Page 342 - How To Implement Lean Manufacturing

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Stock replenishment volume, 43 V
A Study of the Toyota Production System (Shigeo Shingo), 70
Supply variations, 15–16 Value, 20, 22–24, 33
Survival, long-term, 90 Value added work, 22
Synchronization of customer supply, 112–113 Value added time, 52
for Bravo Line, 223 Value stream kaizen, 7
at QED Motors, 260–261 Value stream mapping (VSM), 128–134
at Zeta Cell, 248 FSVSM, 134, 146
Systems theory, 182 ISVSM, 134
Systemwide evaluation, 139–144, 238 and Larana Manufacturing, 244–246
and Learning to See, 74
PSVSM, 134, 146
T and QED Motors, 256–257, 268–269
and Zeta Cell, 244–246
Takt: Value streams, 136–138
calculation of, 112, 118–121, 125, 223–224, 248, 261 Values, 90
concept of, 24, 37 Variation(s) (See also Variation experiment)
defined, 13, 65
The Team Handbook (Peter Scholtes), 94, 95, 141 cycle time, 17–18
and dependent events, 45, 208, 285–290
Technology, 19 external, 43
Theory of Constraints (TOC), 29 and Gamma Line, 208
Therefore technique, 103 internal, 43
Time stack of work elements, 121, 123, 224, 251 and inventory, 47–48
Time study, 121–123 and kanban, 51
Total Productive Maintenance (TPM), 18, 63 raw materials, 174
Toyoda family, 5, 11, 185–186 reduction of, 83
Toyoda Spinning and Weaving Company, 31, 32 sources of, 44–45
Toyota Industries Corporation, 5 supply, 15–16
Toyota Production System (TPS), 1 understanding of, 60–61
absolute elimination of waste, 10, 25–26 Variation experiment, 45, 285–290
continuous improvement in, 20 VSM (see Value stream mapping)
culture in, 21
culture of, 185–187
definition of, 10–11 W
development of, 11
integrity of, 18–20 Waiting, 26, 65
Lean manufacturing vs., 31–32 Waiting time, 44, 84, 202, 208
logic of, 38–39 Waste:
and other business philosophies, 28–31 elimination of, 25–26
as part of manufacturing system, 26–28 non-valued added time as, 52
pillars of, 11–12 reduction of, 21–24, 114, 116, 146
and quality control, 10-11, 26-27 Welch, Jack, 30
reduction of waste, 21–22 Wikipedia, 9
reduction of lead time, 24 WIP inventory (see Work in process inventory)
revolutionary concepts in, 22–26 Wolff, Tobias, 91
and supply of value, 22 Wooden, John, 106, 236
technical aspect of, 12–18 Work in process (WIP) inventory, 14, 193
The Toyota Production System, Beyond Large-Scale Production World Class Manufacturing (Keki Bhote), 95
(Taiichi Ohno), 10, 19–20, 22, 24, 69, 74 World Class Manufacturing (Richard Schonberger), 73
Training
just in time, 139 Y
at Larana Manufacturing, 239
sessions, 144–145 Yokoten, 65
of workers, 20, 63, 117
Transparency, 63, 165–169, 172–173 Z
Transportation:
and Bravo Line, 232 Zero Inventories (Robert Hall), 73
delays in, 84 Zeta Cell, 121–126, 236, 244–254
for Gamma Line, 208 background, 247–248
of goods, 15 creating flow for, 252
and kanban circulation, 50 performance improvement results at,
and spaghetti diagrams, 127–128 253–254
as type of waste, 26 synchronizing customer supply at, 248
and value, 23 synchronizing production for, 248–252
Tregoe, Benjamin, 92–93, 107 and value stream mapping, 244–246