Handbook against the allowed thin manufacture of technology information
It is rather easy to seize the potential advantages of thin manufacture (see thin manufacture: A starter, tools thin and practices which eliminate the loss from manufacture, and how to carry out thin manufacture), but choosing the thin techniques or tools most suitable and the packed software of accompaniment of company for a simple individual business forever be that. In fact, it is an important exercise so that a company identifies at the beginning the tools most adapted to eliminate various types of loss. For example, the overproduction could be attenuated by the times improved of change and drains of balancing, while defects and recovery could be limited while improving of the visual orders, launching more complete procedures of standard operation (SOP) or sheets of method of operation (WHO), and putting pursuant to the techniques of proofing of error at the source of error. Moreover, the wasting of excessive inventory could be reduced while putting pursuant to the kanbans and other similar systems of traction, whereas the withdrawal period could be handled by employing times of takt, and so on.
It is the part four of a note with multiple parts.
The trouble is still composed by the army of the suppliers of software (planning including entrepreneurial resource [ERP], management of chain of provisioning [SCM], systems of execution of manufacture [MY], and suppliers of the management of life cycle of product [PLM], as well as good-of-multiply, thin specialists in Bolton) which hyping their thin possibilities, in spite of the fact that the majority of them always support only nuggets in the manners of pseudo-Juste-in-time (JIT) to adapt to the personalization of mass. Providing only the support for kanbans, establishment of the disordered reiterated program, or the inventory controlled by supplier (VMI) or of the supermarkets, in order to push the inventory elsewhere (for example, on suppliers) rather than to reduce it through the whole chain of provisioning, is a distance report/ratio of true support of the manufacture thin or centered on the needs. Where majority of the latter manufacture of flow, thin ERP, or reiterated systems of manufacture are missing is that they simply automated most fundamental of the tasks in a thin environment, without approaching greater exits way of applying the thin one and of drawing from the practices in the environments which are not easily favorable to the latter.
Other side, question of some if the computing systems are even necessary to carry out thin manufacture. After all, some thin tools require simply physical processes and practices on the floor of store, where the compromise systems of company have to offer little. Moreover, since the computers were not largely - available when the thin manufacture and kanbans emerged the first time, much of companies stuck with thin methods handbook-controls. For such methods, a step ahead volutionnaire requires the use of the assessments and the reports/ratios submitted on order to support thin functions such as calculations kanban of management and heijunka (see the thin one and the world to classify the manufacture and the loss of Dilemma it of technology information of conscience of corporation). It is interesting to note, however, that even in these cases, of the systems of the planning of requirements out of materials (MRP) can still be employed to contain the principal data of core on articles and nomenclatures (BOM), although these discs must be twisted with an eye towards information directed temporally of wire.
Some thin purists still go others, and believe that thin manufacture does not gear well with systems of technology information (IT). For some, only suitable technology is assessments of Microsoft Excel. Others claim that the best method of establishment of the program is no program of the whole , giving to the thin company the greatest agility to react to any unforeseeable event. On the other end, much of people were accustomed so to the use of the systems of company, which they believe that we can not turn over more to the manual procedures (see to run your business without the software!).
As usual, the truth could be some share in means-lean manufacture and IT is not in the opposition, and all the good thin systems have the physical systems with the factory and close real-time IT them backbones which centralize data, particularly if there are a data capture and a function automatics of capture. In fact, some say that the whole point of thin philosophy is to simplify the physical processes so that one does not need to control complex systems of data excessively, although it is still necessary to control the data appropriate to the points where the corrections are necessary. For this purpose, much of the systems TI field only the data are conceived to bring to the subject whose management or decision makers can do something.
Reality is that the majority of the companies function in a hybrid environment and mixed-mode where the flow or the thin and traditional models in batches or of manufacture of push coexists in the same service, and where the conditions of production and request can change in all the various stages of a product 'of a life cycle of S. the manufacturers can produce the goods with strong flow with a regular request and the goods with low volume with a request for fluctuation, and their mixture of product can include engineer-with-order (ETO), the make-with-order (MTO), and the articles of make-with-actions (MTS).
To function successfully in this environment of mix-model, one must benefit from the forces of each model and apply them where best suited. Thus, one should employ the traditional systems of ERP to handle long articles of, production time one-of-a-kind production, and produced with long cycles of production, and for budgeting and planning long-term. On the one hand, thin manufacture often more easily is applied to the operations of manufacture with low mix, with strong flow, make-with-require products. Moreover, one should not necessarily exclude from the processes draw-based of execution of the implementation in with-order or the strongly configured operations, where it was also from time to time made with great success.
Moreover, because the thin one draws aside beyond the relatively stable environment of manufacture it in the beginning was conceived to support, of the companies realize that IT can play a crucial role by rationalizing the chain of provisioning (see displacement beyond thin manufacture with a thin chain of provisioning). With knowing, whereas the thin factory can employ the signals kanban traction more effectively to move the product by the manufacturing process and out of the door, it misses the loop of negative feedback of the factory at other functional departments in the organization or to the whole chain of provisioning. That information is mainly transmitted and received via the systems of company.
Thus, how can it support thin manufacture? For one, whereas the complex packed systems of company (ERP, SCM, etc) can seem contradictory with the simplicity of the visual order, they function well really together. In fact, although the visual signals, such as kanbans and lights of indicator, are an effective way to start activities of floor of factory and the movement of materials, their inherent weakness is their lack of memory-visual signals cannot be recorded or detected to determine the historical execution or to provide the statute in real-time for no matter whom who is not seen inside direct.
However, by visual orders of coupling with the data-gathering in real-time of the floor of factory, the companies of manufacture should be able to obtain the critical information behind the visual control signals for the inadvertency of management, planning, and accountancies. This information can be employed for the statistical analysis, to measure the historical execution, and to supervise statute-all of which are the essential components of the continuous improvement that thin manufacture underlines. The thin suction manufacturers can also employ systems of company to replace some visual orders, such as the physical signals kanban of chart, by the electronic ones, like manner of improving further the effectiveness and of eliminating the not-value adding from the activities.
Moreover, these systems can play a critical part while establishing and by ensuring standardized work. It is because they can be used as central deposit with the critical information of the management of the data of technology or product (PDM) for standardized work, including BOMs, routes or operations of process, valid configurations of product, instructions or concessions of work, notes of technical change (ECN), information of program, and costs. More robust solutions can even detect information on the product real like-conceived, of the achievements, and history, which can be analyzed to determine the impact that the changes of product have on the effectiveness and the productivity.
The thin teams function visually in the thin factory and move products while they determine necessary by the visual signals on the floor of store. On the one hand, the systems of company send only the information of production after such data have be seized in software, which then activates releases which move information with the downward recipient, stating them that it is their turn to be worked with the partition even if this delay is not exactly in agreement with thin principles, these thin teams needs always data stored in systems of company, which contain necessary information to carry out their work (for example, which to make with the part when they obtain it), to include/understand the conditions of their customers (for example, size, color, etc), and to include/understand the characteristics of work (for example, necessary quantities).
Systems of company also hold account so that this information is organized, and, in some solutions with integrated possibilities of management of course of operation, make this information easily accessible to the employees with the needs for technology, production, standardization, and customer of support. Some systems of company with planning constraint-based can help of the manufacturers to reduce times of installation, whereas those with strong possibilities of the management of inheritance of company (EAM) can help to apply total productive maintenance (TPM). These systems also take account of the monitoring in real-time close to the activities of floor of factory, because they provide to manufacturers the information of statute criticizes required to prepare with and to carry out changes. These possibilities of statute can be employed to monitor the machines and the equipment and to communicate the achievement of work or the critical events such as breakdowns immediately.
Systems of application of company, such as the ERP, can also be employed successfully to support thin transformations of company, particularly for the manufacturers who have the strongly variable request for a great number of products and which function in the environments of mixed-mode manufacture. To apply thin principles to these new manufacturers of present of environments with the special challenges that the good system of ERP can help surmounted, like the greatest difficulty in calculating programmes of heijunka, a more frequent adjustment of the sizes kanban, and periods of levelling more and more smaller. In these examples, the solution must have a planning system which can smooth the request of the articles with a strongly variable request, and acts as a shock absorber to maintain the flow continuous and the levelled production. The solution could also employ a monitoring in real-time and the system of feedback to synchronize operations and to start the movement of materials, as well as have rinantes possibilities starting from the opening of draining automatics for the inventory control and the filling require-based.
In fact, systems of company can even be employed to support the proofing of error, helping of this fact to prevent manufacturing defects initially occurring and from to the minimum reducing the impact which the defects have on activities downward. The automated systems can prevent defects of products by making the processes standardized, critical documentation, and other information available of quality to the personnel of production on a basis necessary. Monitoring systems can also be employed to immediately mark the defect-related exits, the workmen going down and the activities from alarm, and information on the recordings for the posterior analysis. On the one hand, of the applications of establishment of the program rate-based can be employed to stop the production in cells of production, to allow workmen to identify and to correct defects, and then to give to later and to restart the production quickly to limit the impact on downward processes. The systems of ERP can also make it possible manufacturers to selectively rinse starting from the opening of draining for articles and components affected by defects.
It is the part four of a note with multiple parts.
The trouble is still composed by the army of the suppliers of software (planning including entrepreneurial resource [ERP], management of chain of provisioning [SCM], systems of execution of manufacture [MY], and suppliers of the management of life cycle of product [PLM], as well as good-of-multiply, thin specialists in Bolton) which hyping their thin possibilities, in spite of the fact that the majority of them always support only nuggets in the manners of pseudo-Juste-in-time (JIT) to adapt to the personalization of mass. Providing only the support for kanbans, establishment of the disordered reiterated program, or the inventory controlled by supplier (VMI) or of the supermarkets, in order to push the inventory elsewhere (for example, on suppliers) rather than to reduce it through the whole chain of provisioning, is a distance report/ratio of true support of the manufacture thin or centered on the needs. Where majority of the latter manufacture of flow, thin ERP, or reiterated systems of manufacture are missing is that they simply automated most fundamental of the tasks in a thin environment, without approaching greater exits way of applying the thin one and of drawing from the practices in the environments which are not easily favorable to the latter.
Other side, question of some if the computing systems are even necessary to carry out thin manufacture. After all, some thin tools require simply physical processes and practices on the floor of store, where the compromise systems of company have to offer little. Moreover, since the computers were not largely - available when the thin manufacture and kanbans emerged the first time, much of companies stuck with thin methods handbook-controls. For such methods, a step ahead volutionnaire requires the use of the assessments and the reports/ratios submitted on order to support thin functions such as calculations kanban of management and heijunka (see the thin one and the world to classify the manufacture and the loss of Dilemma it of technology information of conscience of corporation). It is interesting to note, however, that even in these cases, of the systems of the planning of requirements out of materials (MRP) can still be employed to contain the principal data of core on articles and nomenclatures (BOM), although these discs must be twisted with an eye towards information directed temporally of wire.
Some thin purists still go others, and believe that thin manufacture does not gear well with systems of technology information (IT). For some, only suitable technology is assessments of Microsoft Excel. Others claim that the best method of establishment of the program is no program of the whole , giving to the thin company the greatest agility to react to any unforeseeable event. On the other end, much of people were accustomed so to the use of the systems of company, which they believe that we can not turn over more to the manual procedures (see to run your business without the software!).
As usual, the truth could be some share in means-lean manufacture and IT is not in the opposition, and all the good thin systems have the physical systems with the factory and close real-time IT them backbones which centralize data, particularly if there are a data capture and a function automatics of capture. In fact, some say that the whole point of thin philosophy is to simplify the physical processes so that one does not need to control complex systems of data excessively, although it is still necessary to control the data appropriate to the points where the corrections are necessary. For this purpose, much of the systems TI field only the data are conceived to bring to the subject whose management or decision makers can do something.
Reality is that the majority of the companies function in a hybrid environment and mixed-mode where the flow or the thin and traditional models in batches or of manufacture of push coexists in the same service, and where the conditions of production and request can change in all the various stages of a product 'of a life cycle of S. the manufacturers can produce the goods with strong flow with a regular request and the goods with low volume with a request for fluctuation, and their mixture of product can include engineer-with-order (ETO), the make-with-order (MTO), and the articles of make-with-actions (MTS).
To function successfully in this environment of mix-model, one must benefit from the forces of each model and apply them where best suited. Thus, one should employ the traditional systems of ERP to handle long articles of, production time one-of-a-kind production, and produced with long cycles of production, and for budgeting and planning long-term. On the one hand, thin manufacture often more easily is applied to the operations of manufacture with low mix, with strong flow, make-with-require products. Moreover, one should not necessarily exclude from the processes draw-based of execution of the implementation in with-order or the strongly configured operations, where it was also from time to time made with great success.
Moreover, because the thin one draws aside beyond the relatively stable environment of manufacture it in the beginning was conceived to support, of the companies realize that IT can play a crucial role by rationalizing the chain of provisioning (see displacement beyond thin manufacture with a thin chain of provisioning). With knowing, whereas the thin factory can employ the signals kanban traction more effectively to move the product by the manufacturing process and out of the door, it misses the loop of negative feedback of the factory at other functional departments in the organization or to the whole chain of provisioning. That information is mainly transmitted and received via the systems of company.
Thus, how can it support thin manufacture? For one, whereas the complex packed systems of company (ERP, SCM, etc) can seem contradictory with the simplicity of the visual order, they function well really together. In fact, although the visual signals, such as kanbans and lights of indicator, are an effective way to start activities of floor of factory and the movement of materials, their inherent weakness is their lack of memory-visual signals cannot be recorded or detected to determine the historical execution or to provide the statute in real-time for no matter whom who is not seen inside direct.
However, by visual orders of coupling with the data-gathering in real-time of the floor of factory, the companies of manufacture should be able to obtain the critical information behind the visual control signals for the inadvertency of management, planning, and accountancies. This information can be employed for the statistical analysis, to measure the historical execution, and to supervise statute-all of which are the essential components of the continuous improvement that thin manufacture underlines. The thin suction manufacturers can also employ systems of company to replace some visual orders, such as the physical signals kanban of chart, by the electronic ones, like manner of improving further the effectiveness and of eliminating the not-value adding from the activities.
Moreover, these systems can play a critical part while establishing and by ensuring standardized work. It is because they can be used as central deposit with the critical information of the management of the data of technology or product (PDM) for standardized work, including BOMs, routes or operations of process, valid configurations of product, instructions or concessions of work, notes of technical change (ECN), information of program, and costs. More robust solutions can even detect information on the product real like-conceived, of the achievements, and history, which can be analyzed to determine the impact that the changes of product have on the effectiveness and the productivity.
The thin teams function visually in the thin factory and move products while they determine necessary by the visual signals on the floor of store. On the one hand, the systems of company send only the information of production after such data have be seized in software, which then activates releases which move information with the downward recipient, stating them that it is their turn to be worked with the partition even if this delay is not exactly in agreement with thin principles, these thin teams needs always data stored in systems of company, which contain necessary information to carry out their work (for example, which to make with the part when they obtain it), to include/understand the conditions of their customers (for example, size, color, etc), and to include/understand the characteristics of work (for example, necessary quantities).
Systems of company also hold account so that this information is organized, and, in some solutions with integrated possibilities of management of course of operation, make this information easily accessible to the employees with the needs for technology, production, standardization, and customer of support. Some systems of company with planning constraint-based can help of the manufacturers to reduce times of installation, whereas those with strong possibilities of the management of inheritance of company (EAM) can help to apply total productive maintenance (TPM). These systems also take account of the monitoring in real-time close to the activities of floor of factory, because they provide to manufacturers the information of statute criticizes required to prepare with and to carry out changes. These possibilities of statute can be employed to monitor the machines and the equipment and to communicate the achievement of work or the critical events such as breakdowns immediately.
Systems of application of company, such as the ERP, can also be employed successfully to support thin transformations of company, particularly for the manufacturers who have the strongly variable request for a great number of products and which function in the environments of mixed-mode manufacture. To apply thin principles to these new manufacturers of present of environments with the special challenges that the good system of ERP can help surmounted, like the greatest difficulty in calculating programmes of heijunka, a more frequent adjustment of the sizes kanban, and periods of levelling more and more smaller. In these examples, the solution must have a planning system which can smooth the request of the articles with a strongly variable request, and acts as a shock absorber to maintain the flow continuous and the levelled production. The solution could also employ a monitoring in real-time and the system of feedback to synchronize operations and to start the movement of materials, as well as have rinantes possibilities starting from the opening of draining automatics for the inventory control and the filling require-based.
In fact, systems of company can even be employed to support the proofing of error, helping of this fact to prevent manufacturing defects initially occurring and from to the minimum reducing the impact which the defects have on activities downward. The automated systems can prevent defects of products by making the processes standardized, critical documentation, and other information available of quality to the personnel of production on a basis necessary. Monitoring systems can also be employed to immediately mark the defect-related exits, the workmen going down and the activities from alarm, and information on the recordings for the posterior analysis. On the one hand, of the applications of establishment of the program rate-based can be employed to stop the production in cells of production, to allow workmen to identify and to correct defects, and then to give to later and to restart the production quickly to limit the impact on downward processes. The systems of ERP can also make it possible manufacturers to selectively rinse starting from the opening of draining for articles and components affected by defects.
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