1. Welcome To Demand Flow
Technology Workshop
Principles of Lean Manufacturing
2. Objectives
Develop the knowledge of what the
philosophies and techniques are and why
they are important
Total picture of the the demand flow
technology business strategy
Understand and establish how to perform the
techniques and skills learned
Exercises and feedback
Technical information and examples
3. Cycle Time
One of the most noteworthy
accomplishments in keeping the price of
Ford products low is the gradual
shortening of the production cycle. The
longer an article is in the process of
manufacture and the more it is moved
about, the greater is its ultimate cost.
5. Lean Is Market Driven
Every morning in Africa, a gazelle wakes up. It
knows it must run faster than the fastest lion
or it will be killed. Every morning a lion wakes
up. It knows it must outrun the slowest
gazelle or it will starve to death.
It doesn’t matter whether you are a lion or a
gazelle – when the sun comes up, you had
better be running.
6. Defining DFT
DFT has been defined in many different
ways:
A systematic approach to identifying
and eliminating waste (non-value-
added-activities) through continuous
improvement by flowing the product at
the pull of the customer in pursuit of
perfection.
7. Defining DFT
A manufacturing technology that focuses
an aggressive flow process that seeks
to eliminate or minimize non-value
added work in the production process
while emphasizing quality throughout
the process.
8. Primary Objective
to build a HIGH QUALITY product in the
SHORTEST PRODUCTION time and at
the LOWEST POSSIBLE COST
9. What are the advantages of DFT
People – the number of people needed
to produce the daily rate is calculated
daily
Processes and quality checks are
documented (A.I., OMS & SOE’s)
Quality built into the product
Kanban
Less material in WIP and RIP
10. What are the advantages of DFT
Component kanban – two-bin system
NVA work is minimized or eliminated
Processes are in a constant continuous
improvement state
Speed-to-market
Next day
Customer Responsiveness
11. Cost Distribution
Labor – 10%
Pay Cut
Layoff
Work Harder
Overhead – 20%
Benefits
Utilities
Training & Education
Material – 70%
Eliminate Scrap
Eliminate Inventory
Demand Flow Business Strategy
70%
20%
10%
12. Station 1
One-Down Operation
Out-of-Box
FG’s
Customer
Cost to the Company
Defect Found At …..
13. Traditional Mfg. Vs. Demand Flow Mfg.
Scheduling techniques
Fabrication &
subassembly
production
Departmental build
Schedule, queue and
batch work time
Material movement
External Inspection
Mathematical
technology
Mixed-model flow
process
Flow line design
Build the product in total
work content time or
less
Minimum material
movement
TQC & verify
15. Product Synch
Teams
DFT Activity Sheet Transports MP-3 Stacker-2 Depositor Key/edplt MMD Divert Divert-Tran PPM IDM CASSETTE Bins Prt-A
Develop DFT Implementation Sch. X X X X X X X X X X X X X
Train Personal in DFT Concept X X X X X X X X X X X X X
Develop Product Sync X X X X X X X X X X X X X
Establish Takt X X X x X X X X X
Completed SOE'S ( Timing) X X X X X X X X X X X X
Develop Oms's X X X X X
Balance Line X X X X X X X X X
Set IPK's x X X X X X X X X
Calculate OPR & Manning X X X X X X X X X
Trained and Certify Operatios X X X X X X X X X X X X X
Perform Pull Sequence Audit X X X X X X X X X
Wet Line X X X X X X X X X X X X X
TPCt X X X X X X X X X
Flow Rate X X X X X X X X X
Teams Attacking TPCt X X X X X X X X X
17. Process Mapping Build Base MMD Team MP-B,C Divert line Trans/Div TQC MMD is Ship to
Place on pushes cart place dual place Div is place on checks TQC'd for finish goods
cart to MP-B,C Picker on on top of top of Div. are done wiring Unit
line cart to Picker, tightens on all is tested
Divert Line tightens latches, & modules recorded
MMD latches& add belt. CCA brd on test log
Module add belt. Cart is is added
Cart pushed pushed to wire are
to Trans/Div MMD line routed &
line log is
filled out.
00100264F14A * * * * * * *
00100264F24B * * * * * *
00100264F24A * * * * *
00102716F14A * * * * * * *
00102716F14B * * * * * * *
00102170F14A * * * * * *
00101070F14D * * * * * *
00101070F13A * * * * * *
00101070F24A * * * * * *
00101070F21A * * * * * *
00101070F21B * * * * *
18. Sequence of Events
Defines quality criteria against each work
element, value-added steps and time
estimates.
19. SOE
Part Number: 49-006633-000D SEQUENCE of EVENTS Date: 3/9/01
SEQ Task Description VA SET-UP MACHINE LABOR MOVE TQC INFORMATION
# M L M L
Station 1
10 Position floor brace into T-22586. * 0:02
20 Place floor in T-22586 (on top of Floor * 0:04 Verify- The minimum/maximum floor
Brace). width from end to end at the bend line
30 Insert rivets into 4 holes. Seat the rivets * 0:26 using T-28598, at least 1 per hour.
by using the trigger on the gun. Verify- 4 Studs are present on floor
40 Insert the stand-offs into the tool. Place * 0:30 assembly.
into the tool. Apply Loctite onto the Verify- Rivets are flush and floor brace
screws and secure to stand-offs. is tight.
Remove floor from tool.
50 Prepare surface of floor by cleaning the * 0:07
spring mounting area with alcohol and
water solution. Verify- The surface is thoroughly dry
60 Repeat steps 1 through 5 for second 1:09 before preceeding.
floor.
Total time for station = 2:18
20. Operational Method Sheet
(OMS)
A “colored” graphic representation of
quality criteria and work content
defined by the S.O.E. to be performed
at an operation
Work Content
TQC – check someone else work
Verify – check your own work
21. Demand at Capacity - Dc
The highest targeted volume output of
products that is planned to be achieved
by a demand flow manufacturing
process
22. Dc
Dc = Pv
Wd
100 units per month
20 days =
5 units/day
Dc = Designed Daily Rate
He = Effective Work Hours
S = Shifts per day
400 units per month
20 days =
20 units/day
23. Total Product Cycle Time (TPCT)
The calculated work content through the
longest path of the processes required
to build a product
Money Picker (6633D) = 30 min/prs 0.5
Stacker (7835H) = 42 min/prs 0.7
Transport (7836B) = 23min/prs 0.383
Printer (1670A) = 40 min/prs 0.66
24. TAKT
The calculated target of work content time
to be performed independently by a
person or machine in a demand flow
line
28. Flexible Employees
Employees in a DFT line have a
minimum flexibility of three operations:
Primary
One up-stream
One down-stream
29. People (Dr)
Resources are
calculated daily to
determine the
requirement to
produce the daily
rate
Dc x L
H x S
Money picker
50 x .50
(8) X (1)
=3.125
3 people
30. Line Balancing Tools
Tools used when actual time at an operation
exceed TAKT
Relocate work
Reduce or eliminate non-value added work
content
Add resources or duplicate resources
Move inventory and time (Kanban)
33. Kanban Card
A card used as a communications signal
to pull material based on demand
34. Pull Sequence
Every part that is kanban pulled must
have a definable path that identifies the
supply and consumption points
(e.g Line, Rip, Wip, FG’s)
35. Mixed Model Line
A primary goal of demand flow manufacturing is
to design flow lines to produce families of
similar products. The mixed model line has
the ability to build a range of volumes of any
product, any day, based on the direction of
actual customer demand.
36. Backflush
The method used to relieve RIP (Raw in
Process) inventory of a product’s bill of
material quantity when a product is
complete
38. Measuring Linearity
Example: during a nine-day period the production
rate is (4) per day:
4+4+4+4+4+4+4+4+4=36
Actual production was:
3+4+5+3+4+5+3+4+5=36
Traditionally we would say this is o.k.
Actually the sum of the total deviation is 6 or 84%
Suggested Goal = 90%