AndonVisual feedback system for the

Andon
Visual feedback system for the plant floor that indicates production status, alerts when assistance is needed, and empowers operators to stop the production process.
Acts as a real-time communication tool for the plant floor that brings immediate attention to problems as they occur – so they can be instantly addressed.
Bottleneck Analysis
Identify which part of the manufacturing process limits the overall throughput and improve the performance of that part of the process.
Improves throughput by strengthening the weakest link in the manufacturing process.
Continuous Flow
Manufacturing where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the manufacturing process.
Eliminates many forms of waste (e.g. inventory, waiting time, and transport).
Gemba (The Real Place)
A philosophy that reminds us to get out of our offices and spend time on the plant floor – the place where real action occurs.
Promotes a deep and thorough understanding of real-world manufacturing issues – by first-hand observation and by talking with plant floor employees.
Heijunka (Level Scheduling)
A form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process.
Reduces lead times (since each product or variant is manufactured more frequently) and inventory (since batches are smaller).
Hoshin Kanri (Policy Deployment)
Align the goals of the company (Strategy), with the plans of middle management (Tactics) and the work performed on the plant floor (Action).
Ensures that progress towards strategic goals is consistent and thorough – eliminating the waste that comes from poor communication and inconsistent direction.
Jidoka (Autonomation)
Design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected.
After Jidoka, workers can frequently monitor multiple stations (reducing labor costs) and many quality issues can be detected immediately (improving quality).
Just-In-Time (JIT)
Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.
Highly effective in reducing inventory levels. Improves cash flow and reduces space requirements.
Kaizen (Continuous Improvement)
A strategy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process.
Combines the collective talents of a company to create an engine for continually eliminating waste from manufacturing processes.
Kanban (Pull System)
A method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.
Eliminates waste from inventory and overproduction. Can eliminate the need for physical inventories (instead relying on signal cards to indicate when more goods need to be ordered).
KPI (Key Performance Indicator)
Metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to carefully select KPIs that will drive desired behavior.
The best manufacturing KPIs:
• Are aligned with top-level strategic goals (thus helping to achieve those goals)
• Are effective at exposing and quantifying waste (OEE is a good example)
• Are readily influenced by plant floor employees (so they can drive results)
Muda (Waste)
Anything in the manufacturing process that does not add value from the customer’’s perspective.
Eliminating muda (waste) is the primary focus of lean manufacturing.
Overall Equipment Effectiveness (OEE)
Framework for measuring productivity loss for a given manufacturing process. Three categories of loss are tracked:
• Availability (e.g. down time)
• Performance (e.g. slow cycles)
• Quality (e.g. rejects)
Provides a benchmark/baseline and a means to track progress in eliminating waste from a manufacturing process. 100% OEE means perfect production (manufacturing only good parts, as fast as possible, with no down time).
PDCA (Plan, Do, Check, Act)
An iterative methodology for implementing improvements:
• Plan (establish plan and expected results)
• Do (implement plan)
• Check (verify expected results achieved)
• Act (review and assess; do it again)
Applies a scientific approach to making improvements:
• Plan (develop a hypothesis)
• Do (run experiment)
• Check (evaluate results)
• Act (refine your experiment; try again)
Poka-Yoke (Error Proofing)
Design error detection and prevention into production processes with the goal of achieving zero defects.
It is difficult (and expensive) to find all defects through inspection, and correcting defects typically gets significantly more expensive at each stage of production.

ผลลัพธ์ (อังกฤษ) 2:

Andon
Visual feedback System for The Plant Floor that Indicates production status, Alerts when Assistance is needed, and Empowers operators to Stop The production Process.
Acts as A Real-time Communication Tool for The Plant Floor that Brings immediate attention to problems as they occur -. Can they be so addressed instantly.
Bottleneck Analysis
Identify which part of The Manufacturing Process Limits The Overall The Performance of throughput and improve that part of The Process.
Improves throughput by strengthening The weakest Link in The Manufacturing Process.
Continuous Flow
Manufacturing Work-in Where -Process smoothly flows through production with Minimal (or no) Buffers between Steps of The Manufacturing Process.
eliminates Many Forms of waste (eg Inventory, waiting time, and Transport).
Gemba (The Real Place)
A philosophy that Reminds U.S. to get out. of our Offices and spend time on The Plant Floor - The Place Where Real Action occurs.
Promotes A Deep and thorough understanding of Real-World Manufacturing Issues - by First-hand by talking with Plant Floor Observation and Employees.
Heijunka (Level Scheduling)
A Scheduling form of production that purposely Manufactures in much smaller batches by sequencing (Mixing) Product variants Within The Same Process.
Reduces Lead Times (since Each Product or variant is manufactured more Frequently) and Inventory (since batches are smaller).
Hoshin Kanri (Policy Deployment)
Align The goals of The Company (Strategy), with The Plans of MIDDLE Management (Tactics) and The Work performed on The Plant Floor (Action).
Ensures that Progress towards Strategic goals is consistent and thorough - eliminating The waste that Comes from. poor Communication and Inconsistent direction.
Jidoka (Autonomation)
Design Equipment to Partially Automate The Manufacturing Process (partial Automation is typically much less expensive than full Automation) and to automatically Stop when defects are detected.
After Jidoka, Workers Can Frequently Monitor multiple stations (reducing. Labor costs) and Many Quality Issues Can be detected immediately (improving Quality).
Just-In-Time (JIT).
production based on customer demand through Parts Pull instead of Pushing Parts based on projected demand through production. Relies on Many Lean tools, Such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.
Highly effective in reducing Inventory levels. Improves cash Flow and Reduces Space requirements.
Kaizen (Continuous Improvement)
A strategy proactively Where Employees Work Together to Achieve Regular, incremental improvements in The Manufacturing Process.
Combines The Collective Talents of A Company to create an Engine for Manufacturing continually eliminating waste from processes.
kanban (Pull System)
A Method of regulating The Flow of goods with Both Within and Outside The Factory Suppliers and customers. Automatic replenishment based on Signal through Cards that indicate when more goods are needed.
eliminates waste from Inventory and overproduction. Can Eliminate The Need for physical Inventories (instead relying on Signal Cards Need to indicate when more goods to be ordered).
KPI (Key Performance Indicator)
and encourage Metrics Designed to Track Progress towards Critical goals of The Organization. Strongly promoted KPIs Can be Extremely Powerful Drivers of behavior - so it is important to carefully Select KPIs that Will Drive desired behavior.
The best Manufacturing KPIs:
• Are aligned with Top-Level Strategic goals (thus Helping to Achieve those goals).
• Are effective at exposing and quantifying waste (OEE is A good example).
• Are readily influenced by Plant Floor Employees (so they Can Drive results).
Muda (Waste)
Anything in The Manufacturing Process that does Not Add value from The customer'' S perspective.
Eliminating muda (waste) is The PRIMARY Focus of Lean Manufacturing.
Overall Equipment Effectiveness (OEE)
A Framework for Measuring Productivity Loss given for Process Manufacturing. Three categories of Loss are Tracked:.
• Availability (eg Down time).
• Performance (eg Slow Cycles).
• Quality (eg Rejects)
Provides A Benchmark / Baseline and A means to Track Progress in eliminating waste from A Manufacturing Process. 100% OEE means perfect production (Manufacturing only good Parts, as Fast as possible, with no Down time).
PDCA (Plan, Do, Check, Act).
An iterative methodology for Implementing improvements:.
• Plan (Establish Plan and expected results).
• Do (IMPLEMENT Plan)
• Check (verify expected results achieved).
• Act (review and assess; do it again).
Applies A Scientific Approach to Making improvements:.
• Plan (Develop A hypothesis).
• Do (Run Experiment)
• Check (evaluate results )
• Act (Refine your Experiment; Try again).
Poka-Yoke (Error Proofing).
Design Error Detection and Prevention Into production processes with The Goal of achieving Zero defects.
It is Difficult (and expensive) to Find all defects through inspection, and correcting. defects typically gets significantly more expensive at each stage of production.

ผลลัพธ์ (อังกฤษ) 3:

Andon
Visual feedback system for the plant floor that indicates production status alerts when, assistance, is needed and Empowers operators to stop the production process.
Acts as a real-time communication tool for the plant floor that brings Immediate attention to problems as they occur - so they can be instantly Bottleneck Analysis addressed.

Identify which part of the manufacturing process limits the overall throughput and improve the performance of that part Of the process.
Improves throughput by strengthening the weakest link in the manufacturing process.

Continuous Flow Manufacturing Where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the manufacturing Process.
Eliminates many forms of waste (e.g. Inventory, waiting time, and transport).
Gemba (The Real Place)
A philosophy that Reminds us to get out of our offices and spend time on the plant floor - the place where real action occurs.
Promotes a Deep and thorough understanding of real-world manufacturing issues - by first-hand observation and by talking with plant Floor employees.
Heijunka (Level Scheduling)
A form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process.
Reduces lead times (since each product or variant is manufactured more Frequently) and inventory (since batches are smaller).
Hoshin Kanri (Policy Deployment)
Align the goals of the company (Strategy)With the plans of middle management (Tactics) and the work performed on the plant floor (Action).
Ensures that progress Towards strategic goals is consistent and thorough - eliminating the waste that comes from poor communication and inconsistent Direction.
Jidoka (Autonomation)
Design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than Full automation) and to automatically stop when defects are detected.
After Jidoka workers can, frequently monitor multiple Stations (reducing labor costs) and many quality issues can be detected immediately (improving quality).
Just-In-Time (JIT)
Pull parts through production based on customer demand instead of pushing parts through production based on projected, demand Relies on many, lean tools such as Continuous Flow Heijunka Kanban Standardized,,, Work and Takt Time.
Highly effective In reducing inventory levels. Improves cash flow and reduces space requirements.
Kaizen (Continuous Improvement)
A strategy where employees work together proactively to, achieve regular incremental improvements in the manufacturing Process.
Combines the collective talents of a company to create an engine for continually eliminating waste from manufacturing Processes.
Kanban (Pull System)
A method of regulating the flow of goods both within the factory and with outside suppliers And customersBased on automatic replenishment through signal cards that indicate when more goods are needed.
Eliminates waste from Inventory and overproduction. Can eliminate the need for physical inventories (instead relying on signal cards to indicate When more goods need to be ordered).
KPI (Key Performance Indicator)
Metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can Be extremely powerful drivers of behavior - so it is important to carefully select KPIs that will drive desired behavior.
The Best manufacturing KPIs:
- Are aligned with top-level strategic goals (thus helping to achieve those goals)
Education Are effective at exposing and quantifying waste (OEE is a good example)
* Are readily influenced by plant floor employees (so they can drive results)
Muda (Waste)
Anything in the manufacturing process that does not add value from the customer s. '' Perspective.
Eliminating muda (waste) is the primary focus of lean manufacturing.
Overall Equipment Effectiveness (OEE)
Framework for measuring productivity loss for a given manufacturing process. Three categories of loss are tracked:
- Availability (e.g. Down time)
* Performance (e.g. Slow cycles)
* Quality (e.g. Rejects)
Provides a benchmark / baseline and a means to Track progress in eliminating waste from a manufacturing process. 100% OEE means perfect production (manufacturing only Good, partsAs fast as possible with no, down time).
PDCA (,,, Plan Do Check Act)
An iterative methodology for implementing improvements:
* Plan (establish plan and expected results)
* Do (implement plan)
* Check (verify expected results achieved)
* Act (review And assess; do it again)
Applies a scientific approach to making improvements:
- Plan (develop a hypothesis)
* Do (run experiment)
Education Check (evaluate results)
* Act (refine your experiment; try again)
Poka-Yoke (Error Proofing)
Design error detection And prevention into production processes with the goal of achieving zero defects.
It is difficult (and expensive) to find All defects, through inspection and correcting defects typically gets significantly more expensive at each stage of production.