FIGURES | TABLES | PICTURE

 
 
 
 
 
Figure 9.6
Figure 9.6

Box plot of inventory before and after iTLS implementation

Figure 9.7
Figure 9.7

Inventory position after implementation of the iTLS

Figure 9.8
Figure 9.8

Goals

Figure 9.9
Figure 9.9

Spaghetti flow of the current layout

Figure 9.10
Figure 9.10

Cause-and-effect analysis

Figure 9.11
Figure 9.11

FMEA

Figure 9.12
Figure 9.12

New process flow after implementation of improvements

Figure 9.13
Figure 9.13

Process time reduction monitoring

Figure 9.14
Figure 9.14

iTLS model applied

Figure 9.15
Figure 9.15

The DBR model → D 5 drum, B 5 buffer, R 5 rope

Figure 9.16
Figure 9.16

Thinking tool applied for cause-and-effect determination

Figure 9.17
Figure 9.17

Mobilize work teams

Figure 9.18.png
Figure 9.18.png

Buffer management

Figure 9.19
Figure 9.19

Application of SPC, Lean, and Six Sigma tools and techniques

Figure 9.20
Figure 9.20

Buffer performance and status dashboard in real time

Figure 9.21
Figure 9.21

Metallurgical plant expansion

Figure 9.22 a, b, c, d
Figure 9.22 a, b, c, d

Examples of four plants’ performances applying iTLS

Table 5.1
Table 5.1

CNX definition for factor screening

Table 5.2
Table 5.2

FMEA objectives

Table 5.3
Table 5.3

SEV scoring guide

Table 5.4
Table 5.4

OCC scoring guide

Table 5.5
Table 5.5

DET scoring guide

Table 6.1
Table 6.1

One-way ANOVA

Table 6.2
Table 6.2

Lean, Six Sigma, and iTLS Comparison

Table 9.1
Table 9.1

ANOVA indicating reduction significance

Picture 5.1
Picture 5.1

Takt board set up in a shop-floor environment