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Operations Mgmnt.

Prof. fandel: Chapter 17: Lean Operating Systems

Lean Thinking Refers to approaches that focus on the elimination of waste in all forms, and smooth, efficient flow of materials and information throughout the value chain to obtain faster customer response, higher quality, and lower costs.
Lean Operating Systems Manufacturing and service operations that apply lean thinking principles.
Principles of Lean Operating Systems: 1) Eliminate Waste 2) Increase Speed and Response 3) Improve Quality 4) Reduce Cost
The 5S's 1) Sort: each item is in the proper place. 2) Set in order: Arrange materials so that they are easy to find and use. 3) Shine: Clean work area. 4) Standardize: Formalize procedures and practices 5) Sustain: Keep the process going.
Visual Controls Indicators for operating activities that are placed in plain sight of all employees so that everyone can quickly and easily understand the status and performance of the work system. Ex) Electronic scoreboards in production processes.
Batching The process of producing large quantities of items as a group before being transferred to the next operation.
Single-piece flow The concept of ideally using batch sizes of one. * A company must be able to change between products quickly and inexpensively by reducing setup times.
Quality and Continuous Improvement -Quality at the source requires doing it right the first time, and therefore eliminates the opportunities for waste. -As an organization continuously improves its processes, it eliminates rework and waste, thus making the processes leaner.
Total Productive Maintenance (TPM) Focused on ensuring that op. systems will perform their intended function reliably. Goals: Max equipment effectiveness and eliminate unplanned downtime, create worker ownership of equipment, improve equipment operation through emp. involvement activities
Push System Producing finished goods inventory in advance of customer demand using forecast of sales.
T/F: Push systems typically have long setup times and large batch sizes, resulting in high WIP inventories. TRUE.
Pull System Employees at a given operation go to the source of the required parts as machining or subassembly, and withdraw the units as they need them.
T/F: In a pull system, finished goods are made to coincide with expected rate of customer demand, resulting in minimal inventories and maximum responsiveness. FALSE. Finished goods are made to coincide with the actual rate of customer demand.
Kanban A flag or a piece of paper that contains all relevant information for an order: part number, description, process area used, time of delivery, quantity available, quantity delivered, production quantity, etc.
Created by: KAzetapi