Beruflich Dokumente
Kultur Dokumente
Lean Production
Gestione Strategica
delle Organizzazioni
Prof. Moreno Muffatto
2014-2015
Context
Country Differences
Cultural
Company as a community: lifetime employment,
access to company facilities, seniority-based wages
as a return, employees must be more flexible and
actively promote interests of company
Implications: labor = Fixed cost
Economic
Postwar conditions put Japan into a country lacking
significant capital, so that Japan had to rely mostly on
producing its own technology.
1.
2.
3.
4.
Principi chiave:
Just in Time (JIT) = produrre i pezzi nella quantit
necessaria al momento giusto
Jidoka = controllo automatico e autonomo dei difetti di
produzione
Shojinka = manodopera flessibile
Soikofu = creativit
Maggiore
consapevolezza
di problemi e cause
Riduzione
delle scorte
Riduzione
Dimensione
Lotti
Minori scorte
nel sistema
Produzione JIT
Minori costi
relativi
alle scorte
Controllo
qualit
Produzione
regolare
Minor numero
di ore per
rilavorazioni
Minor spreco
di materiale
Principles
Lean production
Lean Production
Forecast Sales
Order components
Store
Inventory
Store Inventory
Produce goods in
anticipation of Sales
Customer places
an order
Create Production
Order
Generate component
requirements
Goods delivered
when needed
Production begins
as parts arrive
Components
are ordered
Streamlined Production
Traditional Flow
Production Process
(stream of water)
Inventory level
Suppliers
Flow with JIT
Inventory level
Customers
Inventory (stagnant
ponds)
Suppliers
Material
(water in
stream)
Scrap
Setup
time
Process
downtime
Quality
problems
Scrap
Late
deliveries
Setup
time
Process
downtime
Quality
problems
Late
deliveries
Customers
Kaizen
Poka-Yoke
Kanban
to achieve Just-in-time
Jidoka
Jidoka
Wastes
Overproducing
Waiting
Transportation
Over-processing
Excess Inventory
Four principles:
1. Detect the abnormality
2. Stop
3. Fix or correct the immediate condition
4. Investigate the root cause and install a
countermeasure
Description
5S Scan
Seiri
(sort)
Goal
A place for
everything and
everything in its
place
Seiton
(set in order)
Cleaning, and
looking for ways to
keep clean and
organized
Seisou
(shine)
Seiketsu
(standardize)
Shisuke
(sustain)
Maintaining and
monitoring the first
three categories
Eliminate or Correct
Unneeded equipment, tools, furniture;
unneeded items on walls, bulletins; items
blocking aisles or stacked in corners;
unneeded inventory, supplies, parts; safety
hazards
Items not in their correct places; correct
places not obvious; aisles, workstations, &
equipment locations not indicated; items not
put away immediately after use
Floors, walls, stairs, equipment, & surfaces
not lines, clean; cleaning materials not easily
accessible; labels, signs broken or unclean;
other cleaning problems
Necessary information not visible; standards
not known; checklists missing; quantities and
limits not easily recognizable; items cant be
located within 30 seconds
Number of workers without 5S training;
number of daily 5S inspections not performed;
number of personal items not stored; number
of times job aids not available or up-to-date
Supplier Networks
Long-term supplier contracts
Synchronized production
Supplier certification
Mixed loads and frequent deliveries
Precise delivery schedules
Standardized, sequenced delivery
Locating in close proximity to the customer
Lean Services
Basic elements of lean production
apply equally to services
Most prevalent applications
lean retailing
lean banking
lean health care