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  • Bases Lean Manu

    Transféré par

    raspaflow
    6 vues4 pages
    IMPACT OF INVENTORY and PROBLEMS inventory 25-40% of companys revenue inventory People Not motivated Long Setup &Lead-ime Transport / hadling Uneven Production Hidden Problems Resource Tied Up Wasted Space People Late Deliveries Downtime Defects Equipment Storage Cost Energy Obsolescence Equip Reqd Scrap Rework Cost Quality Rejects Engineering change orders Long cycle times Time value of money Lost sales 15 - 20 % Not Capture True Costs Lack of Awareness Acceptance tha

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    IMPACT OF INVENTORY and PROBLEMS inventory 25-40% of companys revenue inventory People Not motivated Long Setup &Lead-ime Transport / hadling Uneven Production Hidden Problems Resource Tied Up Wasted Space People Late Deliveries Downtime Defects Equipment Storage Cost Energy Obsolescence Equip Reqd Scrap Rework Cost Quality Rejects Engineering change orders Long cycle times Time value of money Lost sales 15 - 20 % Not Capture True Costs Lack of Awareness Acceptance tha

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    Attribution Non-Commercial (BY-NC)
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    6 vues4 pages

    Bases Lean Manu

    Transféré par

    raspaflow
    IMPACT OF INVENTORY and PROBLEMS inventory 25-40% of companys revenue inventory People Not motivated Long Setup &Lead-ime Transport / hadling Uneven Production Hidden Problems Resource Tied Up Wasted Space People Late Deliveries Downtime Defects Equipment Storage Cost Energy Obsolescence Equip Reqd Scrap Rework Cost Quality Rejects Engineering change orders Long cycle times Time value of money Lost sales 15 - 20 % Not Capture True Costs Lack of Awareness Acceptance tha

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PPT, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 4

    IMPACT OF INVENTORY & PROBLEMS

    Inventory

    25-40% of Company`s Revenue

    Inventory

    People Not motivated

    Long Setup &Lead-ime

    Transport / hadling
    Uneven Production

    Hidden Problems Resource Tied Up

    Wasted Space

    People

    Late Deliveries Downtime Defects

    Equipment Storage Cost Energy Obsolescence

    Equip Req`d Scrap

    B E N E F I T

    Rework

    Cost Quality Rejects


    Parts Required-Unit Floor Space Distance Traveled-Part Final Goods Interventory WIP No. Of Operators DownTime Cycle Time Lead Time Setup Time

    -100

    -90

    -80

    -70

    -60

    -50

    -40

    -30

    -20

    -10

    % REDUCTION

    Traditional QC&Ls

    58%

    Inspection
    Warranty
    Scrap Rework

    Rejects

    Engineering change orders Long cycle times


    Time value of money

    Lost sales
    15 20 % Not Capture True Costs Lack of Awareness Acceptance thahThings have always been done

    (Less obvious)
    Long set - ups Expediting costs Working capital Lost customer loyalty

    Late delivery Excess inventory

    Lost Opportunity

    Excessive material orders / planning

    The costs of the Hidden Factors are less obvious, but ofter much more opprtunity to improve

    BLOQUE PIRAMIDAL LEAN MANUFACTURING


    Mejoramiento de Largo Aliento Calidad-Costo-Despachos QCD

    Crear Valor VA- Eliminar Prdidas- Soporte Trabajo Grupal


    Estrategias PULL & SEIS SIGMA Tcnicas a Implementar Kanban-Manuf. Celular-Heijunka- Kaisen- Trabajo EstandarTPM- SPC

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