tailieunhanh - Lecture Operations management: Creating value along the supply chain (Canadian edition) - Chapter 16

Chapter 16 - Lean systems. This chapter includes contents: Basic elements of lean production, benefits of lean production, implementing lean production, lean services, leaning the supply chain, lean six sigma, lean and the environment, value stream mapping. | 6-1 Robert S. Russell, Bernard W. Taylor III, Ignacio Castillo, Navneet Vidyarthi CHAPTER 16 Lean Systems OPERATIONS MANAGEMENT: Creating Value Along the Supply Chain, Canadian Edition 1 Learning Objectives Basic Elements of Lean Production Benefits of Lean Production Implementing Lean Production Lean Services Leaning the Supply Chain Lean Six Sigma Lean and the Environment Value Stream Mapping 6-2 2 Lean Production Doing more with less inventory, fewer workers, less space Just-in-time (JIT) smoothing the flow of material to arrive just as it is needed “JIT” and “Lean Production” are used interchangeably Muda waste, anything other than that which adds value to product or service 6-3 3 Seven Wastes in Operations 6-4 4 Seven Wastes in Operations 6-5 5 Seven Wastes in Operations 6-6 6 Basic Elements Flexible resources Cellular layouts Pull system Kanbans Small lots Quick setups Uniform production levels Quality at the source Total productive maintenance Supplier networks 6-7 7 Flexible . | 6-1 Robert S. Russell, Bernard W. Taylor III, Ignacio Castillo, Navneet Vidyarthi CHAPTER 16 Lean Systems OPERATIONS MANAGEMENT: Creating Value Along the Supply Chain, Canadian Edition 1 Learning Objectives Basic Elements of Lean Production Benefits of Lean Production Implementing Lean Production Lean Services Leaning the Supply Chain Lean Six Sigma Lean and the Environment Value Stream Mapping 6-2 2 Lean Production Doing more with less inventory, fewer workers, less space Just-in-time (JIT) smoothing the flow of material to arrive just as it is needed “JIT” and “Lean Production” are used interchangeably Muda waste, anything other than that which adds value to product or service 6-3 3 Seven Wastes in Operations 6-4 4 Seven Wastes in Operations 6-5 5 Seven Wastes in Operations 6-6 6 Basic Elements Flexible resources Cellular layouts Pull system Kanbans Small lots Quick setups Uniform production levels Quality at the source Total productive maintenance Supplier networks 6-7 7 Flexible Resources Multifunctional workers perform more than one job general-purpose machines perform several basic functions Cycle time time required for the worker to complete one pass through the operations assigned Takt time paces production to customer demand 6-8 8 Standard Operating Routine for a Worker 6-9 9 Cellular Layouts Manufacturing cells comprised of dissimilar machines brought together to manufacture a family of parts Cycle time is adjusted to match takt time by changing worker paths 6-10 10 Cells With Worker Routes 6-11 11 Worker Routes Lengthen as Volume Decreases 6-12 12 Pull System Material is pulled through the system when needed Reversal of traditional push system where material is pushed according to a schedule Forces cooperation Prevent over and underproduction While push systems rely on a predetermined schedule, pull systems rely on customer requests 6-13 13 Kanbans Card which indicates standard quantity of production Derived from two-bin inventory system Maintain .