Industrial Electrical and Electronics

Industrial Processes Manufacturing Area

MANUFACTURING TOPICS

PRACTICE 2- ADMINISTRATION OF THE SLIM MANUFACTURE

Teacher:
ISABEL CRISTINA FRANCO

Members:
Castro Garcia Diana Ericka
Contreras Rodriguez Juana Nayeli
Cano Lopez Jose Arnulfo
Galindo Muñiz Cesar Justino
García Pérez Juaquin Pánfilo
Perez Nuñez Armando
Lopez Mendes Carlor Daniel
Salinas González María Monserrath
Trejo López Yesenia María Teresa

Group:
GPI-1131
Dolores Hidalgo, Gto. a 04 de agosto del 2020
Indice
INTRODUCTION ................................................................................. 3
Just in Time. The Toyota method. ....................................................... 4
FILOSOFIA KAIZEN APLICADA EN TOYOTA ...................................15
Kanban ...............................................................................................19
The 4 basic principles of Kanban ........................................................20
-Metodología SMED SMED ................................................................25
YOKE .................................................................................................30
The technique or Method of the 5 "S" of productivity ..........................32
CONCLUSION ...................................................................................35
BIBLIOGRAFIAS ................................................................................36
INTRODUCTION

It is an immeasurable pleasure for us to talk about Toyota.

Toyota for me represents the future, the present and the past, as far as motor
vehicles are concerned, and it is that it is not for less toyota over time has been
renewing and reinventing itself, to be able to adapt to the new demands of a public
growing and consumerist that we are young people. Since its inception, the Toyota
brand, although it is a Japanese brand, managed to impose itself in the United
States and the rest of the world, since this brand is the most sold worldwide, and
that is that the Japanese spare no effort so that their brands transcend through the
time, we can not fail to recognize the work that other brands such as Honda,
Hyundai, etc have been doing, but I will talk about those brand of vehicles later in
future posts with god ahead. Toyota in its beginnings: the beginnings are usually
hard and overwhelming, sometimes painful and sometimes recoverable, but
despite this perseverance, patience, discipline and all the guidelines and directives
that govern the Japanese made toyota as a brand came out Japan and will be
ranked number one worldwide in sales.

Toyota Force; When it comes to power, performance and durability, there is no

doubt that talking about Toyota and you asked dear readers, why is this person so
passionate about talking about Toyota? I will answer simply Toyota represents the
masculine strength of a true man. The performance of these cars is obviously
strong despite the fact that Toyota is considered a mid-range vehicle and many
people classify it as impractical, others even say that they are not good and that
they would not buy it or give it away, but always admit that toyota cars with good
and durable, more than other brands of equal competition. Toyota's strength is
always given by a high-quality power plant (motor) accompanied by a very good
reinforced body that are built to last a lifetime. Whether it is a used truck, an old
model or a corolla, they always retain that power and performance with respect to
other brands and it is not that the other brands are not good, if they are, but Toyota
overrides them. Toyota price This is the best part of the toyota the price and the
availability of the parts, and is that any part or part of any toyota car is found in any
center of used or new, replacement or genuine parts. It is worth mentioning that the
mechanics that this Japanese firm employs is extremely easy and accessible
speaking in terms of work around the engine under the hood. Toyota prices in any
country in the world are comparably available, I accept in the Dominican Republic
my country that this Toyota car is overpriced, but good for that reason it is still a
good car. Well friends I hope you liked this introduction to the toyota world, it is my
first post, so if you see any error or stop mentioning any quality please let me
know. thanks and see you next post.
Just in Time. The Toyota method.
The following are particularly important in this regard:

Study of movements and times to determine the best way to carry out a certain
stage of the production process.

If there is a time interval in which the employee must wait for the machine to
perform a certain function, the same operator is assigned to operate another
machine so as not to waste time, and increase the productivity of both machines
and human resources.

Distribution in a cell plant: The idea is to create "cells" with the machines
necessary to make similar pieces, or that have a similar production process.

Pull or start system: Usually the production processes have various stages that
under a normal production system tend to cause “bottlenecks”. To avoid this, in the
Just in Time production system, it will be the successive stages that will determine
what quantities and at what rate should be produced in a previous stage. When
stage B removes in-process inventory from stage A, it knows what to re-produce.

If stage B does not require material in process from a previous stage A, this
previous stage should not continue to produce.

Production in small batches: Producing in small batches allows keeping inventory

levels under control and detecting possible quality or process failures.

Reduction of manufacturing times and minimization of delivery times:

Manufacturing time is basically reduced by optimizing the following elements:
Movement time.

Wait time.

Machine adaptation time.

Processing time.

Minimize inventories: Inventory in process is minimized to what subsequent stages

require. Similarly, the final inventory is minimized by producing only what the
customer is demanding. This also applies to inventories of raw materials, so
suppliers should be considered part of the production system, and material
deliveries should be negotiated with them to keep “idle” material levels to a
minimum. Zero tolerance for errors: The Just in Time system seeks to optimize
financial, material and human resources. It must be a process of continuous
improvement in search of perfection. This process seeks to have quality control at
the time that implies that possible errors are corrected immediately where they
originate. The 5S methodology in Just in Time It is a methodology that pursues:
Seiri: Organization. Seiton: Order. Six: Cleaning. Seiketsu: Dedication. Shitsuke:
Rigor. This series of goals within the organization require a series of changes in
the behavior of the human elements involved in the company, as well as in the use
of resources with the ultimate goal of greater productivity. The Just in Time
philosophy has shown that it can be applied in many types of industries and
regardless of the country where the company is, but it certainly represents a very
important change in organizational culture level.
Lean manufacturing Lean manufacturing, lean production or lean manufacturing is

a production method that seeks to minimize waste, generate quality and improve

productivity. This system is based on several pillars, including just-in-time or on-

demand manufacturing. This technique allows to maintain a homogeneous

production flow and to reduce the stock. Other techniques linked to lean

manufacturing are standardization of work and the 5 S method. In essence, lean

manufacturing identifies the added value of the product and eliminates

unnecessary production activities. It requires a high level of flexibility and involving

suppliers in the processes. This system also involves adopting a mindset of

continuous quality improvement. Lean manufacturing emerged in the mid-20th

century in Japan, and the Toyota company was one of the first to implement its

techniques. Among the benefits of lean manufacturing, quality improvement and

reduction of lead time or process time stand out. The main objective of this type of

manufacturing is to eliminate everything that does not add value to the determined

product, in order to achieve a considerable increase in its quality and simplify its

production process, maintaining a high quality standard. What is lean

manufacturing? Lean manufacturing or lean manufacturing is a production method

that seeks to eliminate waste minimization, increase quality and make productivity

improve. Residues or waste (also called "muda") are the unnecessary resources

used in the production system. The lean system recognizes seven types of waste:

overproduction, waiting time, transport, excessive processing, stock, movements or

defects.

The necessary activities and the activities that create added value should be
maintained, while the other activities can be removed from the system to make it

more efficient. The simplification of the productive structure allows increasing

productivity. Through lean manufacturing, reducing errors and the need for

reprocessing increases the robustness of manufacturing processes. The product is

also simplified, and features that do not generate added value are removed. Lean

manufacturing also seeks to minimize lead time or process time. In addition, small

batches are produced and only on demand, which reduces the stock and

associated costs. This system requires a high degree of flexibility to adjust

production to needs. In order to implement a manufacturing system based on lean

manufacturing and respect lead time, it is essential to involve suppliers. Pillars of

livelihood of lean manufacturing Lean manufacturing is based on several pillars:

Jidoka Jidoka refers to "automation with a human touch." Automation is tailored to

interact with workers. The aim is for the machine to be able to detect possible

errors and stop automatically in order to solve them. Just in time (JIT) To reduce

stock, the just in time system is based on producing on demand: only when the

client requests it. Through the JIT system it is possible to obtain the five zeros:

zero defects, zero failures, zero stock, zero delays and zero control. It is known as

kanban to the visual signal that gives the order to start the manufacture of a

product, after receiving the order from the customer. Heijunka It is a technique of

adjusting daily production to obtain a certain level of total production. It allows

dealing with the variability of demand over time, while optimizing the resources

used. Standardization of work It consists of designing and implementing

procedures that allow the worker to carry out his tasks following a constant

sequence. 5S It is a technique to improve organization, order and cleanliness in

the company. It consists of five steps: - Seiri Remove unnecessary items from the

work area. - Seiton Order the work area. - Seiso Clean and inspect the elements to

detect and correct faults. - Seiketsu Standardize work. - Shitsuke

Have discipline to maintain change.

Continuous improvement or kaizen

The company must introduce small constant improvements, which allow increasing

quality and reducing costs progressively.

Implementation in the Toyota company

Toyota case

To solve the problems of its factories, the Toyota corporation decided to analyze

each of its processes.

Toyota developed a production system known as the Toyota Production System

(TPS). This system was based on production on demand or just in time.

In contrast to the traditional or push philosophy, which is based on the

accumulation of stock as production is generated, the pull system is based on

producing only the necessary quantity and at the necessary moment.

Through the pull system, production is made more flexible, adapting to demand.

Following a pull production system and without interruptions, it is possible to

minimize the stock. In this way, it was possible to establish a homogeneous

production flow.

The benefits that the Toyota company has obtained with the implementation of this

model have led to its use in factories around the world.

The 6 steps to implement lean manufacturing

To implement a production system based on lean manufacturing techniques,

several steps must be followed:

1- Know consumers and identify which characteristics of the product generate

added value.

2- Eliminate waste at all stages of the company, from design to manufacturing.

3- Design and implement the new processes.

4- When problems are detected, the processes must be redesigned.

5- Measure the results of the new system to identify the benefits.

6- Develop a knowledge management base that captures the organization's

learning and allows it to continue applying it.

To successfully implement these techniques, a continuous improvement mindset

must be adopted.

Characteristics of the process To achieve the above objectives, the system must

meet the goals of three subsystems, which are: 1.- Quality Control, which designs

and develops a system that adapts to fluctuations in daily demand or monthly in

terms of the quantity and variety of products. 2.- Quality assurance, this component

ensures that each process can only manufacture articles good (quality) for the

following processes. the world-class manufacturer is primarily looking for

Prevention and problem solving is everyone's responsibility, from the employee

who just entered to the company to the CEO. 3.- Respect for the personnel, who

need to be trained and trained, during the time that the system uses people To

achieve the goals, people are the most important asset of the entire company. The

employees are trained to perform a greater number of operations and are capable

of taking different and greater responsibilities and are paid based on individual

flexibility, employee engagement, knowledge, skills, problem-solving ability and

willingness to work in teams. There are several concepts of the Toyota production

system and they are briefly mentioned below. 1.- Just in Time Manufacturing,

which means producing the type of units required, in the required time and in the

quantities required. Just in Time eliminates unnecessary inventories both in

process and in products finished and quickly adapts to changes in demand. 2.-

Autonomation (Jidoka) whose meaning in Japanese is autonomous defect control.

The autonomization never allows defective units from one process to flow to the

next process, there must be devices that automatically stop the machines and no
more defects occur. The worst is not stopping the process, the worst is

produce defective items.

3.- Flexible workforce (shojinka) which means varying the number of workers to

adjust to changes in

demand and employees at least must know the operations, before and after the

one they are

doing and must be able and willing to carry out different types of activities in any

area of the

company. If the company cares about the worker's family, the worker cares about

the company.

4.- Creative thinking or creative ideas (Soikufu) which means capitalizing on the

suggestions of the workers to

which requires having resources available to respond to those suggestions. It is

better not to have a

Employee engagement than having one who is not given due attention. If we are

asking for suggestions

To improve the company, we must have a response system to these suggestions.

The Toyota production system establishes several points to make the objectives of

the four previous concepts

are achieved and they are the foundation of the Toyota production system.

1.- KANBAN System, It is an information system that controls the production of the

necessary articles in the

necessary amounts, in the necessary time, in each process of the company and

also of the companies

providers. It establishes a production system in which the products are pulled by

the next station, the

Products cannot be pushed by the first station. Products are pulled at the rate

needed

(system called PULL). The last station is the one that sets the pace of production.

2.- Constant production, which means that the production line is no longer

committed to manufacturing a single type of product in large batches. Instead, the

line produces a wide variety of products every day in response to the variation in

customer demand. Production is achieved by adapting changes in demand daily

and monthly. 3.- Set-up time reduction (S.M.E.D.), Set-up time is the amount of

time necessary to change a device of a team and prepare that team to produce a

different model but produce it with quality required by the customer and without

incurring costs for the company and thereby achieve, reduce production time in the

whole process. The product that reaches the market first has a high percentage of
profits associated with initial introduction of the product. 4.- Standardization of

operations: This is to minimize the number of workers, balancing operations On the

line. Ensuring that each operation requires the same time to produce one unit. The

worker has a standard operating routine and maintains a constant inventory in

process. 5.- Distribution of machines and multifunctional workers, which allow

having a very flexible workforce, which must be well trained and have great

versatility that is achieved through job rotation and The standards and routines of

operation are continuously evaluated and reviewed, and the machines can be

placed in U-shaped distributions where the responsibility of each worker will be

increased or decreased depending of the work to be done on each product. 6.-

Improvement of activities, which are focused on reducing costs, improving

productivity, reducing the strength of work, improve employee morale. This

improvement is carried out through work teams and suggestions. 7.- Visual control

systems, which monitor the state of the line and the production flow. With very

simple, for example, some lights of different colors that indicate some

abnormalities in the line of production. Some other visual controls like worksheets,

KANBAN cards, digital displ

8.- Quality control throughout the company, which promotes improvements in all

departments, through the action of a department and reinforced by other

departments of the same company. Taking special care on the board of directors to

ensure that communication and cooperation are spread throughout the company.

Benefits The application of lean manufacturing techniques allows the company to

obtain a series of benefits. The most relevant are the following: - Reduction of

errors, waste and reprocessing. - Quality improvement. - Reduction of operating

costs. - Decrease in lead times. - Reduction of stocks. - Optimization of resources.

- Productivity increase. - Teamwork. - Improved understanding of processes and

knowledge management.

In the West it is known as Lean Manufacturing or Just In Time (JIM). We will

explain below what each of its five words consists of: 'seiri', 'seiton', 'sixō', 'seiketsu'

and 'shitsuke, whose respective meaning is to classify, rationally order, remove

dirt, standardize and maintain the discipline. The 5S of Toyota's Asian method You

can apply each of these five rules to any aspect of your daily routine, in educational

institutions or in your company. The objectives of the method are to improve

working conditions and staff morale, reduce time and energy expenses, reduce the

risks of accidents, improve occupational safety and optimize the quality of

production. • Seiri (Separate unnecessary): Identify the elements that are

necessary in the work area, separate them from the unnecessary and dispose of

the latter, preventing them from reappearing, also checking that you have

everything you need. Some rules are as follows: everything that is used is

discarded less than once a year. From what remains, everything that is used less

than once a month is set aside. From what is left, everything that is used less than

once a week is set aside not far away. Of what remains, everything that is used

less than once a day is left at the workplace. From what is left, everything that is

used less than once an hour is at the workplace, within easy reach. And what is

used at least once an hour is placed directly on the operator. • Seiton (Place

necessary): Place the objects that are used every few hours within the space that

we can reach by stretching our arms, those used once a day near the place and

those that are used less frequently further from the area and thus successively until
everything is in order of frequency. The motto (leitmotif) "a place for everything,

and everything in its place" is common in this task. At this stage it is intended to

organize the workspace in order to avoid both time and energy lo

Comentarios

FILOSOFIA KAIZEN APLICADA EN TOYOTA

term: KODO. And it is that for a brand, knowing how to explain its vision is
essential not only for the worker to perceive it, but for the client to recognize it as a
competitive advantage. Therefore, when Toyota announces "Always Better" as a
slogan, it is because that is the mentality of the brand. And before the reader thinks
that this is an advertorial, it can be said that based on measurable and
demonstrable facts, Toyota is one of the most reliable brands on the market.
Therefore pulling on that thread, we come to the Kaizen method. Studied by
companies, and in the best business schools in the world, this method can be
translated as "continuous improvement". A process management and optimization
method, which has its origin in the first years after the end of World War II.
Together with the Just In Time production method, which is based on producing
only what is demanded (a method adopted by companies such as INDITEX), the
Kaizen method allows us to look to the future with useful innovation.
Thus, the Kaizen method, despite having tools with which to control and improve
all quality management processes, is, as we have commented, a continuous
reminder of Toyota's vision. Use technology to streamline production and control
quality, but always putting staff motivation at the center of the process. Starting
from giving importance to the emotional factor and creative thinking, it is easier to
think analytically about how you can improve production and therefore increase
sales. In Kaizen principles, simplifying processes in the production chain as much
as possible is crucial. From five control premises that are: Classify, Organize,
Clean, Maintain and Be disciplined; workers, regardless of their order in the
hierarchy, evaluate their workplace. In case of finding an anomaly in these points, it
will be everyone's responsibility to find and apply a solution. For all workers to be in
harmony with the importance of continuous improvement, there needs to be
leadership that inspires workers. A leader who makes it clear that the best way to
react to a strong change is to get ahead of him. In addition, for the improvement to
be significant and accessible, it is better to dose small improvements every day,
than a big improvement at a specific moment that could paralyze production. All a
thought that explains how Toyota continues to make history.

TPM

Total Productive Maintenance, also known as TPM, was born in the United States,
and has its main background in the concepts of preventive maintenance developed
in the 1950s. Preventive maintenance consists of planned partial revisión activities,
in which changes, substitutions, and lubrications, among other activities, are
carried out before failures materialize.

Involvement and commitment is needed at all levels. This is from management

down to the lowest levels of the production chain.

It is necessary that all parties understand their importance both in the operation
and in the achievement of the objectives. Therefore, training and information is
fundamental to achieve a correct implementation of the system.

The TPM system brings improvements such as

Increase in productivity
Quality improvement
 Reduced maintenance costs
Reduction of safety stocks between successive stages of the production
process
Reduced labour costs (one operator can drive more machines as they need
less supervision);
Reduction of investments (less machines for the same production)

What the TPM is basically looking for is:

Zero malfunction
Zero defects.
Zero accidents.
Zero waste.
Zero pollution.

As a specific methodology, two successful procedures are suggested

Eight-phase method (8D):

Formation of the improvement group.

Definition of the problem.
Implementation of containment solutions.
Measurement and analysis: Identification of the root causes.
Analysis of solutions for the root causes.
Election and implementation of root solutions (verification).
Prevention of reoccurrence of the problema and root causes.
Recognition of the focused improvement team.
Seven-step method:

Selection of the topic of study.

Create project structure.
Identify current situation and establish improvement objectives.
Diagnosis of the study problem.
Formulation of an action plan.
Implementing improvements.
Evaluation of results.

Kanban
The Kanban philosophy is based on the concept "Stop Starting, start finishing".
The meaning clearly indicates the basis of this working method: you must prioritize
the current tasks and finish them before starting new ones. This implies that the
work that is being carried out at any given time must be limited and, therefore,
there is a limit to the number of tasks to be carried out in each phase.

Fundamental to making the Kanban work is the involvement of all team members.
Each of the components must be willing to apply the changes that are necessary to
improve their work routines, always keeping in mind trying to achieve maximum
efficiency.

Kanban has been gaining popularity in recent decades. It was born to apply to
manufacturing processes and over time it became a territory claimed by software
developers. Lately, it has begun to be recognized by business entities from
different fields.

Its exclusive production system laid the foundations for Lean Manufacturing. Its
main purpose is to minimize waste without affecting production. The main objective
is to create more value for the client without generating more expenses.

The 4 basic principles of Kanban

David J. Anderson (recognized as the Lean / Kanban Adoption Thought Leader for
Knowledge Work) formulated the Kanban method as an approach to evolutionary
and incremental process and systems change for work organizations. The method
is focused on carrying out the pending tasks and the most important principles can
be divided into four basic principles and six practices.

Principle 1: Start with what you do now

Kanban requires no configuration and can be applied over real workflows or active
processes to identify problems. That is why it is easy to implement Kanban in any
type of organization, since it is not necessary to make drastic changes.

Principle 2: Commit to seeking and implementing incremental and

evolutionary changes

The Kanban method is designed to be implemented with minimal resistance, so it

deals with small and continuous incremental and evolutionary changes of the
current process. In general, radical changes are not considered, as they normally
meet resistance due to fear or uncertainty in the process.

Principle 3: Respect current processes, responsibilities and positions

Kanban recognizes that existing processes, roles, responsibilities, and existing
positions can be valuable and worth keeping. The Kanban method does not
prohibit change, but neither does it prescribe it. It encourages incremental change,
as it is not so scary as to slow progress.

Principle 4: Encourage leadership at all levels

This is the newest principle in Kanban. Some of the best leaderships arise from
day-to-day acts of people who are in charge of their teams. It is important that
everyone fosters a continuous improvement (Kaizen) mindset to achieve optimal
performance at the team / department / company level. This cannot be a
management level activity.

The six practices of Kanban

Although accepting the Kanban philosophy and embarking on the transition journey
is the most important step, every organization must be careful with practical steps.
There are six core practices identified by David J. Anderson that must be present
for a successful implementation.

• Visualize the workflow

The first and most important thing for you is to understand what is needed for the
course of a product from its order to its delivery. Only after understanding how the
workflow currently works can you hope to improve it by making the necessary
adjustments.

To visualize your Kanban process, you will need a board with cards and columns.
Each column on the board represents one step in your workflow. Each Kanban
card represents a work item.

When you start working on item X, drag it to the "To do" column and when the item
is finished, move it to the "Done" column. This way, you can easily track progress
and detect bottlenecks.
• Eliminate interruptions

Changing focus can seriously damage your process, and multitasking could lead to
waste generation. This is why the second Kanban practice focuses on setting the
limits of work in progress (the WIP limits). If there are no work in progress limits,
you are not doing Kanban.

Limiting work in progress (WIP) means that a pull system is applied over parts or
over the entire workflow. Setting a maximum number of elements per stage
ensures that a card is "dragged" to the next step only when capacity is available.
Such restrictions will quickly illuminate problem areas in your flow so you can
identify and resolve them.

• Manage the flow

The idea of implementing a Kanban system is to create a continuous and

uninterrupted flow. By flow we mean the movement of work items through the
production process. What matters is the speed and continuity of movement.

Ideally, we want a fast and uninterrupted flow. This would mean that our system is
rapidly creating value. In other words, minimize the risk and avoid the cost of delay,
but also do it predictably.

• Make policies explicit (Promote visibility)

You cannot improve something that is not understood. This is the reason why the
process must be well defined, published and promoted. People would not
associate or participate in something they do not think is useful.

When everyone is familiar with the common goal, they will be able to work and
make decisions regarding changes that will move them in a positive direction.

• Feedback circuits

For positive change to happen, be successful, and last, one more thing needs to
be done. Lean philosophy admits that regular meetings are necessary for the
transfer of knowledge (feedback loops).
Such are daily standing meetings to synchronize the team. They are held in front of
the Kanban board and each member shares with the others what he or she did the
day before and what he or she is going to do today.

There are also meetings for service delivery review, operations review and risk
review. Their frequency depends on many factors, but the idea is that they are
regular, at a strictly fixed time, straight to the point and never unnecessarily long.

The ideal average duration of a standing meeting should be between 10 and 15

minutes, and other meetings can last up to an hour, depending on the size of the
team and the topics.

• Improve by collaborating (using models and the scientific method)

The way to achieve continuous improvement and sustainable change within an

organization is achieved through the shared vision for a better future and the
collective understanding of the problems that must be overcome.

Teams that have a shared understanding of theories about work, workflow,

process, and risk are more likely to create a shared understanding of a problem
and suggest improvement actions that can be agreed by consensus.

When implementing this method, the projects to be carried out must be divided into
different phases following a hierarchy. Until one phase is complete, the next cannot
be started. To start the whole process you have to look at how they started using it
at Toyota.

This automobile company was based on the “Just-in-Time” production system, in

which essential materials are used at the necessary time. Precisely to identify the
needs of these materials, cards placed on a poster (Kanban in Japanese) were
used, allowing all employees to consult them whenever they wanted.

This poster is the origin of the board on which all the activities are placed in proper
order and which is the main characteristic of this system.
With the development of technology, Kanban is also continuously improving.
Kanban digital board solutions have been developed to overcome problems that
arise in remote computers.

Most large companies and especially startups have many remote employees. The
teams are often distributed worldwide.

They cannot work on a single physical board and therefore need a digital one that
can be accessed from anywhere. Kanban boards in the cloud are the most
effective way to get everyone on the same line, as they provide access to all
information from any device, at any time and show the actions live.

Through the Kanban method, Toyota achieved great improvements in its

production processes. In the 1950s, Toyota implemented an effective production
system that allowed it to gain notoriety internationally and compete with prestigious
European and American companies in the same field. This system allowed Toyota
to maintain better control of its inventories, organize production by avoiding the
formation of the well-known 'bottlenecks' and keep its quality standards high.

For the creation of the Kanban method, Toyota leaders were inspired by the
operation of supermarkets. These usually maintain a limited stock depending on
the needs of consumers. Products are replaced on the shelves as they are
purchased. The Japanese company maintained this idea to create a system in
which production is sustained based on orders, thus avoiding the risks of
overproduction. The same principle was used to manage the work tasks by dividing
the process into fairly defined phases and in a sequential manner.

The success of the Kanban method has been such that it is currently implemented
by various organizations in a wide variety of fields. Its use is no longer exclusive to
production centers and has managed to establish itself in offices. For example,
some companies have opted for the use of dashboards to divide their tasks into
three basic phases: pending, in process and completed. In this way, the work of
each collaborator can be delimited and contribute to a greater organization of daily
obligations.
-Metodología SMED SMED

It is the acronym for Single Minute Exchange Die, and with it the preparation of the
machines in less than ten minutes is sought. As in the previous methodology,
SMED was also developed by Toyota in order to strengthen the Just in Time
production system. This production system aims to minimize inventory by
shortening batches, so it is essential to avoid wasting time in the machine
preparation operation. For this methodology, the concept of machine preparation is
the time from when the last valid part from the previous batch is obtained, until the
first correct part is obtained from the new batch. So it includes assembly and
disassembly of tools and tools and part checks. In order to correctly apply SMED, it
is necessary to have a correct previous organization. For this reason, the
implementation of 5S is essential.
Being able to quickly find the tools and the tools in the optimal quantity and
conditions, working in a clean area and having all the elements perfectly arranged
through visual control, will facilitate tool changes and will have laid the foundations
for a new work philosophy. DESIGN OF AN IMPROVEMENT PLAN THROUGH 5S
AND SMED METHODOLOGIES FOR A MACHINING LINE Page | 56 2.-5S and
SMED Methodology The main advantage of applying SMED is the possibility of
working with reduced batches in order to shorten the inventory of parts. The
growing trend in the industries is to work against order and not against warehouse
as it was done before. When the change time is reduced, several batches can be
made a day without the loss of several hours of work for one person and the
consequent increase in the unit price of the product. In short, it gives the company
greater flexibility in the production and design of new produ

Internal Activities: they refer to the activities that

carried out with the machine or equipment stopped.

 External Activities: unlike the previous case, these are

for activities performed while the machine is in

functioning.

Contrary to what happens with 5S, in this methodology there is no

clear application guidelines, but rather stages that

will adapt to each case:

First Stage SMED: Previous analysis of the situation.

It is necessary to collect data and information on the current situation

of the preparation of machines. All the activities that will be

carry out to later determine if they are activities that

They consume Internal Times or External Times.

Time measurements of the activities of

so that, by means of a Pareto Analysis, there is a greater

knowledge of the most critical activities that require the most

Attention.

DESIGN OF AN IMPROVEMENT PLAN THROUGH 5S AND SMED

METHODOLOGIES FOR

A LINE OF MACHINING

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2.-5S and SMED Methodology

Second Stage SMED: Classify activities into Activities

Internal and External Activities.

This point is still an analysis of the situation, but it is already

they begin to see the deficiencies and the reasons for the actions that are carried

out

in the preparation of the machines. A classification of the

previously measured activities depending on whether they are internal activities or

External Activities.

Here we will also have to determine the causes of these times

to get to the ultimate reason that makes the worker spend time in a

exercise.

Third Stage SMED: Moving Internal to External Activities.

This is the most critical stage of SMED since it will require

many cases the coordination of several areas, as in the case of this

project that will have to coordinate the machining area with the area

where the raw material is cut. It will also mean a change of

worker behavior with the resistance that this entails.

With this third stage what is sought is to be able to make the most

number of possible activities while the machine is in

functioning. In this way, progress is made in activities that

otherwise they would have to be done when the machine was stopped,

slowing down batch production.

With this step you will get the machine and the workers

less time waiting to make the b

in TOYOTA Up to now the existing has been measured and ordered, but the
possibility of deleting or modifying activities so that the time. You have to analyze if
there is a tooling that facilitates the preparation, so such as the plant lay-out to
minimize displacement of the staff looking for materials and tools. A correct
machine job sequencing can even avoid machine preparation from batch to batch.
The correct implementation of this methodology involves the following
improvements:  You can work with smaller batches.  Large inventories are not
necessary.  Greater flexibility in production.  It will increase productivity in the
area.  Better management of raw materials and tools.  Allows workers to more
easily achieve the goals of production.  Improves security and frees up space on
the floor.  Inventory cost reduced.
YOKE

The Poka-Yoke system is present in medical procedures, equipment designs and

even the infrastructure of a health center. This ensures that the services are of

quality.

Poka-Yoke in Japanese means "error proof". It is a method that is implemented in

companies with the aim of preventing and reducing errors in the processes to

generate products or services. Therefore, it also influences their quality and, in

addition, avoids risks, thus improving cost reduction and productivity in a company.

The method was created by Shigeo Shingo in the 1990s, at the Toyota company.

The executive had the idea to eliminate errors from the main source to obtain an

absolute quality of each process. If an employee did not remember to perform an

activity and made a mistake (for example, forget to weld a part or include a

component), there should be a system that warns them and prevents the error.

This is how the Poka-Yoke devices were created, which consist of:

Warning device. Warns the user that they have committed a fault by means of a

notification or alarm.

• Control device. Stops the process or operation of a machine if an error has been

made. It is recommended when said mistake puts the employee or the end user or

customer of the product or service being developed at risk.

Applications in the health sector

How to execute this method that has generally been developed in manufacturing

companies? The health sector has also found in that system the solution to avoid
risks and errors that compromise such a delicate aspect as the lives of patients or

the procedures of medical professionals.

First of all, implementing the Poka-Yoke method means guaranteeing in practice

that all processes, machines, investigations, sampling and other elements that

occur in a health institution must be 100% inspected. In the event of any

abnormality, corrective action should be applied.

An example is the incorrect application of a dose of drugs given by infusion to a

patient. Ignoring proper dose calibration by medical personnel is fatal. How to

prevent it? The Poka-Yoke system, in this case, is based on seven steps:

1. Describe the possible error in detail.

2. Identify the most common moments and areas where it occurs.

3. Determine the causes.

4. Review the dose calibration procedure and verify the source of the failure.

5. Identify what solution can be provided.

6. Create a device that can identify possible similar errors.

7. Create a device that alerts and prevents incorrect calibration and generates

preliminary tests to avoid mistakes.

The technique or Method of the 5 "S" of productivity
When Sakichi and Kiichiro Toyoda, as well as the engineer Taiichi Ohno invented
this methodology, they were looking for the alternative to the Henry Ford assembly
line, the so-called Fordist method, which at that time was beginning to be obsolete
and a source of labor and social conflicts.

The 5 «S» method is one of the tools included in the so-called Toyota method. Its
name comes from the first letters of the Japanese words that make up the five
points to follow to increase the order and efficiency of the workplace with the aim of
positively influencing business productivity. The Toyota method is based on agile
methodologies. So that you too can apply all these improvements we recommend
the Master in Digital Project Management.

Lean Manufacturing Success Story: Toyota

Below we will explain each of the phases of this successful tactic applied for the
first time by the Toyota Motor Corporation:

Seiri, the classification

The first step of the Japanese 5S technique is the classification of all objects and
materials in the workplace. The purpose of this action is to eliminate unnecessary
elements and identify those important to work processes. In this step you should:

Ask yourself what criteria will govern the purging of objects, such as their
usefulness, frequency of use or quantity. For the classification different colored
labels can be used to differentiate each type of object.
Items classified as unnecessary should be stored in a waiting area, until the
manager or other authorized person decides what to do with them: take them to
another department where they are needed, sell or dispose of them.
The rest of the objects should be classified according to their frequency of use:
those that are used daily, those that are used once a week or month, and those
that are used less frequently.

Seiton, the order

Once all the office supplies that were not necessary to work have been removed or
relocated, the next step of the 5 «S» method has to do with the order of the rest of
the objects. This will require:

Place the office objects that are used every hour or daily within the space that we
can reach by stretching our arms.
Instead, dispose of used materials once a week or a month near the workplace.
Those elements that are used less frequently should be located further away and
so on.
Ensure that supervisors and superiors authorize relocation of objects at all times,
and that workers are informed of new locations.
Seiso, cleaning
Cleaning is an indispensable rule of the Japanese work methodology, which should
be carried out daily before the start of the working day and at closing time. Under
this rule, workers themselves must ensure that their workplace is clean in these
two time periods, while a supervisor must verify that proper cleaning has indeed
been carried out.

To do this, a plan must be developed to evaluate all the elements to be cleaned

(the entire company, both interior and exterior spaces) and distribute
responsibilities. In this sense, it will also be necessary to identify the sources of dirt
as well as to devise new ways to prevent dirt. This step includes rehabilitation
tasks, such as repairing objects or giving new layers of paint and varnish. In
today's world, the environment and ecology are of special importance, so modern
companies will have to ensure that they ethically comply with ecological values and
get rid of the elements that cause pollution.

Seiketsu, standardization
If the first three steps of the 5S technique are executed by command, the
standardization phase is intended to make the previous phases a habit, so that
they proceed naturally. In order to make the above practices become a standard, it
will be essential:
Create procedures to periodically evaluate monitoring of classification, order and
cleanliness in the workplace.
Put the new configuration of objects, as well as the rules governing their
classification and order, into a clear and concise document, visible to all workers,
for example, by placing it in a central panel.
Likewise, a document must be prepared with the schedule, rules and
responsibilities for cleaning the organization.
One of the keys to promoting compliance and standardization of the rules is
focused on encouraging competition between company departments, through
awards or recognitions.
Shitsuke, self-discipline
In the last phase of the 5 S Toyota method, proper behavior and attitude are
discussed at work, with the aim of ensuring good compliance with the 5 «S». The
recommended steps are listed below:

Workers should treat the workplace as if it were their own home and integrate the 5
steps as one more task of their working day and not as an absurd imposition.
All members of the organization must ensure compliance with the 5 «S», so values
such as dedication, commitment and sincerity must be applied.
The owners and managers of the company must actively participate in the 5 «S»
method, setting an example with the implementation personally. Likewise, they
should always encourage improvement and efficiency by periodically presenting
the results and evaluations of the tasks.
CONCLUSION

In conclusion, in this unit we were able to better observe the philosophies,

therefore we have the following, as we know today efficiency and competitiveness
are crucial for any industry, that is why they are applied since it helps to obtain
success for issues related to costs, quality in turn delivery time, these philosophies
aim to focus more on the process of product development, that is, it is less about
the service itself. That is why companies are focused on methods as it is
fundamental for creating value for customers. The main objective is to eliminate
"waste" to provide the customer with the best quality, the best service and delivery
time at the lowest cost. possible. According to the research carried out and what
we managed to learn, we understood that there is no strict order of application of
each strategy that makes it up (there are several recommendations for the order of
application of techniques), but depending on its objective, each technique has the
way of adapting to another already implemented.

The efficiency of its use depends on the degree of commitment of each member of
the organization's work team. Lean manufacturing always takes the worker into
account, it is an inclusive technician, this generates organizational culture. It is
important in any company since it tries to eliminate from the process all the steps
that do not add value, so that the most efficient production chain remains. Not all
production environments are suitable for the implementation of Lean Manufacture,
due to the restrictions that the tool has. However, companies that are not suitable
for the implementation of Lean, can adopt fragments of its structure and also obtain
good results, although in this way said company is not considered a Lean
organization. It is recommended to speak and sensitize employees about the
importance and usefulness. that the implementation of new methods will bring, so
that they know why things are being done and committed to collaborate, otherwise
they will reject the new, since the human being by nature tends to reject the
unknown.
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