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SIX WEEKS to SIX HOURS

SIX WEEKS to SIX HOURS. Value Streams, Kanban, JITs and KV/SV Bill Emenheiser March 22, 2005. Six Weeks to Six Hours. Value Streams Kanban (Pull Replenishment) JITs KV/SV (Kanban/Supply Visualization). Business Need.

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SIX WEEKS to SIX HOURS

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  1. SIX WEEKS to SIX HOURS Value Streams, Kanban, JITs and KV/SV Bill Emenheiser March 22, 2005

  2. SixWeeks to Six Hours • Value Streams • Kanban (Pull Replenishment) • JITs • KV/SV (Kanban/Supply Visualization)

  3. Business Need • Companies are reexamining their manufacturing philosophies in response to such factors as increasingly uncertain demand, more complex variations in product mix, and growing variability in customer ordering patterns. In many cases , they are moving toward streamlining approaches to manufacturing and supplier communications to take advantage of more efficient techniques, implementing pull-replenishment, and supply visualization techniques to make their plants – as well at the entire value stream – more effective.

  4. The Value-Stream All of the actions – both value-creating and wasteful – required to bring a product from concept to launch and from order to delivery. The value-stream includes actions to process information and actions to transform raw material to finished product on the way to the customer. Two flows: - Information: orders traveling upstream from the customer - - Material: Products traveling downstream to the customer - Closed loop of demand and response

  5. Why Create Value Stream Maps? • Present and Future State Value Stream Maps* Help the designer better understand the present work and information flows within the plant and between vendors.* Give the designer the opportunity to reconfigure their operations and identify areas for improvement within the flow.* Useful for determining how Kanban loops will be created and what the work and information flow will look like when implemented.

  6. Three Parts to a Value-Stream Map • Information Flows – electronic and manual • Communication with customers • Communication with the plant • Communication with suppliers • Material Flows • Products • Processes • Supermarkets • Inventory • Data boxes • Lead Time Map • Production lead time • Value-adding time

  7. Typical Steps to Complete a Current State Map Observe individual actions (steps) on the product, total throughput time, and the throughput distance. Document processes including data boxes and inventory Collect times – don’t rely on standards Observe the capability of each process (quality x delivery) and its responsiveness (EPEI). Every-Part-Every Interval (EPEI) A measure of how frequently a process can produce all the items assigned to it.

  8. Typical Steps to Complete a Current State Map Identify where material is being pulled from step to step versus being pushed along Calculate production lead time vs. processing time across the value-stream

  9. Current-State Value Stream Present State Value Stream Map 9

  10. Future State Map Develop a map of how value should flow in the future. Value-stream mapping is a waste of time without a future state map. Includes where improvements need to be made, serves as a “blueprint” for future actions You may have multiple future state maps! Document the takt time, scheduling point for the value-stream, how much to release and take away from the pacemaker process Definition: Takt Time The rate of production needed to satisfy customer demand. The “drum beat” of production Pacemaker Process: Determines the demand pattern and sets the production pace for upstream processes.

  11. Key Questions for the Future State • What is the takt time for each pacemaker process? • Should the company build to a “finished goods supermarket” or directly to shipping? • Where are supermarket-based pull systems required? • What is the EPE Interval for each process (and part)? • At what single point in a production chain will the company schedule production? • How will the company level the mix at the pacemaker process? • What increment of work will the company consistently release and take away at the pacemaker process (how will they level the volume)? • What process improvements are necessary to cause the value-stream to flow as specified by the future-state design? Adapted from: “Manufacturing Operations and Supply Chain Management. The Lean Approach” Taylor and Brunt, pp355

  12. Future-State Value Stream 12

  13. Kanban • QAD, building on proven production management expertise, is continuing to support customers as they move toward advanced, lean value stream processes. Starting with the eB release, QAD added basic Kanban Sizing features to MFG/PRO. The lean manufacturing offering in eB2 was extended and now the whole value stream can be created, kanban loops defined and managed at a very sophisticated level. • In addition, QAD’s offering of JIT/S (Just In Time Sequencing) and KV (Kanban Visualzation) will enhance the manufacturing operation and provide greater manufacturing flexibility.

  14. Defining Kanban Loops From The VSM17.22.1 Kanban Item Master Maintenance

  15. Defining Kanban Loops From The VSM17.22.2 Supermarket Maintenance (kbsmmt.p)

  16. Defining Kanban Loops From The VSM17.22.3 Kanban Process Maintenance (kbpmt.p)

  17. Defining Kanban Loops From The VSM17.22.4 Kanban Master Maintenance (kbmt.p)

  18. Defining Kanban Loops From The VSM17.22.4 Kanban Master Maintenance (kbmt.p)

  19. Defining Kanban Loops From The VSM17.22.4 Kanban Master Maintenance (kbmt.p)

  20. Defining Kanban Loops From The VSM17.22.4 Kanban Master Maintenance (kbmt.p)

  21. Defining Kanban Loops From The VSM17.22.4 Kanban Master Maintenance (kbmt.p)

  22. Controlling Kanban Loops17.22.6 Demand Calc Template Maintenance (kbtmpmt.p)

  23. Controlling Kanban Loops17.22.23.1 Kanban Workbench (kbkbwb.p)

  24. Controlling Kanban Loops17.22.23.1 Kanban Workbench (kbkbwb.p)

  25. Controlling Kanban Loops17.22.23.1 Kanban Workbench (kbkbwb.p)

  26. Controlling Kanban Loops17.22.23.1 Kanban Workbench (kbkbwb.p)

  27. Controlling Kanban Loops17.22.23.1 Kanban Workbench (kbkbwb.p)

  28. Controlling Kanban Loops17.22.23.2 Supermarket Workbench (kbsmwb.p)

  29. Controlling Kanban Loops17.22.23.2 Supermarket Workbench (kbsmwb.p)

  30. Controlling Kanban Loops17.22.23.2 Supermarket Workbench (kbsmwb.p)

  31. Controlling Kanban Loops17.22.23.3 Level Mix Workbench (kblmwb.p)

  32. JIT Sequencing • JIT Sequencing is a configurable, just-in-time (JIT) application for sequenced manufacture and delivery of items to your customer’s assembly line. This application spans activities from receipt of customer orders to the shipment of goods.

  33. JITs

  34. JIT/S

  35. Kanban Visualzation

  36. Kanban Visualzation

  37. Six Weeks to Six Hours • Value Streams • Kanban (Pull Replenishment) • JITs • KV/SV (Kanban/Supply Visualization)

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