Gross J.M., McInnis K.R. — Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process :: Электронная библиотека попечительского совета мехмата МГУ

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

Авторы: Gross J.M., McInnis K.R.

Аннотация:

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.

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Рубрика: Технология/

Статус предметного указателя: Готов указатель с номерами страниц

ed2k: ed2k stats

Год издания: 2003

Количество страниц: 259

Добавлена в каталог: 20.08.2007

Операции: Положить на полку | Скопировать ссылку для форума | Скопировать ID

Предметный указатель

Time available, calculations for      54—55 56
Timeline, for kanban implementation      25—26
Total productive maintenance (TPM), instructions      170
Total productive maintenance (TPM), time available for      54
Toyoda, Kiichero      2
Toyoda, Sakichi      2
Toyota Motor Company, JIT manufacturing at      2
Toyota Production System (TPS) and continuous loop of improvement      161
Toyota Production System (TPS), seven wastes identified by      6
Toyota Production System (TPS), use of kanban cards      90 92
Training as step in kanban implementation      10—11
Training for changeover      166
Training for what-if      129 132 134
Training in kanban basics      126—128
Training in kanban operations      128—132
Training in kanban process flow      125 127 130
Training in kanban rules      131
Training in kanban techniques      27—28
Training in use of red signal      131
Training, importance of      139—140
Training, materials for      126
Training, need for      118
Training, role of coach and mentor in      135
Transition plan, for kanban implementation      118—120

Transportation cost, reduction of      63 173—174
Transportation time, expedition of      230—231
Travel, elimination of      163
Two-bin kanban systems, purpose of      189 195
Two-bin kanban systems, sample parts list      190—193
Two-bin kanban systems, set-up of      194—195
Two-card system, FIFO box used in      101 102
Two-card system, used as scheduling signal      99—101 103
Two-part number kanban, data collection for      41—42
Two-part number kanban, replenishment interval for      59
Two-part number kanban, time available for changeovers for      57
Value stream mapping      14
Value stream mapping in selecting target process      38
Vendor selection process      198—199 201
Visual aids, tips for use of      114
Visual management plan, for kanban design      88 112—114
Visual signals, used for scheduling      6 7
Waiting, elimination of      163
Warehouse racks, as scheduling signal      95 105—106
Wasted motion, elimination of      163
WIP loops      216—217
Womack, James P.      14
Work cell, functions of      200—201
Work cell, production scheduling by      200
Work cell, vendor selection by      201

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