Special type of flow chart that uses symbols known as "the language of Lean" to depict and improve the flow of inventory and information. 2 Value Stream Mapping Purpose • Provide optimum value to the customer through a complete value creation process with minimum waste in: – Design (concept to customer) – Build (order to delivery) – Sustain (in-use through life cycle to service) 3 Why ? • Many organizations pursuing “lean” conversions have realized that improvement events alone are not
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The term ‘lean production’ came about to describe the Toyota production system in the late 1980’s. This came to pass through a research group from MIT who over five years analysed the automotive industry in fourteen countries. It was called ‘lean manufacturing’ rather than the Toyota production system to make it easier for competitors and organizations to adopt this type of system. The concept of lean production in a manufacturing organization basically means to try and maximise the use of materials
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Lean Manufacturing Assignment-2 By: Yuganshu Jain (2012ABPS695P) Background of The Company: Mahindra & Mahindra Group is one of the prestigious automobile manufacturing organizations in India. With the dual objective of industrial and agriculture growth, Mahindra & Mahindra was established in 1970. Mahindra & Mahindra, is India’s first large-scale project based company with a totally indigenous design, know-how and technology. Mahindra & Mahindra is a leading manufacturing organization manufacturing
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In order to remain competitive, many major businesses around the world have been trying to adopt lean manufacturing system as a one of the initiatives. The focus of the system is on cost reduction by eliminating non-value added activities. Lean is a mindset focusing on the value creation to the customer with the fewest resources. That is to produce products the customer need, whether it is a product or service, using only the essential resources to create value all the time efficiently. (Liker &
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international orders, in spite of lowered demand. Oak Hills doesn’t utilize resources such as MRP to plan production, lacks in manager to employee communication, wastes time in set-up procedures, has an inefficient facility layout as well as idle time during lid manufacturing and lack of quality inspections in the production process. TOGS trusts that a supply chain team, through the implementation of a lean system, will resolve these issues. Case Analysis
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Lean production is a Japanese method of production that focuses on cutting out waste and costs whilst ensuring quality. This method helps the business to be more efficient and responsive to the market needs. It also cuts out all activities that do not add value to the production process, such as holding of stock, repairing faulty product and unnecessary movement of people and product around the plant. Other aspects of a business – from design, through production to distribution can also use this
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Understanding Quality and Lean Understanding Quality and Lean Quality management and lean systems or two very important terms used in the business and production world. Quality management is broken down into five concepts, dimensions of quality, cost of quality, six sigma, ISO, and quality tools. Lean systems is broken down into the following concepts, JIT, lean production, kanban, kaizen, and poka-yoke. The following write up will focus on two of these concepts, one from each term. From quality
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to a system that monitors from the point of order to the point of delivery. The company will transition from a basic material requirements plan (MRP) to an MRPII system that will allow Riordan to excel in efficiency, lean production, and cost effectiveness. Applying lean production principles will aid in removing waste, reducing inventory, maximizing process flow, and meeting customer expectations. Communication is key for the organization; this will allow management to empower the employees with
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using Systems, Application & Products (SAP). 7. They used X-matrix 8. SMART: Scale of technology, Margin, Agility, Reliability and Trust. * For measuring they used 1. Pereto charts 2. Bar Graphs 3. Control Charts * For production flow they used 1. Heijunka box 2. Kanban System * For Employee involvement 1. Genba walks (for engineers to know what actual situation on the shop floor) Continuous Improvement: Q2. What were the strategic drivers that have pushed
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pricing The price that is assumed to have been charged by one part of a company for products and services it provides to another part of the same company in order to calculate each division’s profit and loss separately. Companies with dispersed production facilities, usually in different countries, use transfer pricing. It involves over- or undercharging for goods sold between branches at a price determined by the company. The main objective is to take advantage of different tax rates between countries
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