MSE507 Lean Manufacturing

Name: MSE507 Lean Manufacturing
Uploaded: 2017-09-09T11:58:56+00:00
Duration: PTM52S4
Description: MSE507 Lean Manufacturing

MSE507 Lean Manufacturing
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing MSE507 Lean Manufacturing Learning to See Parts IV, V A Value Stream Mapping Workshop Mike Rother & John Shook Lean Enterprise Institute

Value Stream Mapping Workshop Goals
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Mapping Workshop Goals To understand the complete value stream To introduce Value Stream Mapping (VSM) To draw a current state map Learn the mapping concepts and icons To be able to design an improved value stream Develop the ability to “see the flow” of a value stream To draw a future state map

Value Stream Mapping Topics
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Mapping Topics Topic Page Overview The Process (Steps 1-3) The Process (Step 4 Case Study) The Process (Step 5) The Process (Step 6) 4 The Process (Step 6 Acme Stamping Case Study) 35 The Process (Steps 7-9) 45 The Process (Step 10) 52 Conclusions 54 First, we’ll demonstrate three excel tools using a simple example (Rooming List Example)

Value Stream Step 6 Draw the Future State Map
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Step 6 Draw the Future State Map THE PURPOSE: Highlight sources of waste Eliminate them In a short period of time. THE GOAL: To build a chain of production where the individual processes are linked to the customer(s) either by continuous flow (the best) or pull and each process gets as close as possible to producing only what the customer(s) need when they need it. The first iteration of the Future-State Map should take product designs, process technologies, and plant location as givens and remove all other sources of waste not caused by these features. What can we do with what we have?

Value Stream Map - Current State
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Map - Current State Customer Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min

Customer Data On-Time Delivery
Demand = 45/day Customer Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min Takt Time = 18.2 min Competitive LT = 3 days

Inventory MRP Raw = 5 days WIP = 12.1 days FG = 6.5 days Customer
Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min WIP = 12.1 days FG = 6.5 days

Flow of Value Lead Time MRP Lead Time = 23.6 days Touch Time = 89 min
Customer Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min Touch Time = 89 min

Constraints OTD, Lead Time
Max Wip = 7.6 days Customer Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min CT (67) > Takt Time (18)

Setup Times OP Margin, Lead Time
CO = 1 hour Customer Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min CO = 23 min CO = Changeover

Maintenance OTD, Lead Time
Uptime = 70% Customer Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min

Quality MRP FTY = 67% Customer Demand = 45 per day 2 shifts Stamping
342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min

Flow of Value OTD, Lead Time
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Flow of Value OTD, Lead Time Who is setting the pace? Customer Demand = 45 per day 2 shifts Stamping 342 CT=1sec Co=1 hr. Uptime=85% S. Weld # 1 CT=3 min Co=10 min. Uptime=70% I Coils 5 days CT= 15 min Co=0 min. Uptime=100% CT= 67 min Co= 23 min FTY = 67% Shipping 81 202 122 Assembly Test 90 1X Daily 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Weekly Fax WEEKLY SCHEDULE Lead Time - 34 Days 1 sec 7.6 days 3 min 1.8 days 15 min 2.7 days 67 min 4.5 days 4 min 2 days Lead Time =23.6 days 1 shift CT= 4 min Co=0 Competitive Lead Time = 3 Days Takt Time = 18.2 Minutes Orders/day = 36 Queue = 1.5 Days Touch Time = 89 min What is the pitch time?

The Office Office functions support many shop floor value streams - purchasing, payroll The rate of customer demand is often hard to “see” Inventory can be forms, paperwork, in-baskets, out-baskets, voic , Cycles of activity often are random - little standard work Confusion about who the customer is and what is value

HOWEVER, THE OBJECTIVE IS TO ELIMINATE WASTE!
The Office HOWEVER, THE OBJECTIVE IS TO ELIMINATE WASTE!

The Office Current State
Define boundaries of your value stream “There has to be a ‘product’ or ‘service’ to follow - like a purchase order or payroll document - otherwise use a normal flowchart” (LEI)

The Office Current State
What capability do you provide? Is the demand stable? If not, what is the range ? What is the customers expectation of performance?

Constructing Office Current State
Outbox 1 Day w Waiting 1/2 Day at meeting Inbox Waiting should be recorded if there is no apparent ‘end’ takt time and the next process is far away Use Cycle Time of customer process to understand total lead time

State Street Assembly Supplier State Street Assembly Customer Make notes where you see obvious Waste on the Map Poor workplace Organization Duplication: Many Signatures Re-enter Data: Legacy System Paper Form Rework: Incomplete Data

State Street Assembly Michigan Steel Company Customer Central database Engineering I Outbox 2 files 1 Day w Waiting 1/2 Day at meeting Inbox 3 files 1/2 Day Customer 10 files 1 Day 4 files 1/2 Day Purchasing quote 7 files Clarify / voic W 3 hours Meeting 4 Estimates .5 hours Total 10 Days Total CT 8 hrs 20 min 60 min 3 hrs 20 min 4 hrs 10 min .5 hr hr 1 Day .5 Day Day 1 Day .5 Day 1 Day .5 Day 1 Day 1 Day 1 Day 1 Day Order Receipt Manf. Eng. Review Quote Prep BOM Validation 1 Sales Rep 1 Eng. 1 sales Rep Design Log file Phone Clarification -Clarification Order 1 sales Rep

Value Stream Step 6 Draw the Future State Map
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Step 6 Draw the Future State Map Product Family Plan & Implementation Current State Drawing Future State Designing a Lean Flow You always need a future state Use pencil, update regularly, 70% correct is fine Basis for work plan - blueprint Begin by drawing a current state 1st iteration assumes using existing equipment, only minor purchases Use the list of future state questions

Value Stream Step 6 Future State Map - Icons
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Step 6 Future State Map - Icons

Value Stream Step 6 Future State Map – Question 1
What is the takt time for the chosen product family? 450 minutes per shift / 9 units per shift= 50 minutes However this includes no time for equipment downtime, changeovers, or scrap and rework. Until these are under control you can decide to produce faster than Takt Its purpose is to synchronize the pace of production with the pace of sales A diagnostic tool to test for overproduction

Should you build to a finished goods Supermarket or directly to shipping? Building directly to shipping is ideal. If the competitive lead time is less than your process lead time, you will need a finished goods supermarket. If customer demand rises and falls unpredictably it might be better to use a finished goods Supermarket. The cost of holding some finished goods may well be less than the cost of extra capacity

Where can you introduce continuous flow? Produce one piece at a time Reduce batch sizes and implement material replenishment.

Where will you need to use supermarket pull systems? Batching might be necessary Where changeover is necessary due to very fast or slow cycle times and multiple product families. Long supply chain…One piece at a time is not realistic Some processes have too much lead time or too unreliable to couple directly to other processes in a continuous flow. In these cases install a Supermarket based pull system Supermarkets are used when continuous flow is interrupted Remember, flow is better. There is a cost associated with a supermarket

At what single point will you schedule production? This is called the pacemaker process. How you control the production here sets the pace for all of the upstream processes. Any process after the pacemaker process must be continuous- flow ( no Supermarkets or pulls downstream of the pacemaker process. Therefore, the pacemaker process is frequently the most downstream continuous-flow process in the value stream.

CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Step 6 Future State Map – Question 6 How will you level the production mix at the pacemaker process? Distribute the production of different products evenly over time at the pacemaker process. Grouping products makes it difficult to serve customers who need something different than the batch being produced at that time. On-time deliveries suffer. A part that is due tomorrow might not make it because it has to wait for the long batches to complete. The icon for leveling is Warning!..Leveling the mix requires effort on the shop floor, such as, more changeovers and keeping all product variations on the line at the same time. OXOX

CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Step 6 Future State Map – Question 7 What increment of work will you consistently release and take away at the pacemaker process? Start by releasing small consistent amounts at the pacemaker process, while simultaneously taking away equal amounts of finished goods or “paced withdrawal” This consistent increment of work is called the PITCH Can be based on packout container quantity Establishes interval for monitoring status of production The key is to create a predictable flow which enables you to act quickly to problems. The problems with large batch releases: No sense of TAKT time, and no pull to respond to. Uneven work volume with peaks and valleys Difficult to monitor, are we ahead or behind. Order shuffling occurs, increasing lead-time and expedites. Responding to customer changes becomes very complicated. Example of pitch: Takt time = 10 min and pack size = 12 pieces, then pitch = 120 min (10 min x 12 pcs)

Value Stream Step 6 Future State Map – Question 7 - Heijunka Box
A tool used to by some is the (heijunka box) A load leveling box with a column for Kanban slots for each PITCH interval and a row of Kanban slots for each product type. The box indicates both the quantity produced and the time allocated to make it (based on TAKT time) Type A B C 8 8.10 8.20 8.30 8.40 8.50 Kanban card A card C 9.00 9.10 card B One column p/pitch pitch=10 min. One row per product type Kanbans responded to from left to right at pitch increments

Value Stream Step 6 Future State Map – Question 7 - Sample
8 8.10 8.20 8.30 8.40 8.50 9.00 9.10 Type A Kanban card A Kanban card A Kanban card A Type B Kanban card B Kanban card B Kanban card B Type C Customer requirement Kanban card C Kanban card C 1 Drop Kanban at process Pick up next kanban 2 Pacemaker process Move finished parts to supermarket Shipping 3 Pick up one finished quantity 4

What process improvements will be necessary for the value stream to flow as your Future State Map specifies? If you don’t answer this, you’ve just been wasting time. Improvements to Equipment Procedures Changeover time Yield Cycle time

Value Stream Step 6 Future State Map – Question Summary
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Value Stream Step 6 Future State Map – Question Summary What is the takt time? Will we build to shipping or to a supermarket? Where can we use continuous flow? Where do we have to use supermarket pull systems? At what single point in the production chain do we trigger production? What levels of work will we release and take away from the pacemaker process? How will we level the production mix at the pacemaker process? What supporting improvements will be necessary? (e.g. uptime, set-up, training)

Quiz 5 Circle the best answer
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Quiz 5 Circle the best answer 1. Kanban cards are used to: A. Improve flow by providing working instructions to the next operator B. Control the lot size of a FIFO lane so that inventory doesn’t build C. Allows the operators to sort the cards into “right sized” batches to minimise changeovers D. Provides an instruction that regulates the sequence and timing of production 2. When calculating takt time: A. Include lunches and breaks in the available working time and reduce them afterwards B. Include lunches and breaks but do not include planned maintenance C. Do not include lunches, breaks or planned machine maintenance as available working time D. Do not include lunches, breaks, estimated machine downtime, and any other unavailable production time Answers: 8. D 9. C

CSUN - Prof. David Shternberg
MSE595LM - Lean Manufacturing ACME Stamping Case Study Another place to take a break

Value Stream Step 6 Future State Map – Acme Co. Example
First View of the Future-State map Showing Takt Time, Weld/Assembly Cell, and the Finished-Goods Supermarket

Value Stream Step 6 Acme Co. Future State – 1st View
Notice that on this Future-State Map the four welding and assembly process boxes have been combined into one process box to indicate the continuous flow. A small sketch of a cell inside the process box also indicates the cellular manufacturing concept. State St. Assembly 18,400 pcs/mo -12,000 “L” -6,400 “R” Tray=20 pcs. 2 Shifts Stamping Weld& Assy 1X Daily L R Shipping Takt=60 sec. C/T=56 sec. Staging C/O= 0 Uptime=100%l 2 shifts

Value Stream Step 6 Acme Co. Future State – 2nd View
Second View of the Future-State Map Showing Stamping and Raw Material Supermarkets

Value Stream Step 6 Acme Co. Future State
The stamping process needs to produce batches larger than 60 pieces. A trigger point is set up in the stamping supermarket which includes changeover, replenishment delay and other stamping problems. In this case stamping will keep 1.5 days of parts in its supermarket A signal Kanban is sent to the stamping process whenever the number of bins remaining drops to a trigger ( minimum ) level Signal or Batch kanban

What about Raw Material? To build a plant level value stream the Future State must also show a third supermarket at the receiving dock which holds coils of steel Acme can attach an internal withdrawal Kanban to each coil and send these Kanbans to their own production control department whenever another coil is used. Production control can order coils based on their actual usage instead of a best guess determined by MRP The cards are then returned to the receiving dock as a signal for shipments that are due. Milk runs for daily deliveries should be considered at this point

Value Stream Step 6 Acme Co. Future State – 2nd View
6-WEEK Forecast PRODUCTION CONTROL State St. Assembly State St. Assembly Daily Order 18,400 pcs/mo -12,000 “L” -6,400 “R” coil coil 1X Daily Tray=20 pcs. 2 Shifts batch 20 bin Coils Stamping Weld& Assy 1X Daily L R Shipping Takt=60 sec. (at the press) C/T=56 sec. Staging 1.5 days C/O= 0 Uptime=100%l 2 shifts

Value Stream Step 6 Acme Co. Future State – 3rd View
Third (Final) view of the Future State Map Showing Load Leveling, Changeovers, and Timeline

The material handler pulls the Kanbans out of the leveling box one-by-one at the PITCH increment and moves trays of brackets from the finished goods supermarket to the staging area one-by- one according to the withdrawal Kanban. Production Control Daily Orders Load Leveling Box bin bin bin OXOX WELD&ASSY Shipping Staging bin L R

Production Lead-time= 4.5 days
Value Stream Step 6 Acme Co. Future State – Complete View Stamping Takt=60 sec. C/T=56 sec. C/O= 0 Uptime=100%l 2 shifts Weld& Assy L R Shipping Staging 1X Daily State St. Assembly 18,400 pcs/mo -12,000 “L” -6,400 “R” Tray=20 pcs. 2 Shifts 1.5 days batch bin Coils PRODUCTION CONTROL 6-WEEK Forecast Order coil (at the press) EPE= 1 shift. EPE <10 min.. changeover Weld Welder uptime 1 sec. 1 day 168 sec 2 days Production Lead-time= 4.5 days Processing Time= 169sec 20 OXOX Daily order 90/60/30 day Forecasts

Value Stream Step 7 Generate a Value Stream Plan
Create the yearly Value Stream Plan Tie it to business objectives Relate the Future State Map to your layout What to do, by when, by whom Fix the obvious Broken equipment, needed maintenance Purchase small tools, replace home-made fixtures 5S Break the implementation into steps Break your future state into “loops” Each loop contains the flow up to and including a supermarket

Value Stream Step 7 Acme’s Value Stream Loops MSE595LM - Lean Manufacturing Supplier Loop Pacemaker Loop Stamping Loop

Value Stream Step 7 Example Value Stream Plan CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing

Value Stream Step 8 Start Making the Improvements
Make continuous Value Stream Improvement the responsibility of management Don’t wait to get your future state map perfect The main point is ACHIEVING the future state

Value Stream Step 9 Conduct Value Stream Reviews
Make continuous Value Stream Improvement the responsibility of management Conduct regular Value Stream Reviews while walking the floor Value Stream Manager and Plant Manager Focus on obstacles to implementation

Value Stream Step 9 Example Value Stream Review MSE595LM - Lean Manufacturing Assy Stamping Coils Suggestions: - Review walking the flow - Concentrate on the problems

Quiz 6 Circle the best answer
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Quiz 6 Circle the best answer 1. Creating value stream loops helps to: A. Break the total value stream into manageable pieces and prioritise them B. Communicate the plan to senior management C. Assign kaizen teams to be responsible for each loop D. Develop measures for each loop based upon improving lead times 2. The point of value stream mapping is: A. To document the current state for future reference B. To create a future state diagram C. To implement a future state with less waste D. To reduce staffing in the production environment Answers: 10. A 11. C

Value Stream Step 10 Repeat the Cycle
Keep working for perfection

What Can Be Achieved? 75% of wasted steps eliminated
Throughput time shrinks to less than 10% of current state time Demand amplification is eliminated Quality higher and consistent from start to finish Transport links and information needs shrink dramatically

MSE595LM - Lean Manufacturing Concluding Comments A future state can’t be implemented all at once Kaizen events help work towards the future state Value Stream Mapping: Helps you visualise more than a single process level Links the material and information flows Provides a common language Provides a blueprint for implementation Can be more useful than quantitative tools Ties together lean concepts and techniques

Review of Goals and Expectations
CSUN - Prof. David Shternberg MSE595LM - Lean Manufacturing Review of Goals and Expectations To introduce Value Stream Mapping (VSM) To draw a current state map Learn the mapping concepts and icons To be able to design an improved value stream Develop the ability to “see the flow” of a value stream To draw a future state map

MSE595LM - Lean Manufacturing Homework Assignment Summarize the steps to be taken in order to achieve a Future-state map. In your opinion, what are the conditions required to ensure proper implementation of a future-state map? What may be possible barriers to success? Read Cellular Manufacturing Getting Started (pages ix-xvii) Chapters 1 & 2 (pages 1-21)

Questions? Comments?

MSE507 Lean Manufacturing

Similar presentations

Presentation on theme: "MSE507 Lean Manufacturing"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

MSE507 Lean Manufacturing

Similar presentations

Presentation on theme: "MSE507 Lean Manufacturing"— Presentation transcript:

Similar presentations

About project

Feedback