par Mark Philbrick Il y a 16 années
1054
PQM201B
Lean principles focus on creating continuous flow driven by customer demand, aiming to maximize value by eliminating various types of waste, including defects, excess motion, and overproduction.
par Mark Philbrick Il y a 16 années
1054
Plus de détails
Failure to assess and provide for risks
Failure to id and concentrate on major cost elements (pareto)
Use wrong techniques for estimating
Misinterpretation of equipment data or function
Accuracy of WBS
Combine all component costs and apply burden rates to obtain final costs
Combine material, labor, overhead to obtain final cost for each component
Estimate direct labor costs
Prepare manufacturing plan
Develop material costs, make/buy decisions, sub out for each component
Use drawings and BOM
Physical features
characteristics of similar system performance
Repeat
Elevate constraint
Subordinate the process
Exploit Constraint
Identify Constraint
Perfection
Pull
Flow
Identify value stream
Identify value
Control
Improve
Analyze
Measure
Define
A single online system, integrated with all areas of the enterprise!
Integrated system which utilizes a set of decision rules to determine optimal shop loading to accomplish the MPS within capacity constraints
Elements of MRP
Physical inventory records
BOM Bill of Materials
MPS Master production schedule
What the customer wants
Firm orders on the book
Driven by forecasts of sales projections
Objective
Consistent with meeting a given production plan or end-item schedule
Minimize inventory investment
Technique to id material requirements, initiate procurement of, and maintain current and future materials necessary to support operations
Item demand is directly tied to demand for another item
Car is ordered which places "pull" on system for tires, engines, glass, etc
No relationship between the demand for this item and any other item
DoD spares, etc.
Cars
Retail stores
Improved profitability and competitiveness
Improves business processes and customer service
Known cycle times
Well defined inventory levels
Reduced uncertainity and risk in supply chain
Production delays
Material availability
Quality problems in materials and parts
Delivery times
Traffic jams, etc
Road Conditions
Machine failures
Demand forecasting
etc
Strikes
Weather
Prices
Competition
Don't include recommendations in report!
Findings
Should only make 6 or fewer findings
Deviations with significant adverse effect on the quality of the activity or review
Observations
May support findings
Minor deviations from standard
Positive practice statements
Recognize best practices
Executive Summary
answers key questions
of everything examined
Report and Follow up
Planning and Prep
Audit types
System
Process
Product
Audit Categories
Management
Compliance
Audit Groups
Translation is expected to identify key Product and Process characteristics
Goals for ISO 9000
Emphasis on prevention, customer satisfaction and continuous improvement
Compatibility with ISO 14000 EMS
Usable by all sectors
Usable by all organizations regardless of size
Being ISO 9000 certified or compliant doesn't mean a good product
Hi "Re-Do" Costs
Replace
Re-Engineer
Repair
Rework
Major environment, safety or health impacts
Situations with high probability of defects occurring, and/or going undetected if they occur
Consequence of failure is unacceptable
Features determined to be most important to user
An absence of defects
Cause and Effect
6Ms
Mother Nature
Measurements
Materials
Manpower
Methods
Identifies and explores possible causes of a problem
aka Ishikawa diagram
Control Chart
Shows special cause variation
Shows common cause variation
Determine if process is in control
Histogram
Shows skewness
Shows spread
Shows the 'shape' of distribution
Frequency distribution data analysis
Pareto
Highest and most critical costly defect
80/20 rule
Helps prioritize problems
Vertical bar chart with graph bars in descending order
Run Chart
Checksheet
Detect patterns, shapes, distributions
Gather data based on sample observations
Translates opinions into facts
Logical starting point in solving cycle
Flowchart
Pictoral representation of all steps of a process
Swim lane
Spaghetti chart
SIPOC
Value stream map
Measures of Dispersion
Standard Deviation
Range
Measures of Central tendency
Mode (the most of the same in a range of #s)
Median (middle point in a range of #s)
Mean (average of the sums)
Shortest lead time
High quality product
Poka Yoke (mistake proof, perfection)
Separate work
100% Quality
Visual controls
Takt time (rate that a completed product needs to be finished in order to meet customer demand)
Pull System
Physical signals are Kanbans
Signals required by customer to 'pull' product
Continuous Flow
Andon (visual stops in production area)
Allows all to know there is a problem
Standarized work (eases flow)
Setup Reduction
Cellular manufacturing
One-piece flow
Heijunka (balanced workload)
Kaizen
Standardized work (easier for employees to switch)
Learning/Knowledge
Teamwork
Quality of life
Trained workforce
Commitment to Quality
Stable processes
Mutual trust
Machines
Workers
6. Create Operations Process chart
feeds milestone and/or Gantt charts
which is used for monitoring production
and adds schedule info
which is also a network diagram
made by combining Route sheets and assy charts
which is a sequencing and precedence diagram
5. Develop Assembly Chart
by exploding final product into elements
Sequence the process
4. Plan the Process
Schedule the work
Sequence processes
Select 'best' process
Evaluate alternatives
Identify Processes
Create Route sheet
Details all steps required to make parts
3. Make or buy decisions
Create Parts List
2. Create Bill of Materials
Structured list of materials which make up final product
1. Understand the product
Review exploded view
Reduce parts count
Design changes in production
Proprietary items
Tolerances
Special Tooling and test equipment
Critical Material Usage
Procurement/Manufacturing lead time
Safety in Production
Repeatability and Inspectability
Use proven manufacturing technology
Standardize
Simple design
Early design confirmation
Level 1 of Contract WBS starts around Level 3 of Program WBS
Includes all elements supplier is responsible for
The final govt approved WBS for reporting
Used by govt to define contract WBS
Used by supplier to develop/extend contract WBS
Entire program and at least 3 levels
