lean module 4 - tbvc

RT4ME TRAININGPHASE 4 – MODULE 1

Noida, India – 14.02.2014

© TrelleborgVibracoustic,

RT4ME – PHASE 4

▼ Module 1 – Kanban & Visual Stock Management

▼ Module 2 – Total Productive Maintenance (TPM) & Workplace Planning

Title, Date2


1

Maintaining Flow & the Use of Pull System2

The Concept of a Kanban System

3

Developing a Kanban & TBVC Noida Pull System

4

Next Level of Pull Implementation5

The Lean Principles of Flow

RT4ME PHASE 4 – MODULE 1

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The Lean Principles of Flow

▼ VALUE is always defined from Customer’s Perspective

▼ The Value Stream (and component activities) needed to take a product (or service) from customer request to complete delivery needs to be identified

▼ Production or ‘service activity’ should Flow through the value stream without any delays

▼ Pull scheduling so that product is made or a service is provided only when the customer wants it is optimum

▼ All forms of Waste (7 Type of Waste) should be continuously eliminated from any process

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The Lean Principles of FlowReview of Definitions

▼ Value & The Value Stream – Value is quite simply the worth placedon something by the customer, usually in terms of money, i.e. would theypay if they knew we were doing this?..., whilst the value stream is thesequence of steps (process) required to produce the product or service (or in other words value) being provided

▼ Flow & Pull Systems – Flow describes the (hopefully ) continuousmovement of products, services or knowledge through a process therebycreating customer value…., with a ‘pull’ system it is the end customer whodictates the process speed, ‘pulling’ their requirements through the valuestream as and when required

▼ Waste – Anything that does not add value in the process when viewedfrom the customer’s perspective (Typically broken in to 7 categories;Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing & Defects)

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Maintaining FlowWhy to Maintain Flow ?

▼ When you turn on a tap at home what do you expect ?

▼ A clean consistent flow of water that is safe to drink, is not limited in quantityand

is available when needed

That’s Flow

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If the water supplier’s water filter or a pump breaks, thereby interruptingsupply, as a consumer we are not happy and very much treat it as someoneelse’s problem (our suppliers!). Also what would happen if we couldn’t turnthe tap off ???


The Concept of Pull Systems / KanbanPUSH or PULL ???

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RT4ME Training© TrelleborgVibracoustic,

The PUSH System Mentality …

9

RT4ME Training© TrelleborgVibracoustic,

The PULL System Mentality …

12


Goal of Pull System

▼ Reduce inventory through capacity control

▼ Increase throughput by identifying bottlenecks

▼ Better product mix through improved line balancing

▼ Allows constraints to be identified and eliminated

▼ Prevents overproduction

▼ Support visual control

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Do the Pull System only apply in Manufacturing ?▼ Let’s (in pairs) think about some of the processes that occur in your business

and try and identify where you can recognize ‘push’ systems in operation

▼ Inventory, waiting and queues (usually associated with a bottleneck) are obvious pointers

▼ You can include paperwork and electronic processes (think pile of paperwork, e-mail inbox!), processes that transfer knowledge and information, as well as delivery processes can suffer

▼ It’s not therefore all about processes that produce a tangible good.

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Pizza Hut Example


A Kanban – What is it?A Definition

▼ The purpose of a Kanban is to act as an indicator for ‘stock’ control and replenishment based on preset, fixed re-order quantities and levels (for anything you care to use the system for)

▼ The physical manifestation of a Kanban (meaning signal) could be many things a bin, pallet or container. In some cases a token, fax or some sort of electronic signal is used

▼ As a short-term demand driven procurement execution tool the strength of Kanban lies in it’s simplicity and so it should not be onerous to implement

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When to Make it! When to Move it!


Using a simple Kanban System

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Step 1: Operator takes from thenearest (‘pick side’) containeruntil it is empty (‘two-binmethod’ where the empty binacts as a signal)

Step 2: The empty container is moved to theempty container returns area

Step 3: The operatorpulls the full (load side) container into the nearest location and continues to pick from that

Step 4: A full container, taken from thepick side of the feeder store is placedon the load side at the point of use


Using a simple Kanban System (contd …)

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Step 5: When the pick side of thefeeder store is empty the load side ispulled across

Step 6: A new order, sentelectronically to the supplier oragent, is then triggered by ‘swiping’the bar code (a Kanban-cardmethod that uses an e -card)

Step 7: The replacement Kanban is delivered and placed in the feeder store on the load side


Kanban System

Title, Date23

Supplying Process

Customer Process

product

“Production” Card

Finished Goods Store

“Withdrawal” Card

product


3 Types of ‘Withdrawal Kanban’ Signals

▼ Customer Kanban Signal Transfers material from Plant to Customer

▼ Move Kanban Signal Transfers material between Work Units

▼ Supplier Kanban Signal Pulls material from Supplier to Plant

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When to moveWhat to move

Where to move

How much


Flow of ‘Withdrawal Kanban’ Signals

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ExternalSupplier

Internal

Raw Materials

Storeneeded product

Internal

ProductionWork Unitneede

d product

Plant

FinishedGoodsStoreneede

d product

ExternalCustomer

needed product

Supplier Signal Move Signal Customer Signal


▼ Production Kanban Card Instructs us to make One Container

▼ Signal (Triangle) Instructs us to produce One Lot Used when a work unit does not have

the changeover capability to produce one container for one production card

2 Types of ‘Production Kanban’ Signals

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When to makeWhat to move

How much


Flow of ‘Production Kanban’ Signals

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InternalSub

AssemblyWorkUnitStore

InternalFinal

AssemblyWorkUnitneede

d product

FinishedGoodsStore

neede

d product

Internal

SubAssembly

WorkUnit

neede

d product

Triangle SignalProduction Signal Move Signal


Developing a Kanban System

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Definitions: RRS – Runners (frequent demand), Repeaters (regular demand) and Strangers (rare demand), EOQ - Economic Order quantity, EPQ – Economic Processing Quantity (for a service), ROP/ROQ - Re-Order Point and Quantities

© TrelleborgVibracoustic, 29 Title, Date

Developing a Kanban SystemKanban Rule : 1

The downstreamprocess pulls therequired unitsfrom the upstreamProcess in theagreed quantitiesat the appropriatepoint in time



The upstream process produces or delivers items only in the Quantities withdrawn by the downstreamprocess. This is indicated by the number of Kanbancards in their‘receiving tray’).



Nothing is transported orproduced without a Kanbandemand signal. This helpsin preventing overproduction andexcessive stocks and / ormovement of goods. NoteKanban can be used toregulate delivery & flow orwhether an actual VAoperation takes place



Kanban cards alwaysaccompany the itemsthemselves as they also serve as an identificationtag authorizing the need for the items



Defective’s are never passed on to the downstreamprocess and every ‘item’ must be of anAcceptable quality


Typical Information on a Kanban Card

▼ A Kanban card, which acts as a signal, is a communication device and therefore holdssome key information about the item involved and supplier & customer

35 Title, Date


Pull System, TBVC NoidaMolding Flow

Mfg. Excellence, Noida38 Title, Date

Print daily production order

(Planner)

Attach it in each cell(Planner)

Cycle-check each 2 hours (WIP)

< Trigger point

Scan metal barcode(WIP)

Info. Transfer

(SQLServer)

Prepare parts(Metal warehouse)

Warehouse

> Trigger point

Issued & Print label (Metal warehoues)

Delivery parts to bonding

Generate bonding production plan

Weekly plan (Planner)

Delivery to molding cells (WIP)

Yes

No

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Pull System, TBVC NoidaHardware & Software


Buildup

Computer

Printer

SCAN

Touch-display

Wireless Network

PDA




Pull System, TBVC NoidaSoftwares used


Softwares

Basic Tables

Barcode software

Moulding route card

Assembly route card

Table-Image

Production order


1 2

Noida Pull System Operation StepsSTEP 1: Print Production Plan

Cell Number

Part NumberPlan Quantity


Auto-number, the only one

Information from table “route card” — IE

Production order

Part Number

Boxes = (PlanQty * PartsQty) /BatchSize

Information from table “weekly plan”

Information from table “Bonding Table Image” — LOG

Noida Pull System Operation StepsSTEP 1: Print Production Plan


PDA model ：Intermac CK3

Power botton

Scan key

Numeric keypad

Alphabetic keyboard

Pull system interface

Manual input area

Scan input area

Noida Pull System Operation StepsSTEP 2: Make Production Order


Scan Production Order

Noida Pull System Operation StepsSTEP 2: Scan Production Order


Tip： Cannot repeat order in 6 hours

Scan 2 times to same barcode, that mean the request be cancelled

Noida Pull System Operation StepsSTEP 2: Scan Production Order


On the dashboard, the warehouse include metal, finish compound and bonding

Stock quantity less than request quantity, the line’s background is yellow

Manually update dashboard data. The system default update time is each 3 minutes

Manually update the lack of parts status

The issue time more than 30 min, the line’s background is red

The location showing is based on FIFO principle, and 9-D information will be displayed first

Noida Pull System Operation StepsSTEP 3 : Issue Parts


1

2

3



1 2

3 4



Noida Pull System Operation StepsSTEP 4 : Issue Metal Route Card


STEP2: WIP make a order

2. The order sheet will be moved out when batch boxes be finished

√

√

√

1. Make a tick mark on the production order when parts been in cells

Noida Pull System Operation Steps


Use of a ‘Supermarket’ to Control Inventory

▼ The board can be replaced by a ‘supermarket’ where process constraints prohibit continuous flow (eg where one supplier services many value streams)

▼ The supermarket is owned by the supplier and acts like a corner shop grocery in that every item has a fixed location and amount

▼ The Kanban signal is effectively when the customer ‘makes a purchase’ suggesting upstream replenishment should be started

▼ Supermarkets should be carefully located to minimise transport waste

▼ Strict ‘policing’ of locations and quantities of stock held are maintained

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THANK YOU

lean module 4 - tbvc

Documents

value stream value

date trelleborgvibracoustic

series of value

words value

systems flow

date2 trelleborgvibracoustic

idea of flow

customer request