8 Lean Manufacturing, Lean Enterprise and Lean Production
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Sep 0 1 2004
AEROSPACE MERGERS AND ACQUISITIONS FROM A LEAN ENTERPRISE PERSPECTIVE by JUNHONG KIM B.S., Chemical Engineering Seoul National University (1998) SUBMITTED TO THE SYSTEM DESIGN AND MANAGEMENT PROGRAM IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE IN ENGINEERING AND MANAGEMENT at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY June 2004 @0 2004 Junhong Kim. All rights reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. Signature of Author......... ........................ Junhong Kim /ste7&Ies 'and Management Program February 2004 Certified by ... .........I . ...................... Joel Cutcher-Gershenfeld Executive Director, Engineering Systems Learning Center Senior Research Scientist, Sloan School of Management Accepted by ....................................................... -........................... Thomas J. Allen Co-Director, LFM/SDM Howard W. Johnson Professor of Management r A c c ep te d b y ............................. ......... ............................................................................................ David Simchi-Levi Co-Director, LFM/SDM MASSACHUSETTS INSTITUTE| Professor of Engineering Systems O.F TENL GYL.J SEP 0 1 2004 BARKER LIBRARIES Room 14-0551 77 Massachusetts Avenue Cambridge, MA 02139 Ph: 617.253.2800 MITL-ibries Email: [email protected] Document Services http://Iibraries.mit.eduldocs DISCLAIMER OF QUALITY Due to the condition of the original material, there -
Extension of the Lean 5S Methodology to 6S with an Additional Layer to Ensure Occupational Safety and Health Levels
sustainability Article Extension of the Lean 5S Methodology to 6S with An Additional Layer to Ensure Occupational Safety and Health Levels Mariano Jiménez 1,2 , Luis Romero 2,* , Jon Fernández 2, María del Mar Espinosa 2 and Manuel Domínguez 2 1 Department of Mechanical Engineering, Technical School of Engineering—ICAI, Comillas Pontifical University, 25, 28015 Madrid, Spain 2 Design Engineering Area, Industrial Engineering School, National Distance Education University (UNED), 38, 28015 Madrid, Spain * Correspondence: [email protected] Received: 12 June 2019; Accepted: 11 July 2019; Published: 12 July 2019 Abstract: This paper proposes an expansion of the Lean 5S methodology, which includes the concept of Safety–Security as 6S. Implementation was done by a standardized process tested in a pilot area that is part of the Integrated Industrial Manufacturing System Laboratory at the Higher Technical School of Engineering (ICAI). The additional 6S phase (Safety-Security) thoroughly reviews all areas of an industrial plant by analyzing the risks at each workstation, which let employees be fitted out with protection resources depending on each of their personal characteristics and to guarantee the safety of the workstation by strictly complying with occupational safety and health and machinery use standards, which must hold a CE certificate of compliance. The main objective was to increase the scope of 5S methodology to respond to the occupational safety and health needs for machines required in optimizing production processes. It is important to remember that companies must guarantee that their employees use personal protection equipment (PPE) at their work posts or stations that protect them properly from risks to their health and safety and that cannot be prevented or sufficiently limited by using collective means of protection or by adopting work organization measures. -
Waste Measurement Techniques for Lean Companies
WASTE MEASUREMENT TECHNIQUES FOR LEAN COMPANIES Maciej Pieńkowski PhD student Wrocław University of Economics Komandorska 118/120, Wrocław, Poland [email protected] A B S T R A C T K E Y W O R D S Waste measurement, The paper is dedicated to answer the problem of lean manufacturing, lean metrics measuring waste in companies, which are implementing Lean Manufacturing concept. Lack of complex identification, quantification an visualization of A R T I C L E I N F O waste significantly impedes Lean transformation Received 07 June 2014 Accepted 17 June 2014 efforts. This problem can be solved by a careful Available online1 December 2014 investigation of Muda, Muri and Mura, which represent the essence of waste in the Toyota Production System. Measuring them facilitates complete and permanent elimination of waste in processes. The paper introduces a suggestion of methodology, which should enable company to quantify and visualize waste at a shop floor level. 1. Introduction Lean Management, originated from the Toyota Production System, is nowadays one of the most dominating management philosophies, both in industrial and service environment. One of the reasons for such a success is its simplicity. The whole concept is based on a common sense idea of so called “waste”. Removing it is the very essence of Lean Management. Despite seemingly simple principles, eliminating waste is not an easy task. Many companies, even those with many years of Lean experience, still struggle to clear the waste out of their processes. It turns out, that the most difficult part is not removing waste itself, but identifying and highlighting it, which should precede the process of elimination. -
Learning to See Waste Would Dramatically Affect This Ratio
CHAPTER3 WASTE 1.0 Why Studies have shown that about 70% of the activities performed in the construction industry are non-value add or waste. Learning to see waste would dramatically affect this ratio. Waste is anything that does not add value. Waste is all around, and learning to see waste makes that clear. 2.0 When The process to see waste should begin immediately and by any member of the team. Waste is all around, and learning to see waste makes this clear. CHAPTER 3: Waste 23 3.0 How Observations Ohno Circles 1st Run Studies/Videos Value Stream Maps Spaghetti Diagrams Constant Measurement 4.0 What There are seven common wastes. These come from the manufacturing world but can be applied to any process. They specifically come from the Toyota Production System (TPS). The Japanese term is Muda. There are several acronyms to remember what these wastes are but one of the more common one is TIMWOOD. (T)ransportation (I)ventory (M)otion (W)aiting (O)ver Processing (O)ver Production (D)efects. Transportation Unnecessary movement by people, equipment or material from process to process. This can include administrative work as well as physical activities. Inventory Product (raw materials, work-in-process or finished goods) quantities that go beyond supporting the immediate need. Motion Unnecessary movement of people or movement that does not add value. Waiting Time when work-in-process is waiting for the next step in production. 24 Transforming Design and Construction: A Framework for Change Look for and assess opportunities to increase value through waste reduction and elimination. -
Review on Implementation 5S System in Educational
REVIEW ON IMPLEMENTATION 5S SYSTEM IN EDUCATIONAL LABORATORIES L.Ramanathan1, S.Jeevanantham2, D.Logu3, V.Purushothaman4 1Assistant Professor, 2,3,4UG Scholar, Department of Mechanical Engineering, Sri Ramakrishna Engineering College, Coimbatore, Tamil Nadu, India ABSTRACT educational laboratory. Using 5S, the The purpose of this review paper is to laboratory was expected to improve in the study the significance of imple menting areas of working environment, safety, s ome of principles of the 5s and kaizen to reduction of equipment search time, and enhance the productivity of increase deficiency. manufacturing organizations to become Educational laboratories that provide more efficient and more productive. 5s is students with experiential learning that a basic tool of lean manufacturing systems create knowledge through insights gained by which is used for sorting, organizing and practical experience has become an integral systemizing the necessary things for job part of undergraduate STEM education place enhance ment. The research findings (Reck, 2016). Universities and technical from the literature review shows that the colleges aim to close the gap between theory industries have developed the necessity of and industrial practice using educational imple menting the 5s in the job shop and laboratories. These laboratories have according to them, implementing the 5s is technical resources and comparable relatively possible. Moreover, the functional characteristics with industrial educational institute’s labs has been a facilities (Jimenez et. al., 2015). They platform whe re 5s can also be prepare students with the skills required to imple mented. It is also to make the work in a professional environment (Gibbins student teachers become aware of & Perkin, 2013). -
The Toyota Way
The Toyota Way The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor Corporation's managerial approach and production system. Toyota first summed up its philosophy, values and manufacturing ideals in 2001, calling it “The Toyota Way 2001.” It consists of principles in two key areas: continuous improvement, and respect for people.[1][2][3] Contents [hide] 1 Overview of the principles 2 Research findings o 2.1 Long-term philosophy o 2.2 Right process will produce right results o 2.3 Value to organization by developing people o 2.4 Solving root problems drives organizational learning 3 Translating the principles 4 See also 5 References 6 Further reading Overview of the principles The two focal points of the principles are continuous improvement and respect for people. The principles for a continuous improvement include establishing a long-term vision, working on challenges, continual innovation, and going to the source of the issue or problem. The principles relating to respect for people include ways of building respect and teamwork. Research findings In 2004, Dr. Jeffrey Liker, a University of Michigan professor of industrial engineering, published "The Toyota Way." In his book Liker calls the Toyota Way, "a system designed to provide the tools for people to continually improve their work."[4] The system can be summarized in 14 principles.[5] According to Liker, the 14 principles of The Toyota Way are organized in four sections: (1) long-term philosophy, (2) the right process will produce the right results, (3) add value to the organization by developing your people, and (4) continuously solving root problems drives organizational learning. -
Opportunities for Lean Enterprise in Public Regional Transportation
Cleveland State University EngagedScholarship@CSU ETD Archive 2010 Opportunities for Lean Enterprise in Public Regional Transportation Levent Baykut Cleveland State University Follow this and additional works at: https://engagedscholarship.csuohio.edu/etdarchive Part of the Mechanical Engineering Commons How does access to this work benefit ou?y Let us know! Recommended Citation Baykut, Levent, "Opportunities for Lean Enterprise in Public Regional Transportation" (2010). ETD Archive. 757. https://engagedscholarship.csuohio.edu/etdarchive/757 This Thesis is brought to you for free and open access by EngagedScholarship@CSU. It has been accepted for inclusion in ETD Archive by an authorized administrator of EngagedScholarship@CSU. For more information, please contact [email protected]. OPPORTUNITIES FOR LEAN ENTERPRISE IN PUBLIC REGIONAL TRANSPORTATION LEVENT BAYKUT Bachelor of Science in Physics Kocaeli University, Kocaeli, Turkey June, 2007 submitted in partial fulfillment of requirements for the degree MASTER OF SCIENCE IN INDUSTRIAL ENGINEERING at the CLEVELAND STATE UNIVERSITY July, 2010 This Thesis has been approved for the Department of Mechanical Engineering and the college of Graduate Studies by ____________________________________________________ Thesis Chairperson, Professor M. Brian Thomas, P.E. Mechanical Engineering / ____________________________________________________ Professor L. Ken Keys Mechanical Engineering / ____________________________________________________ Professor Taysir H. Nayfeh Mechanical Engineering / ____________________________________________________ Adjunct Professor John Van Blargan Mechanical Engineering / To my parents Kadir Turhan and Gülden Baykut, and my twin brother Mert Baykut. ACKNOWLEDGEMENT I am extending my most sincere appreciation to my thesis advisor Dr. M. Brian Thomas. Without his supervision and assistance, this thesis could never be completed. I am also thankful for my committee members‟, Dr. Taysir H. Nayfeh, Dr. L. -
Lean Six Sigma
Lean Six Sigma KIVI NetwerkCafe Regio Gelderland 5 oktober 2020 Ir Maarten van Beek TUE Scheikundige Technologie 1998 DuPont de Nemours AkzoNobel Diosynth MSD Nouryon Worley Introductie Continu verbeter technieken, overal worden ze met vlagen ingevoerd. Six Sigma Lean manufacturing Lean Six Sigma 5S Kaizen TRIZ Agile/Scrum 3 Wat is Six Sigma? 4 Wat is Six Sigma ? A statistical measure of process capability: Six Sigma means that a process produces fewer than 3.4 defects per million opportunities – i.e., a 99.99966% yield A set of tools , which takes human and technical components into account; the implementation of new, powerful (and easy-to-use) statistical methods Decision making based on facts as an integral part of the management system A methodology for the continuous improvement of the company’s processes and products A business philosophy and strategy, developed by recognized leaders in world class quality The objective is to align the entire performance of the company with the customer 5 What is Six Sigma – According to Industry “Six Sigma is a highly disciplined process that helps us focus on developing and delivering near perfect products and services.” “Six Sigma is an overall strategy to accelerate improvements in processes, products and services. It is also a measurement of total quality where focus is placed on eliminating defects and variation in any and all processes and products.” “Six Sigma has literal, conceptual, and practical definitions. At Motorola, we think about Six Sigma at three different levels: As a metric , As a methodology , As a management system Essentially, Six Sigma is all three at the same time.” 6 6 sigma backgrounds Lean 6 Sigma method is based on the PDSA cycle. -
Toyota Production System Toyota Production System
SNS COLLEGE OF ENGINEERING AN AUTONOMOUS INSTITUTION Kurumbapalayam (Po), Coimbatore – 641 107 Accredited by NBA – AICTE and Accredited by NAAC – UGC with ‘A’ Grade Approved by AICTE, New Delhi & Affiliated to Anna University, Chennai TOYOTA PRODUCTION SYSTEM 1 www.a2zmba.com Vision Contribute to Indian industry and economy through technology transfer, human resource development and vehicles that meet global standards at competitive price. Contribute to the well-being and stability of team members. Contribute to the overall growth for our business associates and the automobile industry. 2 www.a2zmba.com Mission Our mission is to design, manufacture and market automobiles in India and overseas while maintaining the high quality that meets global Toyota quality standards, to offer superior value and excellent after-sales service. We are dedicated to providing the highest possible level of value to customers, team members, communities and investors in India. www.a2zmba.com 3 7 Principles of Toyota Production System Reduced setup time Small-lot production Employee Involvement and Empowerment Quality at the source Equipment maintenance Pull Production Supplier involvement www.a2zmba.com 4 Production System www.a2zmba.com 5 JUST-IN-TIME Produced according to what needed, when needed and how much needed. Strategy to improve return on investment by reducing inventory and associated cost. The process is driven by Kanban concept. www.a2zmba.com 6 KANBAN CONCEPT Meaning- Sign, Index Card It is the most important Japanese concept opted by Toyota. Kanban systems combined with unique scheduling tools, dramatically reduces inventory levels. Enhances supplier/customer relationships and improves the accuracy of manufacturing schedules. A signal is sent to produce and deliver a new shipment when material is consumed. -
Glossary of Lean Terminology
Glossary of Lean Terminology Lean Term Definition Use 6S: Used for improving organization of the Create a safe and workplace, the name comes from the six organized work area steps required to implement and the words (each starting with S) used to describe each step: sort, set in order, scrub, safety, standardize, and sustain. A3 thinking: Forces consensus building; unifies culture TPOC, VSA, RIE, around a simple, systematic problem solving methodology; also becomes a communication tool that follows a logical narrative and builds over years as organization learning; A3 = metric nomenclature for a paper size equal to 11”x17” Affinity A process to organize disparate language Problem solving, Diagram: info by placing it on cards and grouping brainstorming the cards that go together in a creative way. “header” cards are then used to summarize each group of cards Andon: A device that calls attention to defects, Visual management tool equipment abnormalities, other problems, or reports the status and needs of a system typically by means of lights – red light for failure mode, amber light to show marginal performance, and a green light for normal operation mode. Annual In Policy Deployment, those current year Strategic focus Objectives: objectives that will allow you to reach your 3-5 year breakthrough objectives Autonomation: Described as "intelligent automation" or On-demand, defect free "automation with a human touch.” If an abnormal situation arises the machine stops and the worker will stop the production line. Prevents the production of defective products, eliminates overproduction and focuses attention on understanding the problem and ensuring that it never recurs. -
Lean Manufacturing Techniques for Textile Industry Copyright © International Labour Organization 2017
Lean Manufacturing Techniques For Textile Industry Copyright © International Labour Organization 2017 First published (2017) Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Licensing), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: [email protected]. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with a reproduction rights organization may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. ILO Cataloging in Publication Data/ Lean Manufacturing Techniques for Textile Industry ILO Decent Work Team for North Africa and Country Office for Egypt and Eritrea- Cairo: ILO, 2017. ISBN: 978-92-2-130764-8 (print), 978-92-2-130765-5 (web pdf) The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and publication does not constitute an endorsement by the International Labour Office of the opinions expressed in them. Reference to names of firms and commercial products and processes does not imply their endorsement by the International Labour Office, and any failure to mention a particular firm, commercial product or process is not a sign of disapproval. -
Using PDCA Cycle to Improve the Process of Supplying Cooling Hydrogen for a Combined Cycle Generator at Rabigh Power Plant
Using PDCA Cycle to Improve the process of Supplying Cooling Hydrogen for a Combined Cycle Generator at Rabigh Power Plant Engineer, Waleed Basheer Alsaadi Saudi Electricity Company, Generation Sector, Rabigh Power Plant, Engineering Department, Jeddah, Saudi Arabia E-mail: [email protected] Prof, Hani Alamri Faculty of Economics & Administration, King Abdul-Aziz University, Jeddah, Saudi Arabia E-mail: [email protected] Abstract Organizations seek to improve their performance by reducing costs and increasing profits to stay in the market and increase competitiveness. Optimal allocation of available resources helps organizations make optimal decisions in customization, minimizes costs and improves performance. This project aims to utilized Kaizen continuous improvement method within the power generation industry. Rabigh Power Plant, as many other generation stations, has ongoing effort to improve daily work activities. The project highlights the experience of using continuous improvement methodology to incrementally increase plant performance, achieve economic savings, and maintain the continuity of electricity flow. The study applied Kaizen methodology to improve the procedure of supplying hydrogen cooling gas to the third combined cycle‟s (CC3) generator at the fourth stage of Rabigh Power Plant. The study recommends to re-engineering the existing system to utilize stage one‟s hydrogen generation plant. The finding shows that re- engineering the system will improve the process cycle by around 98% and reduce the number of tasks by 86%. Keyword: Kaizen; PDCA Cycle; Total Quality; Continuous Improvement Process (CIP), Saudi Arabia; Power Plant; Hydrogen Cooling System; Resources Optimal allocation. ملخص البحث : حسؼً انمىظماث إنً ححسيه أدائها مه خﻻل خفض انخكانيف وصيادة اﻷسباح نهبماء في انسىق وصيادة انمذسة انخىافسيت.