Logistics L4 Flashcards
Lean manufacturing
Reducing or getting rid of waste and non-value added from the begging to the end of the manufacturing process
Continuously improve productivity and quality while possibly lowering costs
Green engineering
The systems-level approach to product & process design where environmental attributes are treated as primary objectives or opportunities rather than simple constraints
what is lean manufacturing
Management philosophy
“Pull” system though the plant
what lean manufacturing does
- Attacks waste
- Exposes problems and bottlenecks
- Achieves streamlined production
what lean manufacturing requires
- Employee participation
- Industrial engineering/basics
- Continuing improvement
- Total Quality Control (TQC)
- Small lot sizes
what lean manufacturing assumes
stable environment
Just-In-Time (JIT)
Production strategy based on eliminating all forms of corporate waste and variance and raising productivity
Benefits of JIT
● Zero idle inventory
● Lowest total cost
● Perfect quality
Kanban
A signal that provides an instruction to regulate the sequence and timing of production / flow of material •Cards •Empty containers •Lights •Colored golf balls •Etc.
Benefits of Kanban:
- Visual production
- Improved inventory control
- Reduce wasted time looking for material/ floor space
- No over production
ad. vs limitations of Kanban
less needed space
less mistake
less stock-holding cost
more quantity
mistakes will stop the entire production line because of no replacement available
delay in delivery/ incorrect order leads to running out of materials
5s 6s minimizing waste Critical foundation for: • Setup reduction • Pull systems • Maintenance • Inventory management
1.Sort-Identify & eliminate what is not needed
2.Straighten- Having a place for everything
3.Shine-An effective, organized environment
4.Standardize-Develop standards and stick to them
5.Sustain- Make 6S a way of life
6.Safety - Be visually aware of your
surroundings
Main elements of kaizen
- Management teamwork
- Increased labor responsibilities
- Increased management morale
- Quality circles
- Management suggestions for labor improvements
=> increase productivity => improvement in process
Continuous improvement in Kaizen
● Eliminate waste by improving standardized activities and processes
● Involves the entire workforce
● Incremental small changes in groups creates significant compound improvement in quality for company
● Initiated by small groups
Cycle of kaizen activity
● Standardizing an operation and activities
● Measuring the standardized operation (cycle times, inventory)
● Gauging measurements against requirements
● Innovating to meet requirements and increase productivity
● Standardizing the new and improved operations
● Continuously repeating this cycle of kaizen activity
Benefits & Limitations of Kaizen
- best decision is made because there a a lot of suggestions from employees who can have a better knowledge to the problem
- staffs feel valued, better motivation
- lost production time because of meeting and evaluation
- demand in higher wage
JIT ad vs. disad
Minimal inventory
Less space
More visual
Easier to spot quality issues
Requires discipline
Requires good problem solving
Suppliers or warehouses must be close
Requires high quality
Jidoka
The use of automation as a feature of machine design
(intelligent automation)
Quality control process that applies four principles:
1) Detect the abnormality
2) Stop
3) Fix or correct the immediate condition
4) Investigate the root cause and install a countermeasure
Machines and workers are separated through mechanisms that detect product abnormalities
Muda
Improvement program which aims to reduce waste from a production process. Seven types of wastes (mudas): 1) Transportation 5) Over-processing 2) Inventory 6) Over-producing 3) Motion 7) Defects 4) Waiting
Kaikaku improvement
➔ Fundamental and radical change of production production process in order to see improvement
Used when kaizen activities stagnate
Four different types of kaikaku projects
○ Locally innovative and capital intensive
○ Locally innovative and operation close
○ Radically innovative and capital intensive
○ Radically innovative and operation close
Value Stream Mapping (VSM)
Used primarily to identify, demonstrate and decrease waste by creating a visual flow in the supply chain and manufacturing process
Five basic steps in VSM
● indicating which product the VSM will focus on
● Create a current VSM
● Evaluate the current map, identify problem areas & non-value added
● Create a future state VSM with the change in the process
● Implement the final plan & new ideas,
PokaYoke
“fail-safing” or “mistake-proofing”
Any method in a lean manufacturing process that helps in avoiding mistakes
Eliminates human-related errors
Example: a mobile phone SIM card
Push System
Every worker maximizes own output, making as
many products as possible
Pros and cons:
• Focuses on keeping individual operators and workstations busy rather than efficient use of materials
• Volumes of defective work may be produced
• Throughput time will increase as work-in-process increases (Little’s Law)
• Line bottlenecks and inventories of unfinished products will occur
• Hard to respond to special orders and order changes due to long throughput time
Pull System
Production line is controlled by the last operation,
Kanban cards control WIP
Pros and cons
• Controls maximum WIP and eliminates WIP accumulating at bottlenecks
• Keeps materials busy, not operators. Operators work only when there is a signal to produce.
• If a problem arises, there is no slack in the system
• Throughput time and WIP are decreased, faster reaction to defects and less opportunity to create defects
