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Documents related to » continuous lean roa


The Next R(E)volution of Lean
Your Challenge: Get Decision Makers' Approval for a Next R(E)volution of Lean. Specific, Measurable, Achievable, Relevant and Time-Bound. By seeing a business as a

CONTINUOUS LEAN ROA: Standardized Work , Lean Continuous Improvement , Lean Value Stream Mapping , Henry Ford Lean , Lean Problem Solving , Seven Wastes Lean , Lean Toyota Production System , Lean Process Design , What Is Lean Production? , Lean Sigma Programs , Lean Production Simplified , Applying Lean Production . Lean Works! For some… Lean Manufacturing as a management tool has taken the manufacturing industry by storm, and companies around the globe have adopted Lean methods in many forms and by many names. Large
4/19/2006 8:35:00 AM

Supply Chain Planning – Issues for Continuous Chemical Companies
The continuous chemical industries typically share an objective of running at near 100% utilization. This and other realities yield unique requirements for a Supply Chain Planning (SCP) system. This article discusses some of these unique needs.

CONTINUOUS LEAN ROA: Planning – Issues for Continuous Chemical Companies Supply Chain Planning – Issues for Continuous Chemical Companies Olin Thompson - August 4, 2002 Read Comments Why SCP for a Continuous Chemical Company? Why does a continuous chemical company need a supply chain planning system? Because the high fixed cost of the plant drives a management objective of 100% capacity utilization. A common approach to this utilization objective is to set prices at a low enough level to drive to 100% utilization. As
8/4/2002

Continuous Improvement Offers CMMS Maintenance Benefits
Computer maintenance management system (CMMS) packages are excellent tools for collecting, analyzing, and reporting data and can offer insight into a process’ problem. Critical success factors for the effective use for the CMMS involves clear support from management and measurable drivers involving time, quality, and cost.

CONTINUOUS LEAN ROA: Continuous Improvement Offers CMMS Maintenance Benefits Continuous Improvement Offers CMMS Maintenance Benefits David Berger - February 24, 2004 Read Comments Introduction Most senior managers are unimpressed by simply implementing a computer maintenance management system (CMMS) or generating numerous reports. Instead, management is focused on results, which implies continuous improvement. A CMMS package provides an excellent tool for collecting, analyzing, and reporting unlimited amounts of data.
2/24/2004

Continuous Planning and Rolling Forecasts
The old way of thinking—you run a company through the once a year budget process—is on the way out in favor of new concepts and system approaches generally described as

CONTINUOUS LEAN ROA: Continuous Planning and Rolling Forecasts Continuous Planning and Rolling Forecasts Source: Alight Document Type: White Paper Description: The old way of thinking—you run a company through the once a year budget process—is on the way out in favor of new concepts and system approaches generally described as continuous planning. The practical implementation of continuous planning is through rolling forecasts—frequent updates of financial plans that include integrating actuals data and rolling the
1/19/2010 2:51:00 PM

Lean Tools and Practices that Eliminate Manufacturing Waste
A number of lean manufacturing tools and practices have long been used to reduce manufacturing waste. These include the five S's, visual controls, standardized work, mistake proofing, total productive maintenance, cellular manufacturing, single-digit setup, pull systems, sequencing, activity-based costing, and leveled production.

CONTINUOUS LEAN ROA: material handling, and promote continuous flows (see Lean Asset Management—Is Preventive Maintenance Anti-lean? ). TPM is operator-oriented maintenance that involves of all qualified employees in all maintenance activities. Its goal, hand in hand with the aforementioned five S s, is to ensure resource availability by eliminating machine-related accidents, defects, and breakdowns that sap efficiency and drain productivity on the factory floor. This includes setup and adjustment losses, idling and minor
2/14/2006

Manifesto for a Perfect Lean Market
Over the last 25 years, successful manufacturers have made dramatic improvements in the speed and efficiency of production. But with increasing global competition and time-to-market requirements, the need to continuously improve efficiency—and become lean—has never been more important. But these days, it’s difficult to imagine any enterprise software provider as being truly focused on efficiency for the customer.

CONTINUOUS LEAN ROA: requirements, the need to continuously improve efficiency—and become lean—has never been more important. But these days, it’s difficult to imagine any enterprise software provider as being truly focused on efficiency for the customer. Manifesto for a Perfect Lean Market style= border-width:0px; />   comments powered by Disqus Related Topics:   Enterprise Resource Planning (ERP),   Lean/Flow Manufacturing Related Industries:   Manufacturing Source: QAD Learn more about QAD Readers who
9/10/2007 4:43:00 PM

Transitioning to Lean with Oracle Flow Manufacturing
Transitioning to Lean with Oracle Flow Manufacturing. Get Case Studies and Other Software to Use In Your Self-assessment for Transitioning to Lean with Oracle Flow Manufacturing. Lean execution strategies within enterprises and across supply chains can dramatically reduce cycle times, improve quality, reduce waste, and improve bottom lines. In other words, lean is more than an advantage: it is a competitive necessity. Oracle’s Flow Manufacturing module capabilities in lean execution can enable the transition from a discrete, push-based manufacturing environment to a flow, pull-based one.

CONTINUOUS LEAN ROA: Lean Flow Technology , Continuous Flow Lean , Lean Flow Consulting , Lean-Flow Certification , Lean Manufacturing Flow , Kanban Lean Manufacturing , Lean Manufacturing Value Stream Mapping , Lean Manufacturing Inventory , Lean Manufacturing Certification . INTRODUCTION This white paper focuses on lean execution strategies within the enterprise and across the supply chain, and highlights the advanced capabilities of Oracle s Flow Manufacturing module in lean execution and enabling the transition from a
7/5/2006 2:19:00 PM

Streamlining for Success: The Lean Supply Chain
Your Challenge: Get Decision Makers' Approval for a Lean Supply Chain. Specific, Measurable, Achievable, Relevant and Time-Bound. When flexibility and speed are requisites for success, it’s the lean organization that leads the race. World-class manufacturing organizations know the value of focusing on the lean fundamentals: eliminating waste, simplifying processes, and continuously improving. By pursuing lean strategies—optimizing inventory and streamlining manufacturing processes—they can reduce inefficiencies and costs in their production processes, and improve customer responsiveness.

CONTINUOUS LEAN ROA: waste, simplifying processes, and continuous improvement. Lean is about doing more with less: less time, effort, space and money. Lean strategies allow manufacturers to systematically and continuously eliminate the waste that results from inefficient processes, which can include inventory, over production, waiting, transportation, motion, over processing, and defective products. Optimizing inventory and streamlining manufacturing processes are two commonly deployed lean manufacturing strategies because
5/25/2005 10:37:00 AM

Lean Inventory by the Numbers
Getting lean is not a simple task; it requires an aggressive, iterative approach to examine complex tradeoffs. And given the number of variables that characterize a distribution center (DC) and its constituent stock keeping units (SKUs), performing this type of analysis without using the right tools can be daunting—if not impossible. Find out how a tool-based approach can make getting lean easier.

CONTINUOUS LEAN ROA: Lean Inventory by the Numbers Lean Inventory by the Numbers Source: Chiron Technologies, Inc. Document Type: White Paper Description: Getting lean is not a simple task; it requires an aggressive, iterative approach to examine complex tradeoffs. And given the number of variables that characterize a distribution center (DC) and its constituent stock keeping units (SKUs), performing this type of analysis without using the right tools can be daunting—if not impossible. Find out how a tool-based approach can
2/13/2008 3:55:00 PM

Discovering and Creating Value in Procurement through Continuous Assessment and Innovation
Improvement is not simply an idea: it is a process. And processes without frameworks are recipes for underachievement, or worse, chaos. For this reason, value leakages in procurement functions must be resolved in a systematic, progressive, incremental, and formalized manner.

CONTINUOUS LEAN ROA: Value in Procurement through Continuous Assessment and Innovation Discovering and Creating Value in Procurement through Continuous Assessment and Innovation Murali Krishnan Sundararajan and Rajib Saha - July 17, 2006 Read Comments Introduction About a decade ago, the procurement function was viewed primarily as a cost centre and a routine operation. More recently, it has been considered as a revenue-generating centre because of value-adds in the function. The procurement function now plays a key role in
7/17/2006

Lean Maintenance: Best Practices to Turn Asset Management into a Profit Center
Lean Maintenance: Best Practices to Turn Asset Management into a Profit Center. Get Free White Papers Related To Lean Maintenance. It’s common knowledge that asset downtime disrupts production and drives up both process and per-unit operating costs. However, executives often lose sight of this because they focus on output, not on the assets used to create it. The irony is that companies can use asset performance management not only to make more widgets, but to make each widget more profitably.

CONTINUOUS LEAN ROA: those problems impact operations. Continuous Improvement Throughout the Maintenance Spectrum: Once lean methodology is initiated, all stakeholders must buy-in and contribute not just at the outset, when progress can be most visible, but as a part of daily routines. That is why cross-training personnel can provide the impetus for continued reduction in wasted time, e ort, material, and production capacity. Each member of the maintenance team must be encouraged and empowered to initiate improvements. All
4/24/2007 5:32:00 PM


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