synchronized manufacturing training
DESCRIPTION
Power Point PresentationTRANSCRIPT
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Vi-Jon Laboratories
Vi-Jon Laborites
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Vi-Jon Laboratories continuous flow of inventory with the ability to stop and start with demand.
Demand is high inventoryFlows through the plant ona continuous bases.
Vi-Jon Laborites
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As production needs slow and demand is met the inflow of inventory subsides.
Large amounts of inventoryare not held at the plant, safetybuffers are in place so that production can start when demand rises again.
Vi-Jon Laborites
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SYNCHRONIZED MANUFACTURING THE DRUM-BUFFER-ROPE-WAY
ORDERS
ASSEMBLY
C.C.R. OPERATION
•The Capacity Constraint Resourceshould dictate the schedule based on market demand and its own potential.
•The schedule for succeedingoperations (include assembly)should be derived accordingly.
•The schedule of precedingoperations should support the timebuffer and thus be derivedbackward in time from the C.C.R.schedule.
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SYNCHRONIZED MANUFACTURING THE DRUM-BUFFER-ROPE-WAY
•All other operation schedules mustsupport the assembly schedule.
•To avoid harm due to disruptions,they should support a time bufferin front of any assembly that uses a C.C.R. part.
•Inventory is low, but neverthelessany disruption that can be overcomewithin the buffer time will not affectthe throughput of the plant.
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SYNCHRONIZED MANUFACTURING THE DRUM-BUFFER-ROPE-WAY
ORDERS
ASSEMBLY
MANUFACTURINGOPERATIONS
OPERATIONSDONE BY C.C.R.
TIME BUFFERS ROPES
IN ANY PLANT THERE ARE VERY FEW CAPACITY CONSTRAINT RESOURCES.
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SYNCHRONIZED MANUFACTURINGLOCATING THE CONSTRAINT
• First step toward synchronized manufacturing is
to identify the constraint.• A capacity constraint manifests itself in all of the
major business issues.• An analysis of major business issues can be used
to identify the capacity constraint resources (CCR’s)
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SYNCHRONIZED MANUFACTURING
BEATING THE DRUM
Ensure maximum throughput through forward scheduling of the C.C.R.’S
Due dates give us the first, rough sequence, but the sequence must be modified under any one of four conditions….
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SYNCHRONIZED MANUFACTURING LOCATING THE CONSTRAINTS
First step toward synchronized manufacturing is to identify the constraint.
A capacity constraint manifests itself in all of the major business issues.
An analysis of the major business issues can be used to identify the capacity constraint resources (CCR’s)
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SYNCHRONIZED MANUFACTURING BEATING THE DRUM
Complicating conditions:
• Different lead times from capacity constraint resources to due dates
• One capacity constraint resource feeding another one
• Set up on a capacity constraint resource• A capacity constraint resource feeding more than
one part to the same product
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SYNCRHONIZED MANUFACTURING ROPES
• Release and process material according to the schedule determined by the plant constraint
• Do not release material in order to supply work to workers
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SYNCRHONIZED MANUFACTURING THE DRUM-BUFFER-ROPE WAY
In the midst of a competitive edge race we should not look for an improvement, we should look to implement a process of
On going improvement.
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SYNCRHONIZED MANUFATURING THE TIME BUFFER
A schedule of CCRDAY PART QU. HOURSMON A 25 5
B 5 3TUES. B 5 3
C 5 5WED. C 2 2
D 2 6THURS. D 1 3 Choosing a buffer of three
daysA 25 5 The planned buffer content on
FRI. C 2 2 Monday morning is belowB 10 6
The buffer should look as follows:
B
5pcs
3hrs
C
5pcs
5hrs
D
2pcs
6hrs
A
25pcs
5hrs
B
5pcs
3hrs
D
2pcs
2hrs
1 2 3 DAYS
No other parts should be in front of the CCR.
Hours of work available to the CCR
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SYNCRHONIZED MANUFATURING THE TIME BUFFER
A schedule of CCRDAY PART QU. HOURSMON A 25 5
B 5 3TUES. B 5 3
C 5 5WED. C 2 2
D 2 6THURS. D 1 3
A 25 5 The planned buffer content on
FRI. C 2 2 Tuesday morning is belowB 10 6
The buffer should look as follows:
C
5pcs
5hrs
D
2pcs
6hrs
A
25pcs 5hrs
B
5pcs
3hrs
D
2pcs
2hrs
D
1pc
3hrs
1 2 3 DAYS
The buffer content is changing from one day to the next in accordance with the CCR schedule.
Hours of work available to the CCR
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SYNCRHONIZED MANUFACTURING TIME BUFFERS
The time buffer contains most of the inventory and should protect the plant against disruptions.
Hours of Work doneBy CCR
TIME
Planned
Actual
The actual buffer must be smaller than planned if disruptionsExist. Otherwise, there is no need for buffer at all.
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SYNCHRONIZED MANUFACTURING BUFFER MANAGEMENT
Case 1
Case 2
CASE 3
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SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS
Discrepancy between planned and actual buffers reveals the disruptions to material flow.
YHOURSHours of
CCR
W
A hole representing Y hours of Part A inventory scheduled To be worked on in W hours are missing.
This information can be used to quantify the disruption.
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SYNCHRONIZED MANUFACTURINGFOCUSING IMPROVEMENTS
Trace location of inventory missing from buffer
This will help identifythe source of disruption
P,W and Y can be used to quantifythe magnitude ofthe disruption
Buffer
YHOURS
W
PThe processingtime still left tocomplete theparts
Disruptive sourceInventory location
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SYNCHRONIZED MANUFACTURINGFOCUSING IMPROVEMENTS
Repeating the same process for every hole in every
buffer and summing the magnitude of the disruption
for each work center will give us a disruption factor for each work center in the plant.
These disruption factors are our priority list for focusing our productivity improvement efforts.
BENEFITS
COST
Pareto Principle
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SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS
The work center with the highest disruption factor
must be analyzed for causes:
• Maintenance• Quality• Long unreliable setups• Other
Once improvements occur, the major holes will disappear and time buffers can be reduced.
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SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS
Buffer Decreases
WIP Inventory Decreases
Competitive Edge Increases
Throughput Increases
Net Return ON CashProfit Investment Flow
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SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS
Throughput Increases
Less excess capacityto cope with disruptions
Buffer Increases
The need to continueto reduce the buffer
Bottlenecks that limitincreased production
Inexpensive alternativesto buying more machines
Capacity increase
Net Return ON CashProfit Investment Flow
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THE COMPETETIVE EDGE RACEPRODUCTIVITY FLYWHEEL
SYNCHRONIZED MANUFACTURING
NP
ROI
CF
BUFFERMANAGEMENT
LOCALPROCESSIMPROVEMENTS
JITTECHNOLOGYMANAGEMENT
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The End
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