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Author: Mohammed Hamed Ahmed Soliman
Publisher: Mohammed Hamed Ahmed Soliman
ISBN:
Category : Business & Economics
Languages : en
Pages : 68
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Book Description
Takt time is calculated as the amount of manufacturing time that is available divided by the volume of orders. In the 1930s, the German aviation industry employed Takt for the first time as a production management tool. The idea was widely used within Toyota in the 1950s, and by the late 1960s, it had been adopted by the majority of the Toyota supplier base. Every month, Toyota assesses the takt for a process, with a modifying review occurring every 10 days. Takt time is used to properly balance supply and demand. It gives a lean production system its beating heart.
Author: Mohammed Hamed Ahmed Soliman
Publisher: Mohammed Hamed Ahmed Soliman
ISBN:
Category : Business & Economics
Languages : en
Pages : 68
Get Book Here
Book Description
Takt time is calculated as the amount of manufacturing time that is available divided by the volume of orders. In the 1930s, the German aviation industry employed Takt for the first time as a production management tool. The idea was widely used within Toyota in the 1950s, and by the late 1960s, it had been adopted by the majority of the Toyota supplier base. Every month, Toyota assesses the takt for a process, with a modifying review occurring every 10 days. Takt time is used to properly balance supply and demand. It gives a lean production system its beating heart.
Author: John Shook
Publisher: Lean Enterprise Institute
ISBN: 1934109460
Category : Business & Economics
Languages : en
Pages : 184
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Book Description
With 14 new definitions touching on management, healthcare, startups, manufacturing, and service, the 5th edition of the Lean Lexicon, is the most comprehensive edition yet of the handy and practical glossary for lean thinkers. The latest Lexicon, updated in 2014, contains 60+ graphics and 207 terms from A3 Report to Yokoten. The Lexicon covers such key lean terms as andon, jidoka, kaizen, lean consumption, lean logistics, pull, plan-for- every-part, standardized work, takt time, value-stream mapping, and many more. The new terms are: • Basic Stability • Coaching • Gemba Walk • Huddle • Kamishibai Board • Kata • Leader Standard Work • Lean Management • Lean Management Accounting • Lean Startup • Problem Solving • Service Level Agreement • Training Within Industry (TWI) • Value-stream Improvement Unlike most other business glossaries in print or online, the Lexicon, introduced in January 2003, is focused exclusively on lean thinking and practice. Like the past four, the fifth edition of the Lean Lexicon incorporates terms and improvement ideas from our customers. We continue to welcome suggestions from the growing lean community in its traditional industries and beyond.
Author: Giles Johnston
Publisher:
ISBN: 9781976993619
Category :
Languages : en
Pages : 64
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Book Description
Do your changing workloads make you wonder if your business processes are still 'fit for purpose'? Do you want a method to guide your thinking when you are looking to get more work completed during the working day?Are you looking to achieve more tangible results from your business improvement projects? How much change is enough? Sometimes it can feel that your business improvement projects aren't making enough of a change. There is a simple approach that can take the guesswork out of changing a process; it is called 'Takt Time'.By using some basic facts and figures you can determine exactly how much of a shift you need to make to your processes, and ultimately guide your thinking to create the right degree of change. There is a big difference in the thinking required to reduce a twenty day cycle to five days as opposed to just fifteen; Takt Time helps you to work out what your target for improvement needs to be.This short book, written by an experienced business consultant, gives you a step by step guide to help determine the outline of your new business process design. By using Takt Time as the basis for this re-design you will identify the right amount of change required for your business. Will it work for your business? Whilst the Takt Time concept is at the heart of many lean manufacturing improvements, it can be applied to any process in any sector. If you are outside of the manufacturing industry and have never heard of Takt Time then don't worry - it can work for your business too. The case study found at the start of this book is from an office environment; this approach really is applicable to all business types. Also in this book: Ideas on gathering data and calculating Takt Time for your business. High level process mapping guidelines. Considerations for improving how you calculate Takt Time. A simple strategy to help you facilitate the changes to actually take place. And, if you have never improved a business process before and want some pointers there is also an overview of how to go about doing this too. Time to get started? You can Look Inside the book by clicking on the cover image above, or download a free sample and get started with these ideas immediately.Takt Time really is a simple, yet powerful, strategy to help guide how you direct your business improvement efforts.
Author: Joe Donarumo
Publisher: Lulu.com
ISBN: 1483430936
Category : Fiction
Languages : en
Pages : 250
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Book Description
Sam Brooks, a young superintendent with ProCon Builders, has been given responsibility for the largest and most complicated project of his career. He struggles with all of the common difficulties in construction -- lack of communication, coordination issues, and other kinds of wasteful occurrences that rob his project of time and money, while leaving him and his team frustrated and overworked. Luckily, his friend, mentor, and co-worker, Alan Phillips, brings the benefit of his experience and his knowledge of Lean Construction tools and processes to help Sam learn valuable skills for improving the operation of his project. Together, Sam and Alan discuss the merits and explore the practical applications of: Daily Huddles Visual Communication The "Eight Wastes" Managing Constraints Pull Planning The Last Planner System(TM) Percent Plan Complete
Author: Art Byrne
Publisher: McGraw Hill Professional
ISBN: 0071800689
Category : Business & Economics
Languages : en
Pages : 224
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Book Description
THE C-LEVEL GUIDE TO SUCCEEDING WITH LEAN "With 30 years of accumulated experience, Art Byrne is one of the rare few people who can speak with authority about the pitfalls of fi nancial measurement systems, the importance of respect for people, the power of Lean in the marketplace, and the leverage from organizing people around value streams. When he writes 'Go to the Gemba and Run Your Kaizen,' we must take heed." -- MASAAKI IMAI, bestselling author of Kaizen and Gemba Kaizen "In this wonderful and important book, Byrne shows us that Lean management, understood and practiced correctly, consistently delivers spectacular results." -- BOB EMILIANI, author, Better Thinking, Better Results, and Professor, Connecticut State University "A compelling picture of how Lean techniques and attitudes enable CEOs and senior executives to create a culture for transforming a company and putting it on a highperformance path." -- JERRY J. JASINOWSKI, former President of the National Association of Manufacturers "Art Byrne provides real-world examples of how he exhibited the wisdom and courage to do the right thing, improving work practices at all levels of the organization to deliver the right results for all stakeholders. Which comes first, the wisdom or the courage? Read The Lean Turnaround to find out." -- JOHN SHOOK, Chairman and CEO, Lean Enterprise Institute "Lean is the closest thing to magic I have experienced in my 40 years in business. I recommend Lean and this book to everyone responsible for the performance of a business, particularly those in private equity like me, where leverage magnifies the importance of cash." -- JOHN CHILDS, founder and CEO, of J. W. Childs Associates L.P. "A must-read for any leader interested in understanding the strategic advantages from focusing on activities that add value to the customer experience." -- GARY S. KAPLAN, MD, Chairman and CEO of the Virginia Mason Health System Lean isn't just for manufacturing anymore . . . Few business leaders in the world have applied Lean strategy as successfully as Art Byrne has--and none has the ability to explain how to do it with such succinctness and clarity. Famous for turning around the wire management company Wiremold, where he rethought every aspect of operations from the customer's standpoint--and got everyone else in the company to do likewise--Byrne has successfully implemented Lean strategies in more than 30 companies in 14 different countries. In The Lean Turnaround, this legendary business leader shares everything he has learned during his remarkable career and shows how anyone can achieve similar results. His primary message is this: Lean strategy isn't just for manufacturing. In fact, Byrne is using this very approach in his present position at a private equity firm. Whatever type of company you run, Lean can be used to improve virtually every aspect of operations, from training and leading employees to accounting and payroll issues. The Lean Turnaround explains all the ins and outs of applying Lean strategy to: Eliminate waste in every value-added operation Deliver consistent value to customers Stimulate growth and add jobs Increase wealth for all your stakeholders Build a company culture of continuous improvement (kaizen) Instead of attempting to get customers to conform to your way of doing things--which is, sadly, what most managers are taught to do--you need to configure your company to be responsive to the customers. This is at the core of Byrne's method--and it always works.
Author: Peter Bebersdorf
Publisher: Springer Nature
ISBN: 3030871703
Category : Business & Economics
Languages : en
Pages : 264
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Book Description
This book describes how the implementation of variable rate launching in the context of a mixed-model assembly line with unlimited customization flexibility promotes customer-centric production. Variable rate launching (VRL) – as opposed to fixed rate launching (FRL) – eliminates idle time and utility work in mixed-model assembly lines. Even in the context of limitless customization, which runs the risk of concentrated peak workloads and possible longer assembly lines, a variable takt proves to be more economical than a fixed takt. On the technical side, a fixed takt requires both a healthy balance of process times and optimal scheduling to create feasible production schedules, as using average takt does not allow workers enough time to complete their tasks for more complex products. Because the variable takt relies on similar process times for a given product across the entire line for one product, and all products are given exactly the time they need for assembly, optimal series-sequencing and regular task rescheduling can be eliminated. This book is intended as a reference guide for experienced executives in manufacturing and academics teaching operational effectiveness for customer-centric production, and makes extensive references to AGCO Fendt’s modern tractor line in Marktoberdorf, Germany. The book also offers application case studies from companies in related industries such as automotive, electronics, and machine tools. The book’s key message is that variation should not be universally eliminated from manufacturing. As such, the book represents a counterpoint to the philosophy advocated by the Toyota Production System.
Author: Matthew Zayko
Publisher: CRC Press
ISBN: 1000462021
Category : Business & Economics
Languages : en
Pages : 253
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Book Description
Lean Process Creation teaches the specific frames—the 6CON model—to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment—whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint—connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional—the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study.
Author: Mike Rother
Publisher: Lean Enterprise Institute
ISBN: 0966784332
Category : Business & Economics
Languages : en
Pages : 117
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Book Description
This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream.A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these "cells" produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach the customer.This sequel to Learning to See (which focused on plant level operations) provides simple step-by-step instructions for eliminating waste and creating continuous flow at the process level. This isn't a workbook you will read once then relegate to the bookshelf. It's an action guide for managers, engineers, and production associates that you will use to improve flow each and every day.Creating Continuous Flow takes you to the next level in work cell design where you'll achieve even greater cost and lead time savings. You'll learn: where to focus your continuous flow efforts, how to create much more efficient work cells and lines, how to operate a pacemaker process so that a lean value stream is possible, how to sustain the gains, and keep improving.Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant. The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow.Every production facility has at least one pacemaker process. The pacemaker processes is usually where products take their final form before going to external customers. It’s called the pacemaker because how you operate here determines both how well you can serve the customer and what the demand pattern is like for your upstream supplying processes.How the pacemaker process operates is critically important. A steady and consistently flowing pacemaker places steady and consistent demands on the rest of the value stream. The continuous flow processing that results allows companies to create leaner value streams.[Source : 4e de couv.]
Author:
Publisher: CRC Press
ISBN:
Category : Automobile industry and trade
Languages : en
Pages : 60
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Book Description
Author: Mike Rother
Publisher: Lean Enterprise Institute
ISBN: 0966784308
Category : Business & Economics
Languages : en
Pages : 115
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Book Description
Lean production is the gold standard in production systems, but has proven famously difficult to implement in North America. Mass production relies on large inventories, uses "push" processes and struggles with long lead times. Moving towards a system that eliminates muda ("waste") caused by overproduction, while challenging, proves necessary for improved efficiency. Often overlooked, value stream mapping is the essential planning stage for any Lean transformation. In Mike Rother and John Shook's essential guide, you follow the value stream mapping undertaken for Acme Stamping, for its current and future state. Fully illustrated and well-organized, Learning to See is a must-see for the value stream manager.
