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Vi-Jon  Laboratories Vi-Jon Laborites
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
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
SYNCHRONIZED MANUFACTURING  THE DRUM-BUFFER-ROPE-WAY ORDERS ASSEMBLY C.C.R. OPERATION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SYNCHRONIZED MANUFACTURING  THE DRUM-BUFFER-ROPE-WAY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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.
SYNCHRONIZED MANUFACTURING LOCATING THE CONSTRAINT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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….
SYNCHRONIZED MANUFACTURING  LOCATING THE CONSTRAINTS ,[object Object],[object Object],[object Object]
SYNCHRONIZED MANUFACTURING BEATING THE DRUM ,[object Object],[object Object],[object Object],[object Object],[object Object]
SYNCRHONIZED MANUFACTURING ROPES ,[object Object],[object Object]
SYNCRHONIZED MANUFACTURING  THE DRUM-BUFFER-ROPE WAY ,[object Object],[object Object]
SYNCRHONIZED MANUFATURING  THE TIME BUFFER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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
SYNCRHONIZED MANUFATURING  THE TIME BUFFER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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
SYNCRHONIZED MANUFACTURING TIME BUFFERS ,[object Object],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.
SYNCHRONIZED MANUFACTURING BUFFER MANAGEMENT Case 1 Case 2 CASE 3
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.
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
SYNCHRONIZED MANUFACTURING FOCUSING IMPROVEMENTS ,[object Object],[object Object],[object Object],[object Object],BENEFITS COST Pareto Principle
SYNCHRONIZED MANUFACTURING  FOCUSING IMPROVEMENTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SYNCHRONIZED MANUFACTURING  FOCUSING IMPROVEMENTS ,[object Object],WIP Inventory Decreases Competitive Edge Increases Throughput Increases Net  Return ON Cash Profit Investment Flow
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
THE COMPETETIVE EDGE RACE PRODUCTIVITY FLYWHEEL SYNCHRONIZED  MANUFACTURING NP ROI CF BUFFER MANAGEMENT LOCAL PROCESS IMPROVEMENTS JIT TECHNOLOGY MANAGEMENT
The End  This is the property of Virtual Dimensions LLC any duplication of this presentation could result In a legal action.

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Synchronized Manufacturing Training

  • 1. Vi-Jon Laboratories Vi-Jon Laborites
  • 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. 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.
  • 5.
  • 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.
  • 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.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16. SYNCHRONIZED MANUFACTURING BUFFER MANAGEMENT Case 1 Case 2 CASE 3
  • 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. 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.
  • 20.
  • 21.
  • 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. THE COMPETETIVE EDGE RACE PRODUCTIVITY FLYWHEEL SYNCHRONIZED MANUFACTURING NP ROI CF BUFFER MANAGEMENT LOCAL PROCESS IMPROVEMENTS JIT TECHNOLOGY MANAGEMENT
  • 24. The End This is the property of Virtual Dimensions LLC any duplication of this presentation could result In a legal action.