Case Study: Doing Things Right
Working on this case study will give you the opportunity to put the knowledge you have gained about flow-oriented processes into practice.
The concepts introduced in the case study are more than just processes for the planning and control of production. These concepts have caused far-reaching changes in production science, changes that require a rethinking, not only in production but in the entire company – from purchasing to sales and from the executive level to the employees in the factory. Today, these changes are known as lean production. Just-in-time, lean management, kaizen and other methods and philosophies are also components of lean production.
Course sections and their intended learning outcomes
Intended learning outcomes: Produce an overview on lean / just-in-time and repetitive manufacturing. Explain the lean / just-in-time concept in detail. Describe the Kanban technique. Identify the cumulative production figures principle. Disclose an implementing procedure and a comparison of techniques.
Intended learning outcomes: Explain Just-in-Time and Jidoka: Increasing productivity through reduction of overburdening, unevenness, and useless effort, or waste. Describe characteristic features for simple and effective planning & control techniques of repetitive manufacturing.
Intended learning outcomes: Explain lead time reduction through setup time reduction and batch size reduction as well as further concepts. Describe line balancing through harmonizing the content of work. Disclose Just-in-Time Logistics. Present generally valid advantages of the lean / Just-in-Time concept for materials management and for capacity management.
Intended learning outcomes: Explain Kanban as a technique of execution and control of operations as well as a technique of materials management. Disclose the adequate long- and medium-term planning for Kanban.
Intended learning outcomes: Explain the cumulative production figures diagram and the cumulative production figures principle.
Intended learning outcomes: Present procedures in implementing effective logistics. Differentiate between Kanban and the order point technique through a comparison of the techniques.
Intended learning outcomes: Operation time versus operation cost: disclose the effect of varying setup time and batch size. Calculate the effect of cellular manufacturing on lead-time reduction. Perform line balancing through harmonizing the content of work. Determine the number of Kanban cards.