Professional Documents
Culture Documents
Presented by
Shah kushal sanjaybhai(130670119596)
index
1. Just in time
2. Lean manufacturing
3. Agile manufacturing
6. Benchmarking
8. Six sigma
Just in time(jit)
Just-in-time (JIT) manufacturing, also known as just-in-time
production or the Toyota Production System (TPS), is a methodology
aimed primarily at reducing flow times within production system as
well as response times from suppliers and to customers. Following its
origin and development at the British Motor Corporation (Australia)
plant in Sydney in the mid-1950s (though the term JIT was not used at
that time), it was also adopted in Japan, largely in the 1960s and 1970s
and particularly at Toyota.
Just in time(jit)
The philosophy of just in time is based on concept of ideal production.it
focuses on the elimination of waste in the whole manufacturing
environment ,from raw materials till the shipping of the products.
● always on time
No Breakdowns
No Small Stops or Slow Running
No Defects
In addition it values a safe working environment:
No Accidents
TPM emphasizes proactive and preventative maintenance to
maximize the operational efficiency of equipment. It blurs
the distinction between the roles of production and
TPM
TPM emphasizes proactive and preventative maintenance to
maximize the operational efficiency of equipment. It blurs
the distinction between the roles of production and
maintenance by placing a strong emphasis on empowering
operators to help maintain their equipment.
The implementation of a TPM program 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).
BENCHMARKING
Benchmarking is a way of discovering what is the best performance being
achieved – whether in a particular company, by a competitor or by an entirely
different industry. This information can then be used to identify gaps in an
organization’s processes in order to achieve a competitive advantage. Thus it is
important for Six Sigma practitioners to:
2. COMPETITIVE BENCHMARKING
3. STRATEGIC BENCHMARKING
INTERNAL BENCHMARKING
Internal benchmarking is used when a company already has
established and proven best practices and they simply need to
share them. Again, depending on the size of the company, it may
be large enough to represent a broad range of performance (i.e.,
cycle time for opening new accounts in branches coast to coast).
Internal benchmarking also may be necessary if comparable
industries are not readily available
COMPETITIVE BENCHMARKING
Competitive benchmarking is used when a company wants to
evaluate its position within its industry. In addition, competitive
benchmarking is used when a company needs to identify
industry leadership performance targets.
STRATEGIC BENCHMARKING
Strategic benchmarking is used when identifying and analyzing
world-class performance. This form of benchmarking is used
most when a company needs to go outside of its own industry.
Six Sigma often uses Hoshin to ensure that all employees are
knowledgeable about the strategic direction for the company.
Within a company’s Hoshin plan, goals are established relative to
benchmarks set by world-class organizations. Often, these
benchmarks are obtained from outside industries.
Business process reengineering
Business process reengineering (BPR) is the analysis and redesign of
workflows within and between enterprises in order to optimize
end-to-end processes and automate non-value-added tasks.The
concept of BPR was first introduced in the late Michael Hammer's 1990
Harvard Business Review article and received increased attention a few
years later, when Hammer and James Champy published their
best-selling book, Reengineering the Corporation. The authors promoted
the idea that sometimes-radical redesign and reorganization of an
enterprise is necessary to lower costs and increase quality of service and
that information technology is the key enabler for that radical change.
Business process reengineering
Six sigma
Six Sigma at many organizations simply means a
measure of quality that strives for near perfection.
Six Sigma is a disciplined, data-driven approach and
methodology for eliminating defects (driving toward
six standard deviations between the mean and the
nearest specification limit) in any process – from
manufacturing to transactional and from product to
service.
Six sigma
The statistical representation of Six Sigma describes quantitatively how
a process is performing. To achieve Six Sigma, a process must not
produce more than 3.4 defects per million opportunities. A Six Sigma
defect is defined as anything outside of customer specifications. A Six
Sigma opportunity is then the total quantity of chances for a defect.
Process sigma can easily be calculated using a Six Sigma calculator.
Six sigma
The fundamental objective of the Six Sigma methodology is the implementation of a
measurement-based strategy that focuses on process improvement and variation reduction
through the application of Six Sigma improvement projects. This is accomplished through
the use of two Six Sigma sub-methodologies: DMAIC and DMADV. The Six Sigma
DMAIC process (define, measure, analyze, improve, control) is an improvement system
for existing processes falling below specification and looking for incremental
improvement. The Six Sigma DMADV process (define, measure, analyze, design, verify)
is an improvement system used to develop new processes or products at Six Sigma quality
levels. It can also be employed if a current process requires more than just incremental
improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six
Sigma Black Belts, and are overseen by Six Sigma Master Black Belts.
Six sigma
“ Six Sigma is a quality program that, when all is said and done,
improves your customer’s experience, lowers your costs, and
builds better leaders. ”
- jack welch
If you want to know more about this then search on
A. http://www.slideshare.net/RABIASgh/six-sigma-the-best-ppt
B. http://www.slideshare.net/vivekvs370/agile-manufacturing1
C. http://www.slideshare.net/ravindra2109/just-in-time-manuf
acturing
Thank you
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