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Introduction
Introduction
Introduction
Kaizen vs Reengineering
Kaizen vs Reengineering
Final situation
productivity
Kaizen
Reengineering
Initial situation
time
Dr. Tai-Yue Wang IIM Dept.
NCKU
Kaizen vs Reengineering
10
Kaizen vs Reengineering
11
Kaizen vs Reengineering
12
Poor quality.
Increase of production cost.
Increase in the lead time.
14
15
NCKU
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Just-in-Time--Introduction
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Just-in-Time--Introduction
19
Just-in-Time--Introduction
20
Just-in-Time--Introduction
Thinking
revolution
Daiichi Ohno ( )
and Shigeo Shingo (
) wrote their goal.
Visual Control
Poka-Yoke
Standard
operations
Jidoka
TPM
One-Piece
flow
Multifunctional
workers
Kanban
Leveling
Production
SMED
JUST IN TIME
Workforce optimization
The 5S
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Just-in-Time--Introduction
NCKU
Just-in-Time--Thinking
Revolution
23
Just-in-Time--Thinking
Revolution
Just-in-Time--Seven types of
Waste
NCKU
Just-in-Time--Seven types of
Waste
Overproduction
Inventory.
Transportation.
26
Just-in-Time--Seven types of
Waste
Defects.
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Just-in-Time--Seven types of
Waste
Processes.
Operations.
Inactivities.
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Just-in-Time--Inventory
Just-in-Time--Inventory
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Lean Manufacturing
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Lean Manufacturing
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Lean Manufacturing
Just-in-time
Kaizen (continuous improvements)
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Lean Manufacturing
Jidoka ( ).
(Automation)
Translates as autonomation.
Machinery automatically inspects each item after producing it,
ceasing production and notifying humans if a defect is
detected.
Toyota expands the meaning of Jidoka to include the
responsibility of all workers to function similarly.
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Lean Manufacturing
5% VA
95% MUDA
5% VA
Lead Time
98% MUDA
Dr. Tai-Yue Wang IIM Dept.
Lead Time
NCKU
2%
VA
35
20 Keys to workplace
improvement
1
7
20
16
14
17
18
2
9 11 12
8
19 10 13
15
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20 Keys to workplace
improvement
1
7
20
16
14
17
18
2
9 11 12
8
19 10 13
15
37
1
Cleaning and
Organizing
11
Quality
Assurance
System
9
Maintaining
Equipment
12
Developing
your
Suppliers
7
Zero Monitor
Manufacturing
14
Empowering
Workers to
Make improvements
20
Leading
Technology
16
Production
Scheduling
5
Quick
Changeover
Technology
Quality
4
Reducing
Inventory
6
Method
Improvement
17
Efficiency
Control
18
Using
Information
systems
2
Rationalizing
the system
Dr. Tai-Yue Wang IIM Dept.
NCKU
Cost
19
Conserving
Energy and
Materials
Lead
time
8
Coupled
Manufacturing
15
Cross
Training
10
Time Control
And
Commitment
13
Eliminating
Waste
3
Improvement
Team
Activities
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Quality
39
Cost
40
Lead Time
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20 Keys to workplace
improvement
1
Cleaning and
Organizing
9
Maintaining
Equipment
11
Quaility
Assurance
System
20
Leading
Technology
12
Developing
your
Suppliers
7
Zero Monitor
Manufacturing
16
Production
Scheduling
14
Empowering
Workers to
Make improvements
5
Quick
Changeover
Technology
Quality
4
Reducing
Inventory
6
Method
Improvement
Cost
Lead
time
17
Efficiency
Control
18
Using
Information
systems
2
Rationalizing
the system
8
Coupled
Manufacturing
15
Cross
Training
19
Conserving
Energy and
Materials
10
Time Control
And
Commitment
13
Eliminating
Waste
3
Improvement
Team
Activities
Keys 1, 2 and 3
must be
implemented before
the rest.
Key number 20 is
the result of
implementing the
other 19 keys.
42
20 Keys to workplace
improvement
43
20 Keys to workplace
improvement
1
20
19
18
17
16
15
7
14
Kobayashi recommends to
improve all the keys equally.
8
13
9
12
10
11
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Calendar time
Planned
stops
45
Breakdowns.
Loss time caused by the processes randomness or by the workermachine cycle complexity.
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Reduced speed.
Starting losses.
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Load time
Operating time
Useful time
Defects and rework
Starting losses
Idling and minor stoppages
Reduced speed
Breakdowns
Setup and changeover
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Useful time
Q Quality
P Performanc e
A Availabili ty
49
50
51
More on OEE(1/2)
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More on OEE(2/2)
Available Efficiency
= (Equipment Uptime) / (Total Time)
Operation Efficiency
= (Productive Time) / (Equipment Uptime)
Rate Efficiency
= (Actual unit output) / (Theoretical unit throughput)
/(Productive Time)
Rate of Quality
= (Actual unit output Rework - Scrap)
/ (Actual
unit output)
53
Dr. Tai-Yue Wang IIM
Dept.
NCKU