cticreating a st bl p d ti plstable production plan · 2017-07-24 · glenday sieve a tool to...

People Development focused

Free Webinar 46

Presentation by:

Ross KennedyPresident CTPM

9 May 2017

Free Webinar 46President CTPM

C ti St bl P d ti PlCreating a Stable Production Plan for 2 days a week to support TPM & Lean

Outline of Presentation1. Why a Stable Production Plan is so important for TPM & Lean2. The need to divide to conquer – the role of the Glenday Sieve2. The need to divide to conquer the role of the Glenday Sieve

and Dominant or Green products3. The new thinking required: Batch versus Flow Logic

Copyright 2017 CTPM – For further information please refer to: www.ctpm.org.au

g q g4. Using a simple pathway to get buy in

Different Types of Production Planning

Make to Order – non standard products

Make to Order using Standard Items which are made to stock

Make to Order standard products with some stockMake to Order – standard products with some stock

Make to Stock – Customer Orders drawn from stock

Combination of the above

O S t A hOne System ApproachIdentify the most complex situation, then create a Production Planning system to handle the most complex then have allPlanning system to handle the most complex, then have all other products use the one system


The 3 Critical Parts of a Continuous Improvement Strategy1. Why a Stable Production Plan is so important for TPM & Lean

p gy

World Class 3 P ti I t ( t d )

Improvement VisionOperational Excellence3. Pro-active Improvement (steady)

How do we increase capability by reducingor eliminating losses and wastes through technology,

pWorld Class / True North / Perfection

ance

projects & events and on-going improvement

rfor

ma

Budget / Expectation?

Pe Incident reported at Daily Review Meeting

1. Reactive Improvement (rapid)How quickly can we get back to Budget / Expectation and stop it happening again

TimeExpectation and stop it happening again

0%2 Stable Production Plan through Flow Logic (urgent)


2. Stable Production Plan through Flow Logic (urgent)

Effective Prioritising of the 3 Critical Parts of a Continuous Improvement StrategyContinuous Improvement Strategy

World Class

World Class

3 P ti I t

e

3. Pro-active Improvement

rman

ce

?

Perf

or ?

1. Reactive Improvement

2 Stable Production Plan through Flow LogicYears

0%2. Stable Production Plan through Flow Logic


1 2 43 50

Poor Prioritising of the 3 Critical Parts of a Continuous Improvement Strategy

World Class

World Class

3 Pro acti e Impro ement

Continuous Improvement Strategy

e

3. Pro-active Improvement

rman

ce

?

Perf

or ?

1 Reactive Improvement1. Reactive Improvement

2 Stable Production Plan through Flow LogicYears

0%2. Stable Production Plan through Flow Logic


1 2 43 50

1. Why a Stable Production Plan is so important for TPM & Lean

TPM is about applying Prevention at Source to your equipment through regular Clean for Inspection by your Operators with the assistance of their dedicated Maintenance supportassistance of their dedicated Maintenance support

Any changes to the Production Plan and hence timing of the regular Clean for Inspections can impact on Maintenance’s ability to support

If demand on Production is variable – lot of changes, your key people tend to fire-fight to handle the changes leaving thempeople tend to fire fight to handle the changes leaving them little time for regular improvement activities to support TPM & Lean. This can impact not only the factory, but also the entire supply chain


What are the Production Planning & Scheduling issues which may impede improvement activities at your site?

1. Daily or weekly production plans changed after y y p p gbeing issued

2 Meeting times changed or deferred at the last2. Meeting times changed or deferred at the last minute

f3. Planned Maintenance activities deferred during the week or at the last minute


A k th A diAsk the Audience


Batch Logic ModelgToyota found to stabilise Production Batch Logic requires:

On-Off Input – ProductionBatch Logic requires:

• Perfect Information / Forecasting

Warehouse • Perfect Plant Performance• Perfect Supplier Performance

Target Stock LevelIf not:• Demand on Production is• Demand on Production is

variable – lot of changes• Batch sizes vary

Output - Sales

Batch sizes vary• Everyone fire-fights to handle

the changes


Impact of Production Planning & Scheduling based on Batch Logic

Different

on Batch Logic

DifferentPlans

Things go WrongFinished Goods

VICIOUS

Things go WrongShortages

CIRCLE UnplannedChanges Loss of

Capacity Would ‘fire fighting’ to address shortages or changes to production

More WasteMore

Changeovers

shortages or changes to production schedules be an appropriate term to describe the way things are sometimes done?sometimes done?


Source: Breaking Through to Flow - banish fire fighting and increase customer serviceby Ian Glenday December 2005

Clean for InspectionCTPM Forum 2007

Devonport PlantTasmania, Australia

Manufacturer of Frozen Mixed Vegetables

Commenced: January 2005Level 1 Achieved: August 2006Level 2 Achieved: August 2007

Closed the gap to OEE Excellence by 54%Closed the gap to OEE Excellence by 54%Closed the gap (50% Reduction) on Cost / kg by 58%


Generated over $5m in Savings

2. The need to divide to conquer – the role of the Glenday Sieve and Dominant or Green Products

Divide and CConquer


Glenday SieveA tool to assist in the transition from Batch to Flow

Cumulative % of Sales

Cumulative % of Product Range Colour Code

50% 6% Green

% % ll95% 50% Yellow

99% 70% Blue99% 70% Blue% of Sales % of Product Range Colour Code

L t 1% 30% R dLast 1% 30% Red


Source: Breaking Through to Flow - banish fire fighting and increase customer serviceby Ian Glenday December 2005

Divide and Conquer

Initially only focus on the Green StreamInitially only focus on the Green Stream

Cumulative CumulativeCumulative % of Sales

Cumulative % of Product Range Colour Code

50% 6% Green


3. The new thinking required: Batch versus Flow Logic

Flow Logic ModelEliminate Variation in Production

Batch Logic ModelAccept Variation in Production

Stable Input – Production

Control Variation in Warehouse

On-Off Input – Production

Minimise Variation in Warehouse

Upper LimitWarehouse

Variation inTarget Stock Level

L Li it

Warehouse

O t t S l

Lower Limit

O S l


Output - SalesOutput - Sales

Stabilising your Supply Chain through Flow Logic

Stage 1 of the 5 Stages to Flow (internal focus)

Move Variation from Production to Warehouse for initially 6% of the SKUs that make up 50% of your total volume by6% of the SKUs that make up 50% of your total volume by establishing an 8 week Fixed Sequence and Fixed Volume schedule for the first 2 days of each week for yourschedule for the first 2 days of each week for your Dominant or Green Stream Products

Dominant or Green Stream Products:Typically about 6% of your top volume SKUs make up about 50% of your total Volume, these are known as your Dominant or Green Stream Products which typically have the least % sales variation


variation

4. Using a simple pathway to get buy in

SupplierOptions

andMaintenance

TimeIT

Implications

Set-upandCIP

Id if

Reliability

V l G

pTime

IdentifyGreenStream

VariabilityAnalysis

ValueStream

Map

GreenStreamRules

SequenceAnalysisStream

CustomerDemand

Map

Improvement

Rules

BufferFixedTimeDemand

orUsage

ImprovementTime

BufferTank

Monitoring

Timeor

Quantity

Identify Potential Blockages, Problems, Losses or Wastes


How can we help ?

Ian Glenday ArticlesIan Glenday Articles

5 or more = $40 each + PostageLess than 5 $80 each + Postage


Less than 5 = $80 each + PostageEmail CTPM for a copy

How can we help ?

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Q ti TiQuestion TimePresentation by:Ross Kennedy

Email: ross kennedy@ctpm org au

President CTPM

Email: [email protected]: 02 4226 6184Web: www ctpm org au


Web: www.ctpm.org.au

cticreating a st bl p d ti plstable production plan · 2017-07-24 · glenday sieve a tool to...

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