use-shingo-process-maps-to-document-processes-and-drive-continual-improvements

Use Shingo Process Maps to Document Processes and Drive Continual Improvements

Live Webinar

  • 60 minutes

This webinar will explain the know-how of Shingo process maps support the plan-do-check-act (PDCA), continual improvement model. Know the basics of Shingo map construction. Separate "operation," a nominally value-adding activity, into "transformation" (the product is actually being transformed) and "setup/handling" which, while necessary, are not value-adding. "Operation" by itself gives setup and handling a place to hide. Frederick Winslow Taylor actually separated them more than 100 years ago for analytical purposes.

Know how the Shingo map exposes wasted cycle time at process interfaces and handoffs where it often hides. Assess customer value time (CVT) and process cycle efficiency (PCE).

Join this session by expert speaker William Levinson, where he will discuss the calculation of process cycle efficiency, process cycle time, and customer value time.

Session Highlights:

  • Role of Shingo maps in managed continual improvement and as living documents in ISO 9001's PDCA structure

  • Basics of Shingo map construction

  • Classification of all operations as transformation, setup/handling, delay, inspection, and transportation. This webinar separates "processing" (as original to Shingo maps and also Frank Gilbreth's activity classification) into transformation and setup/handling (as illustrated by Frederick Winslow Taylor) to prevent setup and handling from hiding in the value-adding category

  • Basic motion efficiency principles: no job should ever require anybody to bend over or to take more than one step in any direction. Henry Ford said that you cannot pay somebody to walk

  • The material and energy balance is among the first calculations that are taught to chemical engineers. An analytical control surface is placed around a process or operation, and inputs must balance outputs in both quantity and kind. Any input that emerges as anything but the saleable product is waste

Why You Should Attend:

ISO 9001 and its automotive counterpart IATF 16949 call for a process approach to planning for product realization. Shingo process maps not only achieve this objective but also compare actual performance against planned standards in terms of cycle time (their traditional metric) and also material and energy consumption. The Shingo map forces wastes of cycle time, material, and energy to become visible to initiate corrective action (removal of the waste in question) and drive continual improvement.

Who Should Attend:

  • Manufacturing and quality professionals, including those with responsibility for process documentation and ISO 9001 or IATF 16949 quality systems


*You may ask your Question directly to our expert during the Q&A session.

** You can buy On-Demand and view it as per your convenience.

William Levinson

William Levinson

William A. Levinson, P.E., is the principal of Levinson Productivity Systems, P.C. He is an ASQ Fellow, Certified Quality Engineer, Quality Auditor, Quality Manager, Reliability Engineer, and Six Sigma Black Belt. He holds degrees in chemistry and chemical engineering from Penn State and Cornell Universities, and night school degrees in business administration and applied statistics from Union College, and he has given presentations at the ASQ World Conference, TOC World 2004, and other national conferences on productivity and quality.

Levinson is also the author of several books on quality, productivity, and management. Henry Ford's Lean Vision is a comprehensive overview of the lean manufacturing and organizational management methods that Ford employed to achieve unprecedented bottom line results, and Beyond the Theory of Constraints describes how Ford's elimination of variation from material transfer and processing times allowed him to come close to running a balanced factory at full capacity. Statistical Process Control for Real-World Applications shows what to do when the process doesn't conform to the traditional bell curve assumption.

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