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Kanban/Pull System

Kanban/Pull System. As Part of the Continuous Improvement Process at Whirlpool Corporation - Findlay. Bowling Green State University College of Technology. Team 327 Phase II - Short From Presentation. QS 327 Process and Productivity Documentation Fall Semester, 2002 Dr. John W. Sinn.

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Kanban/Pull System

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  1. Kanban/Pull System As Part of the Continuous Improvement Process at Whirlpool Corporation - Findlay

  2. Bowling Green State UniversityCollege of Technology Team 327 Phase II - Short From Presentation QS 327 Process and Productivity Documentation Fall Semester, 2002 Dr. John W. Sinn

  3. Overview Initial • Toolkits 22-24 • Team Members • Initial Team • Team Goals/Expectations • Team Communications • Team Growth Phase I Phase II • Toolkits 25-27

  4. Team Members

  5. Initial Team • Only one team formed from 9 class members • Chat time was established so all team members could be present • Team Selected “Kanban/Pull System” as its project • Team leader and assistant leader were appointed • Team completed start-up assessment

  6. Team Goals/Expectations • To follow and analyze the implementation of a Kanban/pull system in the spray arm work station on the lower dishrack line at Whirlpool Corporation - Findlay Division. • To develop the necessary documentation through critique and phase portfolios. • To use team members, chats, courseware, tools/documentation of Whirlpool, and additional outside resources to construct a grand portfolio that can be utilized to assess the project.

  7. Team Communication • Chats developed the focus and improved team members understanding • Formats were discussed and improved through communication • Team members learned more about Lean Manufacturing applied at Whirlpool • Team members were delegated responsibilities for each toolkit and expected to post at a specified time • Dr. Sinn assessed the toolkits as they were posted

  8. Team Growth • Team has developed a good foundation in lean manufacturing and the required documentation as it relates to ISO 9000 • Each member has gained applicable knowledge for possible future employment in industry • Team has learned the fundamentals for creating a portfolio • Team pulled together and reduced and eliminated problems with data collection and format • Members have obtained knowledge from this phase presentation to help improve their skills for creating future portfolios

  9. Phase I Toolkits 22-24

  10. RCA’s Regular Critique Assessments Allows team members to research material, input information, compile and review the work of others 5 RCA’s that progress toward a phase portfolio during each critique portfolio SDA’s Standard Dedicated Audits Applies technical content of Toolkits to project objectives gathers the research and analysis of all team members 24 SDA’s will be compiled for a Final Phase Portfolio Phase Portfolio

  11. Toolkit #22 "Kaizen Documentation Foundations For Data Driven Process Variation, Waste Reduction, Lean Six Sigma"

  12. Toolkit #22 Objectives • ISO 9000: Basis for Quality Systems • Kaizen, Six Sigma, Lean Process • Traditional Productivity Tools • Using Charts, Data • Tying the Process Together • Evaluation

  13. Relation of Toolkit #22 to Project RCA - Kaizen Documentation - Lean Six Sigma SDA - Documentation of Process Variation - Determining Waste Reduction

  14. Toolkit #23 "Basic Economic Considerations, Cost Related Documentation For Kaizen, Lean Systems, Quality Relationships"

  15. Toolkit #23 Objectives • Quality Cost and Waste • Purpose of Business • P and L, Operating Statement • Economic Tools • Kaizen Cost Analysis, Value Added • Break Even and Capital Investment • Material Planning

  16. Relation of Toolkit #23 to Project RCA - Profit is the Reason for Business - Being Successful at Business SDA - Analyzing Cost - Determining Value Added - Investments

  17. Toolkit #24 "Ongoing Process Control Plan (OPCP), Standard Operating Procedures (SOP) For Lean: Infrastructure For Understanding Process"

  18. Toolkit #24 Objectives • Ongoing Process Control Plan (OPCP) • Standard operating procedures (SOP) • Team Problem Solving, Documentation, Variation Reduction for Lean • 8-D Overviewed for Solving Problems • Roles, Ongoing Improvement, Broader Issues • Traditional Productivity Tools, Documentation for Improvement

  19. Relation of Toolkit #24 to Project RCA - Being efficient at solving problems in the future - Ongoing improvement SDA - Ongoing Process Control Plan - Standard Operating Procedures

  20. Phase II Toolkits 25-27

  21. Toolkit #25 "Synchronous Production: Enhanced Best Practices For Change, Lean, Variation Reduction"

  22. Toolkit #25 Objectives • Synchronization • Lean Systems Applied: Kanban, Takt, SMED • Total Productive Maintenance • Failsafing and Poka Yoke Design • Best Practices, Bench Marking, Auditing • Applied Technical Research for Synchronous, Lean, Kaizen • DOE • Auditing Our Quality

  23. Relationship of Toolkit #25 to Project RCA - Synchronous Production - Lean and Best Practices SDA - Operation Capacity Analysis - Failsafing - Benchmarking

  24. Toolkit #26 "Failure Mode And Effects Analysis (FMEA), Quality Function Deployment (QFD), Reliability For Robust Problem Solving"

  25. Toolkit #26 Objectives • Failure Mode and Effects Analysis (FMEA) • The Design Process • Design, Product, and Process FMEA • FMEA Steps and Procedures • Product Liability, FMEA, Reliability, Finite Element Analysis (FEA) • General Reliability Issues, Kaizen and FMEA • Quality Function Deployment (QFD) for Lean Introduced

  26. Relationship of Toolkit #26to Project RCA - Design, Product , and Process Failure Mode and Effects Analysis - Quality Function Deployment - Finite Element Analysis SDA - Failure Mode and Effects Analysis - Corrective Action - Planning Assessment and Potential Problem Analysis

  27. Toolkit #27 "Total Productive Maintenance, Safety And Ergonomics: Re-engineered Lean Environment"

  28. Toolkit #27 Objectives • Maintenance Requirements and Lean Service • Types of Maintenance • TPM, Synchronous Quality for Lean • Safety, Human Factors, Quality Objectives • Safety and Ergonomic Management • Controlling Physical Conditions for Ergonomic Enhancement

  29. Relationship of Toolkit #27 to Project RCA - Types of Maintenance - Total Productive Maintenance - Safety and Ergonomics SDA - Maintenance Tracking - Safety Procedures/Inspections - Pareto Charting

  30. Phase II PortfolioShort Form End

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