Put It Away
TOYOTA PRODUCTION SYSTEM
The world we live in is: Highly Competitive - Dynamic – Fluid – Ever Changing
Companies Require -
–profitability/consistent cash flow
Componants of a LEAN system
看板 – Kanban literally means “visual card,” “signboard,” or “billboard.”
Toyota originally used Kanban cards to limit the amount of inventory tied up in “work in progress” on a manufacturing floor.
Not only is excess inventory waste, time spent producing it is time that could be expended elsewhere.
Kanban cards act as a form of “currency” representing how WIP Work in Process or in-process inventory) is allowed in a system.
This training covers LEAN principles, basic definitions and an understanding of kanban, a fun simulation, ideas for setting up Kanban in the workplace, and different types of Kanban work flows.
You are free to use these pptx as long as my website shows on the bottom of each slide.
Poka Yoke is a Japanese term that means "fail-safe-ing" or "mistake-proofing".
A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka).
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
More broadly, the term can refer to any behavior-shaping constraint designed into a process to prevent incorrect operation by the user.
This training covers many different types, methods, and uses of Poka Yokes, how to change behaviors through Poka Yoke thinking, how to eliminate errors in the workplace through the use of Poka Yokes, concept of Zero Defects, the relationship between processess and quality defects, variation, etc.
W Edwards Deming was an American statistician who was credited with the rise of Japan as a manufacturing nation, and with the invention of Total Quality Management (TQM).
Deming went to Japan just after the War to help set up a census of the Japanese population. While he was there, he taught 'statistical process control' to Japanese engineers - a set of techniques which allowed them to manufacture high-quality goods without expensive machinery.
In 1960 he was awarded a medal by the Japanese Emperor for his services to that country's industry.
"Out of the crisis" 1982.
Deming’s 14 points which, if applied to US manufacturing industry, would he believed, save the US from industrial doom at the hands of the Japanese.
What Deming taught the Japanese
They had asked him what they could to do to help their country recover. He said they could export manufactured goods. He pointed to his MacAfee shoes from London and pulled out his German camera and told them they could capture the markets of the world by learning to produce quality goods for less effort and materials.
He put a diagram on the blackboard to show them how to think about doing this. That flow diagram showed production as a system which included the supplier and the customer with continuing information going into the system to improve it and the product.
He taught the Japanese to regard manufacturing as a system that included the customer and the supplier and to continually improve not only the product, but the design, the processes, the material, the communications, the skill of the workers, and so on.
Deming's System of Profound Knowledge
1. Theory of Knowledge-(Epistemology)
2. Understanding Variation (Statistics and Process Improvement)
3. Understanding People (Organizational Behavior)
4. Appreciation of a System (Systems Management)
This training introduces Deming, his principles, his thinking, variation, The Red Bead Experiment, System’s Management and
Statistical Process Control, Continuoues Improvement, Dr. Tammy's Training Triangle, and so on.
Without Deming, there would be no LEAN manufacturing, no Toyota Production System, and yet most people have not even heard of Deming.