2014 [ VALUE STREAM MAPPING ] At APOLLO TYRES‚ PERAMBRA‚ KERALA PREPARED BY: SHAHIN MOHAMED shahin.mohamed15@bimtech.ac.in 13DM169-BIMTECH VALUE STREAM MAPPING 2014 CONTENTS 1. List of Tables…………………………………………………………………………4 2. List of Graphs . .……………………………….............................................................4 3. List of Figures………………………… ‚ ‚……………………………………………4 4. Faculty Mentor Certificate…. . ……………………………………………………….5 5. Industry Mentor Certificate……………………………………………………………6
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problems of work delegation‚ coordination‚ and execution. To explain Toyota’s performance advantages‚ much focus has been on Toyota’s Just-in-Time tools such as kanban-card paced pull systems‚ frequent‚ small batch production and delivery‚ and reduced inventories. For instance‚ Hopp and Spearman (2000) have contrasted ConWIP and kanban control of production flows. Deleersnyder et al (1989) and Lee (1989) have compared the relative efficacy of push and pull approaches for production. INTRODUCTION
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OpenERP 7.0 Release Notes 1. Introduction 2. User productivity: a tremendous leap forward 2.1. Status bar‚ Buttons and Breadcrumbs show you how to navigate and proceed 2.2. Views appear now like real documents 2.3. Sleeker Kanban views‚ tailor made 2.4. Animations also guide you to the next step 2.5. Search more easily‚ with many advanced options 2.6. The new menu structure: rapidly getting to the point 2.7. “Need Action” indicators highlight what actions the user needs to undertake
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Introduction Toyota has grown to a large multinational corporation from where it started and expanded to different worldwide markets and countries by becoming the largest seller of cars in the beginning of 2007‚ the most profitable automaker ($11 billion in 2006) along with increasing sales in‚ among other countries‚ the United States. The world headquarters of Toyota are located in its home country in Toyota‚ Aichi‚ Japan. Its subsidiary‚ Toyota Financial Services sells financing and participates
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|Course |BUS 675 - MANAGEMENT of BUSINESS OPERATIONS | |Term |Spring 2012 | |Instructor |Kim H. Young. | | |Doctor of Public Administration
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Customising 1.1 General settings 1.1.1 Countries T005 Countries 1.1.2 Currency TCURC Currency codes TCURR Wisselkoersen TCURT Currency name TCURX Decimal places for currencies. 1.1.3 Unit of measure T006 Units of measure 1.1.4 Calendar functions T247 Month names TFACD Factory calendar definition T015M Month names TTZZ Time zones TTZD Summer time rules TTZDF Summer time rules (fixed annual dates) TTZDV Summer time rules
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Contents No table of figures entries found. 3 1. Introduction 4 2. Automobile Industry – Indian Overview 4 3. Major Player - Across the Globe 5 4. Value chain 6 5. Business Processes 6 5.1. Raw Material Procurement 6 5.2. R&D: Design‚ Concept Building and Manufacturing of prototypes 6 5.3. Manufacturing 7 5.4. Quality Control and Inspection 7 5.5. Testing 8 5.6. Distribution and Sales 8 6. Modules 9 6.1. Manufacturing 9 6.1.1. Stamping 9 6.1.2. Welding 9 6.1.3. Painting 9 6
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American manufacturers historically used push inventory control methods for the majority of time from the start of the Cold War up to the Reagan administration. During the mid-1970s Japanese manufacturers starting using a concept known as kanban replenishment. The word "kanban" means "signal" in English. This shift started what we now call the lean manufacturing era. The concept of lean manufacturing involves reducing waste in an organization. Push systems inherently increase waste and decrease resources
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JIELIANG PHONE HOME CASE STUDY PROBLEM STATEMENT Jieliang (DL) is a line worker at Precision Electro-Tech’s Dongguan‚ China manufacturing plant. During a plant walk through‚ Marty Cole (OEM – Global Team) witnessed Jieliang being publicly disciplined in front of her fellow line workers for not following Total Quality Control (TQC) procedures and using her own method. ANALYSIS Precision Electro-Tech is a large contract manufacturer (CM) that produces products (i.e.‚ cell phones) for another
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ARTICLE IN PRESS Int. J. Production Economics 89 (2004) 353–361 Supply chain management survey of Swedish manufacturing firms Jan Olhager*‚ Erik Selldin Department of Production Economics‚ Linkoping Institute of Technology‚ SE-581 83 Linkoping‚ Sweden . . Received 15 April 2002; accepted 16 January 2003 Abstract Supply chain management practices and principles are evolving and changing rapidly‚ e.g. through modern information and communication technologies. These changes affect the ways
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