Made-to-Order Lean
Excelling in a High-Mix, Low-Volume Environment
Greg Lane
- 224 pagine
- English
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Made-to-Order Lean
Excelling in a High-Mix, Low-Volume Environment
Greg Lane
Informazioni sul libro
Toyota Production System methods have rendered remarkable results in high-volume manufacturing plants, but they have not been fully understood and correctly applied in high-mix, low-volume environments. While lean principles do apply, the implementation methods and tools must be adapted and alternate methods embraced in a low-volume environment. This volume is specifically geared for manufacturers that have hundreds to thousands of active part numbers with few or no ongoing forecasted volumes, and for job shops that build only to order. The primary focus is eliminating non-value-added activities and instituting improvements on the most repetitive jobs, a strategy that gives you more time to produce your low-volume work or one-offs.
About the author:
Greg Lane is a faculty member of the Lean Enterprise Institute and an advisor to the Instituto de Lean Management in Spain. During his time with Toyota, he was one of a handful of candidates selected for a one-year training program conducted by the company's masters. He became certified as a Toyota Production System (TPS) Key Person and continued his work with Toyota, training others in TPS.
He has been highly active in working on implementing lean around the world, supporting large and small companies alike. In 1998, he began to focus his lean endeavors on meeting the specific needs of high-mix, low-volume enterprises. During his time as an independent consultant, Greg purchased and operated his own manufacturing company, which specialized in fast turnaround on high-mix, low-volume parts. Greg used TPS to grow the business and nearly double its sales.
Greg and his associates have experience not only at adapting the methods contained in this book, but also in applying other tools that are too numerous to detail here. They can be reached for further support with your lean transformation via email: [email protected]
Domande frequenti
Informazioni
1
Managing Visually
Using the Right Metrics
- The responsible manager has little influence. Understand how the metric is calculated and what influence the responsible person has over the factors in the equation. Assuming the metric consists of a numerator and denominator, does the manager have influence over one or both? Consider, for example, a production manager who is responsible for a productivity measurement of “wages/sales.” In many cases, a production manager is not able to directly influence wages (although he or she might have a small influence regarding overtime), because there is a fixed number of permanent employees at predetermined wages. Sales figures are usually the responsibility of the sales department; therefore, the production manager has little influence (he or she can try only to get all orders shipped by the request date). However, if you change the metric to “minutes/part,” there is direct accountability, which should push the production manager to improve productivity. It is advisable to review your metrics and determine whether the responsible manager(s) actually has a direct influence over the factors comprising the measurement.
- Metrics are subject to opinions or outside factors. RPPM (returned parts per million) is an example of an important and necessary measurement, but it often represents the customer’s inspection/perception. There is also usually a delay in obtaining and acting on this data, and some customer complaints are either outside the internal inspection limits or are caused by outside factors (for example, shipping damage, improper application, and so on). So although this metric must be looked at and all returns must be analyzed, it is sometimes better for the quality and production managers to track and base immediate actions on internal quality measures rather than quality issues that make it through to customers. (Also, internal quality should measure and reflect the types of RPPMs being discovered and should periodically be adjusted ...