To anyone outside the industry, manufacturing topics may seem foreign or devastatingly simple. You might wonder why quality seems to mean different things, or why manufacturers always talk about Lean when we know that can be bad for posture. But while these might sound off-putting, most people are actually familiar with manufacturing concepts in their everyday lives.
Among these ideas is Just-In-Time (JIT) Manufacturing, a specific principle used in Lean manufacturing to improve processes. While it might sound like Justin Timberlake’s new watch collection, it’s actually about using what you need and having less clutter. For everyday life, it can be helpful to think about JIT in terms of how you might prepare a meal at home. Unless you have unlimited space in your kitchen, you don’t keep endless quantities of things you rarely use. If you had to drive out to get coffee beans before actually drinking your coffee every morning, it would waste time and money, making the endeavor a miserable one that would barely be worth the effort.
Thankfully, the JIT ideology offers balance to the madness. You may get all your ingredients for the next day from the store on your way home from work, enabling you to stock up without sacrificing space, time, or materials. In a factory setting, JIT reduces the amount of time that parts will stay in a warehouse or otherwise remain onsite before being delivered to the customer. Ideally, supplies arrive on a timely, as-needed basis, which keeps extra tools from hogging extra space. This may require more shipments and smaller increments, but it proves essential to the stability of the JIT system and allows operations to become more efficient over time.
JIT manufacturing may seem simple, but it’s a problem the average person – not just business owners – faces in ordinary situations. Just know it isn’t worth trying to get fresh coffee beans every morning at the supermarket – it is more than okay to keep things on hand for the right time.
Want to know how MAGNET can help you manufacture success? Call Linda Barita at 216.391.7766 or email firstname.lastname@example.org for more information.
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for