hoshin presentation example june 7 2010
TRANSCRIPT
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Hoshin Hoshin Hoshin Hoshin ---- F119 F119 F119 F119 • • • • 09/08 09/08 09/08 09/08 to to to to 09/10 200909/10 200909/10 200909/10 2009
Facilitation - Instructor - Consultant John Petak
Exercise Lean LLC
“If you are doing today what you
did yesterday, prepare to do
nothing tomorrow”.
“People don’t care how much you
know, until they know how much
you care”.
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20 PRINCIPLES OF LEAN
1. Identify the value stream
2. Go See “Go to Gemba” – Direct Observation
3. Develop an eye for improvement “Learn to See”
4. Identify the waste (MUDA) 8 Types (the most difficult part)
5. Make things visual
6. Speak with data
7. Get flow (material, information and $$$)
8. Do things in REAL TIME and @ POINT OF USE @ the customer TAKT
9. Question everything … Why? Why? Why? …
10. Focus on the things that your customer is willing to pay for (The right things)
11. Do the right things right the first time (Quality First)
12. Create a culture of Continuous Improvement (Kaizen) focused on making many small changes for the good of the people who do the work
13. Familiarity is the enemy of continuous improvement
14. Walk the processes/value streams
15. Focus on the WHAT not the WHO
16. Develop a culture of effective problem solvers
17. Stabilize ►Standardize ►Squeeze through PDCA cycle
18. Gemba is a mirror of the way the area is managed
19. PROFIT = PRICE – COST
20. Adopt (become) lean by creating a culture of lean thinkers
WHO
Sta nda rds
Tim e
Tra nspare ncy
Sta nda rds
Tim e
Tra nspare ncy
WHO
WHO
MUDA
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Presentation Planning
Hoshin Definition - Kaizen - Takt Time
Work content - Cycle Time Diagram
Number of operators - Parts Board Objective
Elimination of waste
Standardized Work and balancing
One-piece flow
Layout
6 Quality Basics
Ergonomics
Frontal loading
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Hoshin Definition -Kaizen - Takt Time
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� “HO” = Method� “SHIN” = shiny needle / compass � Find simple and immediately applicable solutions in order to:
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1.1.1.1.1.1.1.1.1. 1. 1. 1. 1. 1. 1. 1. Hoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin Definition
� Improve quality
� Resize the line to make it more adaptable to
customer demand
� Reduce variability
� Improve the flow
� Eliminates wastes
Way of setting
directions
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� How : Observations and measurements of shop-floor malfunctions.
� HOSHIN is shop-floor action.
� This action starts off with a rapid change and then continues indefinitely.
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1.1. Hoshin Definition1.1. Hoshin Definition1.1. Hoshin Definition1.1. Hoshin Definition1.1. Hoshin Definition1.1. Hoshin Definition1.1. Hoshin Definition1.1. Hoshin Definition
� HOSHIN is never finished and goes with a KAIZEN state of mind (progress one small step at a time).
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1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen
Productivity
Time
Innovation
Innovation + Kaizen
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� 10 steps to a Kaizen state of mind:
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1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen1.2. Kaizen
Challenge fixed ideas, challenge existing methods
Instead of saying things cannot be done, think of ways it can be
Implement good ideas without delay
Do not wait for perfection, better 60% improvement now
Correct errors as they happen, with the team
From difficulties, generate new ideas
Apply the “5 Why” and find the root cause
Use ideas from 10 people, not just from one expert
Try out ideas and confirm their effect
Improvement is infinite
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� It represents, in units of time, the number of parts the customer expects us to deliver.
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1.1.1.1.1.1.1.1.3. 3. 3. 3. 3. 3. 3. 3. Takt TimeTakt TimeTakt TimeTakt TimeTakt TimeTakt TimeTakt TimeTakt Time
TAKT TIME =* Production Time / day
+ Number of parts required / day
* Production time = open time - programmed stops+ Or customer demand.
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� Pull flow vs. Push flow
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1.3. Takt Time1.3. Takt Time1.3. Takt Time1.3. Takt Time1.3. Takt Time1.3. Takt Time1.3. Takt Time1.3. Takt Time
PULL
PUSH
Work Content -Cycle Time Diagram
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� It is the sum of basic tasks performed at each workstation to obtain a complete and good product.
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2.1. Work Content2.1. Work Content2.1. Work Content2.1. Work Content2.1. Work Content2.1. Work Content2.1. Work Content2.1. Work Content
Work Content = 30s + 50s + 40s = 120s
Minimum cycle times
found in time study :
JOB 1 JOB 2 JOB 3
30s 50s 40s
Finishedpart
� It brings out variations between each cycle (variability) and the imbalance among the operators.
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2.2. Cycle Time Diagram2.2. Cycle Time Diagram2.2. Cycle Time Diagram2.2. Cycle Time Diagram2.2. Cycle Time Diagram2.2. Cycle Time Diagram2.2. Cycle Time Diagram2.2. Cycle Time Diagram
Time
(in s)
0
5
10
15
20
25
30
35
40
45
OP1 OP2 OP3 OP4 OP5
Time
(in s)
TAKT TIMETAKT TIME
0
5
10
15
20
25
30
35
40
45
OP1 OP2 OP3 OP4 OP5
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2.2. Cycle Time Diagram
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Cycle Time Measurement Form
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Standardized Work Chart
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Standardized Work Combination Table
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Number of Operators -Parts Board Objective
3
� With Takt Time and Work Content, we have:
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3. Number of operators & Parts Board Objective3. Number of operators & Parts Board Objective3. Number of operators & Parts Board Objective3. Number of operators & Parts Board Objective3. Number of operators & Parts Board Objective3. Number of operators & Parts Board Objective3. Number of operators & Parts Board Objective3. Number of operators & Parts Board Objective
NUMBER OF
OPERATORS
Work Content
Takt Time =
� Parts Board objective: new ones to determine before starting with new layout.
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Eliminationof Waste
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Overproduction Overprocessing
Motion Scrap & Rework
Waiting Storage
Inventory Unused Human Capacity
4. Elimination Of Waste4. Elimination Of Waste4. Elimination Of Waste4. Elimination Of Waste4. Elimination Of Waste4. Elimination Of Waste4. Elimination Of Waste4. Elimination Of Waste
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Wanted DEAD or ALIVE:Wanted DEAD or ALIVE:Wanted DEAD or ALIVE:Wanted DEAD or ALIVE:Wanted DEAD or ALIVE:Wanted DEAD or ALIVE:Wanted DEAD or ALIVE:Wanted DEAD or ALIVE:Tim Wood BrainlessTim Wood BrainlessTim Wood BrainlessTim Wood BrainlessTim Wood BrainlessTim Wood BrainlessTim Wood BrainlessTim Wood Brainless
Big MudaT ransportation
I nventory
M otion
W aiting
O verproduction
O verprocessing
D efects / Rework /
Scraps
Father of 7 WasteFather of 7 WasteFather of 7 WasteFather of 7 WasteFather of 7 WasteFather of 7 WasteFather of 7 WasteFather of 7 Waste� Shigeo ShingoShigeo ShingoShigeo ShingoShigeo Shingo
Mr. Shingo distinguished himself as one of the world's leading experts in improving manufacturing processes. He has been described as an "engineering genius" who assisted in the creation of, and wrote about, many of the features of the revolutionary just-in-time manufacturing methods, systems, and processes which make up the renowned Toyota Production System and related production systems. The Shingo Prize is named for the Japanese industrial engineer, Shigeo Shingo. His greatness was in his ability to understand exactly why products are manufactured the way they are, and then transform that understanding into a workable system for low-cost, high-quality production. Mr. Shingo died peacefully November 14, 1990 at the age of 81.
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Shigeo ShingoShigeo ShingoShigeo ShingoShigeo ShingoShigeo ShingoShigeo ShingoShigeo ShingoShigeo Shingo
Father of Just in TimeFather of Just in TimeFather of Just in TimeFather of Just in TimeFather of Just in TimeFather of Just in TimeFather of Just in TimeFather of Just in Time
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TaiichiTaiichiTaiichiTaiichiTaiichiTaiichiTaiichiTaiichi OhnoOhnoOhnoOhnoOhnoOhnoOhnoOhno
Kaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru Ishikawa
� Ishikawa diagrams were proposed by Kaoru Ishikawa[1] in the 1960s, who pioneered quality management processes in the Kawasakishipyards, and in the process became one of the founding fathers of modern management.
� It was first used in the 1960s, and is considered one of the seven basic tools of quality management, along with the histogram, Pareto chart, check sheet, control chart, flowchart, and scatter diagram. It is known as a fishbone diagram because of its shape, similar to the side view of
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Kaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru Ishikawa
Kaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru IshikawaKaoru Ishikawa
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Standardized Workand Balancing
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Precisely defined and repetitive process.
Definition of:
� Best way to do basic tasks
� Best succession of basic tasks
� TRANSFORMATION, INSPECTION and
MOVEMENTS from & to the workstation.
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5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and BalBalBalBalBalBalBalBalancingancingancingancingancingancingancingancing
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� Process Technician’s responsibility :�Train the operators on the line.�Ensure quality and productivity.
� Defining standardized work implies that we have first eliminated or reduced waste, which is a source of variability.
� Balancing workstations is a requirement.
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5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and 5. Standardized Work and BalancingBalancingBalancingBalancingBalancingBalancingBalancingBalancing
One Piece Flow
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� Maximal elimination of waste implies
working with zero intermediary stock
between operators.
� Every operator must pass on a good part to
the operator at the next workstation.
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6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow
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6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow6. One Piece Flow
36"BEFORE 180"36"720" total
1008"
36"
20 parts 5 parts
AFTER 36"36"36" total
108"
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Lay-out7
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77777777. . . . . . . . LayoutLayoutLayoutLayoutLayoutLayoutLayoutLayout
Stock
StockBRaw materials
����
C
Finished
product
Stock
����
A
Raw materials
Stock
Finished
productsRaw
materialsA B C
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� U Line
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77777777. . . . . . . . LayoutLayoutLayoutLayoutLayoutLayoutLayoutLayout
- Mutual assistance possible
- Easier communication
- More balancing solutions (max.
flexibility)
- Obliges use of small containers
- Fosters polyvalence
- Greater reactivity to quality problems
- Physical zone for the team
- Less moving around
- More layout alternatives
- Better control of WIP if operator
handles
both first and last operation
- Easier supply / withdrawal of finished
product containers
- Risk of mix-up
- Maintenance more
difficult
- People blocked
- Passageway needed all
around
- More difficult to
coordinate upstream
and downstream
- Return of empty tooling
(conveyor pallets)
Advantages Disadvantages
� Straight Line
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77777777. . . . . . . . LayoutLayoutLayoutLayoutLayoutLayoutLayoutLayout
- Easier supplying
- Clearer flow (entry-exit
separation)
- Easier to mechanize
- More suitable for bulky
products
- Easier to integrate into plant
flow
- Easier to understand flow
- Communication more difficult
- Longer route (return empty)
- Longer line
- Fewer layout alternatives
- Limited balancing and flexibility
- More movement with long
machines
- Poorer reactivity to quality
problems
- Return of empty tooling
(conveyor pallets)
Advantages Disadvantages
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6 QualityBasics
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� 6 Quality Basics
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8. 6 Quality Basics8. 6 Quality Basics8. 6 Quality Basics8. 6 Quality Basics8. 6 Quality Basics8. 6 Quality Basics8. 6 Quality Basics8. 6 Quality Basics
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Quality Wall
Self Inspection
OK First Part
Rework Under Control
Poka Yoke
Red Bins
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Ergonomics9
� Minimization of movement and handling
� Minimization of loads handled (small boxes, around 15 lb)
� Improvement of work posture
� Parts easier to pick
� No obstacles on floor (around or between work stations)
� Good lighting
� Noise control and reduction
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9. Ergonomics9. Ergonomics9. Ergonomics9. Ergonomics9. Ergonomics9. Ergonomics9. Ergonomics9. Ergonomics
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Frontal Loading
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� To reduce the amount of movement needed to pick parts, we must load them frontally and place them in small containers.
� If there are several references, they must be stored facing the operator as much as possible.
� This can lead to a reduction in box size. The idea is to “disconnect” the line’s changeover from parts replenishment. Likewise, we must try to disconnect the line’s work form removal of empty boxes and finished product containers.
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10. Front10. Front10. Front10. Front10. Front10. Front10. Front10. Frontal Loadingal Loadingal Loadingal Loadingal Loadingal Loadingal Loadingal Loading
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� HOSHIN means seeking simple and immediately applicable solutions in the workplace, with all the people concerned, to eliminate waste and improve flow.
� It is a serious reexamination of the production line organization aiming to:
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1.1.1.1.1.1.1.1.1. 1. 1. 1. 1. 1. 1. 1. Hoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin DefinitionHoshin Definition
� improve quality by mastering processes
(particularly human processes)
� resize the line to make it more adaptable to
customer demand
� reduce variability
Spaghetti Diagram/Value Stream Spaghetti Diagram/Value Stream Spaghetti Diagram/Value Stream Spaghetti Diagram/Value Stream Spaghetti Diagram/Value Stream Spaghetti Diagram/Value Stream Spaghetti Diagram/Value Stream Spaghetti Diagram/Value Stream Mapping Mapping Mapping Mapping Mapping Mapping Mapping Mapping
1
2, 5, 7, 9, 12, 15, 17
3
4
10
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6,8
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Six Primary Barriers to ChangeSix Primary Barriers to ChangeSix Primary Barriers to ChangeSix Primary Barriers to ChangeSix Primary Barriers to ChangeSix Primary Barriers to ChangeSix Primary Barriers to ChangeSix Primary Barriers to Change
1.1.1.1. JustificationJustificationJustificationJustification
2.2.2.2. Not invented hereNot invented hereNot invented hereNot invented here
3.3.3.3. Done that beforeDone that beforeDone that beforeDone that before
4.4.4.4. Don’t rock the boatDon’t rock the boatDon’t rock the boatDon’t rock the boat
5.5.5.5. It’s not my jobIt’s not my jobIt’s not my jobIt’s not my job
6.6.6.6. “It may work in other industries, but Lean “It may work in other industries, but Lean “It may work in other industries, but Lean “It may work in other industries, but Lean won’t work here in this environment”won’t work here in this environment”won’t work here in this environment”won’t work here in this environment”
Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State (1)(1)(1)(1)(1)(1)(1)(1)
Product Value Stream Levels (PVS)•All divisions
•All plants within a division
• Individual plant
•Process level
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Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State Diagnosis of Current State (2)(2)(2)(2)(2)(2)(2)(2)
Product Value Stream (PVS) Focus
Create the “Current State”
•PVS from beginning to end (Customer to Supplier)
• Focus on product families
•Visually check - go to gemba
•Hand draw map using M&I symbols
•Collect actual data - no Engineering or BOM data allowed
51Prepared by John F Petak Exercise Lean LLC
Diagnosis ofDiagnosis ofDiagnosis ofDiagnosis ofDiagnosis ofDiagnosis ofDiagnosis ofDiagnosis ofCurrent State Current State Current State Current State Current State Current State Current State Current State -------- PurposePurposePurposePurposePurposePurposePurposePurpose
• Enable people to see the flow of material and information through a facility through its Product Value Stream (PVS)
• Identify sources of muda (waste) and other opportunities to improve
• Plan actions that have quick and significant impact
• Provide the improvement committee with a common language
• Link principles and concepts of KAIZEN and lean principles of Toyota Production System
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Focus of MaterialFocus of MaterialFocus of MaterialFocus of MaterialFocus of MaterialFocus of MaterialFocus of MaterialFocus of Materialand Information Flowand Information Flowand Information Flowand Information Flowand Information Flowand Information Flowand Information Flowand Information Flow
• Baseline methodology and symbols for defining material and information flow before and after KAIZEN activity.
• Used to support the principles and concepts of KAIZEN and the principles and technologies of the Toyota Production System.
• Leadership clarity & responsibility
– Transform current state to lean
– Design new processes for lean
53Prepared by John F Petak Exercise Lean LLC
Material andMaterial andMaterial andMaterial andMaterial andMaterial andMaterial andMaterial andInformation Flow ProcessInformation Flow ProcessInformation Flow ProcessInformation Flow ProcessInformation Flow ProcessInformation Flow ProcessInformation Flow ProcessInformation Flow Process
• Define project scope (which Product Value Stream).
• Establish work teams.• Gather data.• Create a “current state” Material and Information Flow Chart.
• Identify KAIZEN opportunities.• Create a “vision state” Material and Information Flow Chart.
• Create a “roadmap” on how to move from current to vision state.
• Implement the KAIZEN activity.• Document results using the KAIZEN Story format.
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Data Gathering ToolsData Gathering ToolsData Gathering ToolsData Gathering ToolsData Gathering ToolsData Gathering ToolsData Gathering ToolsData Gathering Tools
• Interviews with key personnel– Production / Inventory Control
– Engineering / Maintenance
– Production
– Quality• Walking through the Product Value Stream• Material and Information Flow Chart blank form
• Data collection sheets• Inventory sheets
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Production
Control
Final QC Inspection
1
2
3
4
Weekly/Monthly Forecast(small percent)Daily Orders
(fax/verbal)
Weekly Forecast (fax)Work Orders
Weekly Orders /Deliveries
Daily Material Release Schedule
Supplier Warehouse Injection CustomerWarehouse
Assembly
Simple “Push”Flow Chart Example
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Lean LLC
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WarehouseSupplier
Simple "Push" vs.Simple "Push" vs.Simple "Push" vs.Simple "Push" vs.Simple "Push" vs.Simple "Push" vs.Simple "Push" vs.Simple "Push" vs."Pull" Flow Chart Examples"Pull" Flow Chart Examples"Pull" Flow Chart Examples"Pull" Flow Chart Examples"Pull" Flow Chart Examples"Pull" Flow Chart Examples"Pull" Flow Chart Examples"Pull" Flow Chart Examples
Production Control
Push System Daily Orders/Daily Schedule Weekly Forecast
Injection #1
Weekly Orders/Deliveries
Pull System Daily Orders/
Weekly Forecast
KB
KB
KB
1
Daily Schedule
E
E E
DA
Weekly Orders /Deliveries
Injection #2
WarehouseSupplier
3
2
Assembly 4 Assembly
5
Customer
Production Control
Injection#1
Injection#2
KB
Assembly Staging Customer
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Lean LLC
Material andMaterial andMaterial andMaterial andMaterial andMaterial andMaterial andMaterial andInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow Symbols
1
K
B
PullMaterial Flow Pull
Parts Withdrawal Kanban
Production Instruction Kanban
Signal Instruction Kanban
Stores
Kanban Post
One Piece Flow
Inter-factory Transportation
Factory Transportation
Manual Information Flow
Process
Data Block (computer
information)
Problem/KAIZEN Opportunity
Push
Common
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Lean LLC
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Information Flow Symbols Information Flow Symbols Information Flow Symbols Information Flow Symbols Information Flow Symbols Information Flow Symbols Information Flow Symbols Information Flow Symbols (1)(1)(1)(1)(1)(1)(1)(1)
External Mail
Internal Mail
Meeting Fax
Phone Call
E-mailE
I
E
P
F
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Lean LLC
Information Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow SymbolsInformation Flow Symbols (2)(2)(2)(2)(2)(2)(2)(2)
Waiting for Information
InformationRetrieval
Waiting for Authorization
Filing
Copying
PrintingDI
DA
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Lean LLC
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Material Flow DataMaterial Flow DataMaterial Flow DataMaterial Flow DataMaterial Flow DataMaterial Flow DataMaterial Flow DataMaterial Flow Data
Material Flow Data for PVS• Shifts worked
•Number of people by location or process
• In-process inventory by P/N & location
•Machine Condition
– Cycle Time C/T
– Changeover Time C/T
– Up-time
– First Time Quality %
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InformationInformationInformationInformationInformationInformationInformationInformationFlow Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Data -------- CustomerCustomerCustomerCustomerCustomerCustomerCustomerCustomer
Customer Information for PVS• Shifts worked
• Forecast method 90/60/30 day
•Daily order method
•Delivery frequency
• Container type
– Returnable
– Disposable
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InformationInformationInformationInformationInformationInformationInformationInformationFlow Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Data -------- SchedulingSchedulingSchedulingSchedulingSchedulingSchedulingSchedulingScheduling
Production Scheduling • Shifts worked• Scheduling method
– Month / week / day
– Revisions
– Daily order method•Delivery frequency• Container type
– Returnable
– Disposable
63Prepared by John F Petak Exercise Lean LLC
InformationInformationInformationInformationInformationInformationInformationInformationFlow Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Data -------- SuppliersSuppliersSuppliersSuppliersSuppliersSuppliersSuppliersSuppliers
Supplier Order• Shifts worked•Order method– Month / week / day
– Revisions
– Daily order method•Delivery frequency• Container type– Returnable
– Disposable
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Processing Station DataProcessing Station DataProcessing Station DataProcessing Station DataProcessing Station DataProcessing Station DataProcessing Station DataProcessing Station Data
M/C time
C/O time
Uptime %
Seconds/day
Every product every
% First Time Quality
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Lean LLC
Operation 1 Operation 2
Operation 1 Operation 2
PULL SYSTEMPULL SYSTEM
Stock at Point
of Manufacture
Push vs. Pull ProductionPush vs. Pull ProductionPush vs. Pull ProductionPush vs. Pull ProductionPush vs. Pull ProductionPush vs. Pull ProductionPush vs. Pull ProductionPush vs. Pull Production
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Push Flow Chart withPush Flow Chart withPush Flow Chart withPush Flow Chart withPush Flow Chart withPush Flow Chart withPush Flow Chart withPush Flow Chart withLead Time CalculationsLead Time CalculationsLead Time CalculationsLead Time CalculationsLead Time CalculationsLead Time CalculationsLead Time CalculationsLead Time Calculations
Production Control
12 days 1 day 2 days 2 hours 4 days
c/t = 90 seconds c/t = 5 min. 32 sec. c/t = 60 min.
c/o = 16 minutes c/o = 3 min. c/o = 60 sec.
Upt = 80% Upt = 98% Upt = 95%
27,000 seconds/day 27,000 seconds/day 27,000 seconds/day
EPE = week EPE = week EPE = week
TotalDef. Rate = 2.1% Def. Rate = 1.8% Def. Rate = 3.2%
12 days 1 day 2 days 2 hours 4 days 19 days 2 hours
90 Seconds 332 Seconds 3600 Seconds 4022 Seconds
67 minutes
4
Weekly/Monthly Forecast(small percent)
Daily Orders (fax/verbal)
Weekly Forecast (fax)Work Orders
E
I
F
F
Assembly2Final QC
Inspection
Final QC Inspection
Final QC Inspection
3Assembly1WarehouseSupplier
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Lean LLC
Data Collection Sheet forData Collection Sheet forData Collection Sheet forData Collection Sheet forData Collection Sheet forData Collection Sheet forData Collection Sheet forData Collection Sheet forMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information Flow
Process Name
Date Completed
Completed By
Before KAIZEN After KAIZEN Improvement Comments
Customer Requirements
Monthly
Weekly
Daily
Hourly
Process Layout (AS IS)
Floor Space Calculation for Each Area
Spaghetti Chart (Including Distance Walked)
Inventory (Use Inventory Sheet If Necessary)
Finished Goods by Location
Finished Goods Space Calculation
Raw Materials by Location
Raw Materials Space Calculation
Part Number Usage (BOM)
Package Type -Returnable or Disposable
Package Dimensions
Package Quantity
Scheduling Method / Frequency
Customer Order
Supplier Order
Production
Delivery Method of Raw Materials & Components
Supplier to Plant Stores
Plant Stores to Production Process
Plant to Customer
Transportation Method Within Plant
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Lean LLC
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Inventory Sheet forInventory Sheet forInventory Sheet forInventory Sheet forInventory Sheet forInventory Sheet forInventory Sheet forInventory Sheet forMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information FlowMaterial and Information Flow
Process Name
Date Completed
Completed By
Finished Goods
Part # Description Lot Size Location Amount
Pkg.
Type
Pkg.
Dimensions Comments
Raw Materials/Components
Part # Description Lot Size Location Amount
Pkg.
Type
Pkg.
Dimensions Comments
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Material andMaterial andMaterial andMaterial andMaterial andMaterial andMaterial andMaterial andInformation Flow Information Flow Information Flow Information Flow Information Flow Information Flow Information Flow Information Flow -------- WIPWIPWIPWIPWIPWIPWIPWIP
Process Name
Date Completed
Completed By
Work in Progress and Sub-assemblies
Part # Description Lot Size Location Amount
Pkg.
Type
Pkg.
Dimensions Comments
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InstructionsInstructionsInstructionsInstructionsInstructionsInstructionsInstructionsInstructions• Go to the production area assigned• Deploy data gathering to team members
– Processing station data– Inventory data– Customer requirements data– Process layout sketch and data– Scheduling methods– Delivery methods
• Identify the 10 most critical raw materials or components ($)
• Walk through the core process asking questions• Return to meeting room to create Material and Information Flow Chart.
• Spaghetti Chart for current state of line assigned.
71Prepared by John F Petak Exercise Lean LLC