Bài giảng Lean production systems - Chapter 9: Map the future state - Nguyễn Như Phong
8/13/2018
MAP THE FUTURE STATE
GVC. ThS. Nguyễn Như Phong
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018
MAP THE FUTURE STATE
Lean application stages
Demand
Flow
Leveling
Map the FS
Begin the FSM
Focus on demand
Focus on flow
Focus on leveling
Why maintaining takt image matters
FSM Wrap up
GVC. ThS Nguyễn Như Phong
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Lean application stages
Lean concepts grouped into 3 stages
Demand
Flow
Leveling
Tools, techniques within each stage
GVC. ThS Nguyễn Như Phong
11 April 2003
Lean application stages
Implement stages in the same order
Understand the stages of application
Along w. the guideline 4 implementing VSM
Give solid approach
Not only 4 implementing
But also 4 sustaining lean improving
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Lean application stages
The common principles / goals
Stabilize processes
Reviewing
cust demand,
equipment capabilities
Labor balance,
Material flow
Standardize processes
Simplify through kaizen
GVC. ThS Nguyễn Như Phong
11 April 2003
Lean application stages
Demand
Understanding C demand
Including Q characteristics, LT, price
GVC. ThS Nguyễn Như Phong
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Lean application stages
Flow
Implementing continuous flow manu
Inex cust receive
right prod
at the right time
in the right quantity
GVC. ThS Nguyễn Như Phong
11 April 2003
Lean application stages
Leveling
Distributing work evenly
By volume & variety
To
Reduce inventory
Allow smaller orders by the cust.
GVC. ThS Nguyễn Như Phong
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Understand cust. ordering patterns
What need 2 produce
Specifically in terms of quantity & delivery requirement.
Actual no. parts need 2 produce each day.
Understand cust. ordering patterns
Info sources
Sale forecasts
Previous 3m’s production
Current production forecasts
Long-term agreement
Cust. interview
What producing last & this week
GVC. ThS Nguyễn Như Phong
11 April 2003
Understand cust. ordering patterns
2 opposite attitudes toward C demand
There is no tomorrow !
There is always tomorrow !
GVC. ThS Nguyễn Như Phong
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Understand cust. ordering patterns
No tomorrow !
Meeting C demand takes more than just applying the
appropriate tools
Only today 2 meet C’s expectations
Always tomorrow !
Prevail in many org.
Can get most of it done today & finishing it tomorrow
Achieving no better than 90% on time delivery
GVC. ThS Nguyễn Như Phong
11 April 2003
Demand
Tools & concepts
for determining & meeting demand
Takt time
Pitch
Takt image
Buffer & safety inventory
FG market
Lights-out manu.
GVC. ThS Nguyễn Như Phong
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Takt time
Takt time
The pace of C demand
The rate at which
A company must produce a product 2 satisfy C demand.
Producing 2 takt
Synchronizing the production pace w. the sales pace.
Takt time = time / volume (s)
Available production time
Minus downtime: break, lunch, meeting, …
Total daily quantity required
GVC. ThS Nguyễn Như Phong
11 April 2003
Operational Takt time
Operational Takt time
Time faster than takt time
Used 2 balanced the line 2 accommodate a chronic sys
failure
Equipment downtime
Absenteeism
Sudden C demand change
Eg. 10% faster
T = 60 s OTT = 54s
Focus Kaizen activities 2 reduce sys problems
Move toward the true C demand
GVC. ThS Nguyễn Như Phong
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Pitch
The ideal state in any pull sys
Eliminate all waste
Create one-piece flow through the entire sys.
Cust not order product one piece at a time
But in a standard pack-out quantity
Shipped in a container of some sort
Convert takt time into pitch
GVC. ThS Nguyễn Như Phong
11 April 2003
Pitch
Pitch
The amount of time based on takt
Required 4 an upstream operation
2 release a predetermine pack-out quantity of WIP
2 a downstream operation
GVC. ThS Nguyễn Như Phong
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Pitch
Pitch = takt time * pack-out quantity
takt time – cust driven
pack-out quantity – may not
Eg: P = 1 m/p * 20 p/c = 20 m
High volume, low variety line: P=12 – 30 m
GVC. ThS Nguyễn Như Phong
11 April 2003
Pitch
Calculating pitch – a compromise bw.
Producing in large batches
Implementing 1p flow
Not always practical 2 produce 2 takt one piece at a time
But possible 2 produce a small batch in pitch
Eg. T = 0,5 s
GVC. ThS Nguyễn Như Phong
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Advantages of Pitch
Advantages of Producing in small batches
based on pitch
A forklift less necessary
Improved safety
Improved I control
Problems identified immediately
Much-shorter-time reaction 2 a problem
GVC. ThS Nguyễn Như Phong
11 April 2003
Takt image
Visualize 1-p flow
Strike for the ideal state of 1-p flow
Takt image –
The vision of the ideal state
Eliminate waste
Improve the VS performance
Achieve OPF based on takt time
Risk wo. a clear takt image
Always tomorrow
GVC. ThS Nguyễn Như Phong
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Buffer & safety inventory
Make the commitment 2 meet the C demand
Not confidently meet the C demand
Buffer inventory
Safety inventory
GVC. ThS Nguyễn Như Phong
11 April 2003
Buffer & safety inventory
Buffer inventory
Used when C demand suddenly increases
Production process not capable of meeting a lower/faster
takt time
Safety inventory
Protect the sys from internal problems
Labor power, equipment reliability, power outages
quality problems, …
GVC. ThS Nguyễn Như Phong
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Buffer & safety inventory
Buffer inventory
FG available 2 meet CD
When C ordering patterns / takt time varies
Safety inventory
FG available 2 meet CD
When internal constraints / inefficiencies disrupt process
flow
BSI
Exist for 2 distinct reasons
Stored & tracked separately
GVC. ThS Nguyễn Như Phong
11 April 2003
Buffer & safety inventory
Establishing BSI
Meet demand
wo. having to schedule overtime sporadically
Compromise on the journey 2 ideal state
Excess inventory – waste
Minimize / eliminate BSI if possible
CD become more stable
Operation & process reliability improved
GVC. ThS Nguyễn Như Phong
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FG supermarket
Determine where CD met within the VS
FG supermarket
Items not replaced until removed by cust.
A sys.
Used in VS shipping part
Store a FG set level
Replenished as pulled 2 fulfill cust. Orders
Used when not possible
2 establish pure, continuous flow.
Not include BSI
GVC. ThS Nguyễn Như Phong
11 April 2003
Lights-out manu.
Unattended manu
A mean of meeting CD
Automated machines run wo. operators
Increase available production time,
thus increase capacity
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Lights-out manu.
Consider
Determine PCR: 1.63 2
Review type of material
Review part complexity
Determine the appropriate lot size
Potential problems
Operator reluctance
Quality problem
Inspection time
GVC. ThS Nguyễn Như Phong
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Flow
Once
Stabilized demand
Devised a sys 4 ensuring meeting it
Establishing a flow
2 ensure cust. receive right part, time, amount
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Flow
Tools & concepts
Continuous flow
Work cells
Line balancing
Standardized work
Quick changeover
Autonomous maintenance
WIP supermarket
Kanban sys
FIFO lanes
Production scheduling
GVC. ThS Nguyễn Như Phong
11 April 2003
Continuous flow
Continuous flow
Move one, make one
Move 1 small lot, make one small lot
JIT philosophy
Never produce more than a cust. Requires
GVC. ThS Nguyễn Như Phong
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Continuous flow
Key principles
Only what needed
Just when needed
Exact amount needed
Pull sys
One piece / small batch produced upstream
Only after a piece / small batch moved / pulled downstream
Faster than batch / push production
Eliminate the need 4 traditional production scheduling
GVC. ThS Nguyễn Như Phong
11 April 2003
Continuous flow
CF advantages
Shorter LT
WIP reduction
Ability 2 identify & fix problems earlier
No traditional production scheduling
GVC. ThS Nguyễn Như Phong
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Continuous flow
Obstacles 2 CF
Linking operations
compound problems of each operation:
LT
Downtime
CO
Processes improved
Poor plant layout
Varying speed of processes
GVC. ThS Nguyễn Như Phong
11 April 2003
Work cells
Flow sys
Items progress piece by piece / in small batch
Equipment
Not grouped by categories
But in way
Minimize transportation waste
Sustain CF
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Work cells
WC
Achieve CF
Self-contained unit include several VA operations
Arrange equipment & personnel in process sequence
Produce & transport parts one piece at a time
Improved safety & reduced effort
GVC. ThS Nguyễn Như Phong
11 April 2003
Work cells
Cell layout planning principles
Arrange processes sequentially
Counterclockwise flow
Machines close together
Last operation close 2 the first
U, C, L, S, V shape
Adapt 2 C changing demand
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Line balancing
Some operations
take longer than others
Operators waiting 4 the next part
Need more than one operator
Line balancing
Evenly distribute the work elements within a VS
to meet takt time
Optimize the use of personnel
Balance workload
No one doing too little / too much
GVC. ThS Nguyễn Như Phong
11 April 2003
Line balancing
Rebalance a line
CD fluctuate
TT changed
Cycle Time
Elapse from beginning until completion of an
operation
Processing time
Not TT
Measure of CD
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Line balancing
Total Cycle Time
Total of the CTs 4 each individual operation in a VS
Total VAT
Operator Balance Chart
Visual display
Work element, time requirement, operator at each WS
Show improvement opportunities
CT,
TT,
TCT
GVC. ThS Nguyễn Như Phong
11 April 2003
Line balancing
OBC steps
Determine current CTs & work element assignment
Create bar chart
Determine the no. operators needed
Proposed the balance chart
By implementing standardized work
GVC. ThS Nguyễn Như Phong
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