and introduced by Toyota and other Japanese companies. Toyota executives claim that the famed Toyota Production System was inspired by what they learned during visits to the Ford Motor Company in the 1920s and developed by Toyota leaders such as Taiichi Ohno and consultant Shigeo Shingo after World War II. As pioneer American and European companies embraced lean manufacturing methods in the late 1980s‚ they discovered that lean thinking must be applied to every aspect of the company including the financial
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1.0 EXECUTIVE SUMMARY Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus‚ it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also
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Table of Contents 1. INTRODUCTION 1 1.1. What is Value Stream Mapping (VSM) 1 1.2. When to use Value Stream Maps 2 2. VSM CHARACTERISTIC 4 2.1. VSM Line Conventions 4 2.2. VSM Symbol And Definition 6 2.2.1. VSM Process Icons 6 2.2.2. VSM Material Icons 7 2.2.3. VSM Information Icons 8 2.2.4. VSM Miscellaneous Icons 9 3. IMPLEMENTATION OF VALUE STREAM MAPPING 10 3.1 Objective of Using Value Stream Mapping 10 3.2 Designing Flow of Value Stream Mapping 11 3
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.. 6 Standard Tanning Industry Operations 7 Teams are formed and new process flows are tried 7 Introduction to Kaizen (Continuous Improvement) .. 8 Improvements in cutting leather .. 9 Kanban Quantums 10 Results of becoming Lean .. 11 Lessons and Pitfalls of Becoming Lean .. 12 Conclusion . 13 References
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Lean: A key success factor in automobile industry Abstract The concept of Lean Manufacturing is well known and is being applied widely in industry. As industry moves forward in deploying lean concepts‚ it is important to recognize the potential benefit for attacking waste in above-the-shop-floor processes. While the benefits are significant in production‚ this typically constitutes less than 30 percent of the total cost of a product. Furthermore‚ the distributed‚ collaborative nature of manufacturing
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1 CHAPTER I 1. INTRODUCTION Sociologists searching for a model form of work organisation which claims to improve organizational performance and gain competitive advantage‚ whilst improving workers‟ experience of the employment relationship‚ have encountered a difficult challenge. The high performance model is seen by a number of practitioners and researchers as the latest attempt to construct an alternative to Taylorism and lean production. Advocates of the high performance workplace
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Projects‚ HR)‚ Supply Chain Management has been busy with enhancements in the R12.2 release. Because Order Management has a lot of changes‚ I’m dividing my discussion into two posts. This first post will cover the changes to Advance Pricing‚ Electronic Kanban (new product)‚ Inventory‚ Sales Contracts‚ and Service Contracts. In a later post I will talk about the changes in Order Management. In addition to the R12.2 changes‚ Oracle integrated the Supply Chain Management modules into its E-Commerce Product
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Chips/Extras Protein filling (Meat) YES Place Meat NO Place chosen type of Rice & Vegetables C)KANBAN u Chipotle is based on the KANBAN concept POSSIBLE KANBANs TO IMPROVE EFFICIENCY ITEM RECOMMENDATION BURRITO STEAMER USE 2 STEAMERS MEAT 2 CONTAINERS VEGETABLES 2 CONTAINERS D)JIT u TORTILLA v JIT can be implemented for tortillas. v Using one card Kanban zero
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14-1 JIT and Lean Operations Operations Management William J. Stevenson 8th edition 14-2 JIT and Lean Operations CHAPTER 14 JIT and Lean Operations McGraw-Hill/Irwin Operations Management‚ Eighth Edition‚ by William J. Stevenson Copyright © 2005 by The McGraw-Hill Companies‚ Inc. All rights reserved. 14-3 JIT and Lean Operations JIT/Lean Production • Just-in-time (JIT): A highly coordinated processing system in which goods move through the system‚ and
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2. Electronic Data Interchange (EDI) 7 4.1.3. JIT II 8 4.2. Reducing Setup Times 9 5.0. Avoidance of Shutdown and Process Reliability: The JIT Approach 9 5.1. Total Preventive Maintenance 9 5.2. Total Quality Control 10 5.3. The Kanban System 10 6.0. Discount and Price Increases: JIT Purchasing versus Holding Inventories 11 7.0. JIT’s Limitation 11 8.0. Conclusion 13 Bibliography 14 1.0. Introduction Just In Time (JIT) Management The manufacturing environment for
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