Conocimientos en Lean Manufacturing, Six Sigma, cursos o capacitación como Green Belt, Kaisen.
Haya interactuado en proyectos no solo con su área sino con Calidad, RH, Logística, producción y Mantenimiento para implementación.
Administrará e implementará: 5´s, TPM, SMED Y proyectos de mejora continua, eliminación de desperdicios, incremento de eficiencias, ahorros y manejos de indicadores.Habilidades fuertes de Comunicación, trabajo en equipo, enfocado a resultados, innovación y toma de riesgos.
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Lean manufacturing or lean production, often simply, "Lean," is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customerto be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.
Essentially, lean is centered on preserving value with less work. Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS) (hence theterm Toyotism is also prevalent) and identified as "Lean" only in the 1990s. TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world's largest automaker, has focused attention on how it has achieved this.Lean manufacturing is a variation on the theme of efficiency based on optimizing flow; it is a present-day instance of the recurring theme in human history toward increasing efficiency, decreasing waste, and using empirical methods to decide what matters, rather than uncritically accepting pre-existing ideas. As such, it is a chapter in the larger narrative that also includes such ideas as the folkwisdom of thrift, time and motion study, Taylorism, the Efficiency Movement, and Fordism. Lean manufacturing is often seen as a more refined version of earlier efficiency efforts, building upon the work of earlier leaders such as Taylor or Ford, and learning from their mistakes.
• 1 Overview
o 1.1 Origins
• 2 A brief history of waste reduction thinking
o 2.1 Pre-20th century
o2.2 20th century
o 2.3 Ford starts the ball rolling
o 2.4 Toyota develops TPS
• 3 Types of waste
• 4 Lean implementation develops from TPS
o 4.1 An example program
o 4.2 Lean leadership
o 4.3 Differences from TPS
• 5 Lean services
• 6 Lean goals and strategy
• 7 Steps to achieve lean systems
o 7.1 Design a simple manufacturing system
o 7.2 There is always room forimprovement
o 7.3 Continuously improve
o 7.4 Measure
• 8 See also
o 8.1 Closely related methodologies
o 8.2 Predictive validation techniques
o 8.3 Terminology
o 8.4 Related engineering disciplines
o 8.5 Areas of implementation outside production
o 8.6 Other
• 9 References
Lean principles come from the Japanese manufacturing industry. The term was first coined byJohn Krafcik in a Fall 1988 article, "Triumph of the Lean Production System," published in the Sloan Management Review and based on his master's thesis at the MIT Sloan School of Management. Krafcik had been a quality engineer in the Toyota-GM NUMMI joint venture in California before coming to MIT for MBA studies. Krafcik's research was continued by the International Motor Vehicle Program (IMVP)at MIT, which produced the international best-seller book co-authored by Jim Womack, Daniel Jones, and Daniel Roos called The Machine That Changed the World. A complete historical account of the IMVP and how the term "lean" was coined is given by Holweg (2007).
For many, Lean is the set of "tools" that assist in the identification and steady elimination of waste (muda). As waste is...
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