levels for effective & timely decision making, Participative management, cross-functional teams 8. Multi-channel distribution system 9. Six Sigma & Lean Six Sigma – A company-wide strategy, process improvement methodology, Identifying & controlling variations, defect rate with process shift, Recipe for 6-Sigma program implementation 10. QRM vs. Lean principles in CIO 11. Lead time, cycle time, takt time & machine time 12. Kanban, Kaizen, Kaikaku, Heijunka, Zidoka, Poke Yoke, Hoshin Kanri, (5+1)S
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Amanda Alt Sarah McCauley Kevin Randles Kexin Kie Ranesha Williams Cellular Manufacturing A manufacturing cell is a grouping of all the resources that are required to manufacture a part of a product. This includes the people, supplies, machines, tools and the equipment. The cell resources are arranged in close proximity to enhance communication and allow everyone to see what is going on in their particular part of the job. There are two types of cells and they are Product Cell and Process
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aluminum foil, a spool of wire, and metal or plastic tubing are continuous products, which are then cut into individual pieces of various lengths for specific purposes. Because a manufactured item typically starts with raw materials, which are then L9 Lean Production and Agile Manufacturing 32 |.l0 Manufacturing Costs and Global Competition
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The Fly-by-Nite Corporation produces executive jets. It buys five jet engines a week from an outside supplier, Hot Jet Industries. Order costs are currently $50 for each order and holding costs are $20 per week. a. Determine Q* (lot size). How often on the average should orders be made? (N) b. Suppose you are assigned the job of redesigning Fly-by-Nite for JIT. How much would order costs have to be reduced to for lot size to be one? How often would orders be made? 2. The JIT Appliance
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The McKinsey Quarterly: The Online Journal of McKinsey & Co. Page 1 of 5 Applying lean to application development and maintenance To make application development and maintenance more productive, IT managers are getting lean. Noah B. Kindler, Vasantha Krishnakanthan, and Ranjit Tinaikar Web exclusive, May 2007 Burdened by high costs for application development and maintenance (ADM),1 many businesses have offshored up to half of their application development to low-cost locations, renegotiated
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Tarea Libro JIT Revolución en las Fábricas Objetivo: Aprender los fundamentos de Manufactura Esbelta / Justo a tiempo en particular los relacionados con Inventarios. 1. Leer el libro JIT Factory Revolution /El JIT Revolucion en las fábricas de Hirano, Productivity Press 2. Poner mayor atención a "Fabricación en Flujo, Kanban, Control Visual" 3. Contestar las siguientes preguntas: * ¿Qué es Kanban? El JIT maneja una herramienta (Kanban) que se encarga de transmitir información
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develop and present policy options, particularly to government health authorities in low- and middle-income countries and representatives of donor agencies that provide support in such areas. Articles 1. Implementation of 5S management method for lean healthcare at a health center in Senegal: a qualitative study of staff perception. (7 April 2015) by Shogo Kanamori. References. 1. Gapp R, Fisher R, Kobayashi K. Implementing 5S within a Japanese context: an integrated management system. Manage
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Just-in-Time (JIT) manufacturing is process where manufacturer only receive goods where they are needed in the process. This system increases efficiency and decrease waste. This process works for any size company. When focusing on how this system works for a small company, we can focus on Gamblin Artist's Oil Colors. This is a small company that manufactures small oil-paint (Applegate, 2001). One way that Gamblin uses JIT is by making small batched of paint to put on the shelves (Applegate, 2001)
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Lean Six Sigma Notes Lean cuts down on waste, reduce cycle times Six sigma reduces variation in a process DMAIC: define, measure, analyze, improve, and control define identify project, capture VOC and VOB measure baseline data metric is critical analyze find the root cause of your problem (may be many but find the significant 1, 2, and 3 root causes affecting this project), validate critical Xs, what really affects the output of the process value added vs non value added improve
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overlook the customer complaints and therefore, they were slow to respond. Toyota’s focus on the criticality of speed in product development formed Construction for Cost Competitiveness for 21st century (CC21). This strategy took their already adopted lean manufacturing process to extreme levels, causing them to focus progressively on fast growth and poor quality. Aside from operational strategies, the structure within the company was impaired. The executives in the U.S could not respond well to the
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