In many storage systems, stock is rotated on a first-in-first-out (FIFO) basis, which
implies that random access to every single load in the system may not be necessary. Hence, the right level of selectivity would ensure that, given a set of loads of the same type, only the oldest load needs to be easily accessible. This concept has, in fact, led to pallet flow racks, where loads are stored in lanes and each lane holds multiple loads of the same type. At any given time, only the loads in the front of each lane (which, by definition, are the oldest loads in each lane) are easily accessible. Pallet flow racks increase storage density by minimizing the space required by aisles. However, some space is wasted within each lane because the number of loads in a lane varies over time and, at any given instant, some lanes may be full while others are nearly empty.
(Gavriel Salvendy, Handbook of Industrial Engineering: Technology and Operations Management, page 1251)
First in First out:FIFO [accounting] (new)
A method of valuing stock or taking inventory in a business organization, where the prices of the oldest items purchased are applied to the entire stock. Items recieved first are then first to be sold. It can also refer to a method of choosing people for redundancy in an organization where the first to be hired are also the first to be made redundant.
(Concise dictionary of business management Author: David p.56)
-new definition is more understandable and better.
-----------------------------------------------------------------------------------------------------------------------------
Last In First Out. (LIFO) (old)
Last in first out method of inventory measurementassumes that the most recently purhaced items re to be the first ones sold that the remaining inventory will consist of the earliest item purchased. In other words, in which the are sold in reverse of order in which they are bought. Unlike FIFO and LIFO methods species that the cost of inventory on hand (ending inventory) is determined by working forward from the beginning inventory through purchases until suffiecient units are obained to cover the ending inventory. This is the opposite of FIFO system.
Joel J. Lerner, Theory and Problems of Princibles of Accounting I, P.194
Last in First out: LIFO [accounting] (new)
An inventory flow assumption in which the cost of goods sold equals the cost of most recently acquired units and a firm computes the ending inventory cost from the costs of the oldest units. In periods of rising prices and increasing inventories, LIFO leads to higher reported expenses and therefore lower reported income and lower balance sheet inventories than does FIFO. IFRS(nternational Financial Reporting Standards) does not allow LIFO.
(Financial accounting: an introduction to concepts, methods, and uses Author: Clyde P. Stickney,Roman L. Weil,Katherine Schipper,Jennifer Francis p.883)
-new definition is more summerized and better.
------------------------------------------------------------------------------------------------------
Zero Defect (old)
Just in Time (JIT) requires high quality in every aspect of production. If defective parts are produccd.they cannot be used in subsequent processing or assembly stations, thus interrupting work at those stations and possibly stopping production. Such a severe penalty forces a discipline of very high quality levels (zero defects) in parts fabrication. Workers are
trained to inspect their own output to make sure it is right before it goes to the next operation. In effect.this means controlling quality during production rather than relying on in
specters to discover the defects later. The Japanese use the word Jidoka in their quality
control procedures. Roughly translated, it means "stop everything when something goes
wrong"
Groover, Automation, Production Systems and CIM, P.827
Zero Defect [management] (new)
This is a man-management tool which tries to develop cost conciousness among employees and to get them want to achieve high standards of work excellence. It aims at the elimination of defective operations or a reject rate of 0 percent. The emphasis, however is not zeo-in on erros but prevention of mistakes at the outset of any operation. Its slogan is: "Do it right the first time."
This technique includes, among other things, the re-examinatoin of all work instructions for clarity and a
period per week when the manager gets togehter with his subordinates to discuss suggestions on ways of
cutting down rejects. Often as a result, the non-essential activities are identified and removed.
The zero defect scheme is usually launched with speeches from top executives and managers, slogans, posters, pamphlets and contests designed to reward employees who achieve error-free production.
(Management: theory and practice Author: Ernest Dale p.95)
-new definition is more understandable and better.
-------------------------------------------------------------------------------------------------------------------------------
CRITICAL TO QUALITY (CTQ) (old)
"Critical to quality" (CTQ) is a term widely used within the field of Six Sigma activities to describe the key output characteristics of a process. An example may be an element of a design or an attribute of a service that is critical in the eyes of the customer.
A CTQ tree helps the team to derive the more specific behavioural requirements of the customer from his general needs.
A CTQ tree is a useful tool during the data collection stage (define) of an improvement project. Once the project team has established who their customers are, the team should then move towards determining the customer needs and requirements. The need of a customer is the output of a process. Requirements are the characteristics to determine whether the customer is happy with the output delivered. These constitute what is "critical to quality" and a CTQ tree helps to identify these CTQs in a systematic way.
( Basu R.,Implementing quality:a practical guide to tools and techniques : enabling the power of operational excellence, page 59)
Critical to Quality (CTQ) [design] (new)
The key measurable characteristics of a product or process whose performance standards od specification limits must be met in order to satisfy the customer. They align improvements or design efforts with customer requirements.
CTQ products are what the customer expects of a product through its communicated needs with a supplier. The customer should list and express its needs in plain language, and it is up to the supplier to convert them to measurable terms using quality methods such as design failure mode and effects analysis.
(Developing and measuring training the six sigma way Author: Kaliym A. Islam p.23)
-new definition is more understandable and better.
-------------------------------------------------------------------------------------------------
Zero Defect (old)
Just in Time (JIT) requires high quality in every aspect of production. If defective parts are produccd.they cannot be used in subsequent processing or assembly stations, thus interrupting work at those stations and possibly stopping production. Such a severe penalty forces a discipline of very high quality levels (zero defects) in parts fabrication. Workers are
trained to inspect their own output to make sure it is right before it goes to the next operation. In effect.this means controlling quality during production rather than relying on in
specters to discover the defects later. The Japanese use the word Jidoka in their quality
control procedures. Roughly translated, it means "stop everything when something goes
wrong"
Groover, Automation, Production Systems and CIM, P.827
Zero Defect [management] (new)
This is a man-management tool which tries to develop cost conciousness among employees and to get them want to achieve high standards of work excellence. It aims at the elimination of defective operations or a reject rate of 0 percent. The emphasis, however is not zeo-in on erros but prevention of mistakes at the outset of any operation. Its slogan is: "Do it right the first time."
This technique includes, among other things, the re-examinatoin of all work instructions for clarity and a
period per week when the manager gets togehter with his subordinates to discuss suggestions on ways of
cutting down rejects. Often as a result, the non-essential activities are identified and removed.
The zero defect scheme is usually launched with speeches from top executives and managers, slogans, posters, pamphlets and contests designed to reward employees who achieve error-free production.
(Management: theory and practice Author: Ernest Dale p.95)
-new definition is more understandable and better.
-------------------------------------------------------------------------------------------------------------------------------
CRITICAL TO QUALITY (CTQ) (old)
"Critical to quality" (CTQ) is a term widely used within the field of Six Sigma activities to describe the key output characteristics of a process. An example may be an element of a design or an attribute of a service that is critical in the eyes of the customer.
A CTQ tree helps the team to derive the more specific behavioural requirements of the customer from his general needs.
A CTQ tree is a useful tool during the data collection stage (define) of an improvement project. Once the project team has established who their customers are, the team should then move towards determining the customer needs and requirements. The need of a customer is the output of a process. Requirements are the characteristics to determine whether the customer is happy with the output delivered. These constitute what is "critical to quality" and a CTQ tree helps to identify these CTQs in a systematic way.
( Basu R.,Implementing quality:a practical guide to tools and techniques : enabling the power of operational excellence, page 59)
Critical to Quality (CTQ) [design] (new)
The key measurable characteristics of a product or process whose performance standards od specification limits must be met in order to satisfy the customer. They align improvements or design efforts with customer requirements.
CTQ products are what the customer expects of a product through its communicated needs with a supplier. The customer should list and express its needs in plain language, and it is up to the supplier to convert them to measurable terms using quality methods such as design failure mode and effects analysis.
(Developing and measuring training the six sigma way Author: Kaliym A. Islam p.23)
-new definition is more understandable and better.
-------------------------------------------------------------------------------------------------
Autonomous maintenance:(old)
Autonomous maintenance is an especially important pillar of Total Productive Maintenance (TPM) because it enlists the intelligence and skills of the people who are most familiar with factory machines-- equipment operators. Operators learn the maintenance skills they need to know through a seven-step autonomous maintenance program. Most companies in the West stop after implementing the first few steps and never realize the full benefits of autonomous maintenance. This book contains comprehensive coverage of all seven steps--not just the first three or four.
Autonomous maintenance:[management] (new)
Autonomous maintenance is a methodology to attain the involvement of the operators in their equipment maintenance. The main purpose of AM is to stabilize the equipment conditions to a certain standard and to make their deteroriation process slower. Normally, the introduction of an autonomous maintenance program may take several years and there is a set of steps that needs to be followed:
1.Initial cleaning
2.limination of pollution sources
3.Cleaning and lubrication standards
4.General inspection standards
5.Autonomous inspection
6.Standardization
7.Autonomous management
(The maintenance management framework:models and methods for complex systems maintenance Author: Adolfo Crespo Márquez p.295)
Autonomous maintenance is an especially important pillar of Total Productive Maintenance (TPM) because it enlists the intelligence and skills of the people who are most familiar with factory machines-- equipment operators. Operators learn the maintenance skills they need to know through a seven-step autonomous maintenance program. Most companies in the West stop after implementing the first few steps and never realize the full benefits of autonomous maintenance. This book contains comprehensive coverage of all seven steps--not just the first three or four.
It includes:
- An overview of autonomous maintenance features and checklists for step audits to certify team achievement at each AM step.
- TPM basics such as the six big losses, overall equipment effectiveness (OEE), causes of losses, and six major TPM activities.
- An implementation plan for TPM and five countermeasures for achieving zero breakdowns.
- Useful guidelines and case studies in applying AM to manual work such as assembly, inspection, and material handling.
- Integrates examples from Toyota, Asai Glass, Bridgestone, Hitachi, and other top companies.
By treating machines as partners and taking responsibility for them, you get machines that you can rely on and help maintain an energized and responsive workplace. For companies that are serious about taking autonomous maintenance beyond mere cleaning programs, this is an essential sourcebook and implementation support.
(Masaji Tajiri, Fumio Gotoh, Autonomous maintenance in Seven Steps, pg:352)
Autonomous maintenance is a methodology to attain the involvement of the operators in their equipment maintenance. The main purpose of AM is to stabilize the equipment conditions to a certain standard and to make their deteroriation process slower. Normally, the introduction of an autonomous maintenance program may take several years and there is a set of steps that needs to be followed:
1.Initial cleaning
2.limination of pollution sources
3.Cleaning and lubrication standards
4.General inspection standards
5.Autonomous inspection
6.Standardization
7.Autonomous management
(The maintenance management framework:models and methods for complex systems maintenance Author: Adolfo Crespo Márquez p.295)
No comments:
Post a Comment