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Often the best thing you can do is to idle a machine and stop producing parts. You do this to avoid
over production, the fundamental waste in TPS.
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Often it is best to build up an inventory of finished goods in order to level out the production
schedule, rather than produce according to the actual fluctuating demand of customer orders.
Leveling out the schedule (heijunka) is a foundatio...
(更多)
·
Often the best thing you can do is to idle a machine and stop producing parts. You do this to avoid
over production, the fundamental waste in TPS.
·
Often it is best to build up an inventory of finished goods in order to level out the production
schedule, rather than produce according to the actual fluctuating demand of customer orders.
Leveling out the schedule (heijunka) is a foundation for flow and pull systems and for minimizing inventory in
the supply chain. (Leveling production means smoothing out the volume and mix of items produced so there
is little variation in production from day to day.)
·
Often it is best to selectively add and substitute overhead for direct labor. When waste is stripped away
from your value-adding workers, you need to provide high-quality support for them as you would support a
surgeon performing a critical operation.
·
It may not be a top priority to keep your workers busy making parts as fast as possible. You should
produce parts at the rate of customer demand. Working faster just for the sake of getting the most out of
your workers is another form of over production and actually leads to employing more labor overall.
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It is best to selectively use information technology and often better to use manual processes even
when automation is available and would seem to justify its cost in reducing your headcount. People
are the most flexible resource you have. If you have not efficiently worked out the manual process, it will not
be clear where you need automation to support the process.
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