Synchronized manufacturing training

1,047 views

Published on

Power Point Presentation

Published in: Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,047
On SlideShare
0
From Embeds
0
Number of Embeds
15
Actions
Shares
0
Downloads
17
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Synchronized manufacturing training

  1. 1. Vi-Jon Laboratories Vi-Jon Laborites
  2. 2. Vi-Jon Laboratories continuous flow of inventory with the ability to stop and start with demand. Demand is high inventory Flows through the plant on a continuous bases. Vi-Jon Laborites
  3. 3. As production needs slow and demand is met the inflow of inventory subsides. Large amounts of inventory are not held at the plant, safety buffers are in place so that production can start when demand rises again. Vi-Jon Laborites
  4. 4. SYNCHRONIZED MANUFACTURING THE DRUM-BUFFER-ROPE-WAY ORDERS ASSEMBLY C.C.R. OPERATION <ul><li>The Capacity Constraint Resource </li></ul><ul><li>should dictate the schedule based </li></ul><ul><li>on market demand and its own </li></ul><ul><li>potential. </li></ul><ul><li>The schedule for succeeding </li></ul><ul><li>operations (include assembly) </li></ul><ul><li>should be derived accordingly. </li></ul><ul><li>The schedule of preceding </li></ul><ul><li>operations should support the time </li></ul><ul><li>buffer and thus be derived </li></ul><ul><li>backward in time from the C.C.R. </li></ul><ul><li>schedule. </li></ul>
  5. 5. SYNCHRONIZED MANUFACTURING THE DRUM-BUFFER-ROPE-WAY <ul><li>All other operation schedules must </li></ul><ul><li>support the assembly schedule. </li></ul><ul><li>To avoid harm due to disruptions, </li></ul><ul><li>they should support a time buffer </li></ul><ul><li>in front of any assembly that uses </li></ul><ul><li>a C.C.R. part. </li></ul><ul><li>Inventory is low, but nevertheless </li></ul><ul><li>any disruption that can be overcome </li></ul><ul><li>within the buffer time will not affect </li></ul><ul><li>the throughput of the plant. </li></ul>
  6. 6. SYNCHRONIZED MANUFACTURING THE DRUM-BUFFER-ROPE-WAY ORDERS ASSEMBLY MANUFACTURING OPERATIONS OPERATIONS DONE BY C.C.R. TIME BUFFERS ROPES IN ANY PLANT THERE ARE VERY FEW CAPACITY CONSTRAINT RESOURCES.
  7. 7. SYNCHRONIZED MANUFACTURING LOCATING THE CONSTRAINT <ul><li>First step toward synchronized manufacturing is </li></ul><ul><li>to identify the constraint. </li></ul><ul><li>A capacity constraint manifests itself in all of the </li></ul><ul><li>major business issues. </li></ul><ul><li>An analysis of major business issues can be used </li></ul><ul><li>to identify the capacity constraint resources (CCR’s) </li></ul>
  8. 8. 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….
  9. 9. SYNCHRONIZED MANUFACTURING LOCATING THE CONSTRAINTS <ul><li>First step toward synchronized manufacturing is to identify the constraint. </li></ul><ul><li>A capacity constraint manifests itself in all of the major business issues. </li></ul><ul><li>An analysis of the major business issues can be used to identify the capacity constraint resources (CCR’s) </li></ul>
  10. 10. SYNCHRONIZED MANUFACTURING BEATING THE DRUM <ul><li>Complicating conditions: </li></ul><ul><li>Different lead times from capacity constraint resources to due dates </li></ul><ul><li>One capacity constraint resource feeding another one </li></ul><ul><li>Set up on a capacity constraint resource </li></ul><ul><li>A capacity constraint resource feeding more than one part to the same product </li></ul>
  11. 11. SYNCRHONIZED MANUFACTURING ROPES <ul><li>Release and process material according to the schedule determined by the plant constraint </li></ul><ul><li>Do not release material in order to supply work to workers </li></ul>
  12. 12. SYNCRHONIZED MANUFACTURING THE DRUM-BUFFER-ROPE WAY <ul><li>In the midst of a competitive edge race we should not look for an improvement, we should look to implement a process of </li></ul><ul><li>On going improvement. </li></ul>
  13. 13. SYNCRHONIZED MANUFATURING THE TIME BUFFER <ul><li>A schedule of CCR </li></ul><ul><li>DAY PART QU. HOURS </li></ul><ul><li>MON A 25 5 </li></ul><ul><li>B 5 3 </li></ul><ul><li>TUES. B 5 3 </li></ul><ul><li>C 5 5 </li></ul><ul><li>WED. C 2 2 </li></ul><ul><li>D 2 6 </li></ul><ul><li>THURS. D 1 3 Choosing a buffer of three days </li></ul><ul><li>A 25 5 The planned buffer content on </li></ul><ul><li>FRI. C 2 2 Monday morning is below </li></ul><ul><li>B 10 6 </li></ul><ul><li> </li></ul><ul><li>The buffer should look as follows: </li></ul>1 2 3 DAYS No other parts should be in front of the CCR. Hours of work available to the CCR 8 4 D 2pcs 2hrs B 5pcs 3hrs A 25pcs 5hrs D 2pcs 6hrs C 5pcs 5hrs B 5pcs 3hrs
  14. 14. SYNCRHONIZED MANUFATURING THE TIME BUFFER <ul><li>A schedule of CCR </li></ul><ul><li>DAY PART QU. HOURS </li></ul><ul><li>MON A 25 5 </li></ul><ul><li>B 5 3 </li></ul><ul><li>TUES. B 5 3 </li></ul><ul><li>C 5 5 </li></ul><ul><li>WED. C 2 2 </li></ul><ul><li>D 2 6 </li></ul><ul><li>THURS. D 1 3 </li></ul><ul><li>A 25 5 The planned buffer content on </li></ul><ul><li>FRI. C 2 2 Tuesday morning is below </li></ul><ul><li>B 10 6 </li></ul><ul><li> </li></ul><ul><li>The buffer should look as follows: </li></ul>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 8 4 D 1pc 3hrs D 2pcs 2hrs B 5pcs 3hrs A 25pcs 5hrs D 2pcs 6hrs C 5pcs 5hrs
  15. 15. SYNCRHONIZED MANUFACTURING TIME BUFFERS <ul><li>The time buffer contains most of the inventory and should protect the plant against disruptions. </li></ul>Hours of Work done By CCR TIME Planned Actual The actual buffer must be smaller than planned if disruptions Exist. Otherwise, there is no need for buffer at all.
  16. 16. SYNCHRONIZED MANUFACTURING BUFFER MANAGEMENT Case 1 Case 2 CASE 3
  17. 17. SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS Discrepancy between planned and actual buffers reveals the disruptions to material flow. Y HOURS Hours 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.
  18. 18. SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS Trace location of inventory missing from buffer This will help identify the source of disruption P,W and Y can be used to quantify the magnitude of the disruption Buffer Y HOURS W P The processing time still left to complete the parts Disruptive source Inventory location
  19. 19. SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS <ul><li>Repeating the same process for every hole in every </li></ul><ul><li>buffer and summing the magnitude of the disruption </li></ul><ul><li>for each work center will give us a disruption factor for each work center in the plant. </li></ul><ul><li>These disruption factors are our priority list for focusing our productivity improvement efforts. </li></ul>BENEFITS COST Pareto Principle
  20. 20. SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS <ul><li>The work center with the highest disruption factor </li></ul><ul><li>must be analyzed for causes: </li></ul><ul><li>Maintenance </li></ul><ul><li>Quality </li></ul><ul><li>Long unreliable setups </li></ul><ul><li>Other </li></ul><ul><li>Once improvements occur, the major holes will disappear and time buffers can be reduced. </li></ul>
  21. 21. SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS <ul><li>Buffer Decreases </li></ul>WIP Inventory Decreases Competitive Edge Increases Throughput Increases Net Return ON Cash Profit Investment Flow
  22. 22. SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS Throughput Increases Less excess capacity to cope with disruptions Buffer Increases The need to continue to reduce the buffer Bottlenecks that limit increased production Inexpensive alternatives to buying more machines Capacity increase Net Return ON Cash Profit Investment Flow
  23. 23. THE COMPETETIVE EDGE RACE PRODUCTIVITY FLYWHEEL SYNCHRONIZED MANUFACTURING NP ROI CF BUFFER MANAGEMENT LOCAL PROCESS IMPROVEMENTS JIT TECHNOLOGY MANAGEMENT
  24. 24. The End This is the property of Virtual Dimensions LLC any duplication of this presentation could result In a legal action.

×