484404
Descripción
Mapa Mental por Tom Piggott, actualizado hace más de 1 año
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Creado por Tom Piggott
hace casi 11 años
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JITmanagement/lean thinking
- $5mil, % year study
at MIT on car
industry
- groundbreaking analysis,
Toyota Lean production,
typified by Toyota
- Lean thinking= applies to
everything not just cars.
- Lean thinking= applies to
everything not just cars.
- groundbreaking analysis,
Toyota Lean production,
typified by Toyota
- Lean thinking=TPS=JIT
- 1990's
Womack&Jones-origins
thought from TPS and
japanese management
- aimed to reduce waste- in
system design, process
control and synchronisation
- configure product system, time
required for
materials+parts=only as long as
sum of value adding steps
- produce required items at
required times, right quality
and right quantity
- Waste
elimination=fundamental
- produce required items at
required times, right quality
and right quantity
- not just
management=way of
thinking based on
waste elimination +
continuous
improvement of
productivity
- No Muda, Muri, Mura= No waste, excess,
uneveness
- Muda-consume resource, no added
value
- don't add value: storing,
inspection, transport,
counting, waiting
- don't add value: storing,
inspection, transport,
counting, waiting
- Muri-variation in operation
process, not cause by end
customer
- waste=from, unreliable vendors, bad
design, long set up times, inspection of line
- waste=from, unreliable vendors, bad
design, long set up times, inspection of line
- Muri: to much equipment,
facilities, people
- Muda-consume resource, no added
value
- No Muda, Muri, Mura= No waste, excess,
uneveness
- primary elements
- inventory only when
needed
- zero defects
quality
- reduce lead/setup times,
queue lengths+lot sizes
- incrementally revise
operations
themselves
- accomplish all at
minimum cost
- inventory only when
needed
- JIT
synonyms
- IBM=continuous
flow
manufacturing
- HP,
stockless
production
- GE,
management
by site
- Motorola, short cycle
manufacturing
- Toyota:
TPS
- Boeing:Lean
manufacturing
- John Deere:one piece
flow manufacturing
- IBM=continuous
flow
manufacturing
- philosophy of
manufacturing
management
with objectives
- attack fundamental
problems
- eliminate
waste
- simplicity in
production
management
- identify problems
not mask
- attack fundamental
problems
- Lean process each
step=
- Valuable-judge by customer
- capable:right
first+every time
- Available:ready
when needed
- Adequate:just
enough
capacity
- Flexible:switch
different task-
low££
- Valuable-judge by customer
- lower inventory level= issues arise
easier- scrap, setup time, quality probs,
late delivery, process downtime
- Push strategy, work from production
to retailer. Production set on historic
conditions, not responsive to
changes in demand=overstocking,
bottlenecks, unaceptable service
levels, obsolescence
- supply chain=combo of both,
intersection= decoupling
point/push-pull boundary
- dell build to
order-components=push, final
assembly=pull, decoupling
point=assembly line
- dell build to
order-components=push, final
assembly=pull, decoupling
point=assembly line
- work=on demand
- photocopy shop,
amazon
- supply chain=combo of both,
intersection= decoupling
point/push-pull boundary
- Pull: demand driven not forcast
driven. doesn't require make to
order, TMM-nearly pull
production-more supermarket
style, use kanban cards when
stock=low
- work released based on system
status
- vending machine,supermarket
- work released based on system
status
- key elements-
- total quality management-
workers=own quality
inspectors,
scrap/rework=inconsistant
with flow
- supply chain
intergration -
extend
enterprise,
partnerships,
collaboration
- total productive
maintenance- no
breakdowns-maximise
equipment
effectiveness
- shop floor
management-teamwork-cells-lean
flows- set-up reduction
- total employee involvement-
commitment+participation
by everyone
- total quality management-
workers=own quality
inspectors,
scrap/rework=inconsistant
with flow
- 5 basic
concepts
- specify value- separate value from waste-eliminate
waste, product=meet customer needs,
teamwork=eliminate waste, specify values human
relations=more complicated than human-product
interactions
- identify value
stream-no all activities
to make
product+optimise them,
take customer
viewpoint=identify
activities that add
value, activities=focus
on tier-one supply chain
companies
- perfection-1st 4 steps=combine=perfection,
unattainable goal, vale creation
- perfection-1st 4 steps=combine=perfection,
unattainable goal, vale creation
- Flow-no interruption, contrast to batch=batches
processed sequentially, lean=not permit no flow
at any expense-quality problems= no go
- Pull- respond to
demand,
produced in
accordance to
mix+volume
ordered, avoids
purchasing to
inaccurate
forecast.
- specify value- separate value from waste-eliminate
waste, product=meet customer needs,
teamwork=eliminate waste, specify values human
relations=more complicated than human-product
interactions
- benefits- inventory levels=reduced=frees capital, less storage customer
responsiveness=increase, product cycle=drops, improved quality(product),
scrap/rework cost = down, forces managers to fix problems/eliminate
waste
- preconditions-trust=labour+management, recognition of
processes, familiarity with problem solving, quality at
source, agreement over value+waste, right settings,
agreement that change=needed
- preconditions-trust=labour+management, recognition of
processes, familiarity with problem solving, quality at
source, agreement over value+waste, right settings,
agreement that change=needed
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