Taiichi Ohno's development of this system inspired what framework for manufacturing improvement?
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EXtreme Manufacturing eXtreme Manufacturing (XM) is an iterative and incremental framework for manufacturing improvement and new product development that was inspired by the software development methodology Scrum and the systematic waste-elimination ("lean") production scheduling system Kanban (かんばん(看板) ) .
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Kanban Kanban (看板 ) (literally signboard or billboard in Japanese) is a scheduling system for lean manufacturing and just-in-time manufacturing (JIT). Kanban is an inventory-control system to control the supply chain. Taiichi Ohno, an industrial engineer at Toyota, developed kanban to improve manufacturing efficiency. Kanban is one method to achieve JIT.
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Japanese Standards Association Japanese Standards Association (JSA) is the Japanese industrial standard development organization. JSA promotes standardization and management system in Japan through the following activities.
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Manufacturing execution system Manufacturing execution systems (MES) are computerized systems used in manufacturing, to track and document the transformation of raw materials to finished goods. MES provides information that helps manufacturing decision makers understand how current conditions on the plant floor can be optimized to improve production output. MES works in real time to enable the control of multiple elements of the production process (e.g. inputs, personnel, machines and support services).
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Manufacturing operations management Manufacturing operations management (MOM) is a methodology for viewing an end-to-end manufacturing process with a view to optimizing efficiency.
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Performance indicator A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction, etc.), and sometimes success is defined in terms of making progress toward strategic goals. Accordingly, choosing the right KPIs relies upon a good understanding of what is important to the organization. 'What is important' often depends on the department measuring the performance – e.g. the KPIs useful to finance will differ from the KPIs assigned to sales. Since there is a need to understand well what is important, various techniques to assess the present state of the business, and its key activities, are associated with the selection of performance indicators. These assessments often lead to the identification of potential improvements, so performance indicators are routinely associated with 'performance improvement' initiatives. A very common way to choose KPIs is to apply a management framework such as the balanced scorecard.
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Management by objectives Management by objectives (MBO), also known as management by results (MBR), was first popularized by Peter Drucker in his 1954 book "The Practice of Management". Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding on how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. This process also helps organization members to see their accomplishments as they achieve each objective, which reinforces a positive work environment and a sense of achievement. An important part of MBO is the measurement and comparison of an employee's actual performance with the standards set. Ideally, when employees themselves have been involved with the goal-setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.
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IOSO IOSO (Indirect Optimization on the basis of Self-Organization) is a multiobjective, multidimensional nonlinear optimization technology.
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Organizational engineering Organizational engineering (OE) is a form of organizational development. It was created by Gary Salton of Professional Communications, Inc. It has been developing continuously since 1994 on both theoretical and applied levels.
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Steelmaking Steelmaking is the process for producing steel from iron ore and scrap. In steelmaking, impurities such as nitrogen, silicon, phosphorus, sulfur and excess carbon are removed from the raw iron, and alloying elements such as manganese, nickel, chromium and vanadium are added to produce different grades of steel. Limiting dissolved gases such as nitrogen and oxygen, and entrained impurities (termed "inclusions") in the steel is also important to ensure the quality of the products cast from the liquid steel.
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O-ring theory of economic development The O-ring theory of economic development is a model of economic development put forward by Michael Kremer in 1993, which proposes that tasks of production must be executed proficiently together in order for any of them to be of high value. The key feature of this model is positive assortative matching, whereby people with similar skill levels work together.
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Ostwald process The Ostwald process is a chemical process for making nitric acid (HNO). Wilhelm Ostwald developed the process, and he patented it in 1902. The Ostwald process is a mainstay of the modern chemical industry, and it provides the main raw material for the most common type of fertilizer production. Historically and practically, the Ostwald process is closely associated with the Haber process, which provides the requisite raw material, ammonia (NH).
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Genichi Taguchi Genichi Taguchi (田口 玄一 , Taguchi Gen'ichi ) (January 1, 1924 – June 2, 2012) was an engineer and statistician. From the 1950s onwards, Taguchi developed a methodology for applying statistics to improve the quality of manufactured goods. Taguchi methods have been controversial among some conventional Western statisticians, but others have accepted many of the concepts introduced by him as valid extensions to the body of knowledge.
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AGO system The AGO system is the industrial process for manufacturing stitchless (glued) shoes.
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Continual improvement process A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.
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Focused improvement Focused improvement in the Theory of Constraints is an ensemble of activities aimed at elevating the performance of any system, especially a business system, with respect to its goal by eliminating its constraints one by one and by "not" working on non-constraints.
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Agile manufacturing Agile manufacturing is a term applied to an organization that has created the processes, tools, and training to enable it to respond quickly to customer needs and market changes while still controlling costs and quality.
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Innovation (signal processing) In time series analysis (or forecasting) — as conducted in statistics, signal processing, and many other fields — the innovation is the difference between the observed value of a variable at time "t" and the optimal forecast of that value based on information available prior to time "t". If the forecasting method is working correctly, successive innovations are uncorrelated with each other, i.e., constitute a white noise time series. Thus it can be said that the innovation time series is obtained from the measurement time series by a process of 'whitening', or removing the predictable component. The use of the term innovation in the sense described here is due to Hendrik Bode and Claude Shannon (1950) in their discussion of the Wiener filter problem, although the notion was already implicit in the work of Kolmogorov.
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Process development execution system Process development execution systems (PDES) are software systems used to guide the development of high-tech manufacturing technologies like semiconductor manufacturing, MEMS manufacturing, photovoltaics manufacturing, biomedical devices or nanoparticle manufacturing. Software systems of this kind have similarities to product lifecycle management (PLM) systems. They guide the development of new or improved technologies from its conception, through development and into manufacturing. Furthermore they borrow on concepts of manufacturing execution systems (MES) systems but tailor them for R&D rather than for production. PDES integrate people (with different backgrounds from potentially different legal entities), data (from diverse sources), information, knowledge and business processes.
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Lean Government Lean Government refers to the application of lean production (also known as "Lean") principles and methods to both identify and then implement the most efficient, value added way to provide government services. Government agencies have found that when Lean is implemented, they see an improved understanding of how their own processes work, that it facilitates the quick identification and implementation of improvements and that it builds a culture of continuous improvement.
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Surface finishing Surface finishing is a broad range of industrial processes that alter the surface of a manufactured item to achieve a certain property. Finishing processes may be employed to: improve appearance, adhesion or wettability, solderability, corrosion resistance, tarnish resistance, chemical resistance, wear resistance, hardness, modify electrical conductivity, remove burrs and other surface flaws, and control the surface friction. In limited cases some of these techniques can be used to restore original dimensions to salvage or repair an item. An unfinished surface is often called "mill finish".
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Process optimization Process optimization is the discipline of adjusting a process so as to optimize some specified set of parameters without violating some constraint. The most common goals are minimizing cost and maximizing throughput and/or efficiency. This is one of the major quantitative tools in industrial decision making.