Professional Documents
Culture Documents
Management
MSE507
Lean Manufacturing
Workshop Goals
Topics
Topic
Page
Overview
The Process (Steps 1-3)
The Process (Step 4 Case Study)
The Process (Step 5)
The Process (Step 6)
The Process (Step 6 Acme Stamping Case Study)
The Process (Steps 7-9)
The Process (Step 10)
Conclusions
4
35
45
52
54
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Customer Data
Demand = 45/day
On-Time Delivery
Competitive LT = 3 days
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Inventory
Raw = 5 days
WIP = 12.1 days
FG = 6.5 days
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Flow of Value
Lead Time
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Constraints
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Setup Times
CO = 1 hour
CO = 23 min
CO =
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
Changeover
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Maintenance
Uptime = 70%
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Quality
FTY = 67%
y
ekl
W e ax
F
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
Flow of Value
Suppliers
90/60/30 day
Forecasts
Production
Control
6 WEEK
Forecast
MRP
Order Entry
WEEKLY SCHEDULE
Orders/day
= 36
Queue
= 1.5 Days
Customer
1X
Daily
I
Coils
5 days
Stamping
S. Weld # 1
342
CT=1sec
Co=1 hr.
Uptime=85%
1 shift
5 days
Assembly
CT=3 min
Co=10 min.
Uptime=70%
1 shift
CT= 15 min
Co=0 min.
Uptime=100
%
2 shifts
CT= 67 min
Co= 23 min
FTY = 67%
2 shifts
2.7 days
15 min
Shipping
I
122
1.8 days
3 min
Test
I
81
7.6 days
1 sec
202
90
CT= 4 min
Co=0
Uptime=100
2 shifts
%
4.5 days
67 min
Lead Time
=23.6 days
Touch Time
= 89 min
2 days
4 min
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,
voicemail, email
Cycles of activity often are random - little standard work
Confusion about who the customer is and what is value
The Office
HOWEVER, THE
OBJECTIVE IS TO
ELIMINATE WASTE!
Waiting
Inbox
1 Day
1/2 Day at
meeting
1 Day
State Street
Assembly
Supplier
Poor workplace
Duplication:
Organization
Many Signatures
State Street
Assembly
Customer
Re-enter Data:
Legacy System
Incomplete Data
Michigan Steel
Customer
Company
EmailO
rder
Engineering
database
Central
database
Phone
Clarification
State Street
Assembly
Customer
Phone
Clarification
Email
Quote
Design
Log file
Phone
Clarification
Email /
voicemail
I
4 Estimates Meeting
.5 hours 3 hours
.5 hr
Inbox
Waiting
1 Day .5 Day
3 hr
10 min
Inbox
Review
1 Day
1/2 Day
Purchasing 7 files
1 Day
quote
1 Sales Rep
.5 Day 1 Day
4 hrs
3 files
1 Day
Inbox
Manf.
Eng.
1 Eng.
3 hrs
Email
-Clarification
Outbox Waiting Inbox
w
4 files Clarify
1 Day 1 Day
Quote
Prep
I
2 files
1 Day 1 sales Rep
60 min
Total 10 Days
20 min
Product Family
Current State
Drawing
Future State
Drawing
Plan &
Implementation
How you control the production here sets the pace for all of
the upstream processes.
OXOX
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)
8
Type
A
8.10
8.20
Kanban
card A
Type
B
Type
C
One column p/pitch
pitch=10 min.
8.30
8.40
8.50
Kanban
card A
Kanban
card B
9.10
Kanban
card A
Kanban
card B
Kanban
card C
9.00
Kanban
card B
Kanban
card C
8.10
8.20
Kanban
card A
Type
8.40
8.50
Type
C
Kanban
card B
Kanban
card C
Drop Kanban
9.10
Kanban
card A
Kanban
card B
Kanban
card C
at process
9.00
Kanban
card A
Kanban
card B
8.30
Customer
requirement
Pick up
next
kanban
Pacemaker
process
Pick up one
finished
quantity
Move finished
parts to
supermarket
Shipping
Improvements to
Equipment
Procedures
Changeover time
Yield
Cycle time
Quiz 5
ACME Stamping
Case Study
State St.
Assembly
18,400 pcs/mo
-12,000 L
-6,400 R
Tray=20 pcs.
2 Shifts
Stamping
Weld& Assy
1X
Daily
L
Takt=60 sec.
C/T=56 sec.
C/O= 0
Uptime=100%l
2 shifts
Shipping
Staging
State St.
Assembly
PRODUCTION
CONTROL
Daily
Order
18,400 pcs/mo
coil
coil
-12,000 L
-6,400 R
Tray=20 pcs.
1X
Daily
2 Shifts
batch
20
bin
Coils
Weld& Assy
Stamping
1X
Daily
L
(at the press)
1.5 days
Takt=60 sec.
C/T=56 sec.
C/O= 0
Uptime=100%l
2 shifts
Shipping
Staging
Production
Control
Daily Orders
bin
bin
OXOX
WELD&ASSY
bin
L
R
Shipping
Staging
90/60/30 day
Forecasts
PRODUCTION
CONTROL
Daily
Order
Daily
Order
18,400 pcs/mo
coil
coil
Daily order
-12,000 L
-6,400 R
Tray=20 pcs.
20
1X
Daily
20
batch
2 Shifts
OXOX
20
bin
Coils
State St.
Assembly
20
Weld& Assy
Stamping
change
over
EPE= 1 shift.
EPE <10 min..
(at the press)
1.5 days
1.5 days
1X
Daily
Welder
uptime
Takt=60 sec.
C/T=56 sec.
C/O= 0
Uptime=100%l
2 shifts
Staging
Weld
change
over
Shipping
1 day
1 sec.
168 sec
5S
Break the implementation into steps
Supplier Loop
Stamping
Loop
Pacemaker Loop
Assy
Stamping
Coils
Suggestions:
- Review walking the flow
- Concentrate on the problems
Quiz 6
Throughput
Demand
Quality
amplification is eliminated
Transport
Concluding Comments
A future state cant be implemented all at once
Kaizen events help work towards the future state
Value Stream Mapping:
Review of Goals
and Expectations
To introduce Value Stream Mapping (VSM)
To draw a current state map
Homework Assignment
Summarize the steps to be taken in order to achieve a
Future-state map.
2. In your opinion, what are the conditions required to
ensure proper implementation of a future-state map?
What may be possible barriers to success?
1.
Questions? Comments?