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Failure mode and effect analysis (FMEA) was initiated by the aerospace industry in the 1960s to improve the reliability of systems. It is a part of total quality management programs and should be used to prevent potential failures that could affect safety, production, cost or customer satisfaction. FMEA can be used during the design, service or manufacturing processes to minimize the risk of failure, improving the customer's confidence while also...
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The most important thing in standardized work is finding a balance between giving employees strict rules to follow and allowing them to be creative and come up with new ideas to consistently meet difficult goals like cost, quality, and delivery. The secret to finding the right balance depends on how standards are written and who helps create them.
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Giving machines and operators the power to notice when something is wrong and quickly pause their work. This helps companies to increase quality at every step of the process and to have workers and machines work separately for better efficiency. Jidoka is a fundamental concept in the Toyota Production System, which is an important way of doing things in Toyota factories. It is one of the two main principles, along with just-in-time.Jidoka is a system...
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Poka-yoke is a Japanese word that means "error-proofing". It involves using simple and cheap tools to help workers avoid making mistakes in their work. These devices prevent errors like using the wrong parts, forgetting to put in a part, or installing a part the wrong way. In simpler words, in Japanese, "poka" means making a mistake by accident, and "yoke" means stopping or avoiding the mistake.Have you ever wondered why Japanese cars are known for...
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Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a...
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Yes, people called the Toyota Prodcution System an inventory reduction program when they first heard of it. "Just in time" is one of the main pillars in the TPS. "Just in time" ideally means "one-piece flow." Inventory is the greatest waste in the process, and it hides many problems, such as quality problems, breakdown times, waiting waste, and more. Let's get back to history. Prior to the 1970 oil crisis, very few people in the world know what Toyota...
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The real purpose of 5S is more than just cleaning up once. The 5S method helps to make standards that show problems, keep things stable so we can make small improvements, reduce waste, make a focused and organized workplace, and work together to keep getting better. Visual Thinking describes the 5S system as creating a work environment that is easy to understand, organized, and always getting better.
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Yet many companies focus on the mechanisms of implementation--one-piece flow, pull production, takt time, standard work, kanban--without linking those mechanisms back to the pillars that hold up the entire system. JIT is fairly well understood, but jidoka is key to making the entire system stick. A lot of failed implementations can be traced back to not building this second pillar. Jidoka is one of the main pillars of the TPS. The TPS is presented...
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Production kanban, which translates to "sign" or "signboard" in Japanese, instructs an upstream process on the kind and number of goods to produce for a downstream process. In a pull system, a kanban is a signalling tool that provides approval and instructions for the manufacture or withdrawal (conveyance) of products. The conveyance used by the downstream process is referred to as the "withdrawal." The assembly process and the client, the assembly...
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Takt time is calculated as the amount of manufacturing time that is available divided by the volume of orders. In the 1930s, the German aviation industry employed Takt for the first time as a production management tool. The idea was widely used within Toyota in the 1950s, and by the late 1960s, it had been adopted by the majority of the Toyota supplier base. Every month, Toyota assesses the takt for a process, with a modifying review occurring every...
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