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Take into account added costs, like delivery, installation, and accessories such as ergonomic arms or air compressors. Recurring Costs: What will you have to pay over time? Think about expected maintenance, service fees , and financing costs, such as loan payments and interest if you intend to purchase tools on credit. Compare the specifications of the tools each supplier offers to see which seems likely to perform the most work. Knowing how fast, how often, and how long a tool can work will give you an estimate of how much it will produce over its lifetime.
Consider: Cycle Time: How many pieces can this tool produce in a day? Is it higher, lower, or the same as those from other suppliers? Longevity: How many cycles is the tool expected to last? Is it warrantied for replacement if it fails to perform? Step 4: Analyzing Results With all the information in front of you, you can make your decision. Follow these steps: Compare the estimated costs of each supplier to the expected production of the tools they supply. Compare the results from each supplier.
Whose tools will provide the most expected value?
Selecting the Right Manufacturing Improvement Tools What Tool? When? | Engineering
Weigh this against the reputational information gathered earlier to form an opinion on whether you expect their tools to live up to their specifications. Narrow it down to one and get started. The various lean tools were born out of a customer- and performance-focused culture, not vice versa.
With that as background, there are numerous Lean tools that can be applied to the benefit of the business and some of these tools will be more applicable depending on the circumstances. With that in mind, here are a few thoughts on when to introduce certain Lean tools we recognize that the list below is not exhaustive Certain Lean tools should be applied in any functioning manufacturing organization because they are crucial to good operations management, such as:. Standard Work - manufacturing is fundamentally about discipline and precision.
In order to achieve the right outputs i. Standard work helps the operation to achieve consistent outputs. Leader Standard Work - how can the workforce be expected to work in a disciplined and precise manner if leadership does not demonstrate that behavior? Gemba Walks - the farther away that managers get from where product is made i.
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Managers at all levels need to make it a point to get out of the office and into the plant to learn, coach, and interact with the broader workforce in a constructive manner. Visual Management - transparency drives accountability, which is one reason why visual management is critical to a performance culture.
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After Jidoka, workers can frequently monitor multiple stations reducing labor costs and many quality issues can be detected immediately improving quality. Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Highly effective in reducing inventory levels. Improves cash flow and reduces space requirements. A strategy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process.
Combines the collective talents of a company to create an engine for continually eliminating waste from manufacturing processes. A method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed. Eliminates waste from inventory and overproduction.
Can eliminate the need for physical inventories instead relying on signal cards to indicate when more goods need to be ordered.
Metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can be extremely powerful drivers of behavior — so it is important to carefully select KPIs that will drive desired behavior. The elimination of muda waste is the primary focus of lean manufacturing. Framework for measuring productivity loss for a given manufacturing process.
Three categories of loss are tracked:. Design error detection and prevention into production processes with the goal of achieving zero defects. It is difficult and expensive to find all defects through inspection, and correcting defects typically gets significantly more expensive at each stage of production. A problem solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. A common approach is to ask why five times — each time moving a step closer to discovering the true underlying problem.
Documented procedures for manufacturing that capture best practices including the time to complete each task. Eliminates waste by consistently applying best practices. Forms a baseline for future improvement activities. The pace of production e. Provides a simple, consistent and intuitive method of pacing production. A holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of equipment.
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TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment. Creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment this can be very effective in improving productivity increasing up time, reducing cycle times, and eliminating defects. A tool used to visually map the flow of production.
Shows the current and future state of processes in a way that highlights opportunities for improvement. Exposes waste in the current processes and provides a roadmap for improvement through the future state. Visual indicators, displays and controls used throughout manufacturing plants to improve communication of information.
gingfistmerry.tk Makes the state and condition of manufacturing processes easily accessible and very clear — to everyone. Join us for a personalized 30 or 60 minute webinar.