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| Ïîèñê ïî óêàçàòåëÿì |
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| Gross J.M., McInnis K.R. — Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process |
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| Ïðåäìåòíûé óêàçàòåëü |
"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 52—53
Audit and problem solving 154—155
Audit as step in kanban implementation 10—11
Audit forms 152 153
Audit in kanban process flow 149 150—152
Available time for changeovers 54 56—59
Available time for production 53—54
Available time, calculation of 53—54
Budget, for kanban implementation 26—27
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 172—174
Capacity, incorrect assumptions for 71
Carrying cost, kanban savings in 80
Changeover times, determination of 36
Changeover times, reduction in 161 162—167
Changeover, impact on replenishment interval 62
Changeover, redesign of 165—167
Changeover, time available for 54 56 57—59
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 64—65 66—67
Container quantities, EOQ vs. kanban model 204—206
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 43—46
Data collection process for two-part number kanban 41—42
Data collection process, analysis of data 38 40
Data collection process, flow of 33
Data collection process, gathering of data 34—38
Data collection process, summary sheet for 39
Deep-cleaning events 170—171
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 168—171
Dry run 132—135
e-mails see faxbans
Economic order quantity see EOQ; EOQ model
Electronic kanban, used as scheduling signal 102—104
EOQ model vs. kanban model 204—206
EOQ model, basic cycle 207—208
EOQ model, formula 205
EOQ model, rotation cycle 208—210 211
EOQ vs. kanban quantity 81 203
EOQ, production constraints of 210 213
Faxbans 102—104
FIFO box, two-card system used as 101 102
Finished goods kanbans 78
Finished goods loops 216
Flow lanes, as scheduling signal 95—96
Flow racks, as scheduling signal 96—97
Fundamentals of Preventive Maintenance 170
Goldratt, Eli 219
Holding costs 204
Implementation schedule, development of 115—116
Internal lead times 63
Intra-cell kanban 219—222
Inventory, assessment of 140—142
Inventory, comfort level 64
Inventory, kanban cost savings in 80
Inventory, obsolescence prevention 7—8
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 98—99 100
Kanban boards, magnetic 98 100
Kanban boards, plastic chips used with 98 101
Kanban cards, definition of 90
Kanban cards, procedure 90—92
Kanban cards, rack for holding 92
Kanban cards, sample 91
Kanban design and organizational culture 89
Kanban design as step in kanban implementation 10 86—88
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 88 110—112
Kanban design, process flow 87
Kanban design, schedule for see kanban scheduling
Kanban design, visual management plan for 88 112—114
Kanban implementation, budget for 26—27
Kanban implementation, confirmation of 139
Kanban implementation, cross-functional team needed for 12
Kanban implementation, in large plants 215—218
Kanban implementation, keys to 14—15
Kanban implementation, management support for 28—29
Kanban implementation, process flow 138
Kanban implementation, role of consultants in 12—13
Kanban implementation, seven steps of 8—12 180
Kanban implementation, successful 180
Kanban implementation, target process choice for 13—14
Kanban implementation, timeline for 25—26
Kanban implementation, training as key to 118
Kanban implementation, transition plan for 118—120
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 115—116
Kanban scheduling and combination scheduling 120
Kanban scheduling and inventory obsolescence prevention 7—8
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 4—8
Kanban scheduling, design, as step in 86—88 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 59—60 63—64
Kanban size calculation, errors in 69 71
Kanban size calculation, final 65 68
Kanban size calculation, replenishment cycle determination 51—56
Kanban size calculation, resizing 156
Kanban size calculation, using current quantities in 72—74
Kanban startup 139
Kanban startup, pitfalls 143—145
Kanban supermarkets, advantages of 188
Kanban supermarkets, operation of 187
Kanban supermarkets, purpose of 185—186
Kanban supermarkets, set-up of 186
Kanban supermarkets, visual management of 187—188
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 24—25
Kanban team, selection criteria for 20—21
Kanban techniques, training in 27—28
Kanban vs. EOQ model 204—206
Kanban vs. MRP systems 181—184
Kanban, auditing of 149 150—152
Kanban, benefits calculation 78
Kanban, container determination 55
Kanban, history of 1—2
Kanban, intra-cell 219—222
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 172—174
Lean Manufacturing 14 219
Lean manufacturing, supplier awareness of 174
Lean philosophy 158
look 94—97 see
Look, using flow lanes 95—96
Look, using flow racks 96—97
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 201—202
Materials department, transfer of activities from 198—200
Milk runs 173
Move/production kanban, used as scheduling signal 106—107
MRP systems vs. kanban 181—184
MRP systems, computer expertise required for 182
MRP systems, labor-intensive nature of 182
MRP systems, shortcomings of 181 184
MRP systems, usefulness of 182—183
Obsolescence see inventory obsolescence
Obsolescence cost, kanban savings in 80
Onho, Taiichi, implementation of kanban 1
Operational rules, for kanban design 88 110—112
Order calculation 226
Pareto principle, use in scrap reduction 168 169
Part numbers, identification of 34—35
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 34—38
Process information, summary sheet for 39
Process scrap 37
Product flow, finished goods loops 216
Product flow, raw materials loops 217—218
Product flow, WIP loops 216—217
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 121—122
Production time, available 53
Production time, calculations for 53
Project leader, responsibilities of 23
Project leader, role of 24
Project leader, selection of 22—23
Rate of production, determination of 35
Raw materials, lead times reduction 172—174
Raw materials, loops 217—218
Raw materials, supermarket storage of 185
Realism, in analyzing process information 40
Replenishment cycle, determination of 51—56
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 102—104
Scheduling signals, failure to follow 144
Scheduling signals, faxbans used as 102—104
Scheduling signals, guidelines for 90
Scheduling signals, kanban boards used as 98—99 100
Scheduling signals, kanban cards used as 90—93
Scheduling signals, logistics of 107—109
Scheduling signals, look-see 94—97
Scheduling signals, move/production kanban used as 106—107
Scheduling signals, selection of 88 90—93 93—107
Scheduling signals, two-card system used as 99—101 103
Scheduling signals, warehouse racks used as 105—106
Scrap, downstream 37
Scrap, impact on replenishment interval 61 62
Scrap, levels 37
Scrap, reduced impact of 159 160
Scrap, reduction of 167—168
Scrap, root causes of 168
Set-up costs 204
Shop floor, transfer of activities to 198—200
Single Minute Exchange of Dies (SMED), reducing changeover times 166—167
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 74—78
Supplier lead times 63
Supplier lead times, reduction of 173—174 230
System scrap, definition of 37
System scrap, rates 36
Target process, choice of 13—14
Target process, data collection for see data collection process
Target products, identification of 35
Ten-part number kanban, data collection for 41 43—46
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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