walked per year (feet) | 36,400 | 728 | 35,672 | Distance walked per year (miles) | 6.95 | 0.14 | 6.81 | | Resource: KAIZEN: University of San Diego, Six Sigma Certificate Program, Rev. Feb 2013, Leonard Perry, Ph.D., (Power Point Slides) “Lean Six Sigma Pocket Tool Book”, Michael L. George 2005 Lecture: Brad Perry,
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Lean systems at autoliv Autoliv is a global company that many people may not know, yet every time you step into a car you will be glad they exist. The company is recognised as the worldwide leader in automotive safety and they account for all major technological break- throughs in the occupant restraint industry. Every year Autoliv products save 25,000 lives and prevent ten times as many severe injuries. Prominent in automotive safety since 1957, the present company came into existence in 1997
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JIT is a production and inventory control system in which materials are purchased and units are produced only as needed to meet actual customer demand. In just in time manufacturing system inventories are reduced to the minimum and in some cases they are zero. JIT works in the three types of inventories: a) Raw materials: inventories provide insurance in case suppliers are late with deliveries. b) Work in process: inventories are maintained in case a work station is unable to operate due to a
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bicicleta, y lo suficientemente elegante como para atraer a un mercado más amplio de jóvenes. Utilizo el lema hecho en “San Francisco” como orgullo y satisfacción de productos nacionales. Al principio, Rob comenzó a interesarse en la fabricación “Lean Manufacturing” (manufactura esbelta) y la personalización en masa, contrató a Brennan Mulligan, para más tarde incluir en el equipo a otros cuatro chicos, que, junto con Rob y Brennan, dirigían a Timbuk2. La colegialidad y la informalidad caracterizan
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producir materiales aeroespaciales. Decidió iniciar una estrategia de lean manufacturing y al mismo tiempo alinear una estrategia de IT. * Para empezar con su estrategia, Esterline decidió darle más gobernabilidad a sus empleados para que tomaran propias decisiones sobre sus líneas de producción y que vieran procesos aislados, además de aplicar técnicas de trabajo en equipo, capacitación y adaptación al cambio. Las técnicas de Lean que se aplicaron fueron: Value Stream Mapping, Standard Work, Kaizen
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maintaining core cultural values, continue social activism at a local level, while exercising caution in the overtly politically arena, develop products that remain true to their roots, while using the new resources available from Unilever, and adopt a Lean manufacturing and distribution platform. Analysis Following the merger with Unilever, Ben & Jerry’s faces challenges as it navigates within a larger corporation while maintaining it’s identity and making improvements to compete globally. Ben
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Root Cause Analysis Why do we bother (Andersen, 2000) Fool me once, DIRTFT, steady continual improvement Root Cause Analysis (RCA) is the central theme of 6 sigma activities. RCA identifies the real problem so the problem can be solved one time and not repeat for that same cause. That over the long haul your time is spent most efficiently and each problem that occurs will be unique. As you solve the root causes of problems the amount of problems will decrease for any given system and that system
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transactions; numerous hand-offs between departments, and causing a great opportunity for error. By tying the receiving, manufacturing, and shipping departments together, work force can be used more efficiently, inventory management can be improved, and a lean manufacturing environment can be obtained. For feasibility, the likelihood of finding an obtainable resolution by April 27 is very good. The financial situation of Riordan Manufacturing is extremely positive, with a generous budget of $150,000 and
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ELEMENTS OF LEAN OPERATIONS AT ARIENS The four elements of LEAN as given by Slack & Lewis are 1. Customer Focus or Customer based demand triggers 2. Synchronised Flow 3. Behaviour/Enhanced improvement behavior 4. Waste elimination CUSTOMER FOCUS The trigger in this case could be the need for a new spindle for the brand lawn tractor products. As in all approaches, customer satisfaction is the focus. SYNCHRONISED FLOW Synchronised flow can be seen in the fact that for
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improving product quality, reducing production and delivery lead times, and reducing other costs, such as those associated with machine setup and equipment breakdown. Just-in-time applies to repetitive manufacturing processes in which the same products and components are produced over and over again. The general idea is to establish flow processes by linking work centers so that there is an even, balanced flow of materials throughout the entire production process, similar to that of an assembly
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