Identifying and Analysing Flow

Transcription

1 Identifying and Analysing Flw 12 th 15 th Octber 2015 Lean Enterprise Academy, Rss n Wye, UK Thrugh instructin, small grup discussins and exercises, the wrkshp participants will learn abut the 3 levels f prcess analysis: Dr-t-dr value stream mapping Prcess & ne piece flw cellular design Task Analysis & Standardized wrk T understand hw t design Future States f each f these levels f a prcess Ntes Attendance - 4 x 1 Day Curses Class size - Maximum 12 peple per day Timings - Each day will run frm 09:00-17:00 Cst * per delegate per day with a 15% discunt when 2 r mre peple frm the same rganisatin attend Materials - A PDF cpy f the materials will be available via the Lean Enterprise Academy website Facilities - Refreshments and lunches will be prvided by LEA We can als run these wrkshps in-huse at yur cnvenience, if yu wuld like t explre this ptin please cntact us at events@leanuk.rg r call +44 (0) * Please nte prices exclude VAT at the standard rate f 20%

2 Identifying and Analysing Flw - Day 1: Value Stream Mapping ( Learning t See ) Intrductin Since the launch f "Learning t See" many f us have been mapping ur value streams. Often, we have started by mapping what we can see - the transfrmatin f raw materials int a finished prduct. Hwever, as we have begun t tie in ur rder t delivery infrmatin flws - the infrmatin that tells us what t wrk n and when - we have uncvered a previusly hidden amunt f wrk t be dne in ur ther prcesses. This wrkshp takes delegates thrugh the prcess f value stream mapping, intrducing yu t the issues yu will cme acrss as yu map. Delegates will cnduct a series f exercises s that they are able t translate hw the tl can be used in their envirnment - be it high vlume repetitive manufacturing, bespke made t rder prducts/services r administrative prcesses. Mst imprtantly "Mapping Yur Prcesses" explains the questins required t design Future State value streams and walks thrugh relevant examples frm LEA's library f maps. Objectives The purpse f this wrkshp is t explre the lessns and insights frm Learning t See in rder t: Understand the prcess f value stream mapping Explain hw t design Future State value streams Explre hw t use the value stream mapping prcess t implement the future state Tpics that will be examined include: Value stream imprvement vs. prcess imprvement Fcusing n a prduct family The value stream manager Identifying the crrect level f magnificatin fr value stream A series f case studies and exercises t practice drawing a current-state map Individual efficiency vs. system efficiency Issues t cnsider when develping a Future State and designing a Lean flw Exercises t practice drawing a future-state map Hw t create a plan fr implementing the future state Wrkshp Benefits Thrugh instructin, small grup discussins and exercises, the wrkshp participants will learn: Hw t identify a prduct family Hw t see the entire value stream fr a particular prduct family Hw t map the value stream t identify and eliminate waste

3 Design a future state Hw t develp a plan t achieve immediate results Agenda Intrductin/Objectives/Agenda Value Stream Mapping Intrductin Scping a Value Stream Prject Current State Mapping What makes a Value Stream Lean? Future State Mapping Achieving the Future State Reflectins & Expectatins Review Fllw up (ptinal): LEA prvides an nging mentring service fr rganisatins invlved in making Lean transfrmatins. Value Stream Maps and supprting A3s develped by the rganisatin can be reviewed at 30/60/90 intervals. This prvides the rganisatin with help and directin in sustaining the learning frm the wrkshp prcess and helps highlight further learning pprtunities that can be pulled, as and when required, by the rganisatin. Related Bks Learning t See Training t See instructrs guide Mapping t See instructrs guide

4 Identifying and Analysing Flw Making Materials Flw Intrductin This wrkshp will teach yu hw t create a material mvement and handling system fr purchased parts frm the receiving dr t the shipping dr. It fcuses n hw t transitin frm a mass-prductin material-handling system t a Lean system that reliably supplies purchased parts t cntinuus-flw cells, small-batch prcessing, and traditinal assembly lines. Objectives At the end f the wrkshp yu shuld be able t: Create and ppulate a PFEP (Plan Fr Every Part.) Understand hw t develp and perate a supermarket fr purchased parts Calculate an apprpriate number f kanban cards using a given frmula Determine rute travel time fr system standardisatin Nte: This wrkshp will nt g int detail n the plant-t-plant side f material mvement. Wrkshp Benefits Yu ll learn hw t implement a Lean material-handling system fr purchased parts that delivers precise quantities f parts, precisely when they re needed, t precisely where they re needed the fingertips f prductin peratrs. The benefits f a Lean material-handling system include: Fewer material handlers Less time spent by peratrs retrieving parts Higher plant inventry turns Less inventry Fewer frklifts Less frklift recrdable incidents Higher prductin utput Less vertime Less expedited delivery csts Curriculum Thrugh instructin, discussin, vide, and hands-n wrkshp exercises, this wrkshp guides yu thrugh the implementatin sequence and the use f frmulas, frms, and rules s yu knw what t d Mnday mrning when yu return t wrk. The instructr will als lead yu thrugh the frmulas fr calculating the number f kanban cards, rules fr designing internal rutes and determining rute travel times, and hw t sustain and imprve the system with standard wrk. This wrkshp transfers t yu the knwledge and tls needed t develp an efficient, reliable material-delivery system fr purchased parts in a Lean envirnment. Yu'll learn a step-by-step methd fr develping and implementing a facility-wide system that supprts cntinuus flw.

5 Wrkshp cntents include: Why a material delivery system is necessary Where t begin the implementatin What is a Plan Fr Every Part (PFEP.) Hw t cmpile the PFEP infrmatin Hw t size a purchased parts supermarket Maximum and minimum inventry levels The types f pull signals Hw t get parts frm a supermarket t manufacturing Different cnveyance devices Standard wrk fr the materials department Hw t calculate the time it takes t deliver material Hw t sustain the changes Agenda Develping the Plan Fr Every Part (PFEP.) Hw PFEP fsters accurate and cntrlled inventry reductin Why this is the fundatin fr the cntinuus imprvement f a facility s materialhandling system Building the purchased-parts market Eliminate the waste f harding, searching fr parts, and string inventry thrughut a facility Learn the frmulas and methds t size and perate the market Designing delivery rutes Learn the principles and calculatins t designing the rutes Turn a sprawling, messy plant int an rganized cmmunity where peratrs get the parts they need when needed and in the quantity needed delivered right t their fingertips Imprve nt nly inventry and flw but als safety and husekeeping Implementing pull signals Allw peratrs t pull just what they need while fcusing n prducing value fr custmers Learn fur steps t creating a pull system, keeping inventry under cntrl Learn hw t calculate the number f pull signals needed and hw ften t deliver material Cntinuusly imprving the system Systematically pursue perfectin by implementing peridic audits f the materialhandling system acrss all levels frm rute peratr t plant manager Learn the five-step prcess fr intrducing audits f the market, rutes, and pull signals by a crss-functinal team frm prductin cntrl, peratins, and industrial engineering

6 Related Bks Making Materials Flw

7 Identifying and Analysing Flw Creating Level Pull Intrductin Creating Level Pull mves beynd making imprvements in the value stream f an individual prduct family. The wrkshp addresses hw t tie tgether the flw f all prduct families thrugh a facility by implementing a Lean prductin cntrl system. Creating pull and a level schedule are critical bjectives fr any serius practitiner f Lean principles. Tyta started establishing basic replenishment methds between prcesses and between plants as early as 1953 in Japan. By trial and errr, it learned that until yu level the schedule and establish pull yu cannt really build t a takt time. In fact, leveling demand and creating pull establishes the basic cnditins fr flw prductin and superir perfrmance by assembly lines r cells. Regardless f whether yu are starting ut n a Lean jurney r have already implemented sme basic cellular prductin, this wrkshp will help yur cmpany imprve t the next level. Objectives Few cmpanies in the wrld beynd Tyta have truly achieved end-t-end level demand and pull systems fr prductin and it is ne f the key factrs in its success. This wrkshp will equip yu with all the basic tls it uses t accmplish this in almst any kind f facility. Yu ll learn hw t: Determine true demand and what parts t hld in finished gds Establish where t schedule value streams Design material and infrmatin flw frm the pacemaker prcess t upstream prcesses Expand the pull system plant wide Wrkshp Benefits The benefits t achieving a level pull system f prductin acrss a facility may include: Dramatic reductin f manufacturing lead time f percent Imprvement in n-time delivery up t 100 percent Imprvement in inventry turns Reduced vertime and expediting f material Imprved labur prductivity fr direct and indirect labur as much as 30 percent This wrkshp will explain hw t implement and sustain true flw, pull, and levelled prductin in a facility frm the custmer demand pint f view backwards thrugh the entire facility. This wrkshp will nt address the implementatin f flw in a cell r frm a purchased parts market t an assembly cell. These issues are addressed in LEA s Creating Cntinuus Flw and Making Materials Flw wrkshps, respectively. Many f the methds identified in thse tw wrkshps culd be implemented while traditinal push scheduling systems are still perating. Furthermre, this wrkshp is nt abut traditinal scheduling matters such as capacity planning, frecasting, master prductin scheduling, r material requirements planning.

8 Curriculum Yu will learn hw t level demand frm the custmer in terms f mix and quantity as well as implement pull prductin methds thrugh the entire facility frm finished gds back t raw materials. At the cnclusin f Creating Level Pull, yu will be able t identify the number f prductin cntrl lps in a facility and hw t rganize and cntrl each f them in the mst efficient manner pssible. Specifically yu will learn: When t build t stck versus build t rder Hw t use finish gds inventry t buffer demand Hw t select the pacemaker prcess fr the facility Hw t level the schedule at the pacemaker prcess Hw t deliver instructins t the pacemaker prcess When t flw material in the plant ne-by-ne versus prducing in small batches Hw t emply replenishment schedule principles versus sequential pull Hw t use prductin instructin kanban and parts withdrawal kanban Hw t size supermarkets fr internal cmpnents Hw t set lt sizes fr batch prcesses Hw t set a "pitch" interval fr prductin instructin Hw t use signal kanban fr batch prcesses Hw t link material handling t material mvement Hw t deliver material frm upstream prcess t the pacemaker mst efficiently Hw t spread level and pull prductin acrss the entire facility T get the mst ut f this wrkshp, read the Creating Level Pull wrkbk. Bth the wrkbk and this wrkshp assume yu have knwledge abut value-stream mapping. If yu haven't had instructin in mapping, we strngly recmmend that yu take the Value-Stream Mapping wrkshp r read the Learning t See wrkbk. Many f the issues in this wrkshp require an understanding f mapping and having a value-stream fcus, which is a critical basis f a Lean implementatin plan. Agenda Intrductin & Getting Started Custmer Demand & Creating Pull Levelling the pacemaker Scheduling upstream with pull Expanding the system Sustaining & imprving Cnclusin Related Bks Creating Level Pull

9 Identifying and Analysing Flw Creating Level Pull Intrductin Every prductin facility has at least ne pacemaker prcess, the place where prducts take their final frm fr external custmers. Hw yu perate the pacemaker affects hw well yu respnd t external custmers and what demand is like fr internal upstream prcesses. This is als where many cmpanies stumble badly, creating a cell at the pacemaker that mves tgether prcessing steps but uses peratrs prly, suffers frm erratic utput, accumulates fluctuating inventry levels between wrkstatins, and backslides frm Lean methds int traditinal methds f peratin. Objectives This wrkshp will demnstrate hw t maximize the benefits f designing Lean wrking methds thrugh: The identificatin and timing f the actual wrk elements Distributing the elements amng the prper number f peratrs in relatin t takt time Balancing peratr wrk elements t expse waste Tpics that will be examined include: Value stream mapping and the develpment f a pacemaker prcess Cntinuus flw prcessing Identifying prduct families Identifying and timing the actual wrk elements Distributing the elements amng the prper number f persnnel in relatin t takt time Encuraging peple invlvement in imprving the cell Balancing wrk elements t expse waste Arranging machines, equipment and wrkstatins Reacting t changes in demand Selecting the right level f autmatin Sustaining the gains thrugh an verlapping timetable f audits fr peratrs, team leaders, supervisrs, and area managers Wrkshp Benefits Thrugh instructin, small grup discussins and exercises, the wrkshp participants will learn: Hw t develp a pacemaker prcess Identify wrk elements and waste s that wrk can be dne with rapid identificatin f quality prblems Shrt lead times Quick cmmunicatin between the steps Increased prductivity and higher utputs

10 Agenda Intrductin/Objectives/Agenda What is Cntinuus Flw? Implementing Cntinuus Flw Getting Started What is the Wrk? Machines, Materials and Layut Distributing the wrk Cnnecting t the Custmer Implementing, Sustaining and Imprving Reflectins & Expectatins Review Related Bks Creating Cntinuus Flw