Böcker av Mohammed Hamed Ahmed Soliman

One-piece flow, also known as continuous flow, is considered the ultimate lean goal. It describes how items are efficiently moved from one stage of the process to the next by designing the workflow around the requirements of the product. To get from point A to point B is the objective. Any waste or halt in production is equivalent to the stones and dams that direct the flow of water. We examine our layouts, devices, procedures, rules, cultures, and knowledge while attempting to implement flow to see what might be causing these flow-blocking factors.Continuous flow aids in waste reduction. Because there is harmony and rhythm between each stage of the process, wastes are eliminated from the system. This enables each team member to provide value rather than produce waste. Processing waste is decreased because there is naturally less rework (or overprocessing), there is only as much work done as the customer is prepared to pay for, and there is only one accepted technique to complete the task (no bad processing). This book provides a workshop and complete guidance for how to create continuous flow cell.

Heijunka (Japanese for "production smoothing or leveling"): It is a technique used to smooth out production in all departments as well as that of the supplier over time in order to facilitate Just-In-Time (JIT) production. It means production levelling (finding and maintaining average production volumes). The fundamental goal of using the Heijunka technique is to supply goods at a steady rate so that upstream and downstream operations can likewise run at a steady and predictable rate, hence lowering the inventory.The heijunka technique works by leveling both the production volume and the product mix. It doesn't build products according to the actual flow of customer orders, which can swing up and down widely, but takes the total volume of orders in a period and levels them out so the same amount and mix are being made each day. Heijunka is a technique that helps reach the defined takt time and adds value to it.

Some businesses have reduced staff and made resource cuts to survive the global economic downturn, while others have improved business practices and culture. Unfortunately, there is still a difference between successful and less successful businesses in terms of culture adaptability, people management, and process management. In organizations like Toyota, which, in contrast to its rivals, has a mindset of process improvement, culture drives competitive advantage. Other businesses might benefit from Toyota's teachings by changing their routines for behaving and thinking in order to increase staff performance.

A Failure Mode and Effect Analysis FMEA is a systematic method for identifying and preventing product and process problems before they occur. FMEAs are focused on preventing defects, enhancing safety and increasing customer satisfaction. FMEAs are conducted in the product design or process development stages, although conducting an FMEA on existing products and processes can also yield substantial benefits. Six Sigma's project team use FMEA in the Analyze stage of DMAIC because extraordinary quality is not only designed into the product, it is designed into the development process itself. Manufacturing, production, design, service, maintenance, and process are examples of FMEA applications. FMEA is also a component of the Reliability Centered Maintenance program. This book contains numerous examples and cases.

Vibration Analysis should present 50% of any condition monitoring program. This book include a practical guide to vibration analysis to prepare practitioners for levels I II & III to become certified analyst. Numerous examples with photos are included to present how to detect different types of equipment failure: bearing, shafts misalignment, unbalance, rotor problems, electric motors and more using spectrum analysis technique.

Production kanban, which translates to "sign" or "signboard" in Japanese, instructs an upstream process on the kind and number of goods to produce for a downstream process. In a pull system, a kanban is a signalling tool that provides approval and instructions for the manufacture or withdrawal (conveyance) of products. The conveyance used by the downstream process is referred to as the "withdrawal." The assembly process and the client, the assembly process and the supplier process, and the supplier process and the vendor all benefit from kanban. The Toyota production system is founded on zero inventory, but because there are natural interruptions in flow as raw materials are transformed into completed goods and supplied to customers, some required inventory must be included. The Toyota kanban system is frequently the next best option when clean flow is impossible due to processes are too far apart or the cycle times to complete the operations vary greatly.

Condition monitoring is the process of keeping an eye on a machine's condition parameter in order to spot any major changes that could be signs of a malfunction developing. It plays a significant role in preventive maintenance and is a major component of predictive maintenance. By combining machine sensor data that detects vibration and other characteristics (in real-time) with cutting-edge machine monitoring software, condition monitoring (CM), a maintenance strategy, anticipates machine health and safety.Predictive Maintenance strategy employs vibration analysis, thermography analysis, ultrasound analysis, oil analysis and other techniques to improve machine reliability. The goal of the strategy is to provide the stated function of the facility, with the required reliability and availability at the lowest cost.

This book contains over hundred of photos taken for several industrial equipment from several plants: fertilizer, chemical, and crystal-glass making that will help the practitioners identify different types of failures for different types of equipment including pumps, compressors, transformers, engines, motors,...etc. The book also have examples of application in construction, medical and civil fields.

The laboratory examination of a lubricant's characteristics, suspended impurities, and wear debris is known as oil analysis (OA). OA is carried out as part of regular predictive maintenance to deliver precise and useful data on lubricant and machine condition. Trends can be found by following the findings of oil analysis samples over the course of a certain machine. These trends can help avoid expensive repairs. Tribology is the study of wear in machinery. Tribologists frequently perform or interpret results from oil analyses.Oil analysis is a long-term program that, where relevant, can eventually be more predictive than any of the other technologies. It can take years for a plant's oil program to reach this level of sophistication and effectiveness. This book includes what all practitioners need to know to build an oil analysis program for their machine inspection. This book includes three real case studies and numerous industrial examples to improve machine reliability and enhance the condition monitoring program.

Many businesses say that lean failed to meet their long-term objectives and that the improvements it brought about were only temporary. When businesses utilize lean as a toolkit, copying and pasting the methodologies without trying to adapt the employee culture, manage the improvement process, maintain the outcomes, and grow their leaders, 7 out of every 10 lean projects fail. The primary objective when the Toyota production method was developed was to eliminate wastes from the shop floor by utilizing some lean techniques and technologies. What wasn't made obvious was that Toyota would need to invest heavily in personnel development and training throughout a protracted leadership development process. An issue with management and leadership, as well as an incorrect understanding of human behavior and the necessary culture for success, is the failure to achieve and sustain improvement.

Lean healthcare is the practise of applying "lean" concepts to the healthcare industry in order to reduce waste, enhance patient outcomes, and lower costs. All employees of the firm, from clinicians to operations and administrative personnel, continuously work to identify areas of waste and eliminate anything that does not create value for patients using lean concepts in healthcare.In general, lean thinking is a set of concepts, strategies, principles, values and tools used to create and deliver the most value from the customer perspective while consuming the fewest resources and fully utilizing the knowledge and skills of people performing the work.If you visit Toyota assembly plants you can see how Toyota has put all the systems and supports staff in place to ensure that the production team members on the assembly line always have the parts and the necessary tools, they need to do their jobs. Trucks are not as important as patients, but Toyota arguably puts far more effort into supporting their front-line staff than many hospitals do. Toyota allows the team members to focus on their work and the truck in front of them, leading to better results and satisfaction for all.

Overall Equipment Effectiveness: A measurement of total productive maintenance (TPM) that quantifies how efficiently equipment is used. OEE is derived from three factors: The availability rate calculates the percentage of scheduled time lost due to equipment breakdowns and changes. The operating speed losses-running at rates slower than the design speed and brief stops-are measured by the performance rate. The quality rate calculates the percentage of the total parts run that are lost to scrap and rework. OEE is calculated by multiplying those three components. Each one presents numerous improvement opportunities. The six primary losses, or failures, modifications, small stoppages, lower operating speeds, and scrap, are often the focus of OEE but some businesses also include other measures they deem significant.

Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.

Failure mode and effect analysis (FMEA) was initiated by the aerospace industry in the 1960s to improve the reliability of systems. It is a part of total quality management programs and should be used to prevent potential failures that could affect safety, production, cost or customer satisfaction. FMEA can be used during the design, service or manufacturing processes to minimize the risk of failure, improving the customer's confidence while also reducing costs. FMEA (failure mode and effects analysis) is a method for gathering information about potential points of failure in a design, manufacturing process, product, or service. Failure mode (FM) refers to the manner in which something may fail. It includes potential errors that could occur, particularly errors that could have an impact on the customer. Deciphering the consequences of those breakdowns is part of effective analysis (EA). This is accomplished by ensuring that all failures can be detected, determining how frequently a failure may occur, and determining which potential failures should be prioritized. FMEA templates are commonly used by business analysts to aid in the completion of analyses.FMEA is a risk assessment tool with a 1-10 scoring scale. A one indicates low risk, while a ten indicates extremely high risk.FMEA is an effective method for development and manufacturing organizations to reduce potential failures throughout the product lifecycle.Six Sigma's project team use FMEA in the Analyze stage of DMAIC because extraordinary quality is not only designed into the product, it is designed into the development process itself.

Yet many companies focus on the mechanisms of implementation--one-piece flow, pull production, takt time, standard work, kanban--without linking those mechanisms back to the pillars that hold up the entire system. JIT is fairly well understood, but jidoka is key to making the entire system stick. A lot of failed implementations can be traced back to not building this second pillar. Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers-not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality-and no Jidoka. You are just catching the mistakes made in the manufacturing process. This cost a lot of money and resources and puts the business at risk.

Takt time is calculated as the amount of manufacturing time that is available divided by the volume of orders. In the 1930s, the German aviation industry employed Takt for the first time as a production management tool. The idea was widely used within Toyota in the 1950s, and by the late 1960s, it had been adopted by the majority of the Toyota supplier base. Every month, Toyota assesses the takt for a process, with a modifying review occurring every 10 days. Takt time is used to properly balance supply and demand. It gives a lean production system its beating heart.

Having no standardization work process means no quality. Everyone will do this task differently. Tracking the source of errors is difficult without the work standard. When a leader perform gemba walk on shop floor to observe the situation, there is no benefit from the walk when there is no standard. In the classic old way of management, companies were and (many are still) following the Tylor's principle, Tylor said that industrial engineers should be the only ones who initiate, create, modify, adapt and improve the process. And workers should follow what the industrial engineers are saying. Standard work is being used to measure employees performance. This is really a contrary to respect for people which is one of the main pillars in the Toyota production system and was the reason why Toyota is a high performance company. Toyota is strong by its people not by its process. Toyota Creates standard work to eliminate wastes, develop employees skills and develop high level of knowledge.

Ultrasound should be a part of any condition monitoring program. It has wide range of applications and the tool is very handy and easy to use. This book presents the different applications of Ultrasound Detection technique. Many potential exist for minimizing energy waste and increasing asset availability in plants using instruments based on airborne/structure borne ultrasound technology. They broaden the definition of "Condition Monitoring" to cover considerably more than the most elementary mechanical fault examinations. These devices' inspection capabilities range from trending bearing status to determining lack of lubrication, finding compressed air leaks, and detecting arcing, tracking, and corona emissions in both open and enclosed electric equipment since they detect friction, ionization, and turbulence. This method is based on portable equipment that are used to monitor and analyze bearing condition, find leaks (pressure and vacuum), test steam traps and valves, find electrical issues, and spot potential issues with gears, motors, and pumps. This talk will give a quick rundown of the technology, its uses, and energy savings cost analysis and suggested inspection techniques.

Waste is anything that uses resources but offers the customer nothing in return. Most activities are waste, or "muda," and can be divided into two categories. Although type one muda does not provide value, it is inescapable given the production assets and technologies available today. An illustration would be checking welds for safety, that type we also call necessary non value-added activity. Type two muda does not add value and can be quickly eliminated. An illustration is a process in a process village with disconnected phases that may be swiftly converted into a cell where unnecessary material moves and inventory are no longer necessary. A very small portion of all value-stream activities truly generate value as perceived by the client. The most effective way to boost business performance is to stop doing the numerous unnecessary things. In order to cut costs during the economic downturn, many businesses are implementing abstinence policies. This could mean laying off workers and cutting some wages. In fact, those actions might only work for a short time.Unless the company implements a culture of continuous improvement and alters its method of operation, the situation may recur and become even worse. This brings us back to the purpose for which the Toyota production system was developed.

The word "5S" stands for five related concepts with a S sound that describe workplace procedures that promote visual control and lean manufacturing. These are the five words in Japanese:Seiri: Sort tools, components, and documents into needed and unnecessary categories, then throw away the unnecessary.Seiton: Organize what is left in a tidy manner, making sure that everything has a home.Seiso: Wash and clean.Seiketsu: Regular use of the first three Ss results in cleanliness.Shitsuke: Practice the first four Ss with discipline.The English translation of the Five Ss is frequently Sort, Straighten, Shine, Standardize, and Sustain. A sixth S is sometimes added by lean practitioners. Establish and follow safety protocols in the office and workplace. However, Toyota has only ever used the Four Ss:Shitsuke (sustain), the final S, is eliminated since Toyota's system of daily, weekly, and monthly audits to verify standardised work renders it unnecessary. The important thing to keep in mind is that the effort is methodical and organic to lean manufacturing, not a "bolt-on" stand-alone programme, whether four, five, or six Ss are used, the most important thing to keep in mind is that this effort is not a "bolt-on" stand-alone programme, but rather is methodical and organic to lean production.5S is not just about a clean and shiny workplace. Its a strategy for removing wastes and improving productivity. This is how Toyota utilize the tool to improve workplace productivity. This book provide a comprehensive guide about the tool. How to plan, execute and sustain. This book is a practical guide with many examples, photos and presentations.

Hoshin Kanri has been used successfully by Toyota and other top-tier companies in Japan and the United States to achieve strategic business and lean goals. The underlying power of a successful hoshin kanri process relays on how Toyota creates an environment of continuous improvement. Toyota is a strong business because of its people, and people are the value of its system. This book focuses more on people rather than the process. Management behavior, motivation, core organizational values and teamwork, leadership development, and culture change are the real factors of any business success. Akio Toyoda said after several recent recalls that the rate of the company's growth was higher than the rate of the development of its people. Successful businesses need to invest in the people and put the people before the process. Read this book and you will see why a gap remains between successful and less successful companies in terms of process management, people management, and the adaptability of culture.