Welcome To Demand Flow Technology Workshop

Principles of Lean Manufacturing

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

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.

WHAT IS DFT ANYWAY?

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.

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.

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.

Primary Objective

to build a HIGH QUALITY product in the

SHORTEST PRODUCTION time and at the LOWEST POSSIBLE COST

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 productKanbanLess material in WIP and RIP

What are the advantages of DFT

Component kanban – two-bin systemNVA work is minimized or eliminatedProcesses are in a constant continuous

improvement stateSpeed-to-marketNext dayCustomer Responsiveness

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%

Station 1 One-Down Operation Out-of-Box FG’s Customer

Cost to the CompanyDefect Found At …..

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

Product Synchronization

A relationship of the processes in a flow to produce a product.

Product SynchTeams

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 XTrain Personal in DFT Concept X X X X X X X X X X X X XDevelop Product Sync X X X X X X X X X X X X XEstablish Takt X X X x X X X X XCompleted SOE'S ( Timing) X X X X X X X X X X X XDevelop Oms's X X X X X

Balance Line X X X X X X X X XSet IPK's x X X X X X X X XCalculate OPR & Manning X X X X X X X X XTrained and Certify Operatios X X X X X X X X X X X X XPerform 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 XTPCt X X X X X X X X XFlow Rate X X X X X X X X XTeams Attacking TPCt X X X X X X X X X

Process Mapping

Matrix of products across the top and processes along the side

Process Mapping Build Base MMD Team MP-B,C Divert line Trans/Div TQC MMD is Ship toPlace 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 Unitline 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 addedCart 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 * * * * *

Sequence of Events

Defines quality criteria against each work element, value-added steps and time

estimates.

SOEPart 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 110 Position floor brace into T-22586. * 0:0220 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 bracescrews and secure to stand-offs. is tight.Remove floor from tool.

50 Prepare surface of floor by cleaning the * 0:07spring 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

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

Demand at Capacity - Dc

The highest targeted volume output of products that is planned to be achieved

by a demand flow manufacturing process

DcDc = Pv

Wd

100 units per month20 days =5 units/day

Dc = Designed Daily RateHe = Effective Work Hours

S = Shifts per day

400 units per month

20 days =

20 units/day

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

TAKT

The calculated target of work content time to be performed independently by a person or machine in a demand flow

line

TAKT Conversion100’s or Minutes

7.66/5 = 1.532 hr/unit (IDM)

92 min/unit

7.66/20 = 0.383 hr/unit (R/L transport)

23 min/unit

7.66/111 = 0.069 (Picker)

4.14 min/unit

Stations

Actual Time

TAKT Time

Money Picker

30 minutes assembly time

4.14 TAKT

= 7.24

= 7 stations

Resources

Resources can be:

Operations – labor

Machines

Pieces – batch equipment

People - flexible

Flexible EmployeesEmployees in a DFT line have a

minimum flexibility of three operations: Primary One up-stream One down-stream

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

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)

CertificationMeet TAKTTrain othersMeet quality criteriaFlex

In-Process Kanban (IPK)

A visual signal that identifies when work needs to be performed in a line

Kanban Card

A card used as a communications signal to pull material based on demand

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)

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.

Backflush

The method used to relieve RIP (Raw in Process) inventory of a product’s bill of

material quantity when a product is complete

Communication Lights

Management Light – A light that can be seen from a wide area to identify if

action needs to be taken on the line

e.g Andon

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%

Formula RecapDaily CapacityDc Pv

Wd

People Dr x LH x S

TAKT H x SDc

Stations Actual TimeTAKT

QUESTIONS???