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Frequent Deliveries
Frequent deliveries are a largely ignored but powerful way of leveling apparent demand within a supply chain and thereby reducing Mura. What is perhaps not so obvious is that this will reduce inventory levels and thereby assist progress along the Lean journey at the same time. The historical focus upon carrying full loads, sometimes of only one product, reduces the unit cost of transport but has sometimes hidden the true costs associated with achieving those transport discounts. It is also possible to gain some of these benefits by 'faking' frequent deliveries at the supply site. Principles Reducing production lot size and raising delivery frequency If we model this idea using a factory that produces three products (Triangles, Circles and Squares) and is making a regular daily delivery to its customer at the end of each day then we can represent this as below. Stock builds up during the day until the factory has completed the production campaign of three products each of wh ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Mura (Japanese Term)
is a Japanese word meaning "unevenness; irregularity; lack of uniformity; nonuniformity; inequality", and is a key concept in the Toyota Production System (TPS) as one of the three types of waste ('' muda'', ''mura'', '' muri''). Waste in this context refers to the wasting of time or resources rather than wasteful by-products and should not be confused with waste reduction. Toyota adopted these three Japanese words as part of their product improvement program, due to their familiarity in common usage. ''Mura'', in terms of business/process improvement, is avoided through just-in-time manufacturing systems, which are based on keeping little or no inventory. These systems supply the production process with the right part, at the right time, in the right amount, using first-in, first-out (FIFO) component flow. Just-in-time systems create a "pull system" in which each sub-process withdraws its needs from the preceding sub-processes, and ultimately from an outside supplier. When ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Single-Minute Exchange Of Die
Single-minute digit exchange of die (SMED) is one of the many lean production methods for reducing inefficiencies in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This is key to reducing production lot sizes, and reducing uneven flow ( Mura), production loss, and output variability. The phrase "single minute" does not mean that all changeovers and startups should only take ''one'' minute, rather, it should take less than 10 minutes ("single-digit minute"). A closely associated yet more difficult concept is one-touch exchange of die (OTED), which says changeovers can and should take less than 100 seconds. A die is a tool used in manufacturing. However, SMED's utility is not limited to manufacturing (see value stream mapping). History Frederick Winslow Taylor analyzed non-value-adding parts of setups in his 1911 book, ''Shop Management'' (page 171). However, he did ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Unit Of Production
In economics, factors of production, resources, or inputs are what is used in the production process to produce output—that is, goods and services. The utilised amounts of the various inputs determine the quantity of output according to the relationship called the production function. There are four ''basic'' resources or factors of production: land, labour, capital and entrepreneur (or enterprise). The factors are also frequently labeled "producer goods or services" to distinguish them from the goods or services purchased by consumers, which are frequently labeled "consumer goods". There are two types of factors: ''primary'' and ''secondary''. The previously mentioned primary factors are land, labour and capital. Materials and energy are considered secondary factors in classical economics because they are obtained from land, labour, and capital. The primary factors facilitate production but neither become part of the product (as with raw materials) nor become significantly trans ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Kanban
Kanban ( meaning signboard) is a scheduling system for lean manufacturing (also called just-in-time manufacturing, abbreviated JIT). Taiichi Ohno, an industrial engineer at Toyota, developed kanban to improve manufacturing efficiency. The system takes its name from the cards that track production within a factory. Kanban is also known as the ''Toyota nameplate system'' in the automotive industry. A goal of the kanban system is to limit the buildup of excess inventory at any point in production. Limits on the number of items waiting at supply points are established and then reduced as inefficiencies are identified and removed. Whenever a limit is exceeded, this points to an inefficiency that should be addressed. In kanban, problem areas are highlighted by measuring lead time and cycle time of the full process and process steps. One of the main benefits of kanban is to establish an upper limit to work in process (commonly referred as "WIP") inventory to avoid overcapacity. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
