Hoshin Presentation Example June 7 2010

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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

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� 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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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

20

� U Line

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- 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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- 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

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2, 5, 7, 9, 12, 15, 17

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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

50Prepared by John F Petak Exercise Lean LLC

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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


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


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

6/9/2010 55Prepared by John F Petak Exercise Lean LLC

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

6/9/2010 56Prepared by John F Petak Exercise

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


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


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


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


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 %


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


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

6/9/2010 64Prepared by John F Petak Exercise Lean LLC

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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


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


Lean LLC

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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

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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


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


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


Pkg.

Type

Pkg.

Dimensions Comments


Lean LLC

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


Pkg.

Type

Pkg.

Dimensions Comments


Lean LLC

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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.


Business

Hoshin Presentation Example June 7 2010