ABSTRACT
Introduction .................................................................................................... 192 Product Attributes and Applicable Management Principles ................... 192
Lean and Agile Manufacturing Principles ............................................. 192 Shop Floor Management Ramp Up Strategy: A Proposal for a Facility Improvement Roadmap .................................................................. 193 Applicability and Transfer to Offshore Facilities Shop Floor Management ................................................................................................... 200 Flow Organization ......................................................................................... 201
Production Planning and Scheduling Systems ..................................... 201 Advanced Planning and Scheduling Functionalities ........................... 205 Planning and Scheduling System as an Integrator of the Extended Enterprise .................................................................................. 206
Continuous Improvement Organization .................................................... 212 Continuous Improvement Basic Elements ............................................ 212
References ........................................................................................................ 221 Further Reading ............................................................................................. 224
• Product attributes and applicable management principles • Shop floor management basic and advanced level • Continuous improvement organization
Over the past 20 years, small and large businesses have intensively applied the Lean approach. The origins of Lean manufacturing can be traced to the Toyota Production System (TPS). The core of this approach is the elimination of waste. Seven types of waste have been identified: overproduction, waiting, transportation and useless handling, bad or poor processing, excess inventory, useless motion, and the production of defective parts (Ohno, 1988). In order to eliminate the existing waste during the manufacture flow of a product or family of products, the valuecreating steps must be distinguished from those not creating value. Lean manufacturing has evolved into Lean thinking principles whose implementation methodology can be summarized as: specify value by specific product, identify value stream for each product, make value flow without interruptions, let the customer pull value from the producer, and pursue perfection (Womack and Jones, 2005). These principles also are applicable to the manufacturing flow (Lyonnet, Pralus, and Pillet, 2010) of small and medium enterprises (SMEs) that seek to eliminate waste while ensuring continuous product flow. In addition to using value stream mapping (VSM) in order to allow visualization of the steps that create value, some authors propose the following mapping tools: process activity mapping, supply chain response matrix, production variety tunnel, quality filter mapping, demand amplification mapping, decision point analysis, and physical structure (volume-value) (Jones, Hines, and Rich, 1997) (Figure 7.1).
