Related Research Articles
Cost accounting is the process of recording, classifying, analyzing, summarizing, and allocating costs associated with a process, and then developing various courses of action to control the costs. Its goal is to advise the management on how to optimize business practices and processes based on cost efficiency and capability. Cost accounting provides the detailed cost information that management needs to control current operations and plan for the future.
Inventory or stock is the goods and materials that a business holds for the ultimate goal of resale.
Lean manufacturing or lean production, often simply "lean", is a systematic method for the minimization of waste (muda) within a manufacturing system without sacrificing productivity, which can cause problems. Lean also takes into account waste created through overburden muri) and waste created through unevenness in work loads (mura). Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for.
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing". Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.
Operations management is an area of management concerned with designing and controlling the process of production and redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed and effective in terms of meeting customer requirements. Operations management is primarily concerned with planning, organizing and supervising in the contexts of production, manufacturing or the provision of services.
Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota's fabled Toyota Production System. Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses the concepts of:
- Value
- Value streams
- Flow
- Pull
- Perfection
Quality, cost, delivery (QCD), sometimes expanded to QCDMS, is a management approach originally developed to help companies within the British automobile sector. QCD analysis is used to assess different components of the production process. It also provides feedback in the form of facts and figures that help managers make logical decisions. By using the gathered data it is easier for organizations to prioritize their future goals.
Muda is a Japanese word meaning "futility; uselessness; wastefulness", and is a key concept in lean process thinking, like the Toyota Production System (TPS) as one of the three types of deviation from optimal allocation of resources. Waste reduction is an effective way to increase profitability.
A flexible manufacturing system (FMS) is a manufacturing system in which there is some amount of flexibility that allows the system to react in case of changes, whether predicted or unpredicted. This flexibility is generally considered to fall into two categories, which both contain numerous subcategories.
Supply-chain optimization is the application of processes and tools to ensure the optimal operation of a manufacturing and distribution supply chain. This includes the optimal placement of inventory within the supply chain, minimizing operating costs. This often involves the application of mathematical modelling techniques using computer software.
Value-stream mapping is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer with reduced lean wastes as compared to current map. A value stream focuses on areas of a firm that add value to a product or service, whereas a value chain refers to all of the activities within a company. At Toyota, it is known as "material- and information-flow mapping".
Production leveling, also known as production smoothing or – by its Japanese original term – heijunka (平準化), is a technique for reducing the Mura (Unevenness) which in turn reduces muda (waste). It was vital to the development of production efficiency in the Toyota Production System and lean manufacturing. The goal is to produce intermediate goods at a constant rate so that further processing may also be carried out at a constant and predictable rate.
Quick response manufacturing (QRM) is an approach to manufacturing which emphasizes the beneficial effect of reducing internal and external lead times.
Lean Six Sigma is a method that relies on a collaborative team effort to improve performance by systematically removing waste and reducing variation. It combines lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda):
Lean dynamics is a business management practice that emphasizes the same primary outcome as lean manufacturing or lean production of eliminating wasteful expenditure of resources. However, it is distinguished by its different focus of creating a structure for accommodating the dynamic business conditions that cause these wastes to accumulate in the first place.
Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.
Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. The term has historically been associated with lean manufacturing and Six Sigma due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.
Design for lean manufacturing is a process for applying lean concepts to the design phase of a system, such as a complex product or process. The term describes methods of design in lean manufacturing companies as part of the study of Japanese industry by the Massachusetts Institute of Technology. At the time of the study, the Japanese automakers were outperforming the American counterparts in speed, resources used in design, and design quality. Conventional mass-production design focuses primarily on product functions and manufacturing costs; however,design for lean manufacturing systematically widens the design equation to include all factors that will determine a product's success across its entire value stream and life-cycle. One goal is to reduce waste and maximize value, and other goals include improving the quality of the design and the reducing the time to achieve the final solution. The method has been used in architecture, healthcare, product development, processes design, information technology systems, and even to create lean business models. It relies on the definition and optimization of values coupled with the prevention of wastes before they enter the system. Design for lean manufacturing is system design.
Green engineering approaches the design of products and processes by applying financially and technolour momprocesses and products in a manner that simultaneously decreases the amount of pollution that is generated by a source, minimizes exposures to potential hazards as well as protecting human health without relinquishing the economic efficiency and viability. As such, green engineering is not actually an engineering discipline in itself, but an overarching engineering framework for all design disciplines.
References
- ↑ Machine That Changed the World, James P. Womack, Daniel T. Jones, Daniel Roos, HarperBusiness, 1991, ISBN 978-0-06-097417-6