Topic
Flow process chart
About: Flow process chart is a research topic. Over the lifetime, 62 publications have been published within this topic receiving 310 citations.
Papers published on a yearly basis
Papers
TL;DR: In this paper, the authors examine the manifold linkages connecting the Toyota Production System (TPS) back to the Gilbreths and others, and determine how these have contributed to enterprisewide best practice.
Abstract: Purpose – The purpose of this paper is to examine the manifold linkages connecting the Toyota Production System (TPS) back to the Gilbreths and others, and to determine how these have contributed to enterprise-wide best practice. Industrial engineering (IE) theory rapidly subsumed method study and thereby made considerable contributions to output in World War II (WWII). The outcome is the positing of “contemporary” IE.
Design/methodology/approach – Consideration is given to the Japanese Management Association (JMA) personal handshake route originated by Frank Gilbreth in which experiences were handed down in lecture note format by successive generations of industrial engineers. His interaction with the FW Taylor Scientific Management movement is a second theme. The internationally recognised “softer” approach to teaching and coaching due to Lillian Gilbreth is then discussed. Finally the Gilbreth MOI2 Process Chart is examined.
Findings – TPS has evolved over an extended period of time to achieve continuous material flow. There has been no single procedure or technical breakthrough. Much of the detail would have been familiar to the Gilbreths. These became evident in the USA and the UK auto industries soon after the First World War. Elements of JIT are recognisable even earlier in the building of the UK Crystal Palace in 1851. However the scenario of the current TPS enterprise would be new to the Gilbreths. Similarly the various ways in which the systems approach has been successfully implemented throughout the organisation would appear strange. This becomes self-evident via a three-axis model representation of contemporary industrial engineering.
Research limitations/implications – Newly appointed Toyota executives pursuing the shopfloor based Acclimatisation Course would immediately recognise the method study based waste elimination techniques at work. As Ohno remarked, such removal merely levels the playing field. Knowledge (and above all practice) in their use should be a pre-requisite skill for employees at all levels. This is a sometimes “hidden” secret of TPS, but dates back to Lillian Gilbreth in 1914.
Practical implications – The paper supports the view that effective product delivery is best driven via sound industrial engineering expertise operating within an active learning organisation. The four level prism model applied to TPS highlights its system attributes.
Originality/value – The paper confirms there is a continuing role for well established method study techniques to be adapted to face new challenges, and output as “contemporary” industrial engineering.
52 citations
Book•
2 Aug 2004
TL;DR: In this article, the authors present a methodology for charting business processes and present a set of guidelines for using process charts in the context of process improvement projects in a business setting.
Abstract: Foreword. Preface. Acknowledgments. Chapter 1. Introduction Why Should We Chart Our Processes? Methodology Overview. Chapter 2. Who is Involved in Process Improvement. Executive Oversight Team. Process Improvement Group. Process Improvement Projects. Project Ownership: Transferring Responsibility. Chapter 3. Defining a Process Improvement Project. Select a Process to Study. Secure the Approval and Support of the Process Owner. State the Process and its Purpose. Identify the Type of Project. Establish Objectives. Define the Scope. Identify the Project Team Members. Chapter 4. Gathering the Facts... Set the Stage. Collect the Facts at the Work Area. Interview Experienced Employees. Be Genuine. Capture the Facts. Level of Detail. Organize the Facts with a Process Flow Chart. Chapter 5. Process Chart Format. Process Charts Flow Left to Right. Every Item is Charted as a Separate Flow Line. Process Charts Show the Interrelated Flows of Many Items. Every Item is Labeled. Actions and Nonaction Steps Are Indicated by Symbols Laid Out in Sequence. Along Each Flow Line. Correction and Rejection Routines Are Shown with Dotted Lines. Fundamental Nature of the Process Chart Format. Chapter 6. Process Chart Building Blocks. Symbols: The Actions. Conventions: Connecting the Symbols. Words: Making the Charts Talk. Chapter 7. Charting Business Processes. Paying for Gas with a Credit Card. Charting an Online Auction Bid. Purchase Requisition. Processing Police Officer Overtime. Special Situations. Chapter 8. Using Process Charts. Improving Processes with Projects. Building a Process Library. Continuous Improvement. Training. Library and Control. Transparency. Regulatory Requirements such as Sarbanes-Oxley. Certification such as ISO. Helping the Audit. Establishing a Culture of Mastery. Mastery. Chapter 9. Process Chart Stories. Allen Back. Merle Laird. Bill Roach. Hector Pina. Sharon Cunningham. Todd Rigby. Valerie Rausch. Ben S. Graham, Jr. Chapter 10. Summary. Define a Project. Capture the Facts. Prepare an As-Is Chart. Getting the Team Members Involved. Build a Library of Process Charts. Use the Charts. Chapter 11. Conclusion. Index.
37 citations
1 Jan 2010
TL;DR: In this article, a case study has been carried out to monitor real life data in a Jordanian manufacturing company that specialized in producing steel, and the vital few problems were identified; it was found that the steel tensile strength is a vital few problem and account for 72% of the total results of the problems.
Abstract: The general aim of this paper is to identify the key ingredients for successful quality management in any industrial organization. Moreover, to illustrate how is it important to realize the intergradations between Statistical Process Control (SPC) is seven tools (Pareto Diagram, Cause and Effect Diagram, Check Sheets, Process Flow Diagram, Scatter Diagram, Histogram and Control Charts), and how to effectively implement and to earn the full strength of these tools. A case study has been carried out to monitor real life data in a Jordanian manufacturing company that specialized in producing steel. Flow process chart was constructed, Check Sheets were designed, Pareto Diagram, scatter diagrams, Histograms was used. The vital few problems were identified; it was found that the steel tensile strength is the vital few problem and account for 72% of the total results of the problems. The principal aim of the project is to train quality team on how to held an effective Brainstorming session and exploit these data in cause and effect diagram construction. The major causes of nonconformities and root causes of the quality problems were specified, and possible remedies were proposed.
33 citations
TL;DR: This paper presents the method of the Life Phases Modularization on the basis of two industrial examples and shows deficits and improvements in a consolidated manner.
15 citations
1 Oct 2015
TL;DR: In this article, the authors have highlighted the enhancement of the overall equipment efficiency (OEE) of the autoclave process through the implementation of time and motion studies, and concluded that the successful application of motion and time study in industrial organizations is dependent on the training of the individuals who apply it.
Abstract: The manufacturing industries have incredible contribution in the global economic growth and it has wide acknowledgment in the area of poverty mitigation. The manufacturing sector is also considered as one of the significant economic contributor in the Asian sub-continent for the past 100 years. Enhancement of productivity is an important factor for manufacturing industries to survive and to attain breakthroughs. By using time and motion study as tool, non-value added activities can be recognized and eliminated thereby productivity can be improved. Time and motion study is a tool to establish standard time for the processes including cycle time from observation with the allowance and rating factors. The main aim of the research is for systematic observation; process chart and stopwatch time study as research methodology. The article concludes that the successful application of motion and time study in industrial organizations is dependent on the training of the individuals who apply it. This article is also highlights enhancement of the Overall Equipment Efficiency (OEE) of the autoclave process through the implementation of time and motion studies.
13 citations
Related Topics (5)
Performance Metrics
| Year | Papers |
|---|---|
| 2020 | 2 |
| 2019 | 2 |
| 2018 | 4 |
| 2017 | 6 |
| 2016 | 6 |
| 2015 | 4 |