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<title>Ignition Coil, Alternator, Starter Manufacturer - RIBO Auto Parts</title>
<link>http://www.riboparts.com/</link>
<description>RIBO, a reliable supplier for automotive ignition coils, ignition modules, voltage regulators,rectifiers, alternators, starters and starter drives.</description>
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<title><![CDATA[Poka Yoke or Error Proofing]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Jidoka/Poka-Yoke/Standard Work&id=2289]]></link>
<description><![CDATA[Poka Yoke / Pokayoke / Error Proofing What It Is Poke Yoke or mistake proofing means taking steps to ensure errors or abnormalities can't occur. It can involve using checklists, quality checks, part or tool design, machine modification, setting tolerance limits and so forth. There are three types of Pokayoke: 1 - Contact type: The use of shape, dimensions or other physical properties to detect the contact or non-contact of a particular feature.&nbsp; e.g, Things only fitting one way 2 - Constant number type: If a fixed number of actions or movements are not made an error sign is triggered. e.g...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Thu, 18 Nov 2021 22:45:03  GMT</pubDate>
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<title><![CDATA[Poka-Yoke: Work Instructions for Mistake Proofing]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Jidoka/Poka-Yoke/Standard Work&id=2288]]></link>
<description><![CDATA[By Kiran WalimbeHow Mistake Proof Are Your Processes?Poka Yoke, also called mistake proofing, is a simple method to prevent defects from occurring in your business processes. Learn from these three poka yoke examples. It was a Japanese manufacturing engineer named Shigeo Shingo who developed the concept that revolutionized the quality profession in Japan. Originally called &quot;fool proofing&quot; and later changed to &quot;mistake proofing&quot; and &quot;fail safing&quot; so employees weren't offended, poka yoke (pronounced &quot;poh-kah yoh-kay&quot;) translates into English as to avoid (y...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Thu, 18 Nov 2021 22:50:12  GMT</pubDate>
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<title><![CDATA[TPS House ]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=&id=2281]]></link>
<description><![CDATA[TPS HouseThis simple house was used to visually describe the Toyota Production System. All other components were inherit to the system. Ex: Safety, Customer First, Heijunka (Leveled production), etc. All other versions of the TPS house should be used to clarify your understanding. Based on our experience we have added details, which you might find useful.Continuing with the symbolism of the house we have 5 components of the house.I. FoundationalII. Jidoka WallsIII. JIT WallsIV. Customer Satisfaction RoofV. PeopleThe order of the building represents the sequence of construction but TPS always s...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 19 Nov 2021 22:07:19  GMT</pubDate>
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<title><![CDATA[Inventory Counting Systems]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Purchase/Inventory Management&id=2280]]></link>
<description><![CDATA[Periodic physical count of inventory&#8226; A physical count of items in inventory at a periodic intervals (Annually - Quarterly - Monthly ) in order to decide how&nbsp; a. Why Is a Physical Inventory Necessary?&nbsp;&nbsp;&nbsp; Contributes to Better Customer Service. It is to verify that the on-hand quantity of each item in your computer reflects what is actually on the shelf. &nbsp;&nbsp;&nbsp; Is Necessary for Effective Replenishment. If On-hand Quantities in the computer are not equal to are actually in the warehouse the wrong quantities, of the wrong products, will be ordered. b. Plannin...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 19 Nov 2021 22:17:04  GMT</pubDate>
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<title><![CDATA[Inventory Control]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Purchase/Inventory Management&id=2279]]></link>
<description><![CDATA[EOQ Model(Decision problem)The simple EOQ model attempts to balance holding and ordering costs Relevant Costs in EOQ&#8226; Holding or Carrying cost (C)&#8226; Ordering cost (P)&#8226; Purchase cost of the item (V)Where:P = The ordering cost (dollars per order)D = Annual demand or usage of the product (number of units)C = Annual inventory carrying cost (as a percentage of product cost or value)V = Average cost or value of one unit of inventoryAn exampleD = 4,800 Annual DemandP = $40.00 Cost to Place an OrderV = $62.50 Value of one unit at CostC = 40% Annual Carrying Cost as a Percentage&nbsp;&...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 19 Nov 2021 22:39:26  GMT</pubDate>
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<title><![CDATA[Inventory Management]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Purchase/Inventory Management&id=2278]]></link>
<description><![CDATA[Mission Statement&#8226; To develop, enhance and maintain our strong relationship with our employees, suppliers and the other functional areas. &#8226; Provide the organization with the appropriate supplies in the right quantity and in good condition,&nbsp; in order secure a non-interrupted operations &amp; to maintain our competitive advantage&nbsp; and further improve our renowned corporate imageGoals&#8226; Provide an uninterrupted flow of materials &amp; supplies required to operate the organization&#8226; Keep inventory investment &amp; loss at a minimum&#8226; Maintain adequate quality s...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Mon, 22 Nov 2021 00:18:06  GMT</pubDate>
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<title><![CDATA[Logistics]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=JIT Production/JIT Logistics&id=2276]]></link>
<description><![CDATA[Basic Definitions&#8226; Marketing Logistics &#8226; Logistics Engineering &#8226; Industrial Logistics &#8226; Business Logistics &#8226; Logistics Management &#8226; Integrated Logistics Management &#8226; Logistics pipeline Management What kinds of organizations employ logistics managers?Business Logistics Scope Of Activities&#8226; Transportation &#8226; Storage &#8226; Packaging &#8226; Materials Handling &#8226; Order Processing &#8226; Forecasting &#8226; Operation Planning &#8226; Purchasing &#8226; Customer Service &#8226; Site Location &#8226; Other Activities Major Tasks for the Log...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Mon, 22 Nov 2021 00:36:45  GMT</pubDate>
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<title><![CDATA[Suppliers Assessment]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Purchase/Inventory Management&id=2275]]></link>
<description><![CDATA[Market Assessment (for new products, new projects, or major modifications) &#8226; Alert the market (if it exists) to potential requirement (Early Market Engagement)&#8226; Take initial soundings on feasibility, capacity, capability, approach and level of interest (Market sounding)Developing the Evaluation Strategy&#8226; Business Aims and Critical Success Factors CSF &#8226; The relative Priorities of the Requirements (e.g. quality of service more important than innovation) &#8226; Actions to ensure Stakeholders Awareness of these priorities &#8226; High-level Criteria for both quantifiable a...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Mon, 22 Nov 2021 00:55:22  GMT</pubDate>
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<title><![CDATA[Purchasing]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Purchase/Inventory Management&id=2274]]></link>
<description><![CDATA[DefinitionsPurchasing&#8226; All those activities associated with identifying needs, locating &amp; selecting suppliers, negotiating terms &amp; following up and assessment, to ensure supplier performance and developing suppliers. &#8226; The functions, processes and department that source material and services, negotiates terms and availability agreements, responds to requests for material by user departments and communicates order status and actual or potential supply disruptions. &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbs...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Mon, 22 Nov 2021 01:06:21  GMT</pubDate>
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<title><![CDATA[TPM Implementation Steps]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=TPM/TQM/Value Stream Mapping&id=2273]]></link>
<description><![CDATA[Preparatory StageStep 1: Announcement of TPM &#8226; Proper understanding, commitment and active involvement of the top management in needed for TPM implementation. &#8226; Top management needs to create an environment that will support the introduction of TPM. &#8226; Without the support of management, skepticism and resistance will kill the initiative. &#8226; Top management should have awareness programs, after which announcement is made to all. &#8226; Publish it in the house magazine and put it in the notice board. &nbsp; Send a letter to all concerned individuals if required. Step 2: Lau...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Tue, 23 Nov 2021 03:39:58  GMT</pubDate>
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<title><![CDATA[Value Stream Mapping VSM]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=TPM/TQM/Value Stream Mapping&id=2270]]></link>
<description><![CDATA[Definitions Value Stream &#8226; A value stream is the sequence of steps required to satisfy a need (typically, a good or service).&#8226; The Enterprise Value Streams Categories:&nbsp; Demand (where the need for a good or service is created);&nbsp; Delivery (where this need is satisfied);&nbsp; Development (where this need is turned into a robust design); and, &nbsp; Support (the internal processes required to allow the first three streams to effectively function).Value Stream Mapping VSM &#8226; The VSM is a tool used by Toyota Motor Co. to focus team efforts on specific plant waste reductio...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Tue, 23 Nov 2021 23:00:12  GMT</pubDate>
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<title><![CDATA[Becoming a Lean Enterprise]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=&id=2268]]></link>
<description><![CDATA[Leading to LeanThe process toward becoming a Lean Enterprise proceeds on three levels through a similar sequence of activities following the Plan-Do-Check-Adjust cycle. The first level is strategic, or company-wide. The second level is plant or location oriented. The third level is process-specific within a location. At each level, an important activity to facilitate planning is to define the current condition with data - establish a measurable baseline for improvement. Steps for the Development of the Roadmap to Lean ManufacturingPhase 1: Specify value by ProductOnly the customer can define v...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 26 Nov 2021 00:22:02  GMT</pubDate>
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<title><![CDATA[Kanban]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Kanban Management&id=2267]]></link>
<description><![CDATA[Introduction&#8226; Kanban means 'Display card', Signal, 'visible record' or 'Instruction card' in Japanese. &#8226; Kanban &quot;Card or other device&quot; and systems are used to synchronize the flow of parts in systems (often manufacturing and assembly) where many different parts come together at various points in a long and often complex process. &#8226; This system communicates demand for work or materials from the preceding station &#8226; It is a Paperless production control system where authority to pull, or produce comes from a downstream process. &#8226; Cards can, of course, be repl...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 26 Nov 2021 00:36:39  GMT</pubDate>
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<title><![CDATA[Types of Waste]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=&id=2266]]></link>
<description><![CDATA[&nbsp;1. Waste from Overproduction &#8226; This creates more products than needed at a point in time. &#8226; Often it is caused by fear of running out. &#8226; However, producing more than &quot;just enough&quot; or &quot;just-in-time&quot; inventory drives up the costs of inventory and results in scrap if demand does not equal supply ¡ª wasting all the value if the excess products must be scrapped or sold at a loss. &#8226; Often considered the worst of the seven wastes because it encompasses the rest of the wastes, often this is caused by quality problems. 2. Waste of time in Waiting &#8226;...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 26 Nov 2021 00:56:26  GMT</pubDate>
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<title><![CDATA[Flexible Manufacturing Systems]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Leveled/Process Production&id=2265]]></link>
<description><![CDATA[Introduction&#8226; ¡°A system that consists of numerous programmable machine tools connected by an automated material handling system&quot; &#8226; A flexible manufacturing system can produce an enormous variety of items &#8226; An FMS is large, complex, and expensive Computers run all the machines that complete the process &#8226; Not many industries can afford traditional FMS hence the trend is towards smaller versions call flexible manufacturing cells &#8226; Today two or more CNC machines are considered a Flexible Manufacturing Cell (FMC), and two ore more cells are considered a Flexible M...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 26 Nov 2021 01:05:45  GMT</pubDate>
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<title><![CDATA[Cellular Layouts]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Leveled/Process Production&id=2264]]></link>
<description><![CDATA[Introduction&#8226; In cellular manufacturing, production work stations and equipment are arranged in a sequence that supports a smooth flow of materials and components through the production process with Minimal Transport or Delay. &#8226; Implementation of this Lean Method often represents an attempt to combine the flexibility of a process layout with the efficiency of a product layout &#8226; Rather than processing multiple parts before sending them on to the next machine or process step (as is the case in batch-and-queue, or large-lot production), cellular manufacturing aims to move produc...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Fri, 26 Nov 2021 01:12:46  GMT</pubDate>
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<title><![CDATA[Product Layouts ]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Leveled/Process Production&id=2263]]></link>
<description><![CDATA[Characteristics&#8226; This layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow &#8226; It is made possible by highly standardized goods or services that allow highly standardized, repetitive processing &#8226; The work is divided into a series of standardized tasks, permitting specialization of equipment and division of labor &#8226; Product layouts arrange this standardized tasks in a line according to the sequence of operations that need to be performed to assemble a particular product &#8226; Each Product should have its own &quot;line&quot; &#822...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Sat, 27 Nov 2021 00:59:00  GMT</pubDate>
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<title><![CDATA[Process Layout]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Leveled/Process Production&id=2262]]></link>
<description><![CDATA[Characteristics&#8226; A layout that organizes resources (employees) and equipment by function rather than by service or product &#8226; It is a layout that groups similar activities together in departments of work centers according to the process or function that they perform. &#8226; The operations of each work center could serve different customers different needs &#8226; The equipment in a process layout is general purpose &#8226; Workers are skilled at operating the equipment in their department &#8226; Process layouts in manufacturing firms require flexible material handling equipment (s...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Sat, 27 Nov 2021 01:14:34  GMT</pubDate>
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<title><![CDATA[Introduction to Facilities Layout]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Leveled/Process Production&id=2261]]></link>
<description><![CDATA[Definition&#8226; Facility Layout is the configuration of Departments, Work centers, and Equipment, whose design involves particular emphasis on movement of work, customers and materials through the system&#8226; Layout planning is planning that involves decisions about the physical arrangement of Economic Activity Centers needed by a facility¡¯s various processes.ObjectiveBasic objective of layout is to optimize flow of Work, Material, Customers and Information through the system now and in the future.Design Master Plan, Layout Levels and Planning QuestionsThe Master Plan consists of two layou...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Sat, 27 Nov 2021 01:21:17  GMT</pubDate>
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<title><![CDATA[Kanban Applied to Software Development: from Agile to Lean]]></title>
<link><![CDATA[http://www.riboparts.com/changeBlogsite.asp?changeInfo=Forum for Lean Production&changeClass=Lean Production&changeName=Kanban Management&id=2258]]></link>
<description><![CDATA[By Kenji HiranabeA Kanban is a physical card used in Toyota Production System (TPS) to support non-centralized &quot;pull&quot; production control. It has spread to the manufacturing industry all over the world as a tool of Lean Manufacturing. Now in Agile software development the visualization of projects, such as posting task cards on a wall, is a commonly seen practice, which is sometimes called &quot;Software Kanban&quot;, or &quot;Task Kanban&quot;. Now we even see some product maintenance teams utilizing Kanban systems in a waterfall-like process model. So what is Kanban? Why is it used ...]]></description>
<author><![CDATA[Lincoln]]></author>
<category><![CDATA[Lean Production]]></category>
<pubDate>Wed, 01 Dec 2021 00:58:36  GMT</pubDate>
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