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Gross J.M., McInnis K.R. Ч Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process
Gross J.M., McInnis K.R. Ч Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process

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Ќазвание: Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process

јвторы: Gross J.M., McInnis K.R.

јннотаци€:

Originally developed at Toyota, the manufacturing process known as kanban helps corporations and suppliers achieve maximum efficiency. This to implementing the kanban system in any manufacturing environment shows how to establish project goals, form a kanban team, and design the process. The CD-ROM contains tools, forms, samples, and assessment instruments. Gross and McInnis are Six Sigma consultants and have been published in trade magazines.


язык: en

–убрика: “ехнологи€/

—татус предметного указател€: √отов указатель с номерами страниц

ed2k: ed2k stats

√од издани€: 2003

 оличество страниц: 259

ƒобавлена в каталог: 20.08.2007

ќперации: ѕоложить на полку | —копировать ссылку дл€ форума | —копировать ID
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ѕредметный указатель
"Bullwhip phenomena"      183
"Current State" map      38
"Future State" map      38
Accuracy, in analyzing process information      40
Adjusted demand scrap      37
Adjusted production requirements, calculations for      52Ч53
Audit and problem solving      154Ч155
Audit as step in kanban implementation      10Ч11
Audit forms      152 153
Audit in kanban process flow      149 150Ч152
Available time for changeovers      54 56Ч59
Available time for production      53Ч54
Available time, calculation of      53Ч54
Budget, for kanban implementation      26Ч27
Buffers for supplier kanbans      75
Buffers, calculation of      59 77
Buffers, changes incorporated in kanban      175
Buffers, confidence interval used for      76
Buffers, determining final size of      64
Buffers, incorrect assumptions for      69 71
Buffers, reduction of      172Ч174
Capacity, incorrect assumptions for      71
Carrying cost, kanban savings in      80
Changeover times, determination of      36
Changeover times, reduction in      161 162Ч167
Changeover, impact on replenishment interval      62
Changeover, redesign of      165Ч167
Changeover, time available for      54 56 57Ч59
Combination scheduling      120
Confidence interval, definition of      75
Confidence interval, stock-out analysis and      79
Confidence interval, use for sizing buffer      76
Confidence interval, values      75
Consistency, in analyzing process information      40
Container quantities, calculating number of      64Ч65 66Ч67
Container quantities, EOQ vs. kanban model      204Ч206
Container size, determination of      68 70
Continuous loop as part of TPS      161
Continuous loop of improvement      161
Continuous loop of materials and signals      109
Customers as members of kanban team      21 23
Customers, delivery requirements of      60 63
Cyclical demand      156
Data collection process      33
Data collection process as step in kanban implementation      9
Data collection process for ten-part number kanban      41 43Ч46
Data collection process for two-part number kanban      41Ч42
Data collection process, analysis of data      38 40
Data collection process, flow of      33
Data collection process, gathering of data      34Ч38
Data collection process, summary sheet for      39
Deep-cleaning events      170Ч171
Defects, assessing root causes of      168 169
Defects, Pareto diagram of      169
Demand scheduling      see kanban scheduling
Downstream scrap      37
Downtime, determination of      36
Downtime, impact on replenishment interval      61 62
Downtime, planned vs. unplanned      36
Downtime, reduction of      168Ч171
Dry run      132Ч135
e-mails      see faxbans
Economic order quantity      see EOQ; EOQ model
Electronic kanban, used as scheduling signal      102Ч104
EOQ model vs. kanban model      204Ч206
EOQ model, basic cycle      207Ч208
EOQ model, formula      205
EOQ model, rotation cycle      208Ч210 211
EOQ vs. kanban quantity      81 203
EOQ, production constraints of      210 213
Faxbans      102Ч104
FIFO box, two-card system used as      101 102
Finished goods kanbans      78
Finished goods loops      216
Flow lanes, as scheduling signal      95Ч96
Flow racks, as scheduling signal      96Ч97
Fundamentals of Preventive Maintenance      170
Goldratt, Eli      219
Holding costs      204
Implementation schedule, development of      115Ч116
Internal lead times      63
Intra-cell kanban      219Ч222
Inventory, assessment of      140Ч142
Inventory, comfort level      64
Inventory, kanban cost savings in      80
Inventory, obsolescence prevention      7Ч8
Inventory, reduction      4 5
Inventory, supermarket storage system      186
Inventory, tracking forms for      151
ISO 9000 requirements      114
Jones, Daniel T.      14
Just in Time (JIT) manufacturing      1 2
Kaizen, time available for      54
Kanban boards as scheduling signal      98Ч99 100
Kanban boards, magnetic      98 100
Kanban boards, plastic chips used with      98 101
Kanban cards, definition of      90
Kanban cards, procedure      90Ч92
Kanban cards, rack for holding      92
Kanban cards, sample      91
Kanban design and organizational culture      89
Kanban design as step in kanban implementation      10 86Ч88
Kanban design as team activity      89
Kanban design, considerations in      10
Kanban design, failure in      145
Kanban design, implementation of      see kanban implementation
Kanban design, operational rules for      88 110Ч112
Kanban design, process flow      87
Kanban design, schedule for      see kanban scheduling
Kanban design, visual management plan for      88 112Ч114
Kanban implementation, budget for      26Ч27
Kanban implementation, confirmation of      139
Kanban implementation, cross-functional team needed for      12
Kanban implementation, in large plants      215Ч218
Kanban implementation, keys to      14Ч15
Kanban implementation, management support for      28Ч29
Kanban implementation, process flow      138
Kanban implementation, role of consultants in      12Ч13
Kanban implementation, seven steps of      8Ч12 180
Kanban implementation, successful      180
Kanban implementation, target process choice for      13Ч14
Kanban implementation, timeline for      25Ч26
Kanban implementation, training as key to      118
Kanban implementation, transition plan for      118Ч120
Kanban improvement as step in kanban implementation      12
Kanban improvement, process flow      162
Kanban process flow, audit      149
Kanban process flow, data collection      33
Kanban process flow, deployment      138
Kanban process flow, design      87
Kanban process flow, improvement      162
Kanban process flow, size calculation      49
Kanban process flow, training      125
Kanban quantities vs. EOQ      81
Kanban quantities, calculation of      49
Kanban quantities, change in assumptions for      155
Kanban quantities, changeover times impact on      160
Kanban quantities, downtime impact on      159 160
Kanban quantities, scrap impact on      159 160
Kanban scheduling      115Ч116
Kanban scheduling and combination scheduling      120
Kanban scheduling and inventory obsolescence prevention      7Ч8
Kanban scheduling and inventory reduction      4 5
Kanban scheduling and operational flow improvement      5
Kanban scheduling and overproduction prevention      5
Kanban scheduling and responsiveness to demand changes      7
Kanban scheduling as demand scheduling      2
Kanban scheduling as execution tool      3
Kanban scheduling signals for      see scheduling signals
Kanban scheduling, basic model of      179
Kanban scheduling, benefits of      4Ч8
Kanban scheduling, design, as step in      86Ч88 see
Kanban scheduling, Gantt chart format      117
Kanban scheduling, start of      11
Kanban scheduling, table format      118
Kanban scheduling, visual signals used in      6 7
Kanban size calculation and container sizes      68
Kanban size calculation in kanban process flow      49
Kanban size calculation, buffer determination      59Ч60 63Ч64
Kanban size calculation, errors in      69 71
Kanban size calculation, final      65 68
Kanban size calculation, replenishment cycle determination      51Ч56
Kanban size calculation, resizing      156
Kanban size calculation, using current quantities in      72Ч74
Kanban startup      139
Kanban startup, pitfalls      143Ч145
Kanban supermarkets, advantages of      188
Kanban supermarkets, operation of      187
Kanban supermarkets, purpose of      185Ч186
Kanban supermarkets, set-up of      186
Kanban supermarkets, visual management of      187Ч188
Kanban team, core members of      21 22
Kanban team, customers as members of      21 23
Kanban team, documenting the formation of      29
Kanban team, leader      see project leader
Kanban team, rules for      24Ч25
Kanban team, selection criteria for      20Ч21
Kanban techniques, training in      27Ч28
Kanban vs. EOQ model      204Ч206
Kanban vs. MRP systems      181Ч184
Kanban, auditing of      149 150Ч152
Kanban, benefits calculation      78
Kanban, container determination      55
Kanban, history of      1Ч2
Kanban, intra-cell      219Ч222
Kanban, operational rules for size calculation      see kanban size calculation
Kanban, two-bin systems      see two-bin kanban systems
Lead time, assessment of      69 71
Lead time, reduction of      172Ч174
Lean Manufacturing      14 219
Lean manufacturing, supplier awareness of      174
Lean philosophy      158
look      94Ч97 see
Look, using flow lanes      95Ч96
Look, using flow racks      96Ч97
Look, using warehouse racks      95
Material handlers, as members of kanban team      21 22
Material management, as members of kanban team      21 22
Material requirements, planning      see MRP systems
Materials department, reorganization of      201Ч202
Materials department, transfer of activities from      198Ч200
Milk runs      173
Move/production kanban, used as scheduling signal      106Ч107
MRP systems vs. kanban      181Ч184
MRP systems, computer expertise required for      182
MRP systems, labor-intensive nature of      182
MRP systems, shortcomings of      181 184
MRP systems, usefulness of      182Ч183
Obsolescence      see inventory obsolescence
Obsolescence cost, kanban savings in      80
Onho, Taiichi, implementation of kanban      1
Operational rules, for kanban design      88 110Ч112
Order calculation      226
Pareto principle, use in scrap reduction      168 169
Part numbers, identification of      34Ч35
Prestaging tooling      164
Preventive maintenance (PM), instructions      170
Preventive maintenance (PM), time available for      54
Process information, analysis of data      38 40
Process information, gathering of data      34Ч38
Process information, summary sheet for      39
Process scrap      37
Product flow, finished goods loops      216
Product flow, raw materials loops      217Ч218
Product flow, WIP loops      216Ч217
Production management, as members of kanban team      21 22
Production operators as members of kanban team      21 22
Production operators, control of production process      6
Production process and overflow parts      122
Production process, high vs. low demand      121
Production process, manning requirements      121Ч122
Production time, available      53
Production time, calculations for      53
Project leader, responsibilities of      23
Project leader, role of      24
Project leader, selection of      22Ч23
Rate of production, determination of      35
Raw materials, lead times reduction      172Ч174
Raw materials, loops      217Ч218
Raw materials, supermarket storage of      185
Realism, in analyzing process information      40
Replenishment cycle, determination of      51Ч56
Replenishment interval, calculations of      59 60
Replenishment interval, changeovers impact on      61 62
Replenishment interval, definition of      51
Replenishment interval, downtime impact on      61 62
Replenishment interval, improvement in      161 162
Replenishment interval, quantity      55
Replenishment interval, scrap impact on      61 62
Safety stock calculation      227
Scheduling interval, selection of      35
Scheduling signals, cheating with      145
Scheduling signals, electronic kanban used as      102Ч104
Scheduling signals, failure to follow      144
Scheduling signals, faxbans used as      102Ч104
Scheduling signals, guidelines for      90
Scheduling signals, kanban boards used as      98Ч99 100
Scheduling signals, kanban cards used as      90Ч93
Scheduling signals, logistics of      107Ч109
Scheduling signals, look-see      94Ч97
Scheduling signals, move/production kanban used as      106Ч107
Scheduling signals, selection of      88 90Ч93 93Ч107
Scheduling signals, two-card system used as      99Ч101 103
Scheduling signals, warehouse racks used as      105Ч106
Scrap, downstream      37
Scrap, impact on replenishment interval      61 62
Scrap, levels      37
Scrap, reduced impact of      159 160
Scrap, reduction of      167Ч168
Scrap, root causes of      168
Set-up costs      204
Shop floor, transfer of activities to      198Ч200
Single Minute Exchange of Dies (SMED), reducing changeover times      166Ч167
Single Minute Exchange of Dies (SMED), workshops      163
SMED      see Single Minute Exchange of Dies (SMED)
Space cost, kanban savings in      80
Stakeholders, need for support from      20
Startup activities, improvement of      163
Startup process, design of      166
Stock-out analysis      79
streamlining      163
Streamlining, candidates for      164
Supermarkets      see kanban supermarkets
Supplier kanbans      50
Supplier kanbans, assessing of suppliers      74
Supplier kanbans, determining buffer for      75
Supplier kanbans, developing quantities for      74Ч78
Supplier lead times      63
Supplier lead times, reduction of      173Ч174 230
System scrap, definition of      37
System scrap, rates      36
Target process, choice of      13Ч14
Target process, data collection for      see data collection process
Target products, identification of      35
Ten-part number kanban, data collection for      41 43Ч46
Ten-part number kanban, inventory assessment      141
Ten-part number kanban, kanban rules for      113 114
Ten-part number kanban, replenishment interval for      60
Time      see production time
Time available for changeovers for      58
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