conversations.from: human
conversations.value: What is a description for a book titled Improving Production with Lean Thinking about dedicated, Japanese, Lean with the genre: Business & Money, Management & Leadership?
conversations.from: assistant
conversations.value: "&#8230;dedicated towards the Japanese management and production techniques &#8216;Lean Management" ( Journal of the Operational Research Society , (2007) 58)
conversations.from: human
conversations.value: What is the first four paragraphs for this book?
conversations.from: assistant
conversations.value: Improving Production with Lean Thinking
  Nakajima proposes specific objectives in each category of equipment losses and develops, mainly, the activities related directly to machine maintenance. All the PM prize-winning companies have an OEE ratio greater than 88 percent.
  Although setup time and initial run quality, to mention but a few targets, affect a machine's efficiency, they are addressed in detail in another specific methodology that will be explained in a later chapter. In the maintenance field, the objective of TPM, or the ideal situation, is zero breakdowns. To achieve this goal, it is necessary to use such tools as P-M analysis, which is presented in the maintenance tools section later in this chapter.
  RCM was created in the United States in the 1960s to optimize the reliability of aeronautical equipment. RCM was not used in nuclear power stations until the 1980s (after the Three Mile Island accident) and has been implemented only recently in the rest of the industrial world.
  In order to begin RCM implementation, it is necessary to have a complete maintenance and breakdown record for each piece of equipment. Starting from this equipment information, the RCM objective is to determine maintenance tasks that are most effective for critical components. There is a specific methodology that facilitates RCM's implementation in companies based on several tools, such as FMEA, reliability analysis, statistical techniques, etc.
conversations.from: human
conversations.value: What is five more paragraphs? End with the sentence '9), as well as in various areas of the plant, but the most important are those that make reference to stock and tools because they facilitate the searching tasks.'.
conversations.from: assistant
conversations.value: Red cards should never be placed on people's tables. In a manufacturing company, red cards should be placed on equipment and on obsolete inventory.
  If somebody asks a worker if an object is necessary, the answer always will be affirmative. Therefore, when in doubt, it is recommended to place a red card on the object.
  Using a second color, yellow, for example, for a card that implies "may be useful" should be avoided. In a company where this methodology was used, the 5S team opted to place yellow cards for "may be useful" objects, and no red cards were placed. Therefore, only red cards are allowed.
  In cities, on highways, in clothing stores, and virtually everywhere in our daily life, signs that facilitate our ability to locate a place or an object can be found easily. A simple example is the sign for a men's or women's restroom. However, in factories, posters and signs are considered decorative elements. It sometimes seems that they do not add any value to the plant, and they only generate wasted time that could be dedicated to other productive tasks. The signs strategy is used in the second pillar (set in order).
  Signs can be placed on machines (Fig. 8.9), as well as in various areas of the plant, but the most important are those that make reference to stock and tools because they facilitate the searching tasks.
conversations.from: human
conversations.value: What is the last five paragraphs?
conversations.from: assistant
conversations.value: The cell represented in the following figure is formed by two machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shift per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.
conversations.from: human
conversations.value: Delete the first sentence.
conversations.from: assistant
conversations.value: The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shift per day.
  The cell represented in the following figure is formed by three machines. The setup time between operations can be considered null, and both products have the same profit. The company works 5 days a week, 8 hours a shift, with two shifts per day.