TAILIEUCHUNG - Lecture Introduction to operations management - Chapter 7: Lean thinking and lean systems

In this chapter we will discuss: Evolution of lean; lean tenets; the lean system; stabilizing the master schedule; controlling flow with the kanban system; reducing setup time and lot sizes; changing layout and maintaining equipment; cross-training, rewarding, and engaging workers; guaranteeing quality; changing relationships with suppliers; implementation of Lean. | Chapter 7, Lean Thinking and Lean Systems INTRODUCTION to Operations Management 5e, Schroeder Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter Outline Evolution of Lean Lean Tenets The Lean System Stabilizing the Master Schedule Controlling Flow with the Kanban System Reducing Setup Time and Lot Sizes Changing Layout and Maintaining Equipment Cross-Training, Rewarding, and Engaging Workers Guaranteeing Quality Changing Relationships with Suppliers Implementation of Lean Evolution of Lean Toyota Production System (TPS) Developed in the 1960s in Japan Also known as Just-in-Time (JIT) manufacturing First introduced into . in 1981 at Kawasaki motorcycle plant in Lincoln, Nebraska Lean Production Term coined in late 1980s Popularized in 1990s by Womack, Jones & Roos, “The Machine That Changed the World” Lean Tenets Specify exactly what creates value Improve the value stream Design the flow to avoid waste Produce only what the customer pulls Strive for perfection 5 Whys 5 S Poka-yoke (mistake proofing) Elements of Lean System Level master schedule Use of Kanban system Small lot sizes (lot size one) Quick changeover (set-ups) Multifunction workers Efficient layout (linear flow, low inventories) Quality and continuous improvement Close relationships with suppliers Frequent deliveries from vendors The Seven Wastes Overproduction: Producing more than the demand for customers resulting in unnecessary inventory, handling, paperwork, and warehouse space. Waiting Time: Operators and machines waiting for parts or work to arrive from suppliers or other operations. Customers waiting in line. Unnecessary Transportation: Double or triple movement of materials due to poor layouts, lack of coordination and workplace organization. Excess Processing: Poor design or inadequate maintenance or processes requiring additional labor or machine time. Too much Inventory: Excess inventory due to large lot sizes, obsolete items, poor forecasts

• Quản trị kinh doanh
• Operations management
• Lecture Operations management
• Quản lý vận hành
• Process design
• Bài giảng Quản lý vận hành
• Lean thinking
• Lean systems
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Operations strategy
• Fundamentals of operations management
• Operations management strategy
• Transformation process
• Lean operations
• Lean system characteristics
• Production operations management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management
• Inventory management
• Competitive advantage
• Operations consulting
• Business process reengineering
• Stages of operations consulting
• Operations consulting tool kit
• Aggregate sales
• Operations planning
• Operations planning activities
• Aggregate operations plan
• Management of quality
• Supply chain management
• Project management
• Project characteristics
• Supply chain management
• Inventory management
• Disadvantages of inventory
• Modern production