Poka-yoke (ポカヨケ?) [poka yoke] is a Japanese term that means "mistake-proofing". A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing‚ correcting‚ or drawing attention to human errors as they occur.[1] The concept was formalised‚ and the term adopted‚ by Shigeo Shingo as part of the Toyota Production System.[2][3] It was originally described as baka-yoke‚ but as this means
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workshop. The foremen use this period to identify problems and work on Kaizen programs. Factories are advised not to hold meetings during this 30-minute period‚ and foremen should not even answer the telephone then. Kaizen and Lean Manufacturing Kaizen is the heart of Lean Manufacturing (also
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CURRENT GLOBAL TOYOTA WAY AND THE BUSINESS IN ASIA PACIFIC REGION Page 1 North America EEC Asia Europe NAFTA APEC AFTA+3 AFTA INDONESIA Indonesia APEC South America GCC Africa COMESA MERCUSOR Australia From Indonesia for Global Market Page 2 Current Situation of Global Toyota. Multi – Polarization of Multi – Sourcing Companies Complexity of Supply Route. Portland Bristol Long Beach Long Beach Jacksonville Hongkong Singaore Jeddah Kuwait
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JIT at Arnold Palmer Hospital Arnold Palmer Hospital’s is one of the most important hospitals in the US where it specializes in treatment of women and children. One of its main goals is manage a reduce costs‚ for this reason Arnold Palmer hospital uses some crucial just-in-time (JIT) techniques. These techniques help to maintain the control of its inventory with a high efficiency and low cost. The mission of this case will be answering the discussion questions‚ but focusing in Just-in-time strategies
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LEONEE A. VILUAN BSMA - 4 RED OCEAN STRATEGY The red ocean represents the existing market space. Companies in red oceans most often pursuecompetitive-based strategies‚ aiming to get a bigger share of the market from their competitors - thus the bloody competition - red ocean metaphor. This approach is called the structuralist view of strategy‚ meaning that companies adapt their behavior (strategy) to the existing industry ’s conditions. However‚ this approach is limited. Due to globalization
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Production System and its relevance to cost reduction and the environment 5. The importance of the supply chain‚ logistics and distribution in the Toyota Production System and sustainability 6. Any other personal recommendations on how to implement “Lean Production” in North America Grading rubric * You get 70 points if you include all the items mentioned above in your memorandum‚ you get a deduction of 0.1 of a point per every word after the 1000-words limit. * You get 10 points for proper
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efforts to women and baby boomers (W5‚O3) 2. Use licensing revenues to offset high cost of production to lower prices of motorcycles (W3‚O2) ST Strategies 1. Increase financial incentives for trade-ins at dealerships (S2‚ T2) 2. Implement lean manufacturing practices to decrease production costs (S5‚ T5) WT Strategies 1. Recruit new investors for more financial resources (W4‚ T3) 2. Create new‚ low priced product line such as motorized scooters (W2‚ T5) 3. Space Matrix
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How To Measure TQM Success ? By [ http://ezinearticles.com/?expert=Dr._LM_Foong ]Dr. LM Foong Implementing TQM is an initiative many organizations wanted to embark on. Assuming that you are a leader of this organization‚ a common question you probably asked would be: “How do I know whether my organization is successful in implementing TQM?” TQM implementation has been in my mind for a long time and I wondered how to measure the success of TQM implementation in an organization. If we take an
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1. Zero inventory myth 2. Kanban - push vs. pull 3. Kaizening - an evolutionary improvement program 4. Ideal lot-size of one. B. From Fat to Lean to no Manufacturing: The Porsche Auto Company. C. Cluster Manufacturing. D. Additive compared to subtractive manufacturing. E. 3-D printing and nanotechnology. D. Migration of manufacturing and information technology (IT) jobs. Is this economic
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manufacturing company provides more than just parts‚ they provide whole subassemblies‚ entire control panels and elevator motor housings. The CEO‚ Ben Lawson‚ advises he “was in the right place at the right time when Orleans got into just-in-time and lean manufacturing” (Chase‚ Jacobs and Aquilano‚ 2006‚ p. 45). Just-in-time manufacturing is the methodology which dictates that resources‚ labor‚ parts and equipment are produced as needed and in the quantities required. This insures that Orleans gets
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