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1
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
LEAN SUPPLY CHAIN (=LEAN OPERATIONS) : LEAN SUPPLY CHAIN (=LEAN OPERATIONS) :
A KEY STRATEGY TO BUSINESS A KEY STRATEGY TO BUSINESS COMPETITIVENESSCOMPETITIVENESS
I MADE DANA M. TANGKASI MADE DANA M. TANGKAS
Director of PLC & TechnicalDirector of PLC & Technical
PT. TOYOTA MOTOR MANUFACTURING INDONESIAPT. TOYOTA MOTOR MANUFACTURING INDONESIA
WidyatamaWidyatama UniversityUniversity
Logistics & Supply Chain Center (LOGIC) Logistics & Supply Chain Center (LOGIC)
Bandung, November 7, 2009Bandung, November 7, 2009
TOYOTA WAY, Supply Chain TOYOTA WAY, Supply Chain
Management & ImplementationManagement & Implementation
2
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
1. CURRENT GLOBAL TOYOTA WAY & THE
BUSINESS IN INDONESIA
2. TPS : LEAN SUPPLY CHAIN (=OPERATIONS)
3. IMPLEMENTATION OF LEAN SUPPLY CHAIN
AND MANUFACTURING TO ENHANCE
CUSTOMER SATISFACTION
OVERVIEWOVERVIEW
3
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
I. CURRENT GLOBAL TOYOTA WAY
AND THE BUSINESS IN INDONESIA
4
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Indonesia
APEC
MERCUSOR
Asia
GCC
EEC
COMESAAFTA
AFTA+3
APECNAFTA
Australia
Africa
Europe
North America
South AmericaINDONESIA
From Indonesia for Global Market
5
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Current Situation of Global Toyota
North
America
11
Central &
South
America
4
Asia
9
Oceania
1
Africa
2
Middle
East
5
China
13
Europe
6
< No. of Manufacturing companies >
51 manufacturing companies in 26 countries51 manufacturing companies in 26 countries
170 importers / distributors in 140 countries170 importers / distributors in 140 countries
6
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Current Situation of Global Toyota.
Portland
Multi – Polarization of Multi – Sourcing Companies Complexity of Supply Route.
Expansion of LogisticsExpansion of Logistics
Long Beach
Long Beach
Jacksonville
Bristol
Singaore
Hongkong
Melbourne
KuwaitJeddah
7
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
THE CHANGE IN THE BUSINESS
PERFORMANCE ENVIRONMENT
3S factors :
- Everyone must have
a world class
value - preposition
From local to world class standard
� Measurement is by globally and
be world’s best
�STANDARD :
- Reduced timeline for all
activities
From steady to fast and flexibility
� Responsiveness and agility
� SPEED :
- Increased competitionFrom national to global
� The forces of democracy, trade
deregulation or free trade area,
and technology changed
� SCALE :
8
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
The “4P” Model of Toyota Way
PROBLEM
SOLVING(Continuous
Improvement &
Learning)
PEOPLE & PARTNERS(Respect, challenge
and grow them)
PROCESS(Eliminate waste)
PHILOSOPHY(Long-Term Thinking)
Respect &
Team Work
Genchi
Genbutsu
Kaizen
Kaizen
Toyota’s
Term
ToyotaToyota’’ss
TermTerm
Respect
for People-Respect
- Team Work
-Challenge
- Kaizen
- Genchi
Genbutsu
The Toyota Way
Challenge
Challenge
Continuous
Improvement
9
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
1. JABOTABEK Region
(74 Suppliers)
2. BANDUNG Region
(2 Suppliers)
4. SURABAYA Region
(2 Suppliers)
3. MAJALENGKA Region
(1 Suppliers)
TMMIN
SunterTMMIN
Karawang
8 of 13
10
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
4 STEPS AUTOMOTIVE REVOLUTION
1. Mass production (from craft industry) ���� by
FORD Leap
2. Customized ���� by SLOAN Leap
3. Lean manufacturing/operation ���� TOYOTA Leap
4. The 4th revolution, UNBUNDLED ���� who’s the
next??
11
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Toyota’s Core Competence
Managerial Philosophy
Origin of Toyotaism
Implemented not only at production sites but also in other sectors
Permeation among all levels of employees in a way easy to understand
� The Toyota Precepts : Established in 1935
� Guiding Principles: Established in 1992
� The Toyota Way : Established in 2001
TOYOTA Production System
2. TPS : LEAN SUPPLY CHAIN (= Lean OPERATIONS)
12
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
a. Corporate Objectives
Management CONCEPTCONCEPTCONCEPTCONCEPT & Views Supporting TPSTPSTPSTPS
Develop business while keeping harmony with the international communities (through supply of
automobiles in the case of TOYOTA)
To Fulfill the social mission
� Offer people more civilized and affluent life
� Activate communities through corporate activities
� Promise employees stable basis for life
To this end, it is essential for the company to survive by securing profits
13
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
b. Cost Reduction is Absolute Requirement for Increased Profit
(1) Selling price = Cost + Profit
(2) Profit = Selling Price - Costs
Profit
Cost
(1) Cost + Profit
Selling Price
Methods for increasing profit
Raise the selling price Demand > Supply
Reduce the costs Demand < Supply
Cost
(2) Cost Reduction
Selling Price
Profit
Customers determine the selling price
Cost Reduction
14
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
b. Cost Reduction is Absolute Requirement for Increased Profit
Productivity is not just Labor productivity
Productivity
Labor Productivity(with smaller man power)
Equipment/machine Productivity(with smaller equipment/machine investment)
Material Productivity(with less costly materials and higher yield ratio)
The quality of design plays a decisive role. There is the costs vary depending on the manufacturing method
15
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
c. Cost Dependent on Production Method
Raw material purchase
Part purchase
Labor Expense
Energy
Other
Cost in Common between companies
Cost caused by difference in production method
2
31
2
31
2
31
2
31
Process Flow
1 2 3 4
Process Flow
2
41
3
1 2
2
41
3
3 4
Cost change depending on the production flow/method, even with the same design, same equipment, and the same material
Component of COST
16
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
MaterialOperator A
MaterialOperator B Finished production
Operator C
MaterialFinished production
Operator A Operator B Operator C
Traditional Production
Continuous Flow Production (CFP)
d. TRADITIONAL Production d. TRADITIONAL Production vsvs CFP CFP
17
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Muda
[A]
[B]
Non-Value-adding work
[C]Net Work
Operator’s motions
Work
[A] MUDA : Motion no necessary for production work
[B] Non-Value- Adding Work : Motion that are necessary but do not add any value to the product at the present work stage.
[C] Net Work : Motion that add values to the product
e. WORK CONCEPT (eg. Operator’s Motion)
MURA : UNEVERNESS, UNSTABLE, FLUCTUATIVE THINGSMURA : UNEVERNESS, UNSTABLE, FLUCTUATIVE THINGS
MURI : OVERBURDEN, OVERLOAD, OVERWORK CONDITIONMURI : OVERBURDEN, OVERLOAD, OVERWORK CONDITION
MUDA : WASTE, UNNECESSARY WORKMUDA : WASTE, UNNECESSARY WORK
18
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Muda of …
There are several types of Muda
Muda of motion Muda of …
Muda of …
Muda of processing
Increase Cost
[ Muda of over-production, Process,
Inventory, Waiting, Motion, Conveyance, Repair,
Un-utilized member voice/creativity, etc ]
19
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Apparent Productivity Enhancement vs. true Productivity Enhancement
f.
Production of 100 units/day by 10 operator
Production of 120 units/day by 10 operator
Necessary amount : 100 parts/day
Production of 120 units/day by 10 operator � Over production 20 units
Production of 100 units/day by 8 operator (by KAIZEN)
Apparent ProductivityEnhancement
True ProductivityEnhancement
20
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
g. Overall Efficiency is more important Than Individual Efficiency
Boat Race
21
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
h. Difference between Raising Productivity & Forcing Work
Raising Productivity Against Sales
Forcing Work
‘Change Muda into Work’
To make operators work harder without implementing KAIZEN
Motion Motion Motion
MotionMotion
Work
Muda
Work
Muda
Work
Muda
Work
Muda
Work
Muda
MudaWork
Work Muda
22
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Realization embodying “Customer First”discipline
Providing customers with well made products at reasonable price in a timely manner
Taking back the investigation promptly in the limited capital resource
Elimination of waste Muda (Non-value Added ) Mura (Uneverness) Muri (Overburden)
Timely
J.I.T
Jidoka
Well-made product at reasonable cost
i. Summary of TOYOTA Production System
23
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
TPS ROLE IN MANUFACTURING
METHODSMETHODS
(Toyota (Toyota
ProductionProduction
System)System)
MAN
MATERIAL
MACHINERY
QUALITY
QUANTITY
COST
SAFETY
(Labor Productivity)
(Material Productivity)
(Machine Productivity)
(Must meet standards)
(Must produce require
volume)
(Able to lower as much
as possible)
Importance of labor Productivity in performing cost reduction
How to do the best method
How to produce in efficient way
24
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Basic Operating Principles
(Concept of Just In Time)
1. Pull System
The following processes withdraw from preceding
processes the parts they need, when they need them,
in the exact needed amount.
2 Continuous Flow Processing
Eliminating the stagnation of work in and between
processes to facilitate one-piece-at-a-time production
3. Takt-time
Total daily operating time
Total daily production requirement
JIT is the system and idea of manufacturing and conveying
only what is needed, when it is needed, in just the amount
needed
What is “Just-In-Time”?
(Sales face = Production face)(Sales face = Production face)
25
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Importance of Heijunka
� What happens in the preceding process if the following process makes large
withdraw ?
Part A
Part B
Part C
Case I :
Case II :
A B C A B C A B C ….
A A A B B B C C C ….
3 MACHINE LINES 1 ASSEMBLY LINE (TAKT TAIME = 1’)
� What happens if the production is in large batches ?
60’60’ 60’
50’
70’
50’
70’
60’
50’
70’
(Average)
26
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Basic Philosophy
Concept of Jidoka
“Change motion into work”
Different from mere automation
� Stop and notify
in case of abnormality
� Built in quality in the process
� Cost reduction by Kaizen
� Manpower saving� Separate and notify
from machine work
27
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
3. IMPLEMENTATION OF LEAN SUPPLY
CHAIN & MANUFACTURING TO
ENHANCE CUSTOMER SATISFACTION
28
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
(Concept of Just In Time)
1. Total system from vehicle order up to delivery:
� Product order up to production planning
� Production sequential plan with various product by
heijunka (leveled production)
� Production up to delivery with shortening lead time
Subject on Implementation of JIT Manufacturing
2. Part order, production and logistic system:
� Flow of Part Order to Supply
� Shortening Lead time of part order to supply
29
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Yearly Production Planning
Monthly Production Planning
Daily Production Planning
Sequential Planning
Production Planning
Body Prod.Start
Body Prod.Finish
PaintingFinish
LineOff
WeldingForging
MachineProcess
assemblyCasting
PartMaker
DomesticOverseasDealers
PaintingStarting workProduction
Sequential table
Heijunka
Information
Daily Order System
Daily Order System
Flow Parts
Flow ProductionInformation kanban
Flow signal kanban
Flow part withdrawalkanban
Body Final Assembly
No 3No2No1
a b
Press
Parts
30
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
3.1. MANAGING DEMAND AND SUPPLY3.1. MANAGING DEMAND AND SUPPLY
CUSTOMER/DEALER
ORDER
(DEMAND)
Customers Order
MARKETING
Dealer /Distributor
MANUFACTURING
Administration
� Prod. Plan.& Control
� Part Proc. & Log. Arrangement
SUPPLIERS :
-Overseas
- Domestic
Manufacturing
/ PlantDistribution Center
Stock Yard
DELIVERY TO
DISTRIBUTOR/CUSTOMER
(SUPPLY)PRODUCTION
FLOW OF ORDER TO DELIVERY
31
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
CUSTOMERS ORDER
WELDING
(Body)PAINTING
Prod. Plan & Control Dealer/Distributor
(Sales/Vehicle Control)
WOS=
VLTASSEMBLY PDI
BRANCH
FACTORY Plant
Delivery Yard
Vehicle Logistic
# Monthly Prod. Volume
# Daily Information / Indication
# Delivery Schedule
���
Order Flow
Product Flow
Fax & phone
Control & Follow-up
�
TOTAL SYSTEM FROM VEHICLE ORDER UP TO DELIVERYTOTAL SYSTEM FROM VEHICLE ORDER UP TO DELIVERY
# PRODUCTION PLAN ( with weekly/daily order change )
FIRM ORDER (Model, color, quantity)
Assembly Line Control
Domestic & Export
Production sequential plan with various product by heijunka (leveled production)-One by one production (Zero Stock Base)
-Daily/Hourly/Minutes CONTROL & FOLLOW-UP
Production to delivery
with shortening lead
time
(To Fulfill Customer Order / Demand)(To Fulfill Customer Order / Demand)
32
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
3.2. PRODUCTION SYSTEM & LOG. FOR PART/ MATERIAL ORDER
(SUPPLIER/EXPORTER ���� ASSEMBLER)
3.2. PRODUCTION SYSTEM & LOG. FOR PART/ MATERIAL ORDER
(SUPPLIER/EXPORTER ���� ASSEMBLER)
PROD. CONTROL
FLOW OF ORDER TO SUPPLY ARRANGEMENT
PURCHASING
WTABuy/
Off L/OPaint Material
SUPPLIER
MARKETING,
PPC
SUPPLIER
PROD. PROCESS
( DOMESTIC )
Press Part
SUPPLIER/EXPORTER :
• Japan
• 3rd Country (Taiwan, Malaysia,
Philippine, USA, etc)
( OVERSEAS )
CONTAINER YARD
Part Rundown
Pipe Line Stock
e-KANBAN
ORDER
PLANT
ADMINISTRATION
• N Month Firm Order &
5 Months Tentative Order• Annual Plan
• Six Months Plan
Three Months Tentative Plan
+ 1 Month Plan (FIRM ORDER)
• Supply based on
Production Necessity
( Daily )
33
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Sup
Sup
Sup
Sup
Single delivery (C
urre
nt)
Milk-ru
n delivery (IM
V)
Receiving dock
1 del / D
2 del / D
2 del / D
1 del / D
Less than 2 del / D
Receiving dock
PC store
1 delivery amount + safety stock
1del / D � 16H + 4H
2del / D � 8H + 4H
Assembly lin
e
Complicated schedule
(Not even pitch)
1) Huge space
2) Hard to grasp
irregular condition
3) Long operation trace
Even in case of line stop ,
impossible to control
Supply speed
Sup
Sup
Sup
Sup
Receiving dock
4 del / D
Progress lane
Truck Yard
High FRQ delivery
#1
#2
#3
#4
#5
#6
#7
#8
#9
#10
#11
#12
#13
#14
#15
#16
Simple schedule
(Even pitch)
PC store
1 order amount
+ safety stock
= 1m3 + 4H
1m3 / order
1m3 / pick
5m3
35m3
45m3
1m3
Assembly lin
e
1) Small space
2) Easy to grasp
irregular condition
3) Short operation trace
Possible to control
Supply speed based on
Production speed
~ Merit of milk-run delivery ~Supply flow Kaizen procedureSupply flow Kaizen procedure
34
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Should be Short L/TShould be Short L/T --- L/T should mean “TOTAL L/T” .
(Total L/T = Order ~ Prod by sup ~ Delivery ~ Usage by plant )
<Example> --- The relationship between Total L/T & Delivery Frq
Supplier Plant
Transportation L/T = 1 dayStock Stock
1 day 1 day
Total L/T = 3 day
1 delivery / day
2 deliveries / day
Supplier Plant
Transportation L/T = 1 dayStock Stock
1/2 day 1/2 day
Total L/T = 2 day
With high frequency delivery , possible to reduce Total L/T .
But Logistics cost & efficiency will be worse .
Explanation of 4 laws (2)Explanation of 4 laws (2)
35
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
High Frq
delivery
High Frq
deliveryCost
increase ...
Cost
increase ...How goes
together ??
How goes
together ??Short L/TShort L/T
Sup
Plant
Sup
1 del/day
( 1.0 day )
1 del/day
( 1.0 day )
Sup
Plant
Sup
2 del/day
( 1.5 day )
Sup
Plant
Sup
4 del/day
( 3.0 day )
Direct delivery Milk run 1 Milk run 2
Sup
Sup
TOTAL L/T = 3.0 day TOTAL L/T = 2.5 day (O) TOTAL L/T = 3.5 day (X)
With keeping cost
Explanation of 4 laws (2)Explanation of 4 laws (2)
36
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
CY
IMPORT Parts
Receiving dock
Transit Roller
Truck Yard
PC Store
1 order amount
+ Safety
Assembly lin
e
INTERNAL LOGISTICS IMAGE INTERNAL LOGISTICS IMAGE
EXTERNAL INTERNAL
Sunter
Sup
Local Parts
SupSup
Sup
Sup
Receiving dock
Progress lane
Truck Yard
#1
#2
#3
#4
#5
#6
#7
#8
#9
#10
#11
#12
#13
#14
#15
#16
PC store
1 order amount
+ safety stock
Assembly lin
e
EXTERNAL INTERNAL
37
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
Image of Image of KanbanKanban Operations :Operations :
Kanban Operations Image
Supplier
Machining
Press Shop
Supplier
Kanban
Inter-
Process
Kanban
Intra-Process
Kanban
Welding ShopAssembly Shop
Intra-Process
KanbanInter-Proces
Kanban
signal Kanban
38
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
TMMIN / TAM KANBAN HISTORY (1/2)
84 ~ 91 91 ~ 92 92 ~ 93
Kbn Internal :
- Str 1 ���� Str 2
- W/H ���� Prod.
at Assembling
process
- Used Kanban
Photocopy
Implement for
TUV Model
Kbn External
Implementation for
3 Suppliers :
- Gemala
- Cipta Piranti
- Denso
Kanban still using
Photocopy
Implement for
TUV Model
Kbn External
Implementation
For All Supplier
Kanban still using
Photocopy
Implement for TUV
Model
Middle of 1992,
Implement for Study
Pre-Print Kanban
And Implement
Using Returnable
Box
93 ~ 95
Kbn External
with preprinted
Kanban
(Kanban Making
with PC)
and expansion
Using Returnable
Box to all Suppliers
Implement for
Passenger Car
(after PC production
System changed)
39
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
95 ~ 03 03 ~ 04
Kbn External
Implementation :
- Start study for
Kanban Barcode
System (KBS) and
Implement at 1995
to all suppliers
Implement KBS
System for others
Process
During 2002~2003
Start study for
e-Kanban
Implement e-Kbn
for TUV Model
As trial stage from
January 2003.
But some processes
Still using Kanban
Barcode System
04 ~ Now
Implement e-Kbn
on IMV Model
Implement for :
- LSP (Local
Sourcing Part)
- MSP (Multi
Sourcing Part)
TMMIN / TAM KANBAN HISTORY (2/2)
40
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
supplementary
41
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
supplementary
Sample e-Kanban Document in TMMIN
42
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
XX
Supplier
ORDERORDER
WeldWeld
PaintPaint
AssemblyAssembly
VLT VLT –– ReleaseRelease
<D <D -- 4>4>
eeee----KanbanKanbanKanbanKanban ImageImageImageImage
D D <Del Time><Del Time>
MonitorMonitor ScrapScrap
For adjustment orderFor adjustment order
PhysicalPhysical
usageusage
SCRAP SCRAP
ReflectionReflection
Next OrderNext Order
Veh. Flow = Parts Flow
43
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
(Concept of Just In Time)
1. On time delivery (D-1 until D > 99%):
� Fulfill various customer order in term of model, color & destination.
� Quick response to customer request (by swapping, delivery advice).
� Implementing Firm Order system by making accurate forecast, retail
& stock plan, and keep appropriated standard stock (by model &
color at Dealers / Branches).
Enhancing Customer Satisfaction &
Business Competitiveness
2. Flexible order and operation:
� Reducing vehicle production lead time (3 days � 1.5 days)
� Establish minimum & reasonable stock control system
� Optimum component/parts stock (1 day � average 4 hours)
3. Best quality & competitive price:
� Provide good quality : one by one production & build-in quality.
� Cost reduction in inventory, logistic handling, and production.
� Reduce other waste in production activities (eq. repair, etc.)
� Increase employee awareness for quality, productivity & cost.
THE BENEFITSTHE BENEFITS
44
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
45
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
SEMINAR”THE TOYOTA WAY & SCM”Bandung, 7 November 2009
LOGISTICS & SUPPLY CHAIN CENTER
WIDYATAMA UNIVERSITY
Phone : +62 22 7206713, 7275855 ext.170
Fax : +62 22 7278860, 7274010
Mobile : +62 22 70001090
http : //ie.widyatama.ac.id/logic.html
e-mail : [email protected]
Mailing list : [email protected]
Graha Widyatama lt. 3
Jl. Cikutra 204 Bandung 40125