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 inventoryFlows through the plant ona continuous bases.

Vi-Jon Laborites

3

As production needs slow and demand is met the inflow of inventory subsides.

Large amounts of inventoryare not held at the plant, safetybuffers are in place so that production can start when demand rises again.

Vi-Jon Laborites

4

SYNCHRONIZED MANUFACTURING THE DRUM-BUFFER-ROPE-WAY

ORDERS

ASSEMBLY

C.C.R. OPERATION

•The Capacity Constraint Resourceshould dictate the schedule based on market demand and its own potential.

•The schedule for succeedingoperations (include assembly)should be derived accordingly.

•The schedule of precedingoperations should support the timebuffer and thus be derivedbackward in time from the C.C.R.schedule.

5


•All other operation schedules mustsupport the assembly schedule.

•To avoid harm due to disruptions,they should support a time bufferin front of any assembly that uses a C.C.R. part.

•Inventory is low, but neverthelessany disruption that can be overcomewithin the buffer time will not affectthe throughput of the plant.

6


ORDERS

ASSEMBLY

MANUFACTURINGOPERATIONS

OPERATIONSDONE BY C.C.R.

TIME BUFFERS ROPES

IN ANY PLANT THERE ARE VERY FEW CAPACITY CONSTRAINT RESOURCES.

7

SYNCHRONIZED MANUFACTURINGLOCATING THE CONSTRAINT

• First step toward synchronized manufacturing is

to identify the constraint.• A capacity constraint manifests itself in all of the

major business issues.• An analysis of major business issues can be used

to identify the capacity constraint resources (CCR’s)

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

SYNCHRONIZED MANUFACTURING LOCATING THE CONSTRAINTS

First step toward synchronized manufacturing is to identify the constraint.

A capacity constraint manifests itself in all of the major business issues.

An analysis of the major business issues can be used to identify the capacity constraint resources (CCR’s)

10

SYNCHRONIZED MANUFACTURING BEATING THE DRUM

Complicating conditions:

• Different lead times from capacity constraint resources to due dates

• One capacity constraint resource feeding another one

• Set up on a capacity constraint resource• A capacity constraint resource feeding more than

one part to the same product

11

SYNCRHONIZED MANUFACTURING ROPES

• Release and process material according to the schedule determined by the plant constraint

• Do not release material in order to supply work to workers

12

SYNCRHONIZED MANUFACTURING THE DRUM-BUFFER-ROPE WAY

In the midst of a competitive edge race we should not look for an improvement, we should look to implement a process of

On going improvement.

13

SYNCRHONIZED MANUFATURING THE TIME BUFFER

A schedule of CCRDAY PART QU. HOURSMON A 25 5

B 5 3TUES. B 5 3

C 5 5WED. C 2 2

D 2 6THURS. D 1 3 Choosing a buffer of three

daysA 25 5 The planned buffer content on

FRI. C 2 2 Monday morning is belowB 10 6

The buffer should look as follows:

B

5pcs

3hrs

C

5pcs

5hrs

D

2pcs

6hrs

A

25pcs

5hrs

B

5pcs

3hrs

D

2pcs

2hrs

1 2 3 DAYS

No other parts should be in front of the CCR.

Hours of work available to the CCR

8

4

14

SYNCRHONIZED MANUFATURING THE TIME BUFFER

A schedule of CCRDAY PART QU. HOURSMON A 25 5

B 5 3TUES. B 5 3

C 5 5WED. C 2 2

D 2 6THURS. D 1 3

A 25 5 The planned buffer content on

FRI. C 2 2 Tuesday morning is belowB 10 6

The buffer should look as follows:

C

5pcs

5hrs

D

2pcs

6hrs

A

25pcs 5hrs

B

5pcs

3hrs

D

2pcs

2hrs

D

1pc

3hrs

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

15

SYNCRHONIZED MANUFACTURING TIME BUFFERS

The time buffer contains most of the inventory and should protect the plant against disruptions.

Hours of Work doneBy CCR

TIME

Planned

Actual

The actual buffer must be smaller than planned if disruptionsExist. Otherwise, there is no need for buffer at all.

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.

YHOURSHours 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 MANUFACTURINGFOCUSING IMPROVEMENTS

Trace location of inventory missing from buffer

This will help identifythe source of disruption

P,W and Y can be used to quantifythe magnitude ofthe disruption

Buffer

YHOURS

W

PThe processingtime still left tocomplete theparts

Disruptive sourceInventory location

19

SYNCHRONIZED MANUFACTURINGFOCUSING IMPROVEMENTS

Repeating the same process for every hole in every

buffer and summing the magnitude of the disruption

for each work center will give us a disruption factor for each work center in the plant.

These disruption factors are our priority list for focusing our productivity improvement efforts.

BENEFITS

COST

Pareto Principle

20


The work center with the highest disruption factor

must be analyzed for causes:

• Maintenance• Quality• Long unreliable setups• Other

Once improvements occur, the major holes will disappear and time buffers can be reduced.

21


Buffer Decreases

WIP Inventory Decreases

Competitive Edge Increases

Throughput Increases

Net Return ON CashProfit Investment Flow

22


Throughput Increases

Less excess capacityto cope with disruptions

Buffer Increases

The need to continueto reduce the buffer

Bottlenecks that limitincreased production

Inexpensive alternativesto buying more machines

Capacity increase

Net Return ON CashProfit Investment Flow

23

THE COMPETETIVE EDGE RACEPRODUCTIVITY FLYWHEEL

SYNCHRONIZED MANUFACTURING

NP

ROI

CF

BUFFERMANAGEMENT

LOCALPROCESSIMPROVEMENTS

JITTECHNOLOGYMANAGEMENT

24

The End

This is the property of Virtual Dimensions LLCany duplication of this presentation could resultIn a legal action.

Synchronized manufacturing training

Technology

Transcript of Synchronized manufacturing training