Einen Überblick der gängigen Verschwendungsarten (MUDA)
Die sieben Arten der Verschwendung findet man nicht nur in der Produktion und Fertigung. Sie wurden inzwischen um drei Punkte erweitert und können auch auf administrative Bereiche angewendet werden.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Este documento discute a aplicação dos princípios do Lean Management no setor da saúde para melhorar a eficiência e reduzir desperdícios. Apresenta os sete tipos comuns de desperdícios no setor da saúde e explica como o Lean Healthcare pode ajudar a eliminá-los através de métodos como 5S, mapeamento de fluxos e uniformização de processos.
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes through small, incremental changes. It has three main principles: consider the process and results, evaluate the entire process to find the best way to do a job, and make changes without blaming individuals. Kaizen aims to generate quick, measurable results and involve cross-functional teams and top management participation. It can reduce waste and improve quality, productivity, employee morale and retention. Common methods include individual vs team approaches and day-to-day vs special event formats. The 5S methodology organizes the workplace through sorting, simplifying, sweeping, standardizing and sustaining clean and efficient processes. Potential pitfalls include resistance to change, lack of implementation procedures, and
This document outlines a plan to improve the line moves per unit (LMPU) at a surface mount technology (SMT) production line by increasing the units per hour (UPH). The plan involves defining the problem, analyzing the current condition, setting targets, identifying root causes of low UPH, and developing countermeasures. Countermeasures tested include measuring current SMT cycle times, simulating theoretical cycle times, balancing lines, and improving manual insertion processes. Implementing the countermeasures resulted in increased UPH and reduced LMPU for 12 of 15 models, with an overall 80% improvement rate. Financial benefits include increased line utilization and reduced need for additional lines or staff. The project will be standardized, and performance continually monitored
O documento descreve os princípios e objetivos do sistema Just in Time (JIT) de gestão da produção. O JIT surgiu no Japão na década de 1970 e tem como objetivo eliminar desperdícios e melhorar continuamente os processos através da redução de estoques. O sistema Kanban é uma ferramenta visual de controle da produção usada no JIT.
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy StepsBryan Len
What is Fishbone Diagram ?
Fishbone Diagram, an interesting name. It looks like a fish. Fishbone Diagram is one of the best techniques used in root cause analysis.
The diagram is named after Dr. Kaoru Ishikawa, University of Tokyo in 1943, who first developed and used fishbone diagram. That’s why, Fishbone diagram got another name as “Ishikawa”.
How is Fishbone Diagram Used ?
The great benefit of the fishbone diagram is its broad application. It can be applied to identify the causes of almost any problems like mechanical failures of a product, or designing to psychological issues.
Advantages of Fishbone Diagram:
Advantages of Fishbone method are,
Straightly easy to learn and apply
Good way to focus a brainstorming session
Effective learning method to the whole team.
Focuses discussion on the target issue
Encourages “system thinking” via visual connections
Puts further assessments and corrective actions in order
How to Develop Fishbone Diagram?
There are miscellaneous ways to develop a fishbone diagram and conduct it.
One way is to put the categories of possible causes on the “bones” of the fish, each line representing one category, such as:
Man (personnel)
Machine
Methods
Materials
Measurements
Mother Nature (environment)
Who Should Take Fishbone Diagram Course ?
Audience,
Tonex Training offers 2-days course and designed for all the individuals who want to learn and apply simple problem analysis tools. This hands-on seminar is ideal for the people like,
Senior executives, strategic leaders
Managers, quality managers
Product managers, manufacturing managers
R&D managers.
Learning Opportunities :
Learn about,
Concept of fishbone diagram
Learn when to use a cause & effect diagram
Creating effective fishbone diagram.
Fishbone diagram benefits in root cause analysis
Various approaches for fishbone diagram building.
Course Topics :
Fishbone Diagram Training topics can be adjusted as per your custom requirements,
Fundamentals of Fishbone diagram.
Fishbone Diagram Procedure
TONEX Fishbone Diagram Hands-On Workshop
Want To Learn More ?
Visit tonex.com for Fishbone Diagram Training, Ishikawa Training courses and workshop detail.
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy Steps
https://www.tonex.com/training-courses/fishbone-diagram-training-ishikawa-training/
The Value Stream Mapping (VSM) Poster describes the four key phases of managing a value stream mapping project in an organization. The poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The VSM Poster complements the 'Value Stream Mapping' training presentation materials. It is an effective tool that can be printed and distributed to attendees of your VSM workshop session. It serves as a takeaway and summary of your VSM presentation.
The VSM Poster describes the four main phases of value stream mapping activities:
1. DEFINE PRODUCT FAMILY
Prepare for the value stream mapping activity; define the value stream mapping charter, including objective, scope and product family.
1.1 Define and scope problem
1.2 Pick product family
1.3 Determine value stream mapping objective and benefits
1.4 Create value stream mapping project charter
2. DOCUMENT CURRENT STATE
Document the current state so as to gain a deep understanding about your current work systems and the related barriers to delivering value.
2.1 Map current state value stream
2.2 Quantify current state value stream performance
2.3 Analyze and identify improvement opportunities
3. DESIGN FUTURE STATE
Design a future state value stream map that enables outstanding performance on all fronts; prioritize improvement projects.
3.1 Develop future state value stream map
3.2 Prioritize improvement projects
4. CREATE IMPLEMENTATION PLAN
Adopt the new design, create an implementation plan and lay the foundation for continued improvement.
4.1 Develop implementation plan
4.2 Seek management approval
4.3 Implement the plan and monitor progress
Einen Überblick der gängigen Verschwendungsarten (MUDA)
Die sieben Arten der Verschwendung findet man nicht nur in der Produktion und Fertigung. Sie wurden inzwischen um drei Punkte erweitert und können auch auf administrative Bereiche angewendet werden.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Este documento discute a aplicação dos princípios do Lean Management no setor da saúde para melhorar a eficiência e reduzir desperdícios. Apresenta os sete tipos comuns de desperdícios no setor da saúde e explica como o Lean Healthcare pode ajudar a eliminá-los através de métodos como 5S, mapeamento de fluxos e uniformização de processos.
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes through small, incremental changes. It has three main principles: consider the process and results, evaluate the entire process to find the best way to do a job, and make changes without blaming individuals. Kaizen aims to generate quick, measurable results and involve cross-functional teams and top management participation. It can reduce waste and improve quality, productivity, employee morale and retention. Common methods include individual vs team approaches and day-to-day vs special event formats. The 5S methodology organizes the workplace through sorting, simplifying, sweeping, standardizing and sustaining clean and efficient processes. Potential pitfalls include resistance to change, lack of implementation procedures, and
This document outlines a plan to improve the line moves per unit (LMPU) at a surface mount technology (SMT) production line by increasing the units per hour (UPH). The plan involves defining the problem, analyzing the current condition, setting targets, identifying root causes of low UPH, and developing countermeasures. Countermeasures tested include measuring current SMT cycle times, simulating theoretical cycle times, balancing lines, and improving manual insertion processes. Implementing the countermeasures resulted in increased UPH and reduced LMPU for 12 of 15 models, with an overall 80% improvement rate. Financial benefits include increased line utilization and reduced need for additional lines or staff. The project will be standardized, and performance continually monitored
O documento descreve os princípios e objetivos do sistema Just in Time (JIT) de gestão da produção. O JIT surgiu no Japão na década de 1970 e tem como objetivo eliminar desperdícios e melhorar continuamente os processos através da redução de estoques. O sistema Kanban é uma ferramenta visual de controle da produção usada no JIT.
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy StepsBryan Len
What is Fishbone Diagram ?
Fishbone Diagram, an interesting name. It looks like a fish. Fishbone Diagram is one of the best techniques used in root cause analysis.
The diagram is named after Dr. Kaoru Ishikawa, University of Tokyo in 1943, who first developed and used fishbone diagram. That’s why, Fishbone diagram got another name as “Ishikawa”.
How is Fishbone Diagram Used ?
The great benefit of the fishbone diagram is its broad application. It can be applied to identify the causes of almost any problems like mechanical failures of a product, or designing to psychological issues.
Advantages of Fishbone Diagram:
Advantages of Fishbone method are,
Straightly easy to learn and apply
Good way to focus a brainstorming session
Effective learning method to the whole team.
Focuses discussion on the target issue
Encourages “system thinking” via visual connections
Puts further assessments and corrective actions in order
How to Develop Fishbone Diagram?
There are miscellaneous ways to develop a fishbone diagram and conduct it.
One way is to put the categories of possible causes on the “bones” of the fish, each line representing one category, such as:
Man (personnel)
Machine
Methods
Materials
Measurements
Mother Nature (environment)
Who Should Take Fishbone Diagram Course ?
Audience,
Tonex Training offers 2-days course and designed for all the individuals who want to learn and apply simple problem analysis tools. This hands-on seminar is ideal for the people like,
Senior executives, strategic leaders
Managers, quality managers
Product managers, manufacturing managers
R&D managers.
Learning Opportunities :
Learn about,
Concept of fishbone diagram
Learn when to use a cause & effect diagram
Creating effective fishbone diagram.
Fishbone diagram benefits in root cause analysis
Various approaches for fishbone diagram building.
Course Topics :
Fishbone Diagram Training topics can be adjusted as per your custom requirements,
Fundamentals of Fishbone diagram.
Fishbone Diagram Procedure
TONEX Fishbone Diagram Hands-On Workshop
Want To Learn More ?
Visit tonex.com for Fishbone Diagram Training, Ishikawa Training courses and workshop detail.
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy Steps
https://www.tonex.com/training-courses/fishbone-diagram-training-ishikawa-training/
The Value Stream Mapping (VSM) Poster describes the four key phases of managing a value stream mapping project in an organization. The poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The VSM Poster complements the 'Value Stream Mapping' training presentation materials. It is an effective tool that can be printed and distributed to attendees of your VSM workshop session. It serves as a takeaway and summary of your VSM presentation.
The VSM Poster describes the four main phases of value stream mapping activities:
1. DEFINE PRODUCT FAMILY
Prepare for the value stream mapping activity; define the value stream mapping charter, including objective, scope and product family.
1.1 Define and scope problem
1.2 Pick product family
1.3 Determine value stream mapping objective and benefits
1.4 Create value stream mapping project charter
2. DOCUMENT CURRENT STATE
Document the current state so as to gain a deep understanding about your current work systems and the related barriers to delivering value.
2.1 Map current state value stream
2.2 Quantify current state value stream performance
2.3 Analyze and identify improvement opportunities
3. DESIGN FUTURE STATE
Design a future state value stream map that enables outstanding performance on all fronts; prioritize improvement projects.
3.1 Develop future state value stream map
3.2 Prioritize improvement projects
4. CREATE IMPLEMENTATION PLAN
Adopt the new design, create an implementation plan and lay the foundation for continued improvement.
4.1 Develop implementation plan
4.2 Seek management approval
4.3 Implement the plan and monitor progress
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
There are two main models for problem-solving in companies. The first has management identify and solve problems, while the second is more participatory where workers help identify, analyze, and address issues. CEDAC is a participatory tool that engages employees to systematically capture expertise, find root causes of quality problems, and develop standardized solutions. It provides a structured process of defining problems and targets, gathering facts, and creating improvement plans.
O documento discute os conceitos e aplicações da gestão lean em sistemas industriais. Aborda as diferenças entre lean manufacturing, teoria das restrições, seis sigmas e outros métodos, e enfatiza a importância da cultura na implantação de sistemas lean no ocidente. Também discute os principais conceitos e ferramentas lean como kanban, takt time, jidoka e a necessidade de seguir princípios básicos como organização e disciplina.
This document provides an overview of characteristics of Japanese production systems, with a focus on Kaizen. Some key points:
- Kaizen refers to continuous improvement and is a corrective action taken under constraints to improve quality, cost, and delivery. It involves small, incremental changes implemented regularly.
- The Kaizen suggestion system differs from a typical suggestion system in that employees are responsible for proposing and implementing improvements to their own work, rather than just suggesting ideas for management to consider.
- Rewards are often given for successful Kaizen suggestions, typically small monetary awards ranging from 500-5000 yen on average.
- Kaizen can involve process changes through adjustments to methods, materials, manpower, or
Value stream mapping is a lean management tool used to analyze and improve the flow of materials and information required to bring a product or service to a customer. It involves mapping the current state of the value stream and designing a future state with less waste. Key steps in value stream mapping include specifying value from the customer perspective, identifying the value stream, making products flow through pull systems, and continuously improving toward perfection. Value stream mapping helps organizations connect improvement activities by providing a vision and plan to eliminate waste across the entire process of delivering value to customers.
This document provides an overview of topics related to Total Quality Management (TQM). It discusses the seven traditional tools of quality including check sheets, Pareto charts, flow charts, cause and effect diagrams, histograms, scatter diagrams and control charts. It also describes new management tools such as affinity diagrams, inter-relationship diagrams, tree diagrams, matrix diagrams and prioritization matrices. Additionally, it covers Six Sigma concepts and methodology, Six Sigma applications in manufacturing, the service sector and IT. Other topics include benchmarking and Failure Mode and Effects Analysis (FMEA).
Redução de Custos e Desperdícios em Processos - Produtividade & CustosEloGroup
O documento discute como aumentar a produtividade nas organizações através da redução de custos e desperdícios. Ele apresenta oito tipos de desperdícios que podem ocorrer em processos de acordo com a metodologia Lean, incluindo transporte, espera, superprodução, defeitos, processamento, movimentação, estoques e pessoas. Também discute abordagens tradicionais para melhoria de processos como identificação de problemas, análise de causas-raiz e proposição de soluções.
The document summarizes several management tools including affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, and prioritization matrices. It provides definitions and examples of how each tool can be used to structure brainstorming, analyze relationships between factors, break processes down into detailed levels, compare relationships between groups, and prioritize items according to weighted criteria. The tools are designed to help simplify complex problems, structure thinking, and improve decision making.
PPT ON TAGUCHI METHODS / TECHNIQUES - KAUSTUBH BABREKARKaustubh Babrekar
A brief brief to Taguchi Methods / Techniques; Loss function; Orthogonal arrays; Fractional Factprials and various case studies and examples related to each topic covered in detail.
PPT presented by Kaustubh Babrekar under the guidance of Prof. Dr. N. G. Phafat. MGM JNEC Aurangabad.
O documento apresenta:
1) Uma explicação do mapeamento de processos e riscos, identificando fornecedores, entradas, processos, saídas e clientes;
2) Um exemplo de preenchimento de um SIPOC para o processo de gestão de documentos;
3) Detalhes sobre a análise preliminar de riscos, incluindo atividades, eventos indesejáveis, causas e consequências.
O documento descreve o sistema Kanban, originado no Japão para melhorar a produção industrial. O Kanban controla os estoques de maneira visual usando cartões ou contentores, garantindo o abastecimento contínuo da produção sem sobras ou faltas de peças. O sistema objetiva produzir apenas o necessário no momento certo através da comunicação entre setores.
1) This work summary sheet outlines the responsibilities and key steps for operating the Slicer Dicer SD6/SD7 machine. It processes polystyrene materials of all grades.
2) The main work elements include general housekeeping, adding material to the machine, running the machine, and packaging finished materials. Safety procedures like lockout/tagout must be followed for any maintenance.
3) Key points for running the machine include setting the correct temperature, lining up materials carefully, and maintaining a safe distance while the machine is operating due to heat and fumes. Proper personal protective equipment should always be worn.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Lean management focuses on maximizing customer value while minimizing waste. It draws from concepts like the Toyota Production System and Total Quality Management to optimize processes through continuous improvement. The core principles of lean include transparency and visualization of workflows, respecting people, empowering employees, removing waste, and optimizing flow and resources through systems thinking. The goal is to shorten lead times and increase quality by eliminating unnecessary steps and unevenness in production.
The document describes a simulation to teach the 5 steps of SMED (Single Minute Exchange of Dies). The simulation uses a simple machine with wood components to change dies. It involves at least 3 participants who take on roles like operator, quality controller, and material handler. The goal is to time die changes across iterations and identify improvements. The 5 steps of SMED - measuring the actual situation, separating internal and external events, converting internal to external events, reducing internal events, and reducing external events - are applied.
This document provides an introduction to Kanban principles from Marek Piatkowski. It begins with Marek's background and experience in lean manufacturing. It then discusses key Kanban concepts like pull systems and how they were inspired by supermarket models. It also explains the two main types of Kanbans - production Kanbans and delivery Kanbans - and how they are used to control inventory and signal when more parts need to be produced or delivered.
Go through the seven quality tools training quiz and compare, how much you have learnt from this online training of 7QC tools? The quiz has 15 multiple choice questions based on seven quality tools. Choose one answer out of the given choices for every question write these choices on a paper. After completing the quiz compare yourself with answer key in the end of quiz. Find yourself where you are in learning of 7 QC Tools. If you find your performance is not up to the mark then go again for the training of seven QC tools. You may do it as many times as you want. Improve your performance every time you go through the training.
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
O documento descreve o modelo japonês de administração, incluindo sua origem na cultura japonesa e influências ocidentais, seus principais conceitos como melhoria contínua e eliminação de desperdícios, e como foi aplicado com sucesso em empresas japonesas.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
There are two main models for problem-solving in companies. The first has management identify and solve problems, while the second is more participatory where workers help identify, analyze, and address issues. CEDAC is a participatory tool that engages employees to systematically capture expertise, find root causes of quality problems, and develop standardized solutions. It provides a structured process of defining problems and targets, gathering facts, and creating improvement plans.
O documento discute os conceitos e aplicações da gestão lean em sistemas industriais. Aborda as diferenças entre lean manufacturing, teoria das restrições, seis sigmas e outros métodos, e enfatiza a importância da cultura na implantação de sistemas lean no ocidente. Também discute os principais conceitos e ferramentas lean como kanban, takt time, jidoka e a necessidade de seguir princípios básicos como organização e disciplina.
This document provides an overview of characteristics of Japanese production systems, with a focus on Kaizen. Some key points:
- Kaizen refers to continuous improvement and is a corrective action taken under constraints to improve quality, cost, and delivery. It involves small, incremental changes implemented regularly.
- The Kaizen suggestion system differs from a typical suggestion system in that employees are responsible for proposing and implementing improvements to their own work, rather than just suggesting ideas for management to consider.
- Rewards are often given for successful Kaizen suggestions, typically small monetary awards ranging from 500-5000 yen on average.
- Kaizen can involve process changes through adjustments to methods, materials, manpower, or
Value stream mapping is a lean management tool used to analyze and improve the flow of materials and information required to bring a product or service to a customer. It involves mapping the current state of the value stream and designing a future state with less waste. Key steps in value stream mapping include specifying value from the customer perspective, identifying the value stream, making products flow through pull systems, and continuously improving toward perfection. Value stream mapping helps organizations connect improvement activities by providing a vision and plan to eliminate waste across the entire process of delivering value to customers.
This document provides an overview of topics related to Total Quality Management (TQM). It discusses the seven traditional tools of quality including check sheets, Pareto charts, flow charts, cause and effect diagrams, histograms, scatter diagrams and control charts. It also describes new management tools such as affinity diagrams, inter-relationship diagrams, tree diagrams, matrix diagrams and prioritization matrices. Additionally, it covers Six Sigma concepts and methodology, Six Sigma applications in manufacturing, the service sector and IT. Other topics include benchmarking and Failure Mode and Effects Analysis (FMEA).
Redução de Custos e Desperdícios em Processos - Produtividade & CustosEloGroup
O documento discute como aumentar a produtividade nas organizações através da redução de custos e desperdícios. Ele apresenta oito tipos de desperdícios que podem ocorrer em processos de acordo com a metodologia Lean, incluindo transporte, espera, superprodução, defeitos, processamento, movimentação, estoques e pessoas. Também discute abordagens tradicionais para melhoria de processos como identificação de problemas, análise de causas-raiz e proposição de soluções.
The document summarizes several management tools including affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, and prioritization matrices. It provides definitions and examples of how each tool can be used to structure brainstorming, analyze relationships between factors, break processes down into detailed levels, compare relationships between groups, and prioritize items according to weighted criteria. The tools are designed to help simplify complex problems, structure thinking, and improve decision making.
PPT ON TAGUCHI METHODS / TECHNIQUES - KAUSTUBH BABREKARKaustubh Babrekar
A brief brief to Taguchi Methods / Techniques; Loss function; Orthogonal arrays; Fractional Factprials and various case studies and examples related to each topic covered in detail.
PPT presented by Kaustubh Babrekar under the guidance of Prof. Dr. N. G. Phafat. MGM JNEC Aurangabad.
O documento apresenta:
1) Uma explicação do mapeamento de processos e riscos, identificando fornecedores, entradas, processos, saídas e clientes;
2) Um exemplo de preenchimento de um SIPOC para o processo de gestão de documentos;
3) Detalhes sobre a análise preliminar de riscos, incluindo atividades, eventos indesejáveis, causas e consequências.
O documento descreve o sistema Kanban, originado no Japão para melhorar a produção industrial. O Kanban controla os estoques de maneira visual usando cartões ou contentores, garantindo o abastecimento contínuo da produção sem sobras ou faltas de peças. O sistema objetiva produzir apenas o necessário no momento certo através da comunicação entre setores.
1) This work summary sheet outlines the responsibilities and key steps for operating the Slicer Dicer SD6/SD7 machine. It processes polystyrene materials of all grades.
2) The main work elements include general housekeeping, adding material to the machine, running the machine, and packaging finished materials. Safety procedures like lockout/tagout must be followed for any maintenance.
3) Key points for running the machine include setting the correct temperature, lining up materials carefully, and maintaining a safe distance while the machine is operating due to heat and fumes. Proper personal protective equipment should always be worn.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Lean management focuses on maximizing customer value while minimizing waste. It draws from concepts like the Toyota Production System and Total Quality Management to optimize processes through continuous improvement. The core principles of lean include transparency and visualization of workflows, respecting people, empowering employees, removing waste, and optimizing flow and resources through systems thinking. The goal is to shorten lead times and increase quality by eliminating unnecessary steps and unevenness in production.
The document describes a simulation to teach the 5 steps of SMED (Single Minute Exchange of Dies). The simulation uses a simple machine with wood components to change dies. It involves at least 3 participants who take on roles like operator, quality controller, and material handler. The goal is to time die changes across iterations and identify improvements. The 5 steps of SMED - measuring the actual situation, separating internal and external events, converting internal to external events, reducing internal events, and reducing external events - are applied.
This document provides an introduction to Kanban principles from Marek Piatkowski. It begins with Marek's background and experience in lean manufacturing. It then discusses key Kanban concepts like pull systems and how they were inspired by supermarket models. It also explains the two main types of Kanbans - production Kanbans and delivery Kanbans - and how they are used to control inventory and signal when more parts need to be produced or delivered.
Go through the seven quality tools training quiz and compare, how much you have learnt from this online training of 7QC tools? The quiz has 15 multiple choice questions based on seven quality tools. Choose one answer out of the given choices for every question write these choices on a paper. After completing the quiz compare yourself with answer key in the end of quiz. Find yourself where you are in learning of 7 QC Tools. If you find your performance is not up to the mark then go again for the training of seven QC tools. You may do it as many times as you want. Improve your performance every time you go through the training.
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
O documento descreve o modelo japonês de administração, incluindo sua origem na cultura japonesa e influências ocidentais, seus principais conceitos como melhoria contínua e eliminação de desperdícios, e como foi aplicado com sucesso em empresas japonesas.
In dieser Präsentation werden Ansätze des betrieblichen Fixkostemanagements skizziert und anhand der Kurzfallstudie des Unternehmens Ubitricity aus Berlin demonstriert.
Der in der GuV ausgewiesene Ertrag setzt sich aus einzelnen Gewinn- und Verlustbeiträgen der Kunden zusammen. Erst die Kenntnis dieser Einzelbeiträge ermöglicht wirksame Ertragssteigerungen. Mit Hilfe des RapidBusinessModelings wird diese Transparenz geschaffen.
Service Innovationen: Von der Idee zu einer vermarktungsfähigen DienstleistungHeiko Gebauer
Die Präsentation beschreibt den Innovationsprozess für Dienstleistungen. Wir illustrieren Methoden im Innovationsprozess und veranschaulichen die einzelnen Phasen im Prozess. Wir veranschaulichen es anhand verschiedener Beispiele
Target Costing zielt auf die Optimierung der Wirtschaftlichkeit und damit auf die Verbesserung des operativen Ergebnisses ab. Neben den Investitions- und Finanzierungsentscheidungen ist Target Costing ein wichtiger Parameter für die positive Veränderung des Unternehmenswertes.
Was beeinflusst den Preis einer Dienstleistung oder eines Produkts und wie können junge Unternehmen mit Hilfe von Pilotkunden den Markteintritt schaffen...
Innovationsmanagement - Anwendung verschiedener Methoden des Innovationsmanag...
Kosten reduzieren durch Produktkostenanalysen
1. Kosten reduzieren durch Produktkostenanalysen
Ansatz für innovative Kostenoptimierung auf Produktebene
23.10.12 1
2. [ 2 - 31 ]
AGENDA
1. Einführung in die Thematik „Kosten reduzieren durch Produktkostenanalyse“
2. Erkenntnisgewinn aus Kostenstrukturanalysen
3. Beispiel des Einsatzes der Kostenstrukturanalyse bei DPWN
4. Anwendungsbeispiele für Kostenstrukturanalysen
5. Reputationsgewinn für den Einkauf
6. Resumee
3. [ 3 - 31 ]
1 Einführung in die Thematik
Eingeschränkter Preiswettbewerb in vielen Beschaffungssituationen
• Zunehmend komplexe Beschaffungsobjekte (Module, Systeme)
• Hochspezialisierte, limitierte Lieferantenbasis
• Lagerarme Beschaffungskonzepte (JIT, Kanban etc.)
• Steigende lieferantenspezifische Investitionen
Der Preisvergleich als traditionelle Kostensenkungsstrategie scheidet hier aus
Einsparungen daher nur im Dialog mit dem bestehenden Lieferanten möglich
Schicksalsgemeinschaft: Wettbewerbsfähigkeit des einen bedingt
Wettbewerbsfähigkeit des anderen
Notwendigkeit eines aktiven Kostenmanagements durch den Abnehmer
4. [ 4 - 31 ]
1 Einführung in die Thematik
Gestiegene Anforderungen an den Einkauf bei abnehmendem Preiswettbewerb
Einkauf muss die Ist-Situation schnell und eigenständig erfassen können, um
Beschaffungschancen zu erkennen und Kostenreduzierungsstrategien bewerten
und auswählen zu können
Analysefähigkeit
Einkauf muss veränderte Rahmenbedingungen der Wertschöpfung in ihrer
Auswirkung auf Kosten, Preise und Risiko bewerten können, um
Kostensenkungspotenziale pro-aktiv zu erkennen und einzufordern
Simulationsfähigkeit
Berücksichtigung der hohen Dynamik
Marktsituation
Beschaffungssituation
Produkt
Lieferant
Kostentransparenz ist Grundlage eines aktiven Kostenmanagements
5. [ 5 - 31 ]
AGENDA
1. Einführung in die Thematik „Kosten reduzieren durch Produktkostenanalyse“
2. Erkenntnisgewinn aus Kostenstrukturanalysen
3. Beispiel des Einsatzes der Kostenstrukturanalyse bei DPWN
4. Anwendungsbeispiele für Kostenstrukturanalysen
5. Reputationsgewinn für den Einkauf
6. Resumee
6. [ 6 - 31 ]
2 Erkenntnisgewinn aus Kostenstrukturanalysen
Ausgangssituation
Preis
Wie hoch ist der Profit?
Wie groß ist der
Verhandlungsspielraum?
? Wie hoch sind die
Produktkosten?
Gibt es Kosten-
reduzierungspotenzial?
7. [ 7 - 31 ]
2 Erkenntnisgewinn aus Kostenstrukturanalysen
Vom Preis zum Preissplitt
Preis Preissplitt
Übersteigt der Profit
Marktstandards?
Produkt-
profit
Wie groß ist der
Verhandlungsspielraum?
? Welches sind die
Kostentreiber?
Produkt- Gibt es Kosten-
kosten
reduzierungspotenzial?
Welche Strategien zur
Kostenreduzierung
existieren?
8. [ 8 - 31 ]
2 Erkenntnisgewinn aus Kostenstrukturanalysen
Von den Produktkosten zum Kostensplitt
Produktkosten Kostensplitt
andere Einfluss globaler Kostentreiber
Kosten
Gemein- Erste Ansätze zur
kosten
Kostenreduzierung
Welches sind die Kostentreiber im
Fertigungs- Bereich Fertigungskosten?
Produkt- kosten
kosten
Welches Kostenreduzierungs-
potenzial besteht in der Fertigung?
Material- Welches sind die effektivsten
kosten Strategien zur
Fertigungskostenreduzierung?
10. [ 10 - 31 ]
2 Erkenntnisgewinn aus Kostenstrukturanalysen
Von den Prozesskosten zum Prozesssplitt
Prozesskosten Prozesskostensplitt
Andere Kosten
Zinskosten
Instandhaltung
Energiekosten
Raumkosten
Welches sind die
Rüstkosten Kostentreiber der Prozesse?
Werkzeug-
kosten
Prozess X Welche Kostentreiber haben
Abschrei- den größten Einfluss?
bung
Wo ist eine Kostensenkung
am effizientesten?
Personal-
kosten
13. [ 13 - 31 ]
AGENDA
1. Einführung in die Thematik „Kosten reduzieren durch Produktkostenanalyse“
2. Erkenntnisgewinn aus Kostenstrukturanalysen
3. Beispiel des Einsatzes der Kostenstrukturanalyse bei DPWN
4. Anwendungsbeispiele für Kostenstrukturanalysen
5. Reputationsgewinn für den Einkauf
6. Resumee
14. [ 14 - 31 ]
3 Beispiel einer Service-Box
Ausgangssituation
Beginn des Produktlebenszyklus
Spezifikation völlig offen
(verschiedene Produktkonzepte)
Lieferant und Beschaffungsregion unklar
(nur sehr eingeschränkte Informationsbasis)
Abnahmevolumen unklar
(Überlegungen zwischen 500 und 75.000 Stück/Jahr)
Angebotspreis: > 85 Euro
Analyseziele
Optimierung des Produktdesigns hinsichtlich Kosten und Funktionalität
Unterstützung der Auswahl eines Lieferanten und Produktionsstandortes
Bestimmung der kostenoptimalen Nachfragemenge
Analyse von Zielpreisen
15. [ 15 - 31 ]
3 Erfolgsbeispiel Service-Box
Kostenstrukturanalyse
Erfassung der Gemeinkostenstruktur verschiedener
Lieferanten und Standorte über Kosten-Benchmarks
Kostenanalytische Bewertung aller Fertigungsprozesse
Analyse der Ist-Kosten und Ableitung von Zielpreisen
Simulations- und Optimierungsrechnungen
Wertanalytische Optimierung (Material, Fertigung, Gemeinkosten)
Datenbankgestützte Analyse der herstellkostenminimalen Produktionsregion
Risikobewertung und -minimierung
Simulation von Volumenänderungen zur Ermittlung von Skaleneffekten
Erweiterung der Perspektive auf Total Cost of Ownership
16. [ 16 - 31 ]
3 Erfolgsbeispiel Service-Box
Ergebnis
Feststellung: Kosten und Preis in starkem Missverhältnis
Optimierung von Design, Lieferant und Standort
Verbindliche Volumenplanung und Anpassung des
Fertigungskonzeptes
Verhandelter Preis: <15 Euro (minus 85%)
Erhebliche Reduzierung zukünftiger Beschaffungsausgaben
Projekterfolg
Planungssicherheit für Hersteller, erhebliche Preisreduktion für DPWN
Zeitgewinn
Erhöhung der Informationsbasis für zukünftige Aktivitäten
Sachliche und verbindliche Kommunikationsbasis
Vermindertes Versorgungs- und Qualitätsrisiko
17. [ 17 - 31 ]
AGENDA
1. Einführung in die Thematik „Kosten reduzieren durch Produktkostenanalyse“
2. Erkenntnisgewinn aus Kostenstrukturanalysen
3. Beispiel des Einsatzes der Kostenstrukturanalyse bei DPWN
4. Anwendungsbeispiele für Kostenstrukturanalysen
5. Reputationsgewinn für den Einkauf
6. Resumee
18. [ 18 - 31 ]
4 Produktkostenanalysen werden für vielfältige
Fragestellungen in diversen Branchen eingesetzt
Einsatzbereiche für Produktkostenanalysen
Anwendungsbeispiele Branchenbeispiele
Abwehr / Durchsetzung von Preiserhöhung Maschinen- / Anlagenbau
Target Costing und Rentabilitätsanalyse Chemie- / Pharmaindustrie
Variantenbewertung Produktdesign Service / Dienstleister
Make-or-Buy Entscheidung Konsumgüterindustrie
Standortverlagerungsrechnung
Nahrungsmittelindustrie
Optimierung Standortstruktur / Auslastung
IT / Halbleiterindustrie
Abruf- / Volumenänderungen
Vertriebsunterstützung / Preisuntergrenzen
Automobilindustrie
Engpassanalyse Energieversorgung
20. [ 20 - 31 ]
AGENDA
1. Einführung in die Thematik „Kosten reduzieren durch Produktkostenanalyse“
2. Erkenntnisgewinn aus Kostenstrukturanalysen
3. Beispiel des Einsatzes der Kostenstrukturanalyse bei DPWN
4. Anwendungsbeispiele für Kostenstrukturanalysen
5. Reputationsgewinn für den Einkauf
6. Resumee
21. [ 21 - 31 ]
5 Interner Reputationsgewinn
Zielgruppe Mehrwert Reputationsgewinn
• Tieferes Produktverständnis
• Verdeutlichung aller vorhandenen • Verbesserte Wahrnehmung der
Kostenreduzierungspotenziale Problemlösungskompetenz
• Besseres Verständnis der • Schnellere Reaktion auf interne
Anforderungen des BP Anfragen
• Verbesserung der Servicequalität • Einkäufer wird als Berater
Business • wahrgenommen
Bessere Vorbereitung gemeinsamer
Partner
Verhandlungen • Stärkere und frühere Einbeziehung
• Verbessertes Verständnis von in Entscheidungen
Design-, Volumen-, Lieferanten- und
• Höhere Akzeptanz des Einkaufs als
Marktveränderungen
Verhandlungsführer
• Signifikant höherer Wertbeitrag
durch Antizipation und Ausschöpfen • „Time to market“ wird verkürzt
vorhandener Einsparpotenziale
22. [ 22 - 31 ]
5 Externer Reputationsgewinn
Zielgruppe Mehrwert Reputationsgewinn
• Beitrag zur strategischen
• Versachlichung des Dialogs mit
Partnerschaft
dem Fokus auf Fakten
• Erkennen vorhandener Hebel und • Wahrnehmung als
Lieferant Wertschöpfungspartner, nicht
Strategien zur Kostensenkung
als Preisdrücker
• Steigerung der
Wettbewerbsfähigkeit • Einkauf trägt aktiv zur
Lieferantenentwicklung bei
• Schnellere flächendeckende • Verbesserte Bewertung von
Ausbreitung von (innovativen) Angebots- und Servicequalität
Problemlösungen • Erhöhter Kundennutzen durch
Endkunde
• Weitergabe erzielter Einsparungen verbesserte Wahrnehmung der
an den Endkunden im Rahmen der
Entgeltpolitik Preis-Leistungs-Relation
23. [ 23 - 31 ]
AGENDA
1. Einführung in die Thematik „Kosten reduzieren durch Produktkostenanalyse“
2. Erkenntnisgewinn aus Kostenstrukturanalysen
3. Beispiel des Einsatzes der Kostenstrukturanalyse bei DPWN
4. Anwendungsbeispiele für Kostenstrukturanalysen
5. Reputationsgewinn für den Einkauf
6. Resümee
24. [ 24 - 31 ]
6 Faktenbasierte Antworten auf häufige Fragen
• Wie wirken sich Rohstoffpreissteigerungen wirklich auf Produktkosten und
Preise aus?
• Ist bei meinem Beschaffungsobjekt die Bottom-Line bereits erreicht oder lohnt
es sich, Wettbewerb zu induzieren?
• Ist mein Lieferant gegenwärtig wettbewerbsfähig? Wie lässt sich dessen
Wettbewerbsfähigkeit nachhaltig steigern?
• Lohnt es sich, über eine Verlagerung nachzudenken? Wenn ja, wohin?
• Kann das Preisniveau durch Volumenausweitung noch signifikant reduziert
werden?
25. [ 25 - 31 ]
6 Zusammenfassung
Die aus einer Kostenstrukturanalyse resultierende Objektivierung der Debatte
verändert den internen und externen Dialog von einer Preis- zu einer
Produktorientierung
Das durch Kostenstrukturanalysen verbesserte Produktverständnis führt zu
effizienteren internen und externen Wertschöpfungspartnerschaften
Die im Vergleich zu klassischen Beschaffungstechniken deutlich höheren
Einsparungen resultieren vorrangig aus Maßnahmen zur Kostensenkung, nicht
aus einer Gewinnabschöpfung
Der erhöhte Wertbeitrag des Einkaufs führt zu einem internen und externen
Reputationsgewinn und zu einer stärkeren Wahrnehmung der
Führungsqualitäten des Einkaufs
26. [ 26 - 31 ]
6 Vorteile für den Kunden
Zügige Umsetzung Geringe Kosten
Fokussiertes Vorgehen: Schritt für Schritt – umsatz- Geringe Kosten / Risiken für Kunden in der
stärkstes Produkt/ Zukaufteil mit höchstem Einkaufs- Analysephase durch Pauschale
volumen zuerst; jeweils bis auf sinnvolle Detailtiefe Kosten für Umsetzungsphase sind Teil der
Verwendung interner/ externer Unternehmensdaten realisierten Einsparungen!
sowie Branchen- und Produktarten-Benchmarks Gesamtkosten idR. < 30% der erzielten Einsparungen
Zügige Umsetzung nach kurzer Analyse
(Tool-gestützt), Projektdauer typischerweise
< 6 Monate Produkt-getriebene
Kostenoptimierung
Software und Datenbanken (Kalkulationssoftware; Benchmark- /Kalkulationsdaten)
seit > 10 Jahren erfolgreich eingesetzt; sehr hohe Genauigkeit in der Berechnung
Detaillierung der Analyse bis auf die Produkt- und Prozessebene, inklusive Kostentreiber
Hohe Genauigkeit der Daten
27. [ 27 - 31 ]
costdata Historie
2000 Firmengründung zur Entwicklung von
innovativen Software- und
Beratungsleistungen im Bereich der
Produktkostenkalkulation
2001 Verkauf der ersten Produktkostenkalkulations-
Software
2002 Einführung und Verknüpfung von weltweiten
Datenbanken mit Lohn- und
Gehaltskostendaten; Einführung von
Benchmarkwerten von Unternehmenskosten-
strukturen (Gemeinkosten)
2003 Integration von Vergleichsdaten von 600
Standardmaschinen zur schnelleren
Kalkulation von Fertigungsprozesskosten,
Einführung von Rohmaterialdaten und Preisen
zur vereinfachten Kalkulation der
Produktmaterialkosten
2005 Entwicklung weiterer Softwareprogramme wie
z.B. Branchenkalkulation, Global Sourcing,
Servicekosten-Kalkulations-Software,
Rohstoff-Preisindex-Software
2008 weltweiter Marktführer für Produktkosten-
Kalkulationsdaten
29. [ 29 - 31 ]
costdata® Software und Datenbanken
Software- Programme
• costdata® calculation zur Produktkostenkalkulation- und Analyse
• costdata® service calculation zur Kalkulation von Dienstleistungskosten
• costdata® global sourcing zur Ermittlung der günstigsten Herstellregion weltweit
• costdata® industry cost control zur Überprüfung und Abwehr von Preisforderungen
• costdata® commodity index zur Ermittlung der Veränderungen von Rohstoffpreisen
• costdata® linear performance pricing zur Ermittlung von Kosten mittels linearer Regression
Datenbanken: Kalkulations-/ Benchmarkdaten / Einsatzfaktoren
• costdata® Personal und Personalnebenkosten aus 21 Branchen und ca. 1100 Länderregionen
• costdata® Materialpreisdatenbank
• costdata® Maschinendatenbank
• costdata® Benchmark Gemeinkostenstrukturen von Unternehmen
• costdata® Raumkosten, Zinsen, Energiekosten etc.
30. [ 30 - 31 ]
Beratungsleistungen
Durchführung von Service-, Produkt-
und Werkzeugkostenkalkulationen
Identifikation von Kostentreibern und
Optimierung der Konstruktions- und
Fertigungsparameter
Standortverlagerungsrechnung
300%
(national & global)
200% Target Costing und Make-or-Buy
100%
Sortimentsbereinigung durch
0%
Ermittlung der Gewinn- und
Verlustbringer Produkte
0% 20% 40% 60% 80% 100%
Design-to-Cost, Total Cost of
Ownership
Eigene Software und weltweite
Kostenbenchmarkdatenbank
Realisierung der Einsparpotenziale
durch Lieferantenverhandlungen und
-workshops
31. [ 31 - 31 ]
Ihr Ansprechpartner:
costdata GmbH
Josef-Lammerting-Allee 10
50933 Köln
+49(0) 221 9346780
Frank Weinert
F.Weinert@costdata.de