Lean Tools-Pull&Kanban-05-1-STDNT

LiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007ChangefromPushtoPull-PullSystemsusingKANBANsystemDrHSharifiLeanThinkingLeanToolsLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007ObjectiveTounderstandthepullproductionconcepts,andhowtodesignandimplementvisuallycontrolledmaterialreplenishmentsystems.LiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007LearningOutcomesAftercompletingthesession,wewill:•appreciatetheshortfallsofpushproduction;•understandthebenefitsofpullingproduction;•knowhowtocontrolshopfloorinventorybypullsystems,tosetuppointofusematerialstorage,tointerfacewithplanningsystemsandtobalancebatchsizewithcapacity,noteconomicorderquantity.•UnderstandtheconceptsaroundtheKanbansystemanditsapplication.LiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007PlanPushProductionPullProductionKanbanSystemsImplementingkanbanUnderstandspotentialshortfallsUnderstandsbenefitsGainsexperienceofthedifferenttypesofkanbansystemsUnderstandsthenecessarystepsofimplementationFullunderstandingofpullproductionLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007DefinitionsAmanufacturingsystembasedoncommunicationofactualneedsfromdownstreamoperationsAmanufacturingsystemthatschedulesupstreamoperationsaccordingtotheoreticaldownstreamresultsbasedonaplanwhichmaynotbecurrentPushPullLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007DealingwithVariance•Fourmajorstances:•Bufferagainstit•Ignoreit•Manageit•Eliminateit•AllformsofvariancecreatecostLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007•Traditionalwisdom:IncreaseWIPtodecoupletheproductionprocessandforjust-in-caseneeds•PushproductionbasedonMRP;–WhentheorderisexpectedtoarriveatanoperationPLUSthetimetilltheoperationfinishesperviousjobsandbecomeavailable.–ProductsaremadeinBATCHESandmovedtonextinbatcheswithalldetailsandrelateddocuments–Whentherearemorethanoneproductawaitingtheprocess,thesupervisormakesthedecisionwhichtogofirst.–Constantrevisionoftheplansandschedule.WorkcenterAWorkcenterBJust-in-CaseWIPBlockedifbufferfullStarvedifbufferemptyPushMethodologyLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007•Whatarethemajorproblems?–Planningandschedulingisdoneinadvance–Itreliesonaperson(usuallyremotelysituated)toupdatetheschedulesandinformation.PushMethodology•Otherproblems:•Largecomplexsystem,batchrunonamonthlybasis•Earlysystemsassumedinfinitecapacity•Systemusesfixedleadtime•Batchproduction–limitset-ups•BasedonEBQandEOQmodels•LimiteddailyfeedbackLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007PushMethodologyActualOrdersForecastOrdersProduction(Assembly)SuppliersInventoryFileBillofMaterialsMasterProductionScheduleMaterialsRequirementPlanningPurchaseOrderWorksOrderLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007TheSeaofInventoryLongset-uptimesHighdefectratesUnreliableSuppliersMachinebreakdownsPoorproductionplanningLongleadtimesReducetheinventoryExposetheopportunitiestoimprovetheprocessesLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007ReducetheinventoryTheSeaofInventoryLongset-uptimesHighdefectratesUnreliableSuppliersMachinebreakdownsPoorproductionplanningLongleadtimesLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007TheResultofPushProductionResultComplexcontrolLackofsynchronisationHighdefectrateImbalancedmachinesPushtheproblemLongleadtimesMachinesruntocapacityLongmachinequeuesLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007Before!LiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007PushVs.PullWorkStation1WorkStation2WorkStation3WorkStation4WorkStation1WorkStation2WorkStation3WorkStation4PushPullLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban20071432ABCDSupplier(Rawmaterial)Customer(FinishedProduct)stageAstageBstageCbufferbufferPushVs.PullLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007APullSystem•Inapullsystem,suchasJIT,welookonlyatthenextstageofproductionanddeterminewhatisneededthere,andthenweproduceonlythat.AsRobertHallstates,“Younevermakenothing’andsenditnoplace.Somebodyhasgottocomeandgetit”.LiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007HenryFordProductionLinePullPullInventoryMountainAsinventoryreducesstarttoattacktherocksLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007FeaturesoftheHenryFordProductionLine•Regulardrumbeat•Consumptionsignalsreplenishment•Partsarriveatlatestpossiblemoment•Demandfullysatisfied•MinimisesinventoryIfaconveyorcannotbeused,anothertypeofsignalmustbefedbacktoauthoriseupstreamproductionLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007AdvantagesofthePullSystem•Reducedinventory•Reducedleadtime•Partssynchronisation•Demanddriven•Queueseliminated•Improvedmachineutilisation•ImproveddefectdetectionLiverpoolUniversityManagementSchoolLeanThinking;Pull&Kanban2007FlowofMaterialandSignalsinaPullSystems14321ABCDASupplier(Rawmaterial)Customer(FinishedProduct)MaterialFlowOrderSignalInformationIn-ProcessBufferOperationUpstreamDowns