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Production Strategies
Course: Lean and Traditional
Manufacturing Strategies
Duration: 3 days;
registration at 8:00 AM day one, class begins at 8:30 AM; class ends
at 4:00 PM final day.
Overview:
Production operations vary greatly for every company, and while they
are often separated into discrete, repetitive or process pigeonholes,
many organizations have elements of more than one. In the same manner,
many companies are still using traditional order and schedule-based
systems and avoiding implementing lean manufacturing techniques due to
a fear of complexity or perception of 'all-or-nothing'. This course
compares the various approaches and demonstrates how elements of more
than one strategy are often appropriate.
Who should attend:
operations managers, material managers, schedulers, process
improvement champions, operations project leaders
Agenda:
Framing the
environment
-
Responding to demand:
to-order or to-stock
-
Facility and process
design and product characteristics: job shops, production lines,
batch and flow process
-
Interaction between
planning and scheduling systems
-
Bills of material,
routings, product definition
-
Typical industry
characteristics
-
Impact of the
distribution network/supply chain on the plant
Authorizing and
releasing production
-
Orders, schedules, flow
rates
-
Material stocking,
picking and transfer strategies
-
Prioritizing and
sequencing production
-
Contract and outside
operations
Tracking and
reporting production
-
Identifying logical
reporting points
-
Tracking WIP, labor and
machine status
-
Accounting for scrap,
rework, exception situations
-
Maintaining valid date
and quantity information
-
Role of automated
systems in production tracking
-
MES (Manufacturing
Execution Systems)
Traditional
systems compared to lean manufacturing
-
Push vs. pull systems
-
Establishing goals:
minimizing inventory, lot sizes, lead times, transactions, process
variability
-
Identifying and
reducing elements of cycle time
-
Facility layout and
labor force considerations
-
Mapping value streams
-
Kanban and
drum-buffer-rope (DBR) systems
-
Kaizen and Hoshin
techniques
-
Introduction to Theory
of Constraints (TOC): identifying bottlenecks and waste,
synchronizing production, using thinking process skills
Choosing and
implementing the best techniques
-
Opportunities and
dangers in mixing systems
-
Selecting pilot areas
-
Transitioning
departments, facilities, chain partners
Each area includes:
Typical policy issues, performance measurements, glossary,
exercises or quizzes.
Fee: $1295 US for
3 days; $1025 per person when 2 or more attend from same company.
Includes materials and handouts, continental breakfast, lunch and
coffee service but not dinner, lodging or transportation.
Registration options:
registration form
Bridgefield Group Inc.
Attn: Registration
270 Lakeview Ridge East
Roswell, GA 30076
For
additional information or questions contact:
education@bridgefieldgroup.com
