Jump to content

Likith B

Excellence Ambassador
  • Content Count

    15
  • Joined

  • Last visited

Community Reputation

1 Average

About Likith B

  • Rank
    Active Member

Profile Information

  • Name
    Likith B
  • Company
    Aegis Ltd
  • Designation
    Team Leader

Recent Profile Visitors

The recent visitors block is disabled and is not being shown to other users.

  1. Common cause are the ones which usually occurs, they are natural causes. Example for common cause: You estimate 20 minutes to get ready and ten minutes to get to work. Instead, you take five minutes extra getting ready because you had to pack lunch and 15 additional minutes to get to work because of traffic. These would be Common Causes of Variance. Special cause are unusual and were not observed previously. Example for Special Cause: You are driving to work, and you estimate arrival in 10 minutes every day, but, on a particular day you reach 20 minutes later, since you
  2. SIPOC - suppliers, inputs, process, outputs, customers. It is the diagrammatic tool used to outline the elements involved in the process before the process starts.
  3. The concept of Jidoka is “Automatic detection of problems or defects at an early stage and proceed with the production only after resolving the problem at its root cause”. This means, the machines and operation will stop automatically without any human intervention or supervision, once a problem is detected or a defect is found. The problems and defects are identified and resolved then and there rather than accumulating the errors till the end of production line. This saves a huge amount of rework, inspection time, time and effort of the labor and helps in early delivery of goods, in turn
  4. A production schedule planned according to takt time is called as Peacemaker process. The steps of a process that are dedicated to a particular family of products or services that responds directly to orders from external customers. A well run pacemaker sends smooth demand signals upstream to the remaining processes in the process cycle, which respond to requirements from external customers.
  5. Poka-yoke is a Japanese term that means "mistake-proofing" or “inadvertent error prevention”. poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid mistakes. Poka-yoke can be implemented at any step of a manufacturing process where something can go wrong or an error can be made. Errors are inevitable in any manufacturing process, but that if appropriate poka-yokes are implemented, then mistakes can be caught quickly and prevented from resulting in defects. By eliminating defects at the source, the cost of mistakes with
  6. False alarm is ok as it make us to stay alert. But, Repeated false alarm will lead to loss in business, as this will require lot identification or rectification of the problem which is not true and this rectification is cost to the business. False alarm will only lead to high rechecks. Example: False alarms in an automated company will have to check from the scratch to identify the mistake which is of high cost to the company. A missed alarm will lead to a negative outcome in most cases. In most of the cases negligence or a lazy attitude did not trigger the awareness about the
  7. In Lean, takt time is the rate at which a finished product needs to be completed in order to meet customer demand. If a company has a takt time of five minutes, that means every five minutes a complete product, assembly or machine is produced off the line because on average a customer is buying a finished product every five minutes. Described mathematically, takt time is: Available time for production / required units of production Required units of production is a measure of customer demand – how many products a company expects its customer to buy in a given period of time. That per
  8. The Central limit Theorem states that when sample size tends to infinity, the sample mean will be normally distributed. The Law of Large Number states that when sample size tends to infinity, the sample mean equals to population mean. The LLN gives conditions under which sample moments converge to population moments as sample size increases The CLT provides information about the rate at which sample moments converge to population moments as sample size increases The law of large numbers says that the mean of a sample of a random variable's values equals the t
  9. A value adding activity is one that customer is willing to pay for. A value adding activity is transformational by nature. A value adding activity is done first time right. All the above statements are acceptable but there will be times where they have to be modified depending on the process/ situation/ industry. Any work that takes place on the manufacturing or service floor constitutes a series of processes.These processes are either value add or non-value add. An operator could be performing a simple assembly of an engine or car part. The walk time which he ta
  10. 5S is an approach for workplace organizations; it drives workplace efficiency and productivity improvement. Based on a simple set of principles, it not only helps to identify wastes in the workplace but also creates an environment wherein teams get involved in improvements. It is a movement to make sure that all the elements of a "workplace system" function in harmony in order to allow teams to deliver an optimum level of performance. Implementing 5S within a service business delivers the following benefits: Reduces process lead times Facilitates workplace organization
  11. Lean six sigma is used to eliminate waste. So, when there is a product and the sales to the product is decreasing gradually, the process & cost involved in making the product is waste. In order to increase the revenue/ or sales, analysis need to be done and LSS is one of the the best methods to use to identify the problem. And if there is a defect in the product or the product need to be redesigned LSS helps is identifying the exact drawback. This helps in innovation of new product designs/ product.
  12. Kaizen(Change for better)means continuous improvement involving everyone, managers and workers alike, every day and everywhere, providing structure to process improvement. Kaizen is about continuously improving: everyday, everyone and everywhere. Many small improvements implemented with Kaizen produce faster results with less risk. Kaikaku(Radical change) involves were there are moments that more radical, step change is necessary. In simple it means a modification in the current system or process to match the desired outputs. This refers to a revolutionary change to the existing si
  13. Of course if we cannot measure, we won't be able to manage. However, measurement alone isn’t enough to manage because there will be other known/unknown factors which cannot be measured which could be an impact on the management i.e., emotional state of an individual within the process, the ideas that will be used for the betterment of the process/system. However, measurement is essential for a good management because to have a good management on any perspective (Professional/Personal), one should or should be able to measure the position of an individual or a system/process and the
  14. Personal Excellence: The first step toward relative personal excellence starts with self-examination. We need to understand our own strengths and weaknesses. Because our personal version of reality is an accurate reflection of who we are, we know that change begins internally. Process Excellence: Process excellence is about process effectiveness and efficiency. It requires processes to be designed and improved for consistent delivery with minimum variation and minimum waste to get the desired output. Operational Excellence: Operational Excellence is an element of org
×
×
  • Create New...