![]() TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment. Total Productive Maintenance is a holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of equipment. It is calculated as Planned Production Time / Customer Demand. Takt Time is the pace of production (e.g., manufacturing one piece every 34 seconds) that aligns production with customer demand. ![]() It must be “living” documentation that is easy to change. Standardized Work is documented procedures for manufacturing that capture best practices (including the time to complete each task). SMART Goals are goals that are: Specific, Measurable, Attainable, Relevant, and Time-Specific. Six Big Losses are six categories of productivity loss that are almost universally experienced in manufacturing: Simplify internal setup (e.g., replace bolts with knobs and levers).Convert setup steps to be external (performed while the process is running).Single Minute Exchange of Die reduces setup (changeover) time to less than 10 minutes. A common approach is to ask why five times – each time moving a step closer to discovering the true underlying problem. Root Cause Analysis is a problem solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. Poka-Yoke is desiging error detection and prevention into production processes with the goal of achieving zero defects. Check: verify expected results achieved.Plan: establish plan and expected results.PDCA is an iterative methodology for implementing improvements: Overall Equipment Effectiveness is a framework for measuring productivity loss for a given manufacturing process. Muda refers to anything in the manufacturing process that does not add value from the customer’s perspective. Line Control is a technique from the Theory of Constraints for automatically controlling machines on synchronized autonomous production lines to maximize throughput at the constraint. Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to carefully select KPIs that will drive desired behavior. KPIs are metrics designed to track and encourage progress towards critical goals of the organization. ![]() Based on automatic replenishment through signal cards that indicate when more goods are needed. Kanban is a method of regulating the flow of goods both within the factory and with outside suppliers and customers. Kaizen is a strategy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process. It relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time. Just-in-time is pulling parts through production based on customer demand instead of pushing parts through production based on projected demand. Jidoka is designing equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected. Hoshin Kanri aligns the goals of the company (Strategy), with the plans of middle management (Tactics) and the work performed on the plant floor (Action). Heijunka is a form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process. Gemba is a philosophy that reminds us to get out of our offices and spend time on the plant floor – the place where real action occurs. The “Rope” is a signal from the constraint when a specific amount of inventory has been consumed. The “Buffer” is the inventory needed to maintain production. Drum-Buffer-Ropeĭrum-Buffer-Rope is a method from the Theory of Constraints for synchronizing production to the constraint while minimizing inventory and work-in-process. Continuous FlowĬontinuous Flow is manufacturing where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the manufacturing process. Bottleneck Analysisīottleneck Analysis is identifying which part of the manufacturing process limits the overall throughput and improving the performance of that part of the process. Autonomous MaintenanceĪutonomous Maintenance is a method from TPM (Total Productive Maintenance) for engaging operators to carry out basic maintenance activity (such as cleaning, lubrication, and inspection activity).
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