When the bolts are depleted, the procedure specifies who to call, and they are tasked with replenishing the inventory. In contrast, the Toyota Production System would create a written procedure which tells them which order to place the bolts, how far to tighten them, and how many seconds this action should take. When the bolt inventory is low, they must call the supply department to replenish the inventory. Each process should have a standard written procedure which eliminates variation and makes it clear to everyone what the worker is to do.įor example, in non-Lean factories a worker might be given a task to place and tighten four bolts at their station. Overburden results when a process is too complicated or difficult for the workers (or machines) to be able to perform reliably. The first of the objectives is to design out muri, which means beyond one’s power, too difficult. To accomplish Just-in-time and Jidoka, the three wastes are removed from the production system: Muri, Mura, and Muda. This came with mandatory training prior to working on the production line. Assembly line workers were not only allowed to use the button, it was their responsibility if they saw quality problems being passed down the line.
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