14 - production leveling & balancing rev 1 --advance cluster

Production Leveling & Balancing

Introduction

to

Slide No.Property of ACT ( ACMA Centre for Technology ) 2009 1

Production leveling and

Balancing


Old situation

Improved

Advanced

• Less stocks

• Single Piece

Flow

• Zero Defects

• No Waiting


Old situation

• Large

stocks

• Defects

• Waiting

NO FLOW

• Less stocks

• Less Defects

• Less Waiting

INTERRUPTED

FLOW

Smooth and

Sequenced

FLOW


What is Production Leveling

& Balancing ?


& Balancing ?


Production leveling and balancing is to

produce any type of product at an even pace

which matches customer demand.

What is Production Leveling & Balancing ?


which matches customer demand.

This is also called Spread-over production

Or

HEIJUNKA


20 Days per month with 8 hours working per day

Example

ProductMonthly

productionDaily production

TAKT TIME

( Min )

A 4800 240 2

B 2400 120 4


B 2400 120 4

C 1200 60 8

TOTAL 8400 420 1.1

This shows different TAKT time for different products


Example

ProductMonthly

productionDaily production

TAKT TIME

( Min )

A 4800 240 2

B 2400 120 4

C 1200 60 8

TOTAL 8400 420 1.1


In case of LOT ( Batch ) Production

In case of Leveled production ( TAKT TIME =1.1 Min )

A A A A A A A A B B B B C C

A A B A A B C B A A C B A A


Example

In case of Leveled production ( TAKT TIME =1.1 Min )

A A B A A B C B A A C B A A


But , when customer

demand fluctuates

( Not Even ) ?


When customer demand fluctuates

( Not Even ) ?


Customer

Demand

Dam ( Breakwater )

Product Stock

Ripples

( Spread-over production )

Big waves are

smoothened

by DAM


Leveled Production and Balancing

Rewards of leveled production are

great , but smooth implementation is


great , but smooth implementation is

difficult , requires constant attention

and fine-tunning .


Leveled Production and Balancing

Leveled production makes the total production

system as efficient and as flexible as possible

with no waste of time and Money , without

overburdening the employees .


It also balances production among all processes ,

making it possible to produce the exact volume

and types of products that can be sold Just-IN –

Time.


Production Leveling and Balancing

3 operating principles :

1. Pull System

2. Continuous flow processing



3.Self stopping equipments when defect

occurs



1. Pull System






occurs


3 operating principles

1. Pull System

What is Pull System ?

We should make and supply products when next


We should make and supply products when next

process demands .

Sounds easy but how to Implement ?



1. Pull System

Let us understand by Flow of Instruction

Material Flow


Press Welding line

Instruction Flow

Instruction Flow can be achieved by KANBAN



1. Pull System

PICK UP by the following process

Preceding process Following process


Press Welding line

Preceding process

KANBAN means signboard used for delivery instructions to preceding

processes

Following process

Flow direction



1. Pull System

With KANBAN…….

- Excess inventory is eliminated


- Production is tied to processes closest to the Consumer

- Production is synchronized

- Communication becomes frequent therefore teamwork is fostered

- Good quality becomes a MUST



1. Pull System

Supermarket

KANBAN was conceived by taking a hint from American


KANBAN was conceived by taking a hint from American

Supermarket .

At supermarket …..

………. Only those stocks are replenished which are sold

IF TEN are sold ………… TEN are replenished

IF ONE is sold …………… ONE is replenished



1. Pull System





occurs




What is Continuous flow processing ?

Continuous flow processing attempts to eliminate


Continuous flow processing attempts to eliminate

the stops in production …..

…………… Shortening production lead time by

reducing non-processing time




To achieve continuous processing, it is

necessary to produce

- AN ITEM


- AN ITEM

- ONLY ONE ITEM and

- Immediately pass it to next production

process

NO Production of Batches is allowed




Batch process catches defects too late


In-process stocks… NOT OK

In-process

stockIn-process

stock




Single piece process catches defects easily


NO In-process stock




Batch Vs Single Piece Flow

Production Method

Parameter Batch Single Piece Flow

Quality StatusRisk of heavy

DamageNo or Negligible damage


Damage

FIFO Not Possible 100 % possible

Inventories HIGH NIL

Production lead

timeMore Less

Changeover Time PreferredNot preferred unless you

bring it < 1 TAKT




Push Vs Pull System

Production Method

Parameter Push Pull

Quality StatusDefects passed to

next process

Can be caught at the

generation point


next process generation point

Work system Based on Planning As per demand of

Downstream Process

Mix production Difficult Easy

Response to

Customer Late Quick

Stock taking Laborious Easy




What to do when Changeover time is

HIGH ?


- Need to reduce large lot sizes for such

operations to approach ONE Piece Flow

- Need to use multi-purpose equipment

- Need to improve conveyance



1. Pull System





occurs



1. Pull System






occurs



3. Self Stopping Equipments when defects occur

What is Self Stopping Equipments ?

Ability of production lines to stop automatically in


Ability of production lines to stop automatically in

case of problems

This is called JIDOKA




Line stops automatically helps in…

Equipment breakdown is prevented

• The “ passing on” of defects is prevented ,


Equipment breakdown is prevented

• Management of production is simplified

( Full time inspectors become unnecessary )

• Problems are clearly identifiable so that

Improvements ( Kaizen ) can be accomplished




Basic attitude is required for understanding

NEXT Process is THE


NEXT Process is THE

CUSTOMER

So next process owner should be satisfied as

much as customer who actually buys the product .




� Every operator is an Inspector..Should be trained to stop the line for getting Help

Andon


Andon

STAGE

1 2 3

Line Running OK




Andon

DEFECT at

STAGE 2


Andon

STAGE

1 2 3




Operator Pulls ANDON

chord


Andon

STAGE

1 2 3

Help should be

provided

like an EMERGENCY




Andon

DEFECT at STAGE 2…………

HELP IS Provided and problem is solved


Andon

STAGE

1 2 3

Line Running OK




� Each stage should have in-built

POKA-YOKE


Poka- yoke help employees to prevent themselves from

making mistakes




� Workplace should be visual

-ANDON Light should be visible


-ANDON Light should be visible

- Defect notification devices should be

visible and should be heard easily


Basic Leveling is the core of all Resource Planning


Basic Leveling

TAKT


Standardized Work


1. Initial Stability of Quantity

Prerequisites of Production Leveling & Balancing

Prerequisites :


Before After


2. Initial Stability of Quality


Prerequisites :


Before After


3. Balance the Lines for TAKT Time


Prerequisites :


Before After


4. Containerization


Prerequisites :

Should have 3 C Containers


Clean , Clear and Count Free


5. Buffer stock


Prerequisites :

Should have buffer stock at those places where

processing time is large .


processing time is large .

Should aim to achieve processing time equal to

one TAKT



We should consider following :

�Product Volume

� Product Mix

� Product Sequence


� Product Sequence

Legends : ED = Every Day , AD = Alternate day

E2D= Every 2 Days or E3D= Every 3 Days


We should plan effectively to optimize use all resources


1 2 3 4 5 6 Total PlanTotal Customer

RequirementExcess / Less

1 A 200 200 200 200 200 200 1200 1000 200

2 B 50 0 50 0 50 0 150 100 50

Date Demand Vs ActualS.N. Product


3 C 0 0 1000 0 0 0 1000 500 500

4 D 20 20 20 20 20 20 120 120 0

5 E 0 0 0 0 0 1000 1000 2000 -1000

6 F 2800 0 0 0 0 0 2800 3000 -200

3070 220 1270 220 270 1220 6270 6720 -450

90 10 50 30 30 40Week's

Plan

Customer

Requirement

Delivery

Failure

Day's Total

Line Capacity

Utilization %


We should believe in Technology , People and Processes


Technology should ….

Contribute to the value adding process

Reduce waste


Reduce waste

Contribute to a flexible system that can economically

adjust to ups and downs in Demand

Support to ease work of people

MAKE TECHNOLOGY FIT IN OUR WORKING


Production Leadership structure


Develop leaders who live your


Develop leaders who live your

system


Develop Thorough understanding


Importance…how important is the problem in the overall context of

Customer satisfaction


Urgency… what deadlines are dependent on the resolution of the

problem

Tendency.. Is the problem getting worse or staying the same


is not possible UNLESS ……



We have a culture that STOPS to Fix

problems


End of training


End of training

14 - production leveling & balancing rev 1 --advance cluster

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