Lps09 fsm

8/13/2018

MAP THE FUTURE STATE
GVC. ThS. Nguyễn Như Phong
; www.isem.edu.vn
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018

MAP THE FUTURE STATE


Lean application stages






Demand
Flow
Leveling

Map the FS







Begin the FSM
Focus on demand
Focus on flow
Focus on leveling
Why maintaining takt image matters
FSM Wrap up

11 April 2003

GVC. ThS Nguyễn Như Phong

1


8/13/2018

Lean application stages



Lean concepts grouped into 3 stages






Demand
Flow

Leveling

Tools, techniques within each stage

11 April 2003

GVC. ThS Nguyễn Như Phong

Lean application stages


Implement stages in the same order




Understand the stages of application
Along w. the guideline 4 implementing VSM
Give solid approach


Not only 4 implementing
But also 4 sustaining lean improving

11 April 2003

GVC. ThS Nguyễn Như Phong



2


8/13/2018

Lean application stages


The common principles / goals


Stabilize processes


Reviewing








cust demand,
equipment capabilities
Labor balance,
Material flow

Standardize processes
Simplify through kaizen

11 April 2003

GVC. ThS Nguyễn Như Phong

Lean application stages


Demand



Understanding C demand
Including Q characteristics, LT, price

11 April 2003

GVC. ThS Nguyễn Như Phong

3


8/13/2018

Lean application stages



Flow




Implementing continuous flow manu
Inex cust receive
 right prod
 at the right time
 in the right quantity

11 April 2003

GVC. ThS Nguyễn Như Phong

Lean application stages



Leveling




Distributing work evenly
By volume & variety
To
 Reduce inventory
 Allow smaller orders by the cust.

11 April 2003

GVC. ThS Nguyễn Như Phong

4


8/13/2018

Understand cust. ordering patterns


What need 2 produce






Specifically in terms of quantity & delivery requirement.
Actual no. parts need 2 produce each day.
Understand cust. ordering patterns

Info sources







Sale forecasts
Previous 3m’s production

Current production forecasts
Long-term agreement
Cust. interview
What producing last & this week

11 April 2003

GVC. ThS Nguyễn Như Phong

Understand cust. ordering patterns


2 opposite attitudes toward C demand



There is no tomorrow !
There is always tomorrow !

11 April 2003

GVC. ThS Nguyễn Như Phong

5


8/13/2018

Understand cust. ordering patterns


No tomorrow !






Meeting C demand takes more than just applying the
appropriate tools
Only today 2 meet C’s expectations

Always tomorrow !




Prevail in many org.
Can get most of it done today & finishing it tomorrow
Achieving no better than 90% on time delivery

11 April 2003

GVC. ThS Nguyễn Như Phong

Demand


Tools & concepts


for determining & meeting demand







11 April 2003

Takt time
Pitch
Takt image
Buffer & safety inventory
FG market
Lights-out manu.

GVC. ThS Nguyễn Như Phong

6


8/13/2018

Takt time


Takt time




The pace of C demand
The rate at which




Producing 2 takt




A company must produce a product 2 satisfy C demand.

Synchronizing the production pace w. the sales pace.

Takt time = time / volume (s)


Available production time




Minus downtime: break, lunch, meeting, …

Total daily quantity required

11 April 2003

GVC. ThS Nguyễn Như Phong

Operational Takt time


Operational Takt time



Time faster than takt time
Used 2 balanced the line 2 accommodate a chronic sys
failure




Equipment downtime
Absenteeism
Sudden C demand change



Eg. 10% faster



Focus Kaizen activities 2 reduce sys problems





T = 60 s  OTT = 54s
Move toward the true C demand

11 April 2003

GVC. ThS Nguyễn Như Phong

7


8/13/2018

Pitch


The ideal state in any pull sys





Eliminate all waste
Create one-piece flow through the entire sys.

Cust not order product one piece at a time


But in a standard pack-out quantity



Convert takt time into pitch



11 April 2003

Shipped in a container of some sort

GVC. ThS Nguyễn Như Phong

Pitch


Pitch



The amount of time based on takt
Required 4 an upstream operation



11 April 2003

2 release a predetermine pack-out quantity of WIP
2 a downstream operation

GVC. ThS Nguyễn Như Phong

8


8/13/2018

Pitch


Pitch = takt time * pack-out quantity





takt time – cust driven
pack-out quantity – may not
Eg: P = 1 m/p * 20 p/c = 20 m
High volume, low variety line: P=12 – 30 m

11 April 2003

GVC. ThS Nguyễn Như Phong

Pitch


Calculating pitch – a compromise bw.






Producing in large batches
Implementing 1p flow

Not always practical 2 produce 2 takt one piece at a time



But possible 2 produce a small batch in pitch
Eg. T = 0,5 s

11 April 2003

GVC. ThS Nguyễn Như Phong

9


8/13/2018

Advantages of Pitch


Advantages of Producing in small batches


based on pitch






A forklift less necessary
Improved safety
Improved I control
Problems identified immediately
Much-shorter-time reaction 2 a problem

11 April 2003

GVC. ThS Nguyễn Như Phong

Takt image




Visualize 1-p flow
Strike for the ideal state of 1-p flow
Takt image –


The vision of the ideal state







Eliminate waste
Improve the VS performance
Achieve OPF based on takt time

Risk wo. a clear takt image


Always tomorrow

11 April 2003

GVC. ThS Nguyễn Như Phong

10


8/13/2018

Buffer & safety inventory



Make the commitment 2 meet the C demand
Not confidently meet the C demand



Buffer inventory
Safety inventory

11 April 2003

GVC. ThS Nguyễn Như Phong

Buffer & safety inventory


Buffer inventory





Used when C demand suddenly increases
Production process not capable of meeting a lower/faster
takt time

Safety inventory


Protect the sys from internal problems



11 April 2003

Labor power, equipment reliability, power outages
quality problems, …

GVC. ThS Nguyễn Như Phong

11


8/13/2018

Buffer & safety inventory


Buffer inventory


FG available 2 meet CD




Safety inventory


FG available 2 meet CD




When C ordering patterns / takt time varies

When internal constraints / inefficiencies disrupt process
flow

BSI



Exist for 2 distinct reasons
Stored & tracked separately

11 April 2003

GVC. ThS Nguyễn Như Phong

Buffer & safety inventory


Establishing BSI


Meet demand







wo. having to schedule overtime sporadically

Compromise on the journey 2 ideal state
Excess inventory – waste

Minimize / eliminate BSI if possible



CD become more stable
Operation & process reliability improved

11 April 2003

GVC. ThS Nguyễn Như Phong

12


8/13/2018

FG supermarket



Determine where CD met within the VS
FG supermarket



Items not replaced until removed by cust.

A sys.


Used in VS shipping part





Used when not possible




Store a FG set level
Replenished as pulled 2 fulfill cust. Orders
2 establish pure, continuous flow.

Not include BSI

11 April 2003

GVC. ThS Nguyễn Như Phong

Lights-out manu.


Unattended manu
 A mean of meeting CD
 Automated machines run wo. operators

 Increase available production time,


11 April 2003

thus increase capacity

GVC. ThS Nguyễn Như Phong

13


8/13/2018

Lights-out manu.




Consider
 Determine PCR: 1.63  2
 Review type of material
 Review part complexity
 Determine the appropriate lot size
Potential problems
 Operator reluctance
 Quality problem
 Inspection time

11 April 2003

GVC. ThS Nguyễn Như Phong

Flow


Once





Stabilized demand
Devised a sys 4 ensuring meeting it

Establishing a flow


2 ensure cust. receive right part, time, amount

11 April 2003

GVC. ThS Nguyễn Như Phong

14


8/13/2018

Flow



Tools & concepts











Continuous flow
Work cells
Line balancing
Standardized work
Quick changeover
Autonomous maintenance
WIP supermarket
Kanban sys
FIFO lanes
Production scheduling

11 April 2003

GVC. ThS Nguyễn Như Phong

Continuous flow



Continuous flow





Move one, make one
Move 1 small lot, make one small lot

JIT philosophy


Never produce more than a cust. Requires

11 April 2003

GVC. ThS Nguyễn Như Phong

15


8/13/2018

Continuous flow


Key principles







Only what needed
Just when needed
Exact amount needed

Pull sys





One piece / small batch produced upstream
 Only after a piece / small batch moved / pulled downstream
Faster than batch / push production
Eliminate the need 4 traditional production scheduling

11 April 2003

GVC. ThS Nguyễn Như Phong

Continuous flow


CF advantages
 Shorter LT
 WIP reduction

 Ability 2 identify & fix problems earlier
 No traditional production scheduling

11 April 2003

GVC. ThS Nguyễn Như Phong

16


8/13/2018

Continuous flow


Obstacles 2 CF
 Linking operations


compound problems of each operation:




LT
Downtime
CO

 Processes improved
 Poor plant layout

 Varying speed of processes

11 April 2003

GVC. ThS Nguyễn Như Phong

Work cells


Flow sys
 Items progress piece by piece / in small batch
 Equipment



Not grouped by categories
But in way



11 April 2003

Minimize transportation waste
Sustain CF

GVC. ThS Nguyễn Như Phong

17

8/13/2018

Work cells


WC
 Achieve CF
 Self-contained unit include several VA operations
 Arrange equipment & personnel in process sequence
 Produce & transport parts one piece at a time
 Improved safety & reduced effort

11 April 2003

GVC. ThS Nguyễn Như Phong

Work cells


Cell layout planning principles







Arrange processes sequentially
Counterclockwise flow
Machines close together

Last operation close 2 the first
U, C, L, S, V shape
Adapt 2 C changing demand

11 April 2003

GVC. ThS Nguyễn Như Phong

18


8/13/2018

Line balancing


Some operations
 take longer than others


Operators waiting 4 the next part

Need more than one operator
Line balancing
 Evenly distribute the work elements within a VS









to meet takt time

Optimize the use of personnel
Balance workload


No one doing too little / too much

11 April 2003

GVC. ThS Nguyễn Như Phong

Line balancing


Rebalance a line





CD fluctuate
TT changed

Cycle Time





Elapse from beginning until completion of an
operation
Processing time
Not TT


11 April 2003

Measure of CD
GVC. ThS Nguyễn Như Phong

19


8/13/2018

Line balancing


Total Cycle Time





Total of the CTs 4 each individual operation in a VS

Total VAT

Operator Balance Chart




Visual display
Work element, time requirement, operator at each WS
Show improvement opportunities
 CT,
 TT,
 TCT

11 April 2003

GVC. ThS Nguyễn Như Phong

Line balancing


OBC steps





Determine current CTs & work element assignment
Create bar chart
Determine the no. operators needed

Proposed the balance chart
 By implementing standardized work

11 April 2003

GVC. ThS Nguyễn Như Phong

20


8/13/2018

Standardized Work


For consistent flow, workers





Able 2 produce 2 TT
Achieve consistent CT

Everyone does the same work the same way

11 April 2003

GVC. ThS Nguyễn Như Phong

Standardized Work


Standardized Work




An agree-upon set of work procedures
 Establish the best method & sequence 4 each proc.
Provide a basis 4 consistently high level of
 productivity,
 quality,
 safety
 Kaizen ideas 2 continually improve the 3

11 April 2003

GVC. ThS Nguyễn Như Phong

21


8/13/2018

Standardized Work


Standard Work Sheet


Illustrate the sequence of operations within a proc.



Fields











including operation CTs
Part
Takt time
Process
Steps
Operation
Time: Manual, Auto, Walk
Operation time

11 April 2003

GVC. ThS Nguyễn Như Phong

Standardized Work


Guidelines 4 implementing SW


Work together w. operators to





Use the SWS






determine the most efficient work methods
ensure consensus attained
understand how process CT compares w. TT
CT > TT  kaizened 2 meet takt
CT < TT  allocating some more work elements

Adhere 2 TT



11 April 2003

TT decrease  streamline the work, add employees
TT increase  assign fewer employees
GVC. ThS Nguyễn Như Phong

22


8/13/2018

Quick changeover


Increase the prod. variety flowing through the cell





Tooling change
Not disrupt continuous flow

QCO




Single-minute exchange of die – SMED,
 Developed by Shigeo Shingo – Toyota
Theory & set of techniques

 setup / change over equipment in less than 10m

11 April 2003

GVC. ThS Nguyễn Như Phong

Quick changeover


When 2 implement QCO




Demand stage
 Slow CO  major obstacle 2 meeting CD
Flow stage
 Faster CO



11 April 2003

Reduce TCT
Help balance operations

GVC. ThS Nguyễn Như Phong

23

8/13/2018

Quick changeover


SMED



Through analysis of current setup procedures
Applied in 3 sequential stages
1.
Distinguish bw. internal & external setup
2.
Convert internal tasks 2 external task when
possible
3.
Streamline all setup activities
1.
2.
3.
4.

11 April 2003

Implementing parallel operations
Using functional clamping methods
Eliminating adjustments
Mechanizing when necessary

GVC. ThS Nguyễn Như Phong

Quick changeover



Merely addressing the obvious thing


Cut the setup time by up to 50%

11 April 2003

GVC. ThS Nguyễn Như Phong

24


8/13/2018

Autonomous maintenance



Basis element of TPM
Prevent equipment-related losses




by addressing the abnormal conditions

AM


Maintaining optimal conditions 2 prevent losses

11 April 2003

Nguyễn Như Phong

WIP Supermarket





Where obstacles 2 CF exist
Ensure flow possible
Multiple demands made on a machine / process
The best alternative 4 scheduling upstream processes


not flow continuously

11 April 2003

Nguyễn Như Phong

25