Session 37 Carl Wänström

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  • Aktiviteter – här är även logistikaktiviteter som Hantering = omplock, sortera, bandning lyfta upp på bil Administration = Kontroll, flagga på Antal detaljer i flödet = PIA, buffertar, lager, förråd (mät i dagar) Antal ompackningar = antal olika förpackningar
  • Takttid (14h*60*60)/756st = 67sek/st
  • Förenklad bild utan informationsflöde
  • Vad är det verkliga kundbehovet? Efterfrågan, takt och fysisk utformning (ex. exponering av artiklar på monteringsstation). Till vilken grad är kontinuerligt flöde möjligt att åstadkomma? Utforma ett så utvidgat kontinuerligt flöde som möjligt – så få stopp som möjligt: - Så få processteg som möjligt - Så få lagrings/bufferteringsplatser som möjligt - Så få hanteringar som möjligt - Så små batcher som möjligt, helst enstycksflöde. Tag hänsyn till transportplanering. - Anpassa förpackningar till små batcher. Hur åstadkoms dragande system? - Undvik överproduktion – inget ”upparbete” Hur kan utjämnat flöde åstadkommas? Hur kan försörjningskedjans flöde synkroniseras till takten i kundens produktion? Hur kan försörjningskedjan ytterligare förbättras?
  • Räkneexempel Antag produktion av 100000 bilar/år, Mantidskostnad 400kr/tim Per bil: Stora artiklar 170, Medelstora 500, Små 700 Potentiell mantidsbesparing i försörjningskedjan: Stora artiklar 190sek, Medelstora 6sek, Små 1sek. Potentiell besparing per år 400 miljoner kronor. (359 stora+33 medel+8 små) Slutsats: Lägg ner arbete på att effektivisera försörjningskedjan för stora artiklar.

Transcript

  • 1. University of Technology
  • 2. Supply chains more sustainable by using value stream mapping Lars Medbo and Carl Wänström Chalmers University of Technology Division of Logistics and Transportation
  • 3. Agenda
    • Why value stream mapping?
    • Background and scope
    • Two case studies
    • A method
  • 4. Value stream mapping
    • Helps you visualize more than the single process level
    • Links the material and information flows
    • Provides a common language
    • Provides a blueprint for implementation
    • More useful than quantitative tools
    • Links together WCM concepts and techniques
  • 5. VSM & materials handling – Why? Conveyor belt Pick and pack into pallet Transport with pallet jack Pack into pallet Loading with forklift Quality check Move with pallet jack to buffer Put on lid Strap Put on label Transport with forklift to storage Transport label Transport with forklift Transport to preparing area Recieving registration Unloading Inspection counting Label
  • 6. Production and value stream vs. Materials handling and supply chain
    • Large resources on material handling and logistics
    • Long lead time
    • Swedish context (distance, suppliers etc.)
    • Large possibilities for improvements
    • Methodology missing
    • Describe, Evaluate, Compare and Develop Supply Chains
  • 7. VSM – How to determine Supply chain performance?
    • Utilisation of recourses - Work load operators - Equipment
    • Productivity - Man hour / item* - Machine time / item*
    • Quantity
    • Quality
    • Flexibility
    • Lead time
    • Delivery accuracy
    • Goods damage
    • Missing items
    * Relation to handled volume of components and packages (different levels)
  • 8. The Performance in the Supply Chain
  • 9. VSM – Materials handling system process mapping variables?
    • Type of process and description of process
    • Demand (-> takt)
    • No. of operators
    • Cycle time (C/T) (process time, operator man hour time, time in stock etc.)
    • Value Creating time / Process time / Man & machine time per item
    • Change over time (C/O) / Set-up time (S/T)
    • Uptime
    • Scrap, rework, defective deliveries
    • Shifts
    • Working hours, breaks, meetings, indirect tasks, (allowances)
    • Batch size, delivery volume
    • Space
    • Package/item type and size, Quantity and volume per package
    • Item characteristics ( weight, volume, fragility etc.)
    • Transports distance
    • Frequency of process or transport
    • Quantity of items
    • Control of process (information flow)
  • 10. A case study of value stream mapping in a supply chain
    • The product is a metal item that is finished directly from the press operation, i.e. no surface treatment
    • The customer approx 250 km from the supplier
    • Daily deliveries and even demand
    Pre-Conditions
  • 11. VSM – Current State Value Stream Map Supplier Transport 3:e part Customer Transport Takt time 67 sec.
  • 12. VSM – Current State FIFO FIFO 10days Total 37 processes
  • 13. Guidelines for the future state map of the materials handling system cont.
    • What is the real customer requirements?
    • Continuous one piece flow
    • Pull based planning and control
    • Levelled flow
    • Linked to the Value Stream Takt
    As extended continuous flow as possible:
    • As few continuous flows as possible
    • As few process steps as possible
    • As few storage/buffer places as possible
    • As few handling operations as possible
    • No overproduction – No “working up” – Smaller batches – One piece
    “ A smooth flow without detours that generates the shortest lead time, highest quality and lowest cost” M. Rother, J. Shook, Learning to see, 2002
  • 14. Results
    • 37 different processes – 3 must exist!
    • The items were stored at 15 places
    • Items needed for 2,7 days production were stored close to the end customer
    • No delivery had been late and no quality defects had not been reported in the last 3 months
  • 15. VSM – Future state Supplier Transport Customer
  • 16. Results Item1 Item 1 Item 2 Item 2 Change Change   Current Future Current Future Item 1 Item 2 Throughput time internal (days) 8,8 4,6 2,8 1,2 -47 % -57 % Throughput time external transport (days) 1,5 0,7 0,1 0,1 -52 % 0 % Time in storage (days) 8,7 4,6 2,7 1,2 -47 % -57 % Items in flow (no. of units) 7 326 4 285 940 406 -42 % -57 % Transport distance, internal (meter) 786 368 2 076 225 -53 % -89 % Transport distance, external (meter) 231 000 231 000 112 500 112 500 0 % 0 % Man hour/item (sec) 10,3 3,6 288 95 -64 % -67 % Machine time/it em (sec) 8,4 0,0 0 0 -100 %   Number of handling activities 7 4 11 9 -43 % -18 % Number of transport activities 21 6 10 2 -71 % -80 % Number of administration activities 9 1 7 3 -88 % -57 % Number of storage/buffer-places 15 4 13 3 -73 % -77 % Sum of activities and storage/buffer-places 51 15 41 17 -71 % -59 %