Doo Weekly Inc. Project #4 Prepared For: Professor Kenton Colvin Prepared By: Christina laquinta IMSE 343 April 25, 2006Table of Contents Problem 1: Lean Manufacturing ~ The Eight Wastes... Problem 2: Pull System...... Problem 3: JIT Suppliers... Problem 4: JIT Layout, Problem 5: JIT Inventory Problem 6: Lean Manufacturing ~ Visual Management Problem 7: Lean Manufacturing ~ 58 Workplace Principle. Problem 8: Lean Manufacturing ~ Continuous Improvement Problem 9: Lean Manufacturing ~ Poka Yoke.... Problem 10: Agile Manufacturing Problem I: Agile Manufacturing vs. Lean Manufacturing Problem 12: Company Performance Summary. Problem 13: Course Conclusion Appendix A: 2005 Capacity and Demand Values Appendix B: Updated Break-Even Point From Project 2 Appendix C: Product Structures ClOl clo2 clos 28 29 30Problem 1: Lean Manufacturing - The Eight Wastes Discuss 2 ofthe eight wastes of Lean Manufacturing in your company where you might be able to reduce \waste and what program or system would you implement to reduce the waste At Doo Weekly, we strive to be the best company at all times. We constantly are thinking of new ideas and improvements to help give our company a competitive advantage over our competitors. To achieve our goals, we operate using lean manufacturing. Lean manufacturing reduces eight primary wastes in a company. At Doo Weekly, we are currently striving to simply reduce the waste of transportation and waste in waiting time by using the Kaizen Philosophy of Continuous Improvement Doo Weekly has been under operation for about two years. During these two years we have made major improvements to our production line to better fit our customer's needs. After making such improvements, we have failed to make changes to the flow process of our products. The Kaizen Philosophy proves that by making small, low cost improvements, a company can operate at a better efficiency. By developing a new flow chart for all of our production lines, Doo Weekly hopes to easily reduce the products’ travel time and distance resulting in a shorter production time. By implementing our new flow chart, Doo Weekly also hopes to reduce the waste of each product’s waiting time. Since our company has recently switched to a pull system (product moves to the next machine as needed) utilizing kanbans, we believe that the ‘equipment downtime will decrease dramatically since the problems, if any, will appear more evident, and the product will have a shorter distance to travel. Also, our company is hoping the new pull system and new flow chart will help prevent bottlenecks throughout our production lines.