PRODUCTION EFFICIENCIES
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PRODUCTION EFFICIENCIES. This isn’t your father’s production system!. WHAT’S IN YOUR DIRECT CONTROL?. How many units you sell? How much you make off of each unit?.

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PRODUCTION EFFICIENCIES

This isn’t your father’s production system!


What s in your direct control
WHAT’S IN YOUR DIRECT CONTROL?

  • How many units you sell?

  • How much you make off of each unit?


All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes.

-Taiichi Ohno


What s waste
WHAT’S WASTE?? the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes.

ANYTHINGYOUR CUSTOMER IS NOT WILLING TOPAY EXTRA FOR!


8 wastes

CORRECTION the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes.

MOTION

Repair, Rework

Scrap, Labor,

R & A

WAITING

Bending, lifting, turning,

stretching, or reaching

more than is absolutely

needed. Cannot take away

from value-added part

of job

Employee waits for

tools, machine, materials,

supervisor, maint., etc.

Machine waits for…

Inventory waits for…

Waste

EXCESS

PROCESS

OVER PRODUCTION

Producing more than the

customer requires, before

the customer requires it

Poor design of parts, poor

maintenance of equipment,

poor training/instructions

and reworking

parts

INVENTORY

CONVEYANCE

Excessive raw materials, WIP

finished goods, excessive

supplies, requires extra space

handling, paperwork

Double or triple handling, long

distance moving of materials

and tools

8 WASTES

+ 1

UNDER UTILIZED PEOPLE

Not allowing or challenging individuals and teams to use their creativity to solve everyday problems



Why do we fail to recognize waste
WHY DO WE FAIL TO RECOGNIZE WASTE? recognize.

  • Too “Busy”

  • Not Easily Identified

  • Working in the Short-Term

  • Don’t Ask the Right People

  • Fail to “Gemba”

  • “It Ain’t broke”

  • “Good is the Enemy of Great”

    -Jim Collins


How can we start
HOW CAN WE START? recognize.

  • CREATE STANDARDS

  • AUDIT THE STANDARD


Standard work

Best repeatable method agreed upon by everyone recognize.

Defines “when” and “what order”

Focused on human movements

Should have one for every process that is repeated

And…….

STANDARD WORK



Auditing
AUDITING recognize.

You’ll Be

Glad You

Did It!!


Whys of auditing
“Whys” of Auditing recognize.

  • Is The Work Being Done Correctly

  • Is The Documentation Correct

  • Encourage Continuous Improvement


Jasper presents
JASPER Presents recognize.

BEAUTY SHOP


BEAUTY SHOP recognize.

  • Rules of Beauty Shop

    • All steps must be followed according to Standard Work.

    • Only operators may access tools from tool crib.

    • Any tool borrowed must be returned before moving on to next step.

    • 5 Minute cycle time

    • Auditors should insure SW is followed and look for areas of improvement.


BEAUTY SHOP recognize.

THOUGHTS OR QUESTIONS


BEAUTY SHOP recognize.

Guidelines for improvement

  • All steps must remain on SW, order can change

  • Sort, Set in order, Shine, Standardize, Sustain

  • Consider best utilization of people

  • Cycle time remains 5 minutes


BEAUTY SHOP recognize.



Does this stuff really work
DOES THIS STUFF REALLY WORK? recognize.

  • 43% IMPROVEMENT IN HPU

  • 56% IMPROVEMENT IN 0-90 DAY WARRANTIES

  • 46% REDUCTION IN WIP

  • 52% IMPROVEMENT IN PRODUCT THROUGHPUT TIME

  • IMPROVED CI’S PER ASSOCIATE FROM 1.3 TO 18.4 PER YEAR

  • ABLE TO OPEN OUR FIRST “DOJO”


Thoughts questions
THOUGHTS.. recognize.QUESTIONS??


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