Dynaplast Packaging Viet Nam

Về Dynaplast Packaging Viet Nam

Dynaplast Packaging Viet NamCiCC conduct training program for Dynaplast Packaging Viet Nam; Nội Dung Hiện mục lục 1. LEAN MANUFACTURING 2. COURSE OUTLINE 2.1. UNIT 1 – LEAN CONCEPTS 2.2. LESSON 1 2.3. Why Lean? 2.4. LESSON 2 2.5. Lean Terminology 2.6. LESSON 3 2.7. Eliminate Waste 2.8. LESSON 4 2.9. Components of Lean 2.10. LESSON 5 2.11. Value Stream Analysis 2.12. LESSON 6 2.13. The Lean Mindset 2.14. UNIT TEST 2.15. Challenge 2.16

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UNIT 2 – LEAN PRACTICES 2.17. LESSON 1 2.18. Streamlining the Value Stream 2.19. LESSON 2 2.20. Workplace Organization 2.21. LESSON 3 2.22. Predictability & Consistency 2.23. LESSON 4 2.24. Set-Up Reduction 2.25. LESSON 5 2.26. TPM 2.27. LESSON 6 2.28. Visual Workplace 2.29. LESSON 7 2.30. Support Processes 2.31. LESSON 8 2.32. Continuous Improvement 2.33. UNIT TEST 2.34. Challenge 2.35. UNIT 3 – IMPLEMENTING LEAN 2.36. LESSON 1 2.37. Lean Starts with People 2.38. LESSON 2 2.39. Data Drives Lean 2.40. LESSON 3 2.41. Layout Options 2.42. LESSON 4 2.43. Lean Inventory Practices 2.44. LESSON 5 2.45. Roadmap for Lean 2.46. LESSON 6 2.47. Lean Pitfalls 2.48. UNIT TEST 2.49. Challenge LEAN MANUFACTURINGCOURSE OUTLINEUNIT 1 – LEAN CONCEPTSLESSON 1Why Lean?Be customer focused: Be on-time, responsive, flexible, and fast.Simplify and standardize workflows: Mimic continuous flow, minimize WIP, use visible measures.Manage capacity: Increase process uptime, reduce set-up times, find “lost” capacity.Eliminate waste: Identify non-value adding activities, then modify, combine, or eliminate those tasks.JiT: Not too early and never late; not just-in-case inventory but just-in-time production and delivery; products must always be made right the first time; equipment must always work when needed.LESSON 2Lean TerminologyTermsToolsTechniquesLESSON 3Eliminate WasteMatch lot sizes to customer demands: Use kanbans; end WIP.Use pull scheduling instead of push scheduling.Schedule to the rate-determining step (the bottleneck), then de-bottleneck process lines.Facilitate fast feedback: Arrange sequential operations next to each other to ensure fast feedback from internal customer operations to internal supplier operations if something in-process is not right.LESSON 4Components of LeanOverview of the 8 Components of Lean: Value Stream Mapping, Workplace Organization, Predictability & Consistency, Set-up Reduction, TPM, Visual Factory, Support Processes, and Continuous Improvement.LESSON 5Value Stream AnalysisMap the process from incoming order to outgoing product: Define process goals, create the current state map, and establish process metrics.Use the current state map to identify potential improvements, conceive the future state.LESSON 6The Lean MindsetEliminating waste is not limited to manufacturing; the same techniques apply to the office, sales, finance, maintenance, and even R&D processes and procedures.Lean & Six Sigma are complementary.UNIT TESTChallengeAn assessment of the learner’s progress in this unit.UNIT 2 – LEAN PRACTICESLESSON 1Streamlining the Value StreamIdentify process goals.Collect and analyze process data.Create a macro-facility workflow to determine how to minimize high volume travel distances.Conduct a micro-process workflow to apply cellular concepts, identify and remove bottlenecks, and move to pull manufacturing with kanbans.LESSON 2Workplace OrganizationApply the 5Ss: Sort (clearing the work area), Set in Order (designating locations), Shine (cleanliness and workplace appearance), Standardize (everyone doing things the same way), and Sustain (ingraining it in the culture).LESSON 3Predictability & ConsistencyUse DFA/DFM to design quality in.Conduct GR&Rs to ensure reliable measurement systems are in place.Employ SPC to help ensure processes are predictable and stable.Reduce variation and improve process capability with DOE.Eliminate the root cause of defects using problem-solving and mistake-proofing.Move to Six Sigma quality.LESSON 4Set-Up ReductionApply SMED concepts.Separate external tasks (external to the process) from internal tasks.LESSON 5TPMTPM versus PMDevelop operator involvement in the equipment and begin predictive maintenance practices.LESSON 6Visual WorkplaceVisual WorkplaceUse status display of performance for dashboard or balanced measures and COQ results.Visual controls, such as sensory alerts, indicate if something is out of place.Marking on the floor, kanbans, andons, and panel-alarms all help build a visual control infrastructure.LESSON 7Support ProcessesLean techniques require changes in Purchasing, Scheduling, Warehousing/Shipping, and Accounting practices.LESSON 8Continuous ImprovementFight NIH (not-invented-here) attitudes and leverage successes.Use kaizen events for rapid, targeted improvements to achieve the future state.Use a standardized Problem-Solving Model (e.g. DMAIC or 8D).Begin an employee idea system.UNIT TESTChallengeAn assessment of the learner’s progress in this unit.UNIT 3 – IMPLEMENTING LEANLESSON 1Lean Starts with PeopleLean Starts with PeopleCommunicate the why, what, how, and who.Provide education in the concepts.Train employees in tools and techniques as needed to achieve a flexible workforce.LESSON 2Data Drives LeanFocus efforts on projects that lead to tangible savings.Calculation techniques to generate data include: Time studies, equipment loading, TAKT time, staffing requirements, process yields, and COQ.Sample Worksheets covered include: Lean Project Summary; Cell Target Worksheet; Data Collection Form for Basic Equipment and Utility Parameters; Value-Adding Analysis Worksheet; Process Change-Over/Setup Worksheet; Set-Up Reduction Worksheet; and Lot Size Worksheet.LESSON 3Layout OptionsImproved layouts are about moving cubic feet (not numbers of items), eliminating crossover points, arranging the process in the natural flow order; linking processes to minimize time and distance; moving equipment together to simulate a continuous process flow; and putting internal customers and suppliers next to each other.Be careful to identify anchors or monuments; do not move them.Typical layout options are explored.LESSON 4Lean Inventory PracticesMinimize trips to and from the warehouse by designing the warehouse to work for you.Use ABC inventory categories to prioritize inventory needs and storage locations.LESSON 5Roadmap for LeanStart with the people issues.Focus on workplace organization (the 5S’s), then, use value stream analysis and process workflow analysis to establish effective layouts.Where to focus next depends on specific needs.Use targeted Kaizen events to speed changes.Do not overlook the need to modify support processes (especially scheduling and purchasing).LESSON 6Lean PitfallsNot documenting the financial impact/savings.Lack of commitment from leadership.Using traditional purchasing practices.Not changing scheduling techniques.Failure to address workforce issues.Not mistake-proofing the root cause.Thinking Lean is just for manufacturing.Not using beneficial technology.Not leveraging successes.Getting too lean.Failure to hold the gains.UNIT TESTChallengeAn assessment of the learner’s progress in this unit. 📚 Tài liệu tham khảo & Liên kết hữu ích Bài viết liên quan từ CiCC: Giới Thiệu CiCC – Tư Vấn Cải Tiến Liên Tục Chương Trình Đào Tạo Tại CiCC Khách Hàng Tiêu Biểu CiCC Nội dung liên quan tại lean.vn: DỰ ÁN LEAN SERVICE & COMMERCIAL EXCELLENCE TẠI OPPO VIỆT NAM | CiCC VSM FIND X9 Trang chủ Blog & Kiến Thức