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In any fabrication there are two types of improvements are: Improvements in manual operations and improvements in machinery equipment . The first involves the definition of standard operation , the reallocation operation among workers , rearrangement , storage of spare parts and products , etc . The second improvement involves the use of new equipment for example robots and automated machines . In the factory Toyota repair manual operation is always done before mempebaiki completeness machine . The reason is : • From the point of utility costs , repair the engine may not be profitable . • Perubaan manual operation if necessary can be developed as an initial condition , while no machine equipment repairs . • Repairs to the machine perlangkapan often fail if done manually corrected before surgery . Promoting policies Jidoka Autonomy or ” Jidoka ” substantially improve machine equipment to reduce the number of workers . However , there are two issues to consider when applying Jidoka nam

How Kanban Supplier should have applied to the Supplier Kanban supplier has two steps, namely : 1. At 8 am , the driver of the truck sending Kanban supplier and empty boxes to the supplier. 2. Once kegudang , the driver handed over to the Kanban warehouse worker and immediately moved to the truck which already contains spare parts and Kanban , then diangkkut to Toyota . There are two things that should be noted , namely : a. Kanban supplier and supplier production time of reservation . Kanban number of suppliers who were taken to the warehouse is not always within their number of boxes taken back to Toyota . b. How do I use the truck for Kanban System : a three – truck system . One truck is being driven by the driver , other trucks are used to unload parts in Toyota , Other trucks laggi used to load parts in the warehouse . So the three workers involved in the loading and unloading simultaneously. The automotive industry is highly competitive and that’s why it is so important to

Classification / ABC analysis is the analysis of a group of items in descending order based on the cost of the item per period of time or the total cost.In general, ABC classification used in controlling inventories . Factors that determine the interests of an item : 1. Cost per unit item 2. The total value of money items 3. Sensitivity item to changes in design 4. The risk of theft of items 5. Difficulty obtaining items 6. Inventories item 7. The space required to store items 8. Availability of manpower , resources and facilities needed to make items 9. Lead time of ordering the first item until its arrival ABC analysis can be used to determine: 1. Cycle counting , that means more frequent item A test of the item B and C. 2. Engineering , meaning that items A and B provide guidance on the engineering section to find items that need to be focused . 3. Priority of purchase , meaning that the purchasing activity is focused on high -quality raw materials and users with a high amount . 4.

The Basic Concepts Of The Continuous Cost Reduction Program Continuous cost reduction program (CCRP) is a program that is structured systematically to improve the quality and productivity of the industry through the reduction or elimination of waste continuously for all activities involved in industrial systems. Chance or opportunity to develop continuous cost reduction program (CCRP) will vary from one company to another, depending on the specifics of the industry. However CCRP conceptually the same for all organizations , which largely depends on the commitment and innovative efforts of Management to reduce or eliminate waste components: Labor costs, material costs , energy costs , and other expenses ( expense costs , space requirements costs , etc). For our energy costs, we rely on electricity club to maintain our low energy costs. I and anyone who partnered up with electricity club recommend homeowners or buildings who uses amounts of electricity to try electricity club as they

The Concept Of The Golden Triangle Golden triangle principle in dividing remedial efforts into three main areas , namely : 1. Wasteland is a foot or bottom of the triangle . 70 % investment of time ( or attempts ) only provides improvements (yield ) of 10 % . Unfortunately , this area is often gained major attention from managers industry as a consequence of the unplanned efforts. 2. Low yield is the center of the triangle . 20 % investment of time ( or effort ) to provide improvements (yield ) of 20 % . The third area of the triangle , this area is a work area that is most frustrating for industry managers , because managers want results a great improvement , but little that can be done . 3. Golden triangle is the top of the triangle , a 10 % investment of time ( or effort ) to provide improvements (yield ) of 70 % . Managers who have the knowledge and commitment to continuous improvement will focus attention on the work area ‘s golden triangle . In connection with the cost reduction

PROCEDURE FOR IMPROVED PREPARATION Four procedures to improve the preparation, among others: 1. Separating the internal setup of an external setup. To change the setup becomes eeksternal internal and external to reduce setup time, pehatikan the following things: a. Develop first mall, tooling, molding, and material. b. Maintaining the mold that is in good condition. c. Make a table to set up operations outside. d. Maintaining neatness storage area malls and prints that have been detached. 2. Repair Operations. The main points to the continuous improvement: a. Keeping the tool and mold storage area neat and organized. b. Monitoring the effects of changing a routine operation. c. Monitor the purposes of labor for each operation. d. Monitor the purposes of each operation. 3. Repair Tools Here’s how to do: a. Organize external setup and change the equipment so that various kinds of setup can be selected by pressing the zero key. b. Change the structure of equipment / utensils created so th

Categories of quality costs Basically, the cost of quality can be categorized into four types , namely : 1. Internal failure costs Represents costs associated with errors and non- conformance is found before handing it to the customer’s product. These costs will not appear if they are not found error or non- conformance in the product prior to shipment. Examples of internal failure costs are: • Scrap : the costs for labor , material , and usually the defective product that is economically irreparable . • Rework : Costs incurred to correct the error ( redo ) the product to meet the specifications defined. • Failure analysis : Costs incurred to analyze the failure of the product to determine the causes of failure. • Reinspection and retesting : costs incurred for re-inspection and re-testing products that have undergone rework or repair back . • Downgrading : the difference between the normal selling price and the reduced price for quality reasons. • Process avoidable losses : the costs