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PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management

? 2011 Pearson Education, Inc. publishing as Prentice Hall. Outline. Global Company Profile: Toyota Motor CorporationJust-in-Time, the Toyota Production System, and Lean OperationsEliminate WasteRemove VariabilityImprove Throughput. ? 2011 Pearson Education, Inc. publishing as Prentice Hall. Ou

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PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management

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    1. 2011 Pearson Education, Inc. publishing as Prentice Hall 16 PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management, 8e PowerPoint slides by Jeff Heyl

    2. 2011 Pearson Education, Inc. publishing as Prentice Hall Outline

    3. 2011 Pearson Education, Inc. publishing as Prentice Hall Outline Continued

    4. 2011 Pearson Education, Inc. publishing as Prentice Hall Outline Continued

    5. 2011 Pearson Education, Inc. publishing as Prentice Hall Outline Continued

    6. 2011 Pearson Education, Inc. publishing as Prentice Hall Learning Objectives When you complete this chapter you should be able to:

    7. 2011 Pearson Education, Inc. publishing as Prentice Hall Learning Objectives When you complete this chapter you should be able to:

    8. 2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Motor Corporation

    9. 2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Motor Corporation

    10. 2011 Pearson Education, Inc. publishing as Prentice Hall TPS Elements

    11. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT/Lean Operations Good production systems require that managers address three issues that are pervasive and fundamental to operations management: eliminate waste, remove variability, and improve throughput

    12. 2011 Pearson Education, Inc. publishing as Prentice Hall Just-In-Time, TPS, and Lean Operations

    13. 2011 Pearson Education, Inc. publishing as Prentice Hall Just-In-Time, TPS, and Lean Operations

    14. 2011 Pearson Education, Inc. publishing as Prentice Hall Eliminate Waste

    15. 2011 Pearson Education, Inc. publishing as Prentice Hall Ohnos Seven Wastes

    16. 2011 Pearson Education, Inc. publishing as Prentice Hall Eliminate Waste

    17. 2011 Pearson Education, Inc. publishing as Prentice Hall The 5 Ss Sort/segregate when in doubt, throw it out Simplify/straighten methods analysis tools Shine/sweep clean daily Standardize remove variations from processes Sustain/self-discipline review work and recognize progress

    18. 2011 Pearson Education, Inc. publishing as Prentice Hall The 5 Ss Sort/segregate when in doubt, throw it out Simplify/straighten methods analysis tools Shine/sweep clean daily Standardize remove variations from processes Sustain/self-discipline review work and recognize progress

    19. 2011 Pearson Education, Inc. publishing as Prentice Hall Remove Variability

    20. 2011 Pearson Education, Inc. publishing as Prentice Hall Sources of Variability

    21. 2011 Pearson Education, Inc. publishing as Prentice Hall Sources of Variability

    22. 2011 Pearson Education, Inc. publishing as Prentice Hall Improve Throughput

    23. 2011 Pearson Education, Inc. publishing as Prentice Hall Improve Throughput

    24. 2011 Pearson Education, Inc. publishing as Prentice Hall Just-In-Time (JIT) Powerful strategy for improving operations Materials arrive where they are needed when they are needed Identifying problems and driving out waste reduces costs and variability and improves throughput Requires a meaningful buyer-supplier relationship

    25. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT and Competitive Advantage

    26. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT and Competitive Advantage

    27. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Partnerships

    28. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Partnerships

    29. 2011 Pearson Education, Inc. publishing as Prentice Hall Concerns of Suppliers

    30. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Layout

    31. 2011 Pearson Education, Inc. publishing as Prentice Hall Distance Reduction

    32. 2011 Pearson Education, Inc. publishing as Prentice Hall Increased Flexibility

    33. 2011 Pearson Education, Inc. publishing as Prentice Hall Impact on Employees

    34. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduced Space and Inventory

    35. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Inventory

    36. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Variability

    37. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Variability

    38. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Variability

    39. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Inventory Reducing inventory uncovers the rocks Problems are exposed Ultimately there will be virtually no inventory and no problems Shingo says Inventory is evil

    40. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Lot Sizes

    41. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Lot Sizes

    42. 2011 Pearson Education, Inc. publishing as Prentice Hall Lot Size Example

    43. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Setup Costs

    44. 2011 Pearson Education, Inc. publishing as Prentice Hall Lower Setup Costs

    45. 2011 Pearson Education, Inc. publishing as Prentice Hall Reduce Setup Times

    46. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Scheduling

    47. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Scheduling

    48. 2011 Pearson Education, Inc. publishing as Prentice Hall Level Schedules Process frequent small batches rather than a few large batches Make and move small lots so the level schedule is economical Jelly bean scheduling Freezing the schedule closest to the due dates can improve performance

    49. 2011 Pearson Education, Inc. publishing as Prentice Hall Scheduling Small Lots

    50. 2011 Pearson Education, Inc. publishing as Prentice Hall Kanban

    51. 2011 Pearson Education, Inc. publishing as Prentice Hall Kanban

    52. 2011 Pearson Education, Inc. publishing as Prentice Hall Kanban

    53. 2011 Pearson Education, Inc. publishing as Prentice Hall More Kanban

    54. 2011 Pearson Education, Inc. publishing as Prentice Hall More Kanban

    55. 2011 Pearson Education, Inc. publishing as Prentice Hall More Kanban

    56. 2011 Pearson Education, Inc. publishing as Prentice Hall The Number of Kanban Cards or Containers

    57. 2011 Pearson Education, Inc. publishing as Prentice Hall Number of Kanbans Example

    58. 2011 Pearson Education, Inc. publishing as Prentice Hall Advantages of Kanban

    59. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Quality

    60. 2011 Pearson Education, Inc. publishing as Prentice Hall JIT Quality Tactics

    61. 2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Production System

    62. 2011 Pearson Education, Inc. publishing as Prentice Hall Toyota Production System

    63. 2011 Pearson Education, Inc. publishing as Prentice Hall Lean Operations

    64. 2011 Pearson Education, Inc. publishing as Prentice Hall Building a Lean Organization

    65. 2011 Pearson Education, Inc. publishing as Prentice Hall Building a Lean Organization

    66. 2011 Pearson Education, Inc. publishing as Prentice Hall Lean Operations in Services

    67. 2011 Pearson Education, Inc. publishing as Prentice Hall

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