Académique Documents
Professionnel Documents
Culture Documents
Most of the materials, including graphs tables and formulas used in the
development of this course are taking from
Lee. J. Krajewski, Larry P. Ritzman and Manoj K. Malhotra, “Operations Management, 9th
edition”, Pearson Prentice Hall, 2010.
What is a Lean System?
Lean Systems
1. Overproduction 5. Motion
2. Inappropriate Processing
6. Inventory
3. Waiting
7. Defects
4. Transportation
8. Underutilization of
Employees
https://www.youtube.com/watch?v=VWN8NrJ7LE8
Lean Systems
Characteristics of Lean
Lean systems are operations Systems
systems that maximize the value
added by each of a company’s
activities by paring unnecessary Pull method of work flow
resources and delays from them. Quality at the source
Just-in-time (JIT) philosophy Small lot sizes
The belief that waste can be Uniform workstation loads
eliminated
unnecessary
by
capacity
cutting
or
Standardized components &
inventory and removing non- work methods
value-added activities in Close supplier ties
operations. Flexible workforce
JIT system: A system that Line flows
organizes the resources,
Automation
information flows, and decision
rules that enable a firm to realize Five S
the benefits of JIT principles. Preventive maintenance
Push and Pull Systems of Work Flow
1. Sort: Separate needed from unneeded items (including tools, parts, materials,
and paperwork), and discard the unneeded.
2. Straighten: Neatly arrange what is left, with a place for everything and
everything in its place. Organize the work area so that it is easy to find what is
needed.
3. Shine: Clean and wash the work area and make it shine.
4. Standardize: Establish schedules and methods of performing the cleaning and
sorting. Formalize the cleanliness that results from regularly doing the first
three S practices so that perpetual cleanliness and a state of readiness is
maintained.
5. Sustain: Create discipline to perform the first four S practices, whereby
everyone understands, obeys, and practices the rules when in the plant.
Implement mechanisms to sustain the gains by involving people and
recognizing them via a performance measurement system.
https://www.youtube.com/watch?v=8gKJ3_Hm3dM
Toyota Production
System
https://www.youtube.com/watch?v=6y3qrOla9Tc
https://www.youtube.com/watch?v=P-bDlYWuptM
House of Toyota
One-Worker, Multiple
Machines
Group Technology
Jumbled Flows
without GT
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
O2 Full containers
The Single-Card Kanban System
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
O2 Full containers
The Single-Card Kanban System
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
The Single-Card - Kanban System
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
The Single-Card Kanban System
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
O2 Full containers
The Single-Card Kanban System
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
The Single-Card Kanban System
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Determining the Number of Containers
d( w + p )( 1 + )
k=
c
k = 6.6 or 7 containers
Application 1
Item B52R has an average daily demand of 1,000 units. The
average waiting time per container of parts (which holds 100
units) is 0.5 day. The processing time per container is 0.1 day. If
the policy variable is set at 10 percent, how many containers
are required?
Organizational Considerations
𝒅 (𝒘 + 𝒑 )(1 + α)
k=
c
3,000(0.8 + 0.2)(1 + α)
20 =
270
20(270)
(1 + α) = = 1.8
3,000(0.8 + 0.2)
α = 1.8 – 1 = 0.8
Solved Problem
c. If α = 0 3,000(0.8 + 0.2)(1 + 0)
k=
270
= 11.11, or 12 containers