Creando flujo continuo

7/25/2019 Creando flujo continuo

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Apogee Mirror

Purpose of Kanban

There are four major purposes of kanban:

Prevent overproduction (and overow) of material between production

processes.

Provide specic production instructions between processes based upon

replenishment principles.

Serve as a visual control tool for production supervisors to determine whether

production is ahead or behind schedule.

stablish a tool for continuous improvement.

!anban:

Q1. Which products to hold in a nished goods inventory and

which to produce toconrmed order

"#$ production anal%sis

&ecidin' about inished oods vs. *ake+to+,rder -hich products tohold


2/12

Q!. "ow much of each product should you hold in nished

goods

"vera'e demand per da% /usin' a three+month time span0

$%cle stock: how much should be in the inventor% to account for the lost

in time a part.

#u1er Stock: 2f there is a sur'e in demand3 usin' standard deviations.

Safet% Stock: shortfall in production from downtime or 4ualit% losses. 5

scrap 6 rework


3/12

Q# "ow to organi$e and control the nished%goods store

Place nished 'ood items on shelf after scannin' / disrupted 2,

72S8"9 $,T;,9S < -,;!P9"$ ,;"2="T2,o Si'na'e

o Shelf allocated for old products

o Spreadsheet for nished 'oods inventor%.

o ach part number is divided into > cate'ories: c%cle0 safet% and bu1er

stocko "uthori?ation is re4uired to touch safet% and bu1er stock

2nabilit% to ship on time

-here to schedule the value stream

@ow to level production at this location

@ow to conve% the demand to this location. $ontrollin' production

throu'hout the plant

Q&. Where to 'chedule the (alue 'tream

*;P needs to be continuousl% updated


4/12

*;P can be used for:

o #ill of *aterial

o ;ou'h $ut $apacit% $heck

o orecast information

o Tasks in production plannin'

uidelines r selection of a pacemaker process

o " < # follows replenishment pull0 so nal assembl% is the pacemaker

o @ave a inventor% for part $ before assemblin'

Q). "ow will you level production at the pacema*er

Point eAcienc% at each process step was producin' much lar'er s%stem

ineAcienc% in the form of inventor% carr%in' costs0 space re4uirements0

eBpeditin' of missin' parts and 'eneral mana'ement overheads.

Wor* content di+erences between products

-ork content is varied b% a small amount

o product has work content above takt time

,hangeover re-uirements between part numbers

$han'eover times to ?ero

Production pitch interval


5/12

Q. "ow to convey demand to the pacema*er to create

pull The use of !anbans

o 8se of @eijunka boB

$onve%ance operator who picks up products and places kanbans

&eterminin' a conve%ance route of Cmins DE sec and

havin' a pitch of F mins0 often nothin' was available to

pick up so the pitch is increased to DGmins so that

products can be picked up.

Pitch:o $reates continuous ow

o See if production is keepin' up with schedule

"lternative heijunka *ethods

8se withdrawal kanbans in market which prompts production kanbans

,ontrolling Production /pstream

Q0. "ow will you manage information and material ow

upstream from pacema*er

This is due to the conict between push and pull s%stem


6/12

$reate controlled markets fort "0# < $ to bu1er the ow and use withdrawal

kanbans to re'ulate the movements of parts between these markets and the

assembl% cells.o Spreadsheet listin' ever% part used to assemble eBterior mirror /Plan

for ever% part

*ove *aterial to $entrali?ed *arket "rea and test conve%anceroute to the pacemaker.

Q2. "ow will you si$e your mar*ets and trigger withdrawal

pull -ithdrawal !anban

o -hat to deliver to assembl% area

To successfull% tri''er pull

A. 'et a standard amount of inventory of each part to hold at the

assembly cells based on the nature and fre-uency of the conveyance

route

8se of small bins


7/12

The% calculated that about DE containers would be re4uired b% the two cells

ever% DH minutes and calculated that this would re4uire I minutes and HEseconds of work in addition to the four minutes of travel time between theparts market and the cells.

-ith a DH+minute route0 "po'ee could store as little as >E minutes of

inventor% at the assembl% cellsJfar less than the% had in the past.

eBt "po'ee determined what one hour of material e4uated to for ever% part

number at the cell. or some items it was one container (e.'.0 fasteners) andfor others several containers.

-ith a DH+minute route0 "po'ee could store as little as >E minutes of

inventor% at the assembl% cellsJfar less than the% had in the past.

3. ,reate a separate withdrawal *anban for each container stored at

the cells.

"po'eeKs eBterior mirror parts withdrawal loop consisted of >E di1erent part

numbers with one hour of inventor% for each resultin' in one to siB containersfor each stored line side.

The total number of withdrawal kanban in the loop for the eBterior mirror

cells was DDE cards.

,. 4etermine the right amount of inventory to hold in the central

mar*et.

Q5. "ow will you control batch processes upstream from

the pacema*er Schedulin'

o #atch process with si'nal kanban


8/12

,L to determine the eAcient si?e to run in production but this

based on machine utili?ation which minimi?ed the number of

chan'eover.o Se4uence si'nal !anban

&eterminin' time available for chan'eover work

Set the number of chan'eover per da%o include downtime0 divide b% chan'eover time

o &etermine the maBimum number of chan'eover

permittedo &etermine the production lot si?e

iBed+time+variable+4uantit% method +based on demand for each

part ;unnin' the same Bed 4uantit% of parts for each part number

runo Specif% a tri''er point for reorder

The lon'est replenishment time for machine M N therefore is NEN minutes0 since

that is the lon'est lead time possible before replenishment of the neBt partnumber can be'in.


9/12

Q16. "ow will you e7pand your level pull system across

the facility Throu'h all value streams in the compan%

value+stream rollout

o Since the eBterior+mirror value stream improvement e1ort had

taken approBimatel% ei'ht weeks to date and much of the elapsedtime was learnin' the lo'ic of the new s%stem0 the% assumed theremainin' value streams could be accomplished in no more thanfour months (for a maBimum implementation time of siB months).

departmental rollout

o ,ther members of the team instead proposed a departmental

rollout0 convertin' all the batch processes0 then attackin' all theremainin' assembl% cells and nished+'oods areas at once0 andnall% tar'etin' the central markets. #oth approaches have theirmerits0 as summari?ed in the table below.


10/12

"po'ee chose departmental rollout approach because it would:

o Prevent some machines0 such as moldin'0 from bein' pushed on some part

numbers while bein' pulled on others.

o "llow the team to immediatel% address the bi' problem areas of suppl%in'material from moldin' and paint to assembl% and 4uickl% help improve on+time deliver% to customers.

o *ake it possible to combine material handlin' across cells and value streams0

capturin' full benets more easil%.


11/12

Q11. "ow will you sustain your level pull *onitorin'

o $ustomer demand

o The amount of inventor% to hold

o "vera'e demand chan'e

"ssessments of performance metrics: scrap rates0 chan'eover time anddowntime

o -ho is responsible

o @ow often do %ou need data

o -hat process is not stable

o -hat needs improvement /point kai?en

&ail% supervision

o 2s production ahead or behind schedule

o "re inventor% levels above or below normal

o "re machines producin' to c%cle time

o 2s assembl% producin' to takt timeo &o we have the ri'ht number of resources in place

o "re defects occurrin' and escapin' downstream

o "re suppliers deliverin' on time


12/12

Q1!. "ow will you improve your level pull system

o

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