JITmanagement/lean thinking

Tom Piggott
Mind Map by , created almost 6 years ago

Mind Map on JITmanagement/lean thinking, created by Tom Piggott on 01/15/2014.

Tom Piggott
Created by Tom Piggott almost 6 years ago
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JITmanagement/lean thinking
1 $5mil, % year study at MIT on car industry
1.1 groundbreaking analysis, Toyota Lean production, typified by Toyota
1.1.1 Lean thinking= applies to everything not just cars.
2 Lean thinking=TPS=JIT
3 1990's Womack&Jones-origins thought from TPS and japanese management
4 aimed to reduce waste- in system design, process control and synchronisation
5 configure product system, time required for materials+parts=only as long as sum of value adding steps
5.1 produce required items at required times, right quality and right quantity
5.2 Waste elimination=fundamental
6 not just management=way of thinking based on waste elimination + continuous improvement of productivity
6.1 No Muda, Muri, Mura= No waste, excess, uneveness
6.1.1 Muda-consume resource, no added value don't add value: storing, inspection, transport, counting, waiting
6.1.2 Muri-variation in operation process, not cause by end customer waste=from, unreliable vendors, bad design, long set up times, inspection of line
6.1.3 Muri: to much equipment, facilities, people
7 primary elements
7.1 inventory only when needed
7.2 zero defects quality
7.3 reduce lead/setup times, queue lengths+lot sizes
7.4 incrementally revise operations themselves
7.5 accomplish all at minimum cost
8 JIT synonyms
8.1 IBM=continuous flow manufacturing
8.2 HP, stockless production
8.3 GE, management by site
8.4 Motorola, short cycle manufacturing
8.5 Toyota: TPS
8.6 Boeing:Lean manufacturing
8.7 John Deere:one piece flow manufacturing
9 philosophy of manufacturing management with objectives
9.1 attack fundamental problems
9.2 eliminate waste
9.3 simplicity in production management
9.4 identify problems not mask
10 Lean process each step=
10.1 Valuable-judge by customer
10.2 capable:right first+every time
10.3 Available:ready when needed
10.4 Adequate:just enough capacity
10.5 Flexible:switch different task- low££
11 lower inventory level= issues arise easier- scrap, setup time, quality probs, late delivery, process downtime
12 Push strategy, work from production to retailer. Production set on historic conditions, not responsive to changes in demand=overstocking, bottlenecks, unaceptable service levels, obsolescence
12.1 supply chain=combo of both, intersection= decoupling point/push-pull boundary
12.1.1 dell build to order-components=push, final assembly=pull, decoupling point=assembly line
12.2 work=on demand
12.3 photocopy shop, amazon
13 Pull: demand driven not forcast driven. doesn't require make to order, TMM-nearly pull production-more supermarket style, use kanban cards when stock=low
13.1 work released based on system status
13.2 vending machine,supermarket
14 key elements-
14.1 total quality management- workers=own quality inspectors, scrap/rework=inconsistant with flow
14.2 supply chain intergration - extend enterprise, partnerships, collaboration
14.3 total productive maintenance- no breakdowns-maximise equipment effectiveness
14.4 shop floor management-teamwork-cells-lean flows- set-up reduction
14.5 total employee involvement- commitment+participation by everyone
15 5 basic concepts
15.1 specify value- separate value from waste-eliminate waste, product=meet customer needs, teamwork=eliminate waste, specify values human relations=more complicated than human-product interactions
15.2 identify value stream-no all activities to make product+optimise them, take customer viewpoint=identify activities that add value, activities=focus on tier-one supply chain companies
15.2.1 perfection-1st 4 steps=combine=perfection, unattainable goal, vale creation
15.3 Flow-no interruption, contrast to batch=batches processed sequentially, lean=not permit no flow at any expense-quality problems= no go
15.4 Pull- respond to demand, produced in accordance to mix+volume ordered, avoids purchasing to inaccurate forecast.
16 benefits- inventory levels=reduced=frees capital, less storage customer responsiveness=increase, product cycle=drops, improved quality(product), scrap/rework cost = down, forces managers to fix problems/eliminate waste
16.1 preconditions-trust=labour+management, recognition of processes, familiarity with problem solving, quality at source, agreement over value+waste, right settings, agreement that change=needed

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