Executive in wait

This tool can aid with the prioritisation of key process input variables.

• Key process output variables are listed horizontally
• Key process input variables are listed vertically.
• For each output variable, assign a priority number
• Within the matrix a number is entered for the effect that each input variable has on the output variable
• Multiply the process output priority by effect value
• Sum the results from above step

This shows which of the input variables have greatest effect on output variables.

It enables all team members to view the process in the same light.

Advantages are:

1. Display of cross-functional activities in a single, simple diagram
2. Big picture perspective with scope to add details
3. Framework applicable to either large organizations or smaller processes

Steps for creating a SIPOC:

1. Create a process map
2. List outputs of process
3. List customers of outputs
4. List inputs of process
5. List suppliers of process

Process of removing bottlenecks that limit production or throughput.

TOC Concepts

1. Resources are bottlenecks
2. Balance the flow thru a plant
3. Bottleneck will restrain the entire throughput

Steps of TOC

1. Identify System constraints
2. Decide how to exploit systems constraints
3. Looks for ways to reduce effects of constraints
4. Elevate systems constraints
5. Back to step 1

Stands for Kai ~ change and Zen ~ good. It accomplishes improvements at little or no expense without purchase of expensive equipment. It involves

1. Management maintains and improves operating conditions
2. Progress improvement is key
3. PDCA  is used
4. Quality is highest priority
5. Problems are solved with hard data

Total Productive Maintenance (TPM) promotes group actives for greater euipment effectiveness with operators sharing responsibility for routine machine inspection, cleaning and maintenenace.

It aims to stem 6 big losses that contribute negatively to equipment effectiveness:

1. Equipment Failure
2. Setup and adjustments
3. Idling and minor stoppages
4. Reduced speed
5. Process defects
6. Reduced yields

Kanban is “Sign” in Japaneese. It originates from Toyota. It provides for material control for the factory floor.

Kanban is intended to provide a product to customer with shortest possible lead time. Inventory and lead times are reduced thru leveling of production. Kanban’s are generally cards to provide some indication of parts, time of delivery etc. Cards control flow of production and inventory.

Kanban is not suited for one-of-a-kind production operations.