By Richard Keegan
Lean instruments and methods are aiding businesses around the globe to handle competitiveness inside of their companies, construction the aptitude in their humans to spot concerns and increase their operations. Lean is shorthand for targeting effectiveness and potency throughout all components of a company. This NuBook presents the fundamentals of Lean that will help you in your trip to accomplish world-class degrees of competitiveness. It makes use of the fundamentals of benchmarking that can assist you comprehend your actual aggressive place as you're taking the 1st steps at the Lean trip.
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Extra resources for Becoming Lean:Practical Steps to Build Competitiveness
Once we determine product families, we can select one to create a current-state map. P a r t I I : P r o duct F amilies a n d the Pacemake r ❒❒ Question 1—Do We Have the Right Product Families? ❒❒ Question 2—What Is the Takt Time at the Pacemaker? ❒❒ Question 3—Can the Equipment Support the Takt Time? ❒❒ Question 4—What Is the Interval? This page intentionally left blank 31 Question 1— Do We Have the Right Product Families? Product Families: A Closer Look A product family is a group of products that pass through similar processes or equipment and have similar work content.
EMC has late deliveries and frequently works overtime to keep up. When you observe the workplace everyone seems to be busy. Machine utilization, productivity, and efficiency are monitored in each department. Supervisors are always working to keep machines and people busy (which is very important to EMC Supply). As a result, machine utilization is high and productivity seems good. However, due to shrinking margins, the management is under increasing pressures to reduce cost and shorten lead times.
It can be difficult to determine what the product families are in these environments since they all go through the same processes. In 38 Part II: Product Families and the Pacemaker these cases, we would still use our 80 percent, 30 percent rule, but we may end up with one large family since there is no place else to produce products that exceed the 30 percent work content range. ” In the case of a foundry, for example, although every product goes through the melting and pouring process, different alloys often have different temperatures at which they need to be heated, so perhaps it would be possible to segregate the part numbers by furnace temperature or materials combination, which could simplify routings.
Becoming Lean:Practical Steps to Build Competitiveness by Richard Keegan