...5S and applications 5S may be the first step for the company to embrace Lean strategy. 5S stands for five different characters which are sort, set in order, shine, standardize, and sustain. The 5S system is a tool, or system that supports a philosophy of operating in an organized fashion. The philosophy that this system supports is one of discipline, efficiency, and attention to detail (Graban, 2009). The idea behind 5S is that if a workplace is clean and well laid out, the identification of waste is much easier (Sarkar, 2005). 5S is a way to help the company to reduce the waste and enhance possible profits. 5S is used by five different Japanese words which are seiri, seiton, seiso, seiketsu and shitsuke and these focus on effective workplace and work procedure (Graban, 2009). Seiri, which is sort in English, helps the company or any organization to distinguish the items into two different categories: used and non-used (Breyfogle,2010). Seiton means set in order and it is focusing on making efficiency in the workplace by rearranging all items in the company which will promote work flow. All the tools should be set in the place where can improve work flow and it is easy to find for job (BusinessKnowledgeSource.com, paragraph 4, 2010). Seiso means to clean and clear. This step focuses on cleaning and clearing any item and working environment (The 5S plan Lean manufacturing solution, 2008). Seiketsu means standardize. To keep the first three Ss as the standard all the time and...
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...glance and that signals whenever an abnormality occurs. An andon, which is the Japanese term for “lamp,” can indicate production status (for example, which machines are operating), an abnormality (for example, machine downtime, a quality problem, tooling faults, operator delays, and materials shortages), and needed actions, such as change overs. Five Whys The practice of asking why repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause. The specific number five is not the point. Rather it is to keep asking until the root cause is reached and eliminated. Heijunka Japanese technique of achieving even output flow by coordinated sequencing of very small production batches throughout the manufacturing line in a lean production or just in time (JIT) system. Jidoka Japanese term that provides machines and operators the ability to detect when an abnormal condition has occurred and immediately stop work. This enables operations to build in quality at each process and to separate men and machines for more efficient work. Jidoka is one of the two pillars of the Toyota Production System along with just-in-time. Jidoka highlights the causes of problems because work stops immediately when a problem first occurs. This leads to improvements in the processes that build in quality by eliminating the root causes of defects. Kaizen Japanese term for a gradual approach to ever higher standards in quality enhancement and...
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...always faced heightened challenges such as rising customer’s demand for better and improved products, erratic demand, and competition in markets. There is no disbelief that the manufacturers are always embracing changes and improvements in their key activities or processes to cope with the ever growing challenges. To be more efficient is the only way to stay and earn profit in a global market. Industries are giving lot of attention to Lean manufacturing. Several industries are struggling to be world class. Principal adoption of lean manufacturing is still found to be complex. Lean Manufacturing is a set of techniques, which have developed gradually over a long period and are based on various minor to major breakthroughs that help in reducing cost and hence increase productivity. Lean is a philosophy of manufacturing that incorporates a collection of principles, tools and techniques into the business processes to optimize time, productivity, HR, and assets, while improving the quality level of products and services to their customers. LEAN MANUFACTURING Lean manufacturing is defined as to produce same and more than the mass production using less effort, lesser space, without any new inventory, better quality and lesser defects. Lean manufacturing improves operating performance by focusing on the quick and uninterrupted flow of products and materials through the value stream. To achieve this, the various forms of manufacturing waste must be identified and eliminated. Waste can include...
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...requested by the department managers at this company. Principals of Lean Manufacturing Lean Manufacturing is defined as a production practice that uses less and fewer resources than traditional manufacturing. The primary objective of implementation of lean processes is to eliminate any element of the process that does not add value and striving for perfection with zero defects and zero inventories. (Lynch, 2005) There are various principals to lean manufacturing that can be applied to any area of an organization to realize the process improvement in the assignment below I will discuss three examples 5s, Six Sigma and Kaizen. Process Improvement-5S 5S is a system that reduces waste and optimizes productivity through an orderly workplace and using visual cues to obtain more consistent results of the operation. Created first by Toyota Production Company, a Japanese based company, the five pillars in this process are: Sort (Seiri) Eliminating unnecessary item...
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...company was Toyota. The post-WW2 period was trying for the Japanese economy. The country was ravaged by the atomic bombings and the drain on resources from the war time activities, forced companies like Toyota to develop innovative and cost efficient manufacturing processes. The Toyota Production System (TPS) arose out of necessity in response to the circumstances surrounding the company. Many of the foundational concepts are old and unique to Toyota while others have their roots in more traditional sources. The oldest part of the production system is the concept of Jidoka which was created in 1902 by Toyoda founder Sakichi Toyoda. This concept pertains to notion of building in quality at the production process as well as enabling separation of man and machine for multi-process handling. The most famous element of the TPS is no doubt the Just-in-Time pillar of the production system. The phrase Just-in-Time was coined by Kiichiro Toyota in 1937 after the start of Toyota Motor Corporation. The company was quite poor and could not afford to waste money on excess equipment or materials in production. Everything was expected to be procured just in time and not too early or too late. Later elements developed in the 1950’s including takt time, standardized work, Kanban, and supermarkets added to the basis for JIT. There are also many other tools and techniques that were developed in Toyota such as 7 Wastes, Standardized Work, 5S, SMED, Visual Control, Error Proofing, as well as many others...
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...firm in the areas of continuous improvement and business strategy. The tools and techniques of what is commonly called "lean manufacturing" have their origin in the Toyota Production System (TPS). While the lean movement deserves much credit for popularizing these tools and techniques, a number of misconceptions appear to have developed about how Toyota itself actually practices continuous improvement. This article looks at some of these misconceptions. Readers should note that this article is not meant to be a definitive study of Toyota, nor is it meant to supplant the excellently detailed analyses of Toyota published by Jeffrey K. Liker (The Toyota Way, McGraw-Hill, 2003), Steven J. Spear (Chasing the Rabbit, McGraw-Hill, 2008), and others. Rather, it offers the author’s own personal perspective and insights on Toyota, drawing from observation and study of Toyota production and distribution operations, supplemented by interviews with Toyota employees, managers, and suppliers held over the years. Some of the thoughts expressed below also find deeper expression and treatment in Mike Rother' excellent new book, Toyota Kata (McGraw-Hill, 2009), and readers are referred to that book for a full exposition of Toyota's thinking and behaviors. First, let it be said at the outset that the word “lean” is not one that is often seen or heard at Toyota. Rather than applying lean tools and techniques, Toyota focuses instead on establishing and propagating a basic pattern of thinking...
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...Kaizen The philosophy of continual progress By – XXXX Course - Quality Assurance Instructor – XXXX Due – Nov 30 Kaizen essay Introduction to Kaizen The word kaizen is the combination of two Japanese words. The word ‘Kai’ meaning ‘to do’ or ‘change’ and the word ‘Zen’ meaning ‘well’ This way of thinking is not only used in the field of manufacturing, engineering and business management but also in everyday life in Japan. This philosophy promotes gradual and continual progress and an increase in self-worth and total involvement in everything you do. The word Kaizen (To make better or continuous improvement) can easily be misspelled as Kaizan (To cook the books or alter or fake a document). Most professionals in the field could benefit with a careful study of the differences. Kaizen is a process that when applied daily eliminates overly hard work (Muri) and humanizes the workplace. The kaizen methodology basically involves making changes and monitoring the results, then adjusting. It also encourages employees to experiment on how to eliminate waste in the business process to increase productivity. Employees at all levels of an organization are expected to participate in ‘Kaizen’. From the CEO all the way down to the janitorial staff. The kaizen philosophy can be implemented by the individual but can also be applied as a group system. At Toyota, kaizen is generally implemented within workstations and is focused on improving the work environment and productivity...
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...LSS lean Six Sigma Abstract Purpose – Although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the “tool box”, and its integration with Six Sigma (mainly through case studies and action research), there has been little written on the journey towards the integration of the two approaches. This paper aims to examine the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement, and provides a conceptual model for their successful integration. Design/methodology/approach – Desk research and a literature review of each separate approach is provided, followed by a view of the literature of the integrated approach. Findings – No standard framework for lean Six Sigma or its implementation exists. A systematic approach needs to be adopted, which optimises systems as a whole, focusing the right strategies in the correct places. Originality/value – This paper contributes to knowledge by providing an insight into the evolution of the lean Six Sigma paradigm. It is suggested that a clear integration of the two approaches must be achieved, with sufficient scientific underpinning. Keywords Lean production, Six sigma Paper type Literature review 1. Introduction The Toyota Production System (TPS) provided the basis for what is now known as lean thinking, as popularised by Womack and Jones (1996). The development of this approach to manufacturing began shortly after...
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...1.0 Life cycle costing (LCC) 1.1 Definition Life cycle costing is a cost management approach which includes all costs and ensures that all those costs are managed over the life cycle of the product. Product life cycle begins from conception of the product until its abandonment which can be referred as ‘from cradle to grave‘. Product life cycle has four stages: 1) Product planning and initial concept design It involves process of identifying any underlying conditions, assumption, limitations and constraints such as minimum asset performance, maximum capital costs that might restrict the range of acceptable options to be evaluated. It is a valuable reference for better decision whether the plan should be carried on. This includes the research and development cost market research costs. 2) Product design and development Starting from preparation of development contract until equipment is ready to be introduced to the business. It is also a stage where the factory trials take place. Cost of product design, prototyping, and market testing costs. 3) Production All the manufacturing costs related to producing the products such as direct material, labor, overhead and administrative costs will be incurred. 4) Distribution and customer (or logistical) support This stage is where product are sent to customers and ready to be used. All marketing, selling and distribution costs are incurred at this stage. As for logical support cost, it involves delivery and transportation...
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...Lean Production Techniques, the new Henry Ford: why his techniques worked and why it does not work as well today. Abstract This paper takes a closer look into lean production techniques and how drastically they have changed since the Industrial Revolution. It looks into the time when Henry Ford was successful in creating and implementing the concept of the assembly line, why it worked and how it is doing today. It will explore the concepts of General Motors and what they did to overtake Ford to become the largest automobile maker. And lastly, it will look into Taiichi Ohno, who he is and what he did to help Toyota eventually surpass the American vehicle manufactures and to become the world’s largest car maker. Lean Production Techniques, the new Henry Ford and why his techniques worked and why it does not work as well today. One of the greatest production techniques ever implemented during the last century was the idea of the assembly line. Henry Ford revolutionized the manufacturing industry by using a constantly-moving assembly line and in doing this realized huge gains in efficiency. By using productivity technologies he helped turn the automobile from a luxury item for the rich, to essential transportation for the everyday man. Henry Ford was always looking for new ways to improve the production process. [In 1914, Ford began paying his employees five dollars a day, nearly doubling the wages offered by other manufacturers. He cut the workday from nine...
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...A 5s Implementation Plan For The Shipping Department at Helical Products Co. By Eric William Walker A Senior Project submitted In partial fulfillment of the requirements for the degree of Bachelor of Science in Industrial Engineering California Polytechnic State University San Luis Obispo Graded by: Checked by: Date of Submission: Approved by: EXECUTIVE SUMMARY Helical Products Company is a business that manufactures flexure products, such as couplings and u-joints. As part of a movement towards lean manufacturing, Helical Products Company of Santa Maria, California is need of a principle that will help them continuously improve their shipping department. A study of 5S, a lean principle focused on waste reduction, will be done to investigate opportunity for implementation. A literature review takes a peek on research of lean manufacturing history, lean workbook/ tutorials and lastly case studies and journal articles. The output of research provides a design plan for Helical using 5S and other lean principles compatible with 5S, such as error proofing and Value Stream Mapping. A list of suggestions based on analysis and feedback from the Helical shipping department is provided. Lastly, a 5S manual catered for Helical Products Company is attached in the appendix. 1 TABLE OF CONTENTS Executive Summary....................................................................................................................................... 1 Introduction .......
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...Abstract: Process industries, especially textile industries, have automatic machinery which are highly inflexible and have high volume/low variety products. This nature of the textile industry makes implementing lean manufacturing techniques a challenge; hence implementing lean techniques in a textile industry has been taken up as a challenge. We have chosen a combination of value stream mapping (VSM), 5S, kanban, kaizen, poka-yoke, and visual controls to improve the processes. The findings of this study reveal that a thorough analysis of the process, setup, and changeover time (CO), use of colour coding for identification of volume-mix, use of kaizen and quality circles which empower the workforce, are some of the various keys to a successful lean implementation in a textile industry. Keywords:Project manegement; lean manufacturing; agile manufacturing; value stream mapping; VSM; supply chain management. 1 Introduction What Is a Project Manager? SECTION 1: INTRODUCTION TO PROJECT MANAGEMENT Project management is the art of matching a project's goals, tasks, and resources to accomplish a goal as needed. We say "as needed" because one has limited time, money, and resources (human and machinery) with which to accomplish a goal. One can think of a project as a process. Figure 1 shows this process as a simplified block diagram. Figure 1: Simple Project Management System The process involves inputs and outputs. Successful projects "do the right things, with the right...
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...Lean production is a Japanese method of production that focuses on cutting out waste and costs whilst ensuring quality. This method helps the business to be more efficient and responsive to the market needs. It also cuts out all activities that do not add value to the production process, such as holding of stock, repairing faulty product and unnecessary movement of people and product around the plant. Other aspects of a business – from design, through production to distribution can also use this type of method. In this case, Gateshead Holdings is a metal component manufacturer. Geoff Cartwright spoke face to face with all 146 workers individually explaining all about his three-year plan. One of the first features of Lean production used by him in order to transform Gateshead Holdings into profitable company was the Cell production. It is a form of team working which helps ensure worker commitment as each cell is responsible for a complete unit of work. Each cell is responsible for a significant part of the finished article and rather than each person only carrying out only one very specific task, team members are skilled at a number of roles providing a means of job rotation and more adaptable to the future needs of a business. This way the workers also improve communication, avoiding confusion arising from misunderstandings. The workers will have greater motivation due to multiplicity of work, teamwork, and greater responsibilities. The workforce of 146 was reduced by 25...
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...Total Quality Management (Tqm) 13 1.7 Kaizen And Suggestion Systems 14 1.8 Goals Of Kaizen Vs. Quality, Cost And Delivery 15 1.9 Common Disconnects/Roadblocks In Kaizen Implementation 16 1.10 Advantages Of Kaizen Costing 17 1.11 Disadvantages Of Kaizen Costing 18 1.12 Conclusion 19 References 19 1.1 Introduction Kaizen means improvement, continuous improvement involving everyone in the organization from top management, to managers then to supervisors, and to workers. In Japan, the concept of Kaizen is so deeply engrained in the minds of both managers and workers that they often do not even realize they are thinking Kaizen as a customer-driven strategy for improvement. Kaizen is a Japanese philosophy for process improvement that can be traced to the meaning of the Japanese words ‘Kai’ and ‘Zen’, which translate roughly into ‘to break apart and investigate’ and ‘to improve upon the existing situation’. It is using common sense and is both a rigorous, scientific method using statistical quality control and an adaptive framework of organizational values and beliefs that keeps workers and management focused on zero defects. It is a philosophy of never being satisfied with what was accomplished last week or last year. Improvement begins with the admission that every organization has problems, which provide opportunities for change. It evolves around continuous improvement involving everyone in the organization and largely depends on cross-functional teams that can be empowered...
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...both raw materials as well as new markets to sell their goods in the nonindustrialised countries of Asia and Africa. So they started annexing to meet the needs of their new factories. Soon they became jealous of each other, and wanted their own empires to grow. They started fighting among themselves. This finally led to a great war in which several nations of the world were involved. It came to be known as World War- I (August 1914-1918). Millions of soldiers and other people were killed or wounded. Cities were destroyed and there was shortage of food and everything else. In 1939, there was another war, called World War II. It lasted for 6 years and ended in 1945 after USA dropped atomic bombs over two Japanese cities – Hiroshima and Nagasaki. After world war – II, most Japanese companies had to start literally from Scratch. Everyday brought new challenges to managers and workers alike,...
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