicats vers Prolog
Heizer om10 mod_d
Heizer om10 mod_d
Queuing theory and simulation (MSOR)
Queuing theory and simulation (MSOR)
Using Data Queues in Modern Applications
Using Data Queues in Modern Applications
Math in daily life
Math in daily life
Uncertainty Problem in Control & Decision Theory
Uncertainty Problem in Control & Decision Theory
Computer Graphics Modellering engels
Computer Graphics Modellering engels
Watershed Conference - "The value nature vs the nature of value" - 2006
Watershed Conference - "The value nature vs the nature of value" - 2006
Business mathematic
Business mathematic
Economics of Environmental Regulation
Economics of Environmental Regulation
Priority queuing
Priority queuing
Ethical Market Models in the Personal Data Ecosystem
Ethical Market Models in the Personal Data Ecosystem
Just In Time and Lean Operation Chapter Presentation
Just In Time and Lean Operation Chapter Presentation
Semelhante a Heizer om10 ch16
Heizer om10 ch05
Heizer om10 ch05
ryaekle
heizer_om10_ch01.ppt
heizer_om10_ch01.ppt
MuhammadAmanAzam
Heizer om10 ch01
Heizer om10 ch01
mkirtapm
Heizer om10 ch01
Heizer om10 ch01
ryaekle
Buspro infosheet1.2
Buspro infosheet1.2
jeanrummy
heizer_om10_ch01.ppt
heizer_om10_ch01.ppt
Muhammadnadim12
Supply-Chain Management
Supply-Chain Management
Behzad Hakimian
Heizer om10 ch13
Heizer om10 ch13
ryaekle
Technology and Operation Management_CHP1.pdf
Technology and Operation Management_CHP1.pdf
meilanipelu1
Chapter 1 introduction
Chapter 1 introduction
Sachin Modgil
Heizer om10 ch15
Heizer om10 ch15
ryaekle
Heizer om10 ch09
Heizer om10 ch09
ryaekle
Lesson 71-1© 2015 Pearson Education, Inc. Publishing
Lesson 71-1© 2015 Pearson Education, Inc. Publishing
DioneWang844
david_sm13_ppt_08.ppt
david_sm13_ppt_08.ppt
GulEFarisFaris
UNIT-1.ppt
UNIT-1.ppt
KRISHNARAJ207
david_sm13_ppt_08.ppt
david_sm13_ppt_08.ppt
ShahidRandhwa
Heizer om10 ch17
Heizer om10 ch17
ryaekle
david-sm13-ppt-08ppt.pptx
david-sm13-ppt-08ppt.pptx
marhadi7
Heizer om10 ch11
Heizer om10 ch11
ryaekle
Creating and Evolving a Technology RoadmapChapter 19 19-1©.docx
Creating and Evolving a Technology RoadmapChapter 19 19-1©.docx
vanesaburnand
Semelhante a Heizer om10 ch16
(20)
Heizer om10 ch05
Heizer om10 ch05
heizer_om10_ch01.ppt
heizer_om10_ch01.ppt
Heizer om10 ch01
Heizer om10 ch01
Heizer om10 ch01
Heizer om10 ch01
Buspro infosheet1.2
Buspro infosheet1.2
heizer_om10_ch01.ppt
heizer_om10_ch01.ppt
Supply-Chain Management
Supply-Chain Management
Heizer om10 ch13
Heizer om10 ch13
Technology and Operation Management_CHP1.pdf
Technology and Operation Management_CHP1.pdf
Chapter 1 introduction
Chapter 1 introduction
Heizer om10 ch15
Heizer om10 ch15
Heizer om10 ch09
Heizer om10 ch09
Lesson 71-1© 2015 Pearson Education, Inc. Publishing
Lesson 71-1© 2015 Pearson Education, Inc. Publishing
david_sm13_ppt_08.ppt
david_sm13_ppt_08.ppt
UNIT-1.ppt
UNIT-1.ppt
david_sm13_ppt_08.ppt
david_sm13_ppt_08.ppt
Heizer om10 ch17
Heizer om10 ch17
david-sm13-ppt-08ppt.pptx
david-sm13-ppt-08ppt.pptx
Heizer om10 ch11
Heizer om10 ch11
Creating and Evolving a Technology RoadmapChapter 19 19-1©.docx
Creating and Evolving a Technology RoadmapChapter 19 19-1©.docx
Mais de ryaekle
Bad410 business law
Bad410 business law
ryaekle
Meet your professor
Meet your professor
ryaekle
Human resources assignment
Human resources assignment
ryaekle
Bad360 operations management online
Bad360 operations management online
ryaekle
Heizer om10 mod_f
Heizer om10 mod_f
ryaekle
Heizer om10 mod_e
Heizer om10 mod_e
ryaekle
Heizer om10 mod_c
Heizer om10 mod_c
ryaekle
Heizer om10 mod_b
Heizer om10 mod_b
ryaekle
Heizer om10 mod_a
Heizer om10 mod_a
ryaekle
Heizer om10 ch12
Heizer om10 ch12
ryaekle
Heizer om10 ch10
Heizer om10 ch10
ryaekle
Heizer om10 ch08
Heizer om10 ch08
ryaekle
Heizer om10 ch07
Heizer om10 ch07
ryaekle
Heizer om10 ch06
Heizer om10 ch06
ryaekle
p305_pp12
p305_pp12
ryaekle
p305_pp11
p305_pp11
ryaekle
p305_pp10
p305_pp10
ryaekle
0132886391 pp09
0132886391 pp09
ryaekle
p305_pp08
p305_pp08
ryaekle
p305_pp07
p305_pp07
ryaekle
Mais de ryaekle
(20)
Bad410 business law
Bad410 business law
Meet your professor
Meet your professor
Human resources assignment
Human resources assignment
Bad360 operations management online
Bad360 operations management online
Heizer om10 mod_f
Heizer om10 mod_f
Heizer om10 mod_e
Heizer om10 mod_e
Heizer om10 mod_c
Heizer om10 mod_c
Heizer om10 mod_b
Heizer om10 mod_b
Heizer om10 mod_a
Heizer om10 mod_a
Heizer om10 ch12
Heizer om10 ch12
Heizer om10 ch10
Heizer om10 ch10
Heizer om10 ch08
Heizer om10 ch08
Heizer om10 ch07
Heizer om10 ch07
Heizer om10 ch06
Heizer om10 ch06
p305_pp12
p305_pp12
p305_pp11
p305_pp11
p305_pp10
p305_pp10
0132886391 pp09
0132886391 pp09
p305_pp08
p305_pp08
p305_pp07
p305_pp07
Último
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc
The Role of Taxonomy and Ontology in Semantic Layers - Heather Hedden.pdf
The Role of Taxonomy and Ontology in Semantic Layers - Heather Hedden.pdf
Enterprise Knowledge
The 7 Things I Know About Cyber Security After 25 Years | April 2024
The 7 Things I Know About Cyber Security After 25 Years | April 2024
Rafal Los
Finology Group – Insurtech Innovation Award 2024
Finology Group – Insurtech Innovation Award 2024
The Digital Insurer
08448380779 Call Girls In Friends Colony Women Seeking Men
08448380779 Call Girls In Friends Colony Women Seeking Men
Delhi Call girls
Partners Life - Insurer Innovation Award 2024
Partners Life - Insurer Innovation Award 2024
The Digital Insurer
Handwritten Text Recognition for manuscripts and early printed texts
Handwritten Text Recognition for manuscripts and early printed texts
Maria Levchenko
How to Troubleshoot Apps for the Modern Connected Worker
How to Troubleshoot Apps for the Modern Connected Worker
ThousandEyes
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
Safe Software
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Drew Madelung
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
Product Anonymous
🐬 The future of MySQL is Postgres 🐘
🐬 The future of MySQL is Postgres 🐘
RTylerCroy
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
sammart93
Tech Trends Report 2024 Future Today Institute.pdf
Tech Trends Report 2024 Future Today Institute.pdf
hans926745
presentation ICT roal in 21st century education
presentation ICT roal in 21st century education
jfdjdjcjdnsjd
Driving Behavioral Change for Information Management through Data-Driven Gree...
Driving Behavioral Change for Information Management through Data-Driven Gree...
Enterprise Knowledge
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
HampshireHUG
CNv6 Instructor Chapter 6 Quality of Service
CNv6 Instructor Chapter 6 Quality of Service
giselly40
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Neo4j
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
sudhanshuwaghmare1
Último
(20)
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
The Role of Taxonomy and Ontology in Semantic Layers - Heather Hedden.pdf
The Role of Taxonomy and Ontology in Semantic Layers - Heather Hedden.pdf
The 7 Things I Know About Cyber Security After 25 Years | April 2024
The 7 Things I Know About Cyber Security After 25 Years | April 2024
Finology Group – Insurtech Innovation Award 2024
Finology Group – Insurtech Innovation Award 2024
08448380779 Call Girls In Friends Colony Women Seeking Men
08448380779 Call Girls In Friends Colony Women Seeking Men
Partners Life - Insurer Innovation Award 2024
Partners Life - Insurer Innovation Award 2024
Handwritten Text Recognition for manuscripts and early printed texts
Handwritten Text Recognition for manuscripts and early printed texts
How to Troubleshoot Apps for the Modern Connected Worker
How to Troubleshoot Apps for the Modern Connected Worker
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
🐬 The future of MySQL is Postgres 🐘
🐬 The future of MySQL is Postgres 🐘
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Tech Trends Report 2024 Future Today Institute.pdf
Tech Trends Report 2024 Future Today Institute.pdf
presentation ICT roal in 21st century education
presentation ICT roal in 21st century education
Driving Behavioral Change for Information Management through Data-Driven Gree...
Driving Behavioral Change for Information Management through Data-Driven Gree...
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
CNv6 Instructor Chapter 6 Quality of Service
CNv6 Instructor Chapter 6 Quality of Service
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
Heizer om10 ch16
1.
16 - 1©
2011 Pearson Education, Inc. publishing as Prentice Hall 16 JIT and Lean Operations PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management, 8e PowerPoint slides by Jeff Heyl
2.
16 - 2©
2011 Pearson Education, Inc. publishing as Prentice Hall Outline Global Company Profile: Toyota Motor Corporation Just-in-Time, the Toyota Production System, and Lean Operations Eliminate Waste Remove Variability Improve Throughput
3.
16 - 3©
2011 Pearson Education, Inc. publishing as Prentice Hall Outline – Continued Just-in-Time JIT Partnerships Concerns of Suppliers JIT Layout Distance Reduction Increased Flexibility Impact on Employees Reduced Space and Inventory
4.
16 - 4©
2011 Pearson Education, Inc. publishing as Prentice Hall Outline – Continued JIT Inventory Reduce Variability Reduce Inventory Reduce Lot Sizes Reduce Setup Costs JIT Scheduling Level Schedules Kanban
5.
16 - 5©
2011 Pearson Education, Inc. publishing as Prentice Hall Outline – Continued JIT Quality Toyota Production System Continuous Improvement Respect for People Standard Work Practices Lean Operations Building a Lean Organization Lean Operations in Services
6.
16 - 6©
2011 Pearson Education, Inc. publishing as Prentice Hall Learning Objectives When you complete this chapter you should be able to: 1. Define just-in-time, TPS, and lean operations 2. Define the seven wastes and the 5 Ss 3. Explain JIT partnerships 4. Determine optimal setup time
7.
16 - 7©
2011 Pearson Education, Inc. publishing as Prentice Hall Learning Objectives When you complete this chapter you should be able to: 5. Define kanban 6. Compute the required number of kanbans 7. Explain the principles of the Toyota Production System
8.
16 - 8©
2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Motor Corporation Largest vehicle manufacturer in the world with annual sales of over 9 million vehicles Success due to two techniques, JIT and TPS Continual problem solving is central to JIT Eliminating excess inventory makes problems immediately evident
9.
16 - 9©
2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Motor Corporation Central to TPS is employee learning and a continuing effort to produce products under ideal conditions Respect for people is fundamental Small building but high levels of production Subassemblies are transferred to the assembly line on a JIT basis High quality and low assembly time per vehicle
10.
16 - 10©
2011 Pearson Education, Inc. publishing as Prentice Hall TPS Elements
11.
16 - 11©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT/Lean Operations Good production systems require that managers address three issues that are pervasive and fundamental to operations management: eliminate waste, remove variability, and improve throughput
12.
16 - 12©
2011 Pearson Education, Inc. publishing as Prentice Hall Just-In-Time, TPS, and Lean Operations JIT is a philosophy of continuous and forced problem solving via a focus on throughput and reduced inventory TPS emphasizes continuous improvement, respect for people, and standard work practices Lean production supplies the customer with their exact wants when the customer wants it without waste
13.
16 - 13©
2011 Pearson Education, Inc. publishing as Prentice Hall Just-In-Time, TPS, and Lean Operations JIT emphasizes forced problem solving TPS emphasizes employee learning and empowerment in an assembly-line environment Lean operations emphasize understanding the customer
14.
16 - 14©
2011 Pearson Education, Inc. publishing as Prentice Hall Eliminate Waste Waste is anything that does not add value from the customer point of view Storage, inspection, delay, waiting in queues, and defective products do not add value and are 100% waste
15.
16 - 15©
2011 Pearson Education, Inc. publishing as Prentice Hall Ohno’s Seven Wastes Overproduction Queues Transportation Inventory Motion Overprocessing Defective products
16.
16 - 16©
2011 Pearson Education, Inc. publishing as Prentice Hall Eliminate Waste Other resources such as energy, water, and air are often wasted Efficient, sustainable production minimizes inputs, reduces waste Traditional “housekeeping” has been expanded to the 5 Ss
17.
16 - 17©
2011 Pearson Education, Inc. publishing as Prentice Hall The 5 Ss Sort/segregate – when in doubt, throw it out Simplify/straighten – methods analysis tools Shine/sweep – clean daily Standardize – remove variations from processes Sustain/self-discipline – review work and recognize progress
18.
16 - 18©
2011 Pearson Education, Inc. publishing as Prentice Hall The 5 Ss Sort/segregate – when in doubt, throw it out Simplify/straighten – methods analysis tools Shine/sweep – clean daily Standardize – remove variations from processes Sustain/self-discipline – review work and recognize progress Two additional Ss Safety – build in good practices Support/maintenance – reduce variability and unplanned downtime
19.
16 - 19©
2011 Pearson Education, Inc. publishing as Prentice Hall Remove Variability JIT systems require managers to reduce variability caused by both internal and external factors Variability is any deviation from the optimum process Inventory hides variability Less variability results in less waste
20.
16 - 20©
2011 Pearson Education, Inc. publishing as Prentice Hall Sources of Variability 1. Incomplete or inaccurate drawings or specifications 2. Poor production processes resulting in incorrect quantities, late, or non-conforming units 3. Unknown customer demands
21.
16 - 21©
2011 Pearson Education, Inc. publishing as Prentice Hall Sources of Variability 1. Incomplete or inaccurate drawings or specifications 2. Poor production processes resulting in incorrect quantities, late, or non-conforming units 3. Unknown customer demands
22.
16 - 22©
2011 Pearson Education, Inc. publishing as Prentice Hall Improve Throughput The time it takes to move an order from receipt to delivery The time between the arrival of raw materials and the shipping of the finished order is called manufacturing cycle time A pull system increases throughput
23.
16 - 23©
2011 Pearson Education, Inc. publishing as Prentice Hall Improve Throughput By pulling material in small lots, inventory cushions are removed, exposing problems and emphasizing continual improvement Manufacturing cycle time is reduced Push systems dump orders on the downstream stations regardless of the need
24.
16 - 24©
2011 Pearson Education, Inc. publishing as Prentice Hall Just-In-Time (JIT) Powerful strategy for improving operations Materials arrive where they are needed when they are needed Identifying problems and driving out waste reduces costs and variability and improves throughput Requires a meaningful buyer-supplier relationship
25.
16 - 25©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT and Competitive Advantage Figure 16.1
26.
16 - 26©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT and Competitive Advantage Figure 16.1
27.
16 - 27©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT Partnerships JIT partnerships exist when a supplier and purchaser work together to remove waste and drive down costs Four goals of JIT partnerships are: Removal of unnecessary activities Removal of in-plant inventory Removal of in-transit inventory Improved quality and reliability
28.
16 - 28©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT Partnerships Figure 16.2
29.
16 - 29©
2011 Pearson Education, Inc. publishing as Prentice Hall Concerns of Suppliers Diversification – ties to only one customer increases risk Scheduling – don’t believe customers can create a smooth schedule Lead time – short lead times mean engineering or specification changes can create problems Quality – limited by capital budgets, processes, or technology Lot sizes – small lot sizes may transfer costs to suppliers
30.
16 - 30©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT Layout Table 16.1 Reduce waste due to movement JIT Layout Tactics Build work cells for families of products Include a large number operations in a small area Minimize distance Design little space for inventory Improve employee communication Use poka-yoke devices Build flexible or movable equipment Cross-train workers to add flexibility
31.
16 - 31©
2011 Pearson Education, Inc. publishing as Prentice Hall Distance Reduction Large lots and long production lines with single-purpose machinery are being replaced by smaller flexible cells Often U-shaped for shorter paths and improved communication Often using group technology concepts
32.
16 - 32©
2011 Pearson Education, Inc. publishing as Prentice Hall Increased Flexibility Cells designed to be rearranged as volume or designs change Applicable in office environments as well as production settings Facilitates both product and process improvement
33.
16 - 33©
2011 Pearson Education, Inc. publishing as Prentice Hall Impact on Employees Employees may be cross trained for flexibility and efficiency Improved communications facilitate the passing on of important information about the process With little or no inventory buffer, getting it right the first time is critical
34.
16 - 34©
2011 Pearson Education, Inc. publishing as Prentice Hall Reduced Space and Inventory With reduced space, inventory must be in very small lots Units are always moving because there is no storage
35.
16 - 35©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT Inventory Inventory is at the minimum level necessary to keep operations running Table 16.2 JIT Inventory Tactics Use a pull system to move inventory Reduce lot sizes Develop just-in-time delivery systems with suppliers Deliver directly to point of use Perform to schedule Reduce setup time Use group technology
36.
16 - 36©
2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Variability Inventory level Process downtimeScrap Setup time Late deliveries Quality problems Figure 16.3
37.
16 - 37©
2011 Pearson Education, Inc. publishing as Prentice Hall Inventory level Reduce Variability Figure 16.3 Process downtimeScrap Setup time Late deliveries Quality problems
38.
16 - 38©
2011 Pearson Education, Inc. publishing as Prentice Hall Inventory level Reduce Variability Figure 16.3 Process downtime removed No scrap Setup time reduced Late deliveries Quality problems removed
39.
16 - 39©
2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Inventory Reducing inventory uncovers the “rocks” Problems are exposed Ultimately there will be virtually no inventory and no problems Shingo says “Inventory is evil”
40.
16 - 40©
2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Lot Sizes Figure 16.4 200 – 100 – Inventory Time Q2 When average order size = 100 average inventory is 50 Q1 When average order size = 200 average inventory is 100
41.
16 - 41©
2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Lot Sizes Ideal situation is to have lot sizes of one pulled from one process to the next Often not feasible Can use EOQ analysis to calculate desired setup time Two key changes necessary Improve material handling Reduce setup time
42.
16 - 42©
2011 Pearson Education, Inc. publishing as Prentice Hall Lot Size Example D = Annual demand = 400,000 units d = Daily demand = 400,000/250 = 1,600 per day p = Daily production rate = 4,000 units Q = EOQ desired = 400 H = Holding cost = $20 per unit S = Setup cost (to be determined) Q = 2DS H(1 - d/p) Q2 = 2DS H(1 - d/p) S = = = $2.40 (Q2)(H)(1 - d/p) 2D (3,200,000)(0.6) 800,000 Setup time = $2.40/($30/hour) = 0.08 hr = 4.8 minutes
43.
16 - 43©
2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Setup Costs High setup costs encourage large lot sizes Reducing setup costs reduces lot size and reduces average inventory Setup time can be reduced through preparation prior to shutdown and changeover
44.
16 - 44©
2011 Pearson Education, Inc. publishing as Prentice Hall Lower Setup Costs Figure 16.5 Sum of ordering and holding costs Holding cost Setup cost curves (S1, S2) T1 S1 T2 S2 Cost Lot size
45.
16 - 45©
2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Setup Times Figure 16.6 Use one-touch system to eliminate adjustments (save 10 minutes) Step 4 Step 5 Training operators and standardizing work procedures (save 2 minutes) Initial Setup Time Step 2 Move material closer and improve material handling (save 20 minutes) Step 1 Separate setup into preparation and actual setup, doing as much as possible while the machine/process is operating (save 30 minutes) Step 3 Standardize and improve tooling (save 15 minutes) 90 min — 60 min — 45 min — 25 min — 15 min — 13 min — —Repeat cycle until subminute setup is achieved Step 6
46.
16 - 46©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT Scheduling Schedules must be communicated inside and outside the organization Level schedules Process frequent small batches Freezing the schedule helps stability Kanban Signals used in a pull system
47.
16 - 47©
2011 Pearson Education, Inc. publishing as Prentice Hall Table 16.3 Better scheduling improves performance JIT Scheduling JIT Scheduling Tactics Communicate schedules to suppliers Make level schedules Freeze part of the schedule Perform to schedule Seek one-piece-make and one-piece move Eliminate waste Produce in small lots Use kanbans Make each operation produce a perfect part
48.
16 - 48©
2011 Pearson Education, Inc. publishing as Prentice Hall Level Schedules Process frequent small batches rather than a few large batches Make and move small lots so the level schedule is economical “Jelly bean” scheduling Freezing the schedule closest to the due dates can improve performance
49.
16 - 49©
2011 Pearson Education, Inc. publishing as Prentice Hall Scheduling Small Lots A B CA AAB B B B B C JIT Level Material-Use Approach A CA AA B B B B B C CB B B BA A Large-Lot Approach Time Figure 16.7
50.
16 - 50©
2011 Pearson Education, Inc. publishing as Prentice Hall Kanban Kanban is the Japanese word for card The card is an authorization for the next container of material to be produced A sequence of kanbans pulls material through the process Many different sorts of signals are used, but the system is still called a kanban
51.
16 - 51©
2011 Pearson Education, Inc. publishing as Prentice Hall Kanban 1. User removes a standard sized container 2. Signal is seen by the producing department as authorization to replenish Part numbers mark location Signal marker on boxes Figure 16.8
52.
16 - 52©
2011 Pearson Education, Inc. publishing as Prentice Hall Kanban Figure 16.9 Kanban Kanban Final assembly Work cell Kanban Material/Parts Supplier Finished goods Customer order
53.
16 - 53©
2011 Pearson Education, Inc. publishing as Prentice Hall More Kanban When the producer and user are not in visual contact, a card can be used When the producer and user are in visual contact, a light or flag or empty spot on the floor may be adequate Since several components may be required, several different kanban techniques may be employed
54.
16 - 54©
2011 Pearson Education, Inc. publishing as Prentice Hall More Kanban Usually each card controls a specific quantity or parts Multiple card systems may be used if there are several components or different lot sizes In an MRP system, the schedule can be thought of as a build authorization and the kanban a type of pull system that initiates actual production
55.
16 - 55©
2011 Pearson Education, Inc. publishing as Prentice Hall More Kanban Kanban cards provide a direct control and limit on the amount of work-in- process between cells If there is an immediate storage area, a two-card system can be used with one card circulating between the user and storage area and the other between the storage area and the producer
56.
16 - 56©
2011 Pearson Education, Inc. publishing as Prentice Hall The Number of Kanban Cards or Containers Need to know the lead time needed to produce a container of parts Need to know the amount of safety stock needed Number of kanbans (containers) Demand during Safety lead time + stock Size of container =
57.
16 - 57©
2011 Pearson Education, Inc. publishing as Prentice Hall Number of Kanbans Example Daily demand = 500 cakes Production lead time = 2 days (Wait time + Material handling time + Processing time) Safety stock = 1/2 day Container size = 250 cakes Demand during lead time = 2 days x 500 cakes = 1,000 Number of kanbans = = 5 1,000 + 250 250
58.
16 - 58©
2011 Pearson Education, Inc. publishing as Prentice Hall Advantages of Kanban Allow only limited amount of faulty or delayed material Problems are immediately evident Puts downward pressure on bad aspects of inventory Standardized containers reduce weight, disposal costs, wasted space, and labor
59.
16 - 59©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT Quality Strong relationship JIT cuts the cost of obtaining good quality because JIT exposes poor quality Because lead times are shorter, quality problems are exposed sooner Better quality means fewer buffers and allows simpler JIT systems to be used
60.
16 - 60©
2011 Pearson Education, Inc. publishing as Prentice Hall JIT Quality Tactics Use statistical process control Empower employees Build fail-safe methods (poka- yoke, checklists, etc.) Expose poor quality with small lot JIT Provide immediate feedback Table 16.4
61.
16 - 61©
2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Production System Continuous improvement Build an organizational culture and value system that stresses improvement of all processes, kaizen Part of everyone’s job Respect for people People are treated as knowledge workers Engage mental and physical capabilities Empower employees
62.
16 - 62©
2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Production System Standard work practice Work shall be completely specified as to content, sequence, timing, and outcome Internal and external customer-supplier connection are direct Product and service flows must be simple and direct Any improvement must be made in accordance with the scientific method at the lowest possible level of the organization
63.
16 - 63©
2011 Pearson Education, Inc. publishing as Prentice Hall Lean Operations Different from JIT in that it is externally focused on the customer Starts with understanding what the customer wants Optimize the entire process from the customer’s perspective
64.
16 - 64©
2011 Pearson Education, Inc. publishing as Prentice Hall Building a Lean Organization Transitioning to a lean system can be difficult Lean systems tend to have the following attributes Use JIT techniques Build systems that help employees produce perfect parts Reduce space requirements
65.
16 - 65©
2011 Pearson Education, Inc. publishing as Prentice Hall Building a Lean Organization Develop partnerships with suppliers Educate suppliers Eliminate all but value-added activities Develop employees Make jobs challenging Build worker flexibility
66.
16 - 66©
2011 Pearson Education, Inc. publishing as Prentice Hall Lean Operations in Services The JIT techniques used in manufacturing are used in services Suppliers Layouts Inventory Scheduling
67.
16 - 67©
2011 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.