javier garcia - verdugo sanchez - six sigma training - w4 lean intro
TRANSCRIPT
Page 1/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Lean Manufacturing Principles & Value Stream Mapping
Introduction
People
Customer
Just inTime
Quality
Stability
Foundations
Ergonomic
Week 4
Page 2/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Hand craft
Mass production
Lean Manufacturing
• Interchangeable parts (Withney)• Division of labor (Taylor)• Assembly lines (Ford)• Low variety (Ford)• Labor strife
• High variety• Small batch sizes• Focus on quality (ppm)• Employees engaged
1875 1900 1925 1950 1975 2000
• Made to customer requirements• Single piece manufacturing ... Each product unique• Variable quality• Low inventory• Expensive ... For rich made only
The History of Manufacturing
Page 3/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
• A way of work organization, developed in Japan, which integrates the knowledge and performance potential of the employees into the production process.
• The rigid work sharing will be converted into group work. The employees will get a stronger insight to the problems and the process flows. They will be motivated to work on problem solutions.
• Process optimization will be developed and realized by the employees within the groups.
Lean Manufacturing
Page 4/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
• The idea has been developed in Japan, the name is given in the US.
• Lean is the manufacturing system of the Japanese automotive industry. It needs less production factors than the traditional mass manufacturing.
• With other words, less than half of the development time and less than the half of inventories capacities are sufficient for the production. At the same time more product variety with higher quality levels can be offered.
The Idea Lean Manufacturing
Page 5/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
• The success of the Lean Manufacturing idea is founded on the involvement of the employees with teamwork.
• Employees of all areas of the company can be integrated in teams, e.g. design, research, engineering, accounting, sales etc.. Depending on the project, the scope can be planning process, accounting, manufacturing or sales process.
• Every employee takes over responsibility for his task. Employee motivation and identification increases while the defect rate is decreasing.
The Success Factors
Page 6/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Create valuableCreate valuableProducts & Products &
PerformancePerformancefor the Customerfor the Customer
Efficient Efficient Processes withoutProcesses without
Waiting TimeWaiting Time
Eliminate DefectsEliminate Defects& reduce Variability & reduce Variability
Optimized Products and Solutions
LEANING
Price On time SIGMA / DPMO
DESIGNING
CapableValue Lean
MASTERING
The Six Sigma Elements
Sal
es
Cu
sto
mer
Dev
elo
pm
ent
Lo
gis
tic
Pro
du
ctio
n
Qu
alit
y
Fin
ance
Su
pp
lier
Six Sigma and Lean Complement Each Other
Page 7/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Customer Oriented through Business Process Management Customer Oriented through Business Process Management
FinanceMfg LogisticsSalesMaterials
MgmtCustomerService
Strategy, Business Plan, ObjectivesStrategy, Business Plan, ObjectivesStrategy, Business Plan, Objectives
Cu
sto
mer
Val
ue
Mea
sure
s Ju
st i
n T
ime,
S
har
e o
f P
urc
has
e
Cu
sto
mer
Val
ue
Mea
sure
s C
ust
om
er V
alu
e M
easu
res
Just
in
Tim
e,
Just
in
Tim
e,
Sh
are
of
Pu
rch
ase
Sh
are
of
Pu
rch
ase
Su
pp
lier
Mea
sure
s D
efec
tive
, Del
iver
y,
To
tal C
ost
Su
pp
lier
Mea
sure
s S
up
plie
r M
easu
res
Def
ecti
ve, D
eliv
ery,
D
efec
tive
, Del
iver
y,
To
tal C
ost
To
tal C
ost
Application (Product) Development
Order to Delivery
Produce Products
Credit and Collections
Financial Performance Measures Net Income, Productivity, Cash Flow
Financial Performance Measures Financial Performance Measures Net Income, Productivity, Cash FlowNet Income, Productivity, Cash Flow
Financial Success
Cu
sto
mer
Sat
isfa
ctio
nC
ust
om
er S
atis
fact
ion
Cu
sto
mer
Sat
isfa
ctio
n
Financial Success and Customer Satisfaction are
crossing. Experience shows that there is friction in the
daily business
Business Processes vs. Organization
Page 8/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
A Successful Way with DMAIC
MeasureAnalysis
Measurable
Success
DefineImprove
Control
Metrics
FinancesCustomer
Vision
Strategy
Analysis
Action
Control
Employees
Processes
Success through an integrated Approach… Larry Bossidy
Page 9/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
The philosophy of lean manufacturing or of a production system is based on 5 Principles:
1) Define values in the eyes of the customer
2) Identify the value stream and eliminate waste
3) Make flow at the pull of the customer
4) Involve and empower the employees
5) Continuously improvement in pursuit of perfection
The Lean Principles
Page 10/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Define PhaseProject description and selection of the project leader
•Project selection in respect to product or service•Scorecard•Rating of customer needs•Value Chain Diagram; SIPOC •Portfolio analysis in respect to competences•Deficiency analysis to the competitors•Team building
Measure PhaseDetermination of the baseline
Value Stream Mapping (supported by other process maps) Cycle times / process timesInformation flowBaseline elements: cycle times, change over times, maintenance, equipment availability and reliability, number of product variants, theoretical work times, transport distances for products and personal material yield, first time yield (RTY), WIP, batch sizes, monuments, etc.
The Phases in a Lean Project
Page 11/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Analysis + Improve Phase
Value Stream Mapping (Analysis of the Baseline)
Value Stream Design (Definition of the desired process flow)Compilation of reasonable metricsDefinition of necessary stepsElimination of reworkOptimization of material flow
Pull vs. Push; KanBan; One Piece Flow; 5S; Poka Yoke, Autonomation, Production Smoothing, Waste reduction
Immediately implementation of improvements
Control Phase
Sustain improvementsRegular review of the metricsControl plan Visual controls
The Phases in a Lean Project
Page 12/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Lean Manufacturing Elements
Autonomation
Mistake Proofing
Six Sigma Visual ControlsStandard Work TPM
VOC, QFD, Takt
Material Systems
ProductionSmoothing
Flow / Pull
People
Customer
Just inTime
Quality
Stability
Foundations
Ergonomic
Page 13/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Elimination of Waste
7 types of waste (Taiichi Ohno)1. Due to overproduction
2. Due to waiting and idle
3. Due to transportation
4. Due to inefficient processes
5. Due to unnecessary inventory
6. Due to motion
7. Due to defects (rework)
Waste = Activities which are conducted in an organization but don’t add value to the final product (NVA = non value adding).
Waste = Activities which are conducted in an organization but don’t add value to the final product (NVA = non value adding).
Page 14/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
After every process step the product will be stored and not transferred to
the next step until a certain quantity have been manufactured.
After every process step the product will be stored and not transferred to
the next step until a certain quantity have been manufactured.
„Batch“ Production
Terms in the Lean Environment
Page 15/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„Single Piece Flow“
A product will be consistently transferred, piece by piece, from one process step to the next.
A product will be consistently transferred, piece by piece, from one process step to the next.
Terms in the Lean Environment
Page 16/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„Just in Time“
Means:
At the right time
the right quantity
the right product, material, information
at the right location
Terms in the Lean Environment
Page 17/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
• It is a method to control the material flow in the manufacturing area
• The needed stocks are close to the manufacturing
• The number of stocks will be continuously adjusted regarding the changing needs. Not too much, not too less.
„KanBan“KanBan means card signal
Terms in the Lean Environment
Page 18/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Available hours
Customer demand=Takt
„Takt Time“
Is the calculated time frame which is needed to process a product or a information in order to fulfill the customer
requirements
Calculation of Takt time:
Terms in the Lean Environment
Page 19/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„Cycle Time“Is the time which is need to perform a
work step / process
Load Chart
01234567
Arbeit
ssch
ritt 1
Arbeit
ssch
ritt 2
Arbeit
ssch
ritt 3
Arbeit
ssch
ritt 4
Arbeit
ssch
ritt 5
Arbeit
ssch
ritt 6
Arbeit
ssch
ritt 7
Arbeit
ssch
ritt 8
Arbeit
ssch
ritt 9
Arbeit
ssch
ritt 1
0
Cycle
Takt
Cycle Time & Takt Time
Terms in the Lean Environment
Page 20/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Customer
Customer
„Pull“ from the customer
„Push“ to the customer
„Push - Pull“
Lean Principle 3:Make flow at the pull of the customer
Lean Principle 3:Make flow at the pull of the customer
Terms in the Lean Environment
Page 21/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„Visual Controls“
Techniques for a simple control of the production processes and tools to identify fast
process deviation
* 5S ... cleaning and organization
* Andon ... signals
* KanBan ... signals
* floor markings
* Information & metric boards
* Work instructions
Terms in the Lean Environment
Page 22/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„5 S “ A systematic method in five steps to organize the work place
1S = “Seiri” = Sorting, put not needed material away
2S = “Seiton” = Storage: a defined place for everything
3S = “Seiso” = Shining: dispose dirt, waste, oil etc.
4S = “Seketsu”= Standardizing: Al rooms and places equal
5S = “Shitsuke” = Sustaining: Regular reviews, control plans
Terms in the Lean Environment
Page 23/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
•Work steps
•Safety
•Visual display
•Timing
•Takt time
•A tool for manufacturing of quality products
•Basis for continues process improvements
•Documentation of a standard for a work process
•Own responsibilities of work groups
„Standard Work“Standard Work means a standardized work
process which includes the following elements
Terms in the Lean Environment
Page 24/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Is a method for process optimization. A series of one after the other following activities for improvements in a predefined area. This kind of activities can be performed in a time limited workshop (e.g. 5 days) or over a longer time in several steps.
„Kaizen“
(KAI = change; ZEN = good)
Terms in the Lean Environment
Page 25/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„Poka Yoke“A method to design processes in that way, that
the occurrence of defects are not possible anymore.
This applies to production as well for administration.
• Equipment can be designed in a way that no defect parts will be accepted in the process
• Another example, form sheets for creditors and debtors have different colors
Already during the design phase it has to be evaluated what can go wrong and what kind of devices are necessary to avoid that!
Already during the design phase it has to be evaluated what can go wrong and what kind of devices are necessary to avoid that!
Terms in the Lean Environment
Page 26/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„Monument“
Under monument we understand large and not moveable equipments or work processes. The organizational and / or technical effort for a simplification or change would be not
acceptable.
Example:• Large cleaning systems• Storage equipment• Production equipment
In a lean environment monuments are undesired, but depending on the manufacturing process they can be economical reasonable.
In a lean environment monuments are undesired, but depending on the manufacturing process they can be economical reasonable.
Terms in the Lean Environment
Page 27/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
„Spaghetti Chart“
Spaghetti Charts displays the material and information flow between buildings and areas on the site. A more detailed
illustration of the process is the method Value Stream Mapping
Spaghetti Charts displays the material and information flow between buildings and areas on the site. A more detailed
illustration of the process is the method Value Stream Mapping
Bldg. A
Area C
Bldg. 2
Bldg. 1
Area B
in
out
Terms in the Lean Environment
Page 28/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Value Stream Mapping, What is it?
Value Stream Mapping is a method for process analysis and optimization in production and administration:
- Identification/Definition of a process and/or a product group
- Mapping of the current state process (as-is flow)
- Development of a future (desired) process flow
- Development and implementation of change actions
Value Stream Mapping gives you an overview of the entire values stream from the supplier to the customer in a simple and fast way. Mainly lead times and process interfaces will be drawn. In combination with the actual process cycle times the potential improvement opportunities are linked due to reduction of waiting times. Further potentials will be identified due to the observation of transport, storage, WIP, defect rates, etc..
Page 29/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Origin of the Method
Value Stream Mapping is a central part of the Toyota Production System (TPS).
Within the introduction of Lean Production (Lean Manufacturing) this is an important element for process understanding.
The process description is for the Six Sigma strategy an essential need to recognize the critical input factors. Value Stream Mapping can be also included in Six Sigma projects.
Mike Rother researched the value stream methodology and published it in his book „Learning to See“ (German version „Sehenlernen“).
Page 30/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
D
M
A
I
C
X bar + Stdev.„7 cycle Analysis“
Actual data!
Definition:•Process & Borders
•Product Groups
As-Is Processmapping
Metric definitionBaseline
•Value stream Responsible
•Employee Support +Training Lean/GB
As-Is ProcessValue added / non
value added
Desired Process -without
waste & over production
Communication &
Implementation
Presentation & Approval by the
Management
Comparison As-Is and New Process
Improvements statistically significant?
Continuous Process
Improvement
Additional projects Lean/6S
For example:•Lead times•Change over times•Machine available•Store quantities•Customer requirements:
•Order quantity•Lot sizes•Order cycles
•Cycle times•Waiting times•Capacities (Employees per step)•Transport (Distances + Times)•WIP•Quality
•Scrap•Packaging•Transport, etc.
Material +Information
The consistent Strategy
Page 31/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
The first Steps…
The complete value chain from the supplier through the customer will be analyzed. Depending on the company or for simplification certainprocess borders (start / end) can be defined.
A segment or a group of products which follow similar process steps will be analyzed. A product can be also a service!
The material and the information flow will be mapped .
Value stream mapping is a task across functional borders, therefore a responsible person is needed for this task. This person is responsible for the understanding and the subsequent implementation of the process changes. It is beneficial for this task, if the responsible person belongs to a higher management level.
Page 32/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Mapping the Current State Process (Baseline)
After the definition of the process, the border, a segment or product group, the achievable goals and a responsible person the currentprocess will be mapped and analyzed from “ramp to ramp”.
It is recommended, that the process will be followed “upstream” that means starting at shipping or store. All important information will be collected and documented.
The actual process metrics will be stored. Depending on the process steps itself or the type of data, it is may be necessary to measure some metrics several times „7 cycle analysis“. The advantage is, that we receive beside the average values also information about the variation. Helpful for the development of optimized solutions, especial at competing (oppositional) targets.
The first mapping of the value stream should be sketched by hand with paper and pencil.
Page 33/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Supplier AG Final assembly
18400 pieces./month-12000"L"-6400"R"
Container = 20 pieces
2 Shifts
Raw material5,2 days
4800 "L"2400 "R"
1000 "L"500 "R"
850 "L"460 "R"
700 "L"340 "R"
1200 "L"580 "R"
CT = 2 sec CT = 35 sec CT = 40 sec CT = 62 sec CT = 35 sec
CO = 1 h CO = 10 Min CO = 10 Min CO = Ø CO = ØMachine availability =
82 %Machine availability =
100 %Machine availability =
85 %Machine availability =
100 %Machine availability =
100 %
27.600 sec. available 27.600 sec. available 27.600 sec. available 27.600 sec. available 27.600 sec. available
1 Shift 2 Shifts 2 Shifts 2 Shifts 2 Shifts
5,2 days 7,83 days 1,63 days 1,42 days 1,13 days 1,93 days
2 sec 35 sec 40 sec 62 sec 35 sec
Efficiency = 0,0165%
Total CT= 174 sec.
Lead time = 19,14 days
Process 1
1
Process 2a
1
Process 2b
1
Process 3a
1
Process 3b
1
Shipping
Provision
dailydelivery plan
Production Planning
PPS
90/60/30 daysForecast
weekly planning
Orders daily
6 weeksForecast
One Fax perWeek
Tu. and Th.
1300 mRaw material
1 per day
Example: Current State Process (Baseline)
Page 34/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Raw material5,2 days
4800 "L"2400 "R"
CT = 2 sec
CO = 1 hMachine availability =
82 %
27.600 sec. available
1 Shift
5,2 days 7,83 days
2 sec
Process 1
1
Process 1
1
Process 2a
14800 pieces „L“2400 pieces „R“
Process Step 1This process is producing several parts for different products.•E.g. automatic press with automatic coating•Stock quantity today:
• 4800 finished parts „Left“• 2400 finished parts „Right“• 5,2 days raw material
•One worker•Cycle time: 2 seconds•Change over time: 1 hour•Machine availability: 82%
Pusch-System
Explanation of the Metrics
Page 35/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Calculation of the Lead Time
5,2 days lead time results from the information„ 5,2 days raw material“
2 seconds out of the cycle time for the process step
The cycle time of each process step should be in line with the takt time..
Estimation of the inventory lead time based on the takt time.
The Takt Time is the calculated time which is needed to process a product or a information to meet the customer demand.
Raw material5,2 days
4800 "L"2400 "R"
CT = 2 sec
CO = 1 hMachine availability =
82 %
27.600 sec. available
1 Shift
5,2 days 7,83 days
2 sec
Process 1
1
Page 36/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Available Working Time
Customer Demand=Takt Time
Working time:20 days per month2 shifts in all production areas8 hours per shift, if necessary overtimeTwo 10 minutes break per shiftDuring the breaks manually process are stopped
Customer demand:18.400 pieces per month12.000 pieces per month „Left“6.400 pieces pro month „Right“Customer works with 2 shiftsShipping container with 20 finished parts per containerThe customer orders are based on container quantity (several container per order) Delivery to customer on daily basis per truck
Takt time =(8 h) – (2 x 10 min) / shift
18.400 pieces / 20 days / month / 2shifts/ day / shift
460 min / shift460 pieces / shift
27.600 sec / shift460 pieces / shift
Takt time = 60 sec / piece
Takt time =
Takt time =
Calculation of the Takt Time
Page 37/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Estimation of the Inventory Lead Time
Takt time = 60 sec/piece -> 60 pieces per hour2 shifts/day with 40 minutes break -> 15,3 hours/day for production
Therefore: 920 pieces can be produced per day!
Inventory lead time =4.600 pieces + 2.400 pieces
920 pieces/day
The inventory lead time can be calculated based on the takt time. It is also possible to measure the actual inventory lead times during the Baseline which will be used for the calculation of the total lead time. (depends on the process, e.g. single piece manufacturing)
Inventory lead time = 7,83 days
Raw material5,2 days
4800 "L"2400 "R"
CT = 2 sec
CO = 1 hMachine availability =
82 %
27.600 sec. available
1 Shift
5,2 days 7,83 days
2 sec
Process 1
1
Page 38/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Efficiency = 0,0165%
Total CT= 174 sec.
Lead time = 19,14 days
Process stepInventory
(days)Cycle time(seconds)
Lead time(days)
1 5,2 5,22 2 0,0000363 7,83 7,834 35 0,0006345 1,63 1,636 40 0,0007247 1,42 1,428 62 0,0011239 1,13 1,1310 35 0,00063411 1,93 1,93
Sum: 19,140 174 19,143Lead time (LT): 19,1
Cycle time in days: 0,003151
Efficiency (Cycle time / LT) 0,0001646
Efficiency in % 0,0165%
Total cycle time
(process time) = 174 sec.
Lead time = 19,1 days
Efficiency = 0,0165
5,2 days 7,83 days 1,63 days 1,42 days 1,13 days 1,93 days
2 sec 35 sec 40 sec 62 sec 35 sec
Calculation of the Total Lead Time
Page 39/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Conclusion out of the Current State Analysis
The process works with a push principle. Parts are produced which the customer don’t need at this time
Between the process steps we generate a so called WIP (Work in Process) which needs to be stored!
For this “between” inventory we need space between the machines.
Each process step in the value stream can be considered as an island.
If a process step produces defective parts you may recognize them in the following process step.
The total cycle time (process time) is 174 seconds, the total lead time about 19 days.
The time between purchasing/payment of the raw material and the payment of the final product is depending on the lead time high.
Page 40/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Guidelines for the creation of a future process
1. Produce according the takt time
2. Establish, where ever possible, a continuous production flow, in the ideal situation a „Single Piece Flow“
3. Where there continuous flow is interrupted you can use a Supermarket-Pull System for production control.
4. The production control should be applied only at one process step in the value stream.
5. If you produce different products, try to distribute these products equally over the time (planed product mix). The balance will be controlled by the production control at the “pacesetter” process.
6. Define in your process small and even work portions. This “start pull” will be controlled by the production control in the “pacesetter”process.
7. Form the process in a way, that it is possible to produce “every part every day” (EPE), later every shift, etc..
Based on the 5 Lean principles the following guidelines will help to change the current process
Page 41/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Example: Possible Future Process
Supplier AG Final assembly
18400 pieces./month-12000"L"-6400"R"
Container = 20 pieces
2 Shifts
CT= 2 sec Takt 60 sec 2 days
CO < 10 Min. CT = 55 sec
CO = ØMachine availability =
100 %
2 Shifts
1,5 days 1,5 days 2 days
2 sec 165 sec Total Cycle Time = 167 sec
Lead Time = 5 days
Process 1
Process 2a - 3b
Shipping
Provision
Production Planning90/60/30 days
Forecast
weekly planning
Daily order
6 weeksForecas
Dailyorder
1 per day
Rawmaterial
R
O X O X
20
20
20
20
20
LL
Process 2 Change Over Amount of work =
165 sec
Process 2b Machine
availability
Raw material
Lot SizeBoxes
Ra
w m
ater
ialDaily
Page 42/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Overall, production and manufacturing processes in accordance to lean principles are an industrial
revolution, which are not limited to the automotive production or to Japan.
The consequences should be similar like the change in spring 1914. At that time in Detroit, Henry Ford
replaced the hand craft production by an assembly line. Within some months the time effort for the
assembly of major parts of a car were reduced from 750 to 90 minutes.
Summary
Page 43/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
ModellModell PP ModellModell FF
PI
StagingStaging
PI
StagingStaging
PI PI
StagingStaging
PI PIPI PI PI
Work in process
PI PI PI PI Bld. 0
3
DisassyDisassy
DisassyDisassy DisassyDisassy DisassyDisassy
DisassyDisassy
ReceivingReceiving
DisassyDisassy DisassyDisassy DisassyDisassy
DisassyDisassy DisassyDisassy DisassyDisassy
DisassyDisassy DisassyDisassy
DisassyDisassy
DisassyDisassy DisassyDisassy DisassyDisassy
ModellModell L 2L 2
ModellModell L 1L 1ModellModell SS DisassyDisassy
Back LogBld.
06
DisassyDisassy DisassyDisassy DisassyDisassy
DisassyDisassy DisassyDisassy DisassyDisassy
Cleaning
DisassyDisassy
Example: Push System
Page 44/4407 BB W4 Lean intro 06, D. Szemkus/H. Winkler
Receiving
Strip/Split
GB LC
Power Sect.
UnpackUnpack
Modell S
Strip/ Split
Receiving
Strip/Split
GB LC
Power Sect.
UnpackUnpack
Modell L 1
Strip/ Split
Receiving
Strip/Split
GB LC
Power Sect.
UnpackUnpack
Modell L 2
Strip/ Split
Receiving
Strip/Split
NC LC
Power Sect.
UnpackUnpack
Modell P
UnpackUnpack
Modell F
KA
NB
AN
CA
RD
KA
NB
AN
CA
RD
VIS
UA
L
CO
NT
RO
LA
ND
ON
LIG
TH
Pri
orit
itat
ion
by
AD
MIN
TE
AM
S & L
: Bld
06
P & F
: Bld
. 20A
S & L
: Bld
03
P & F
: Bld
. 20A
S & L
: Bld
06
P & F
: Bld
. 06
S & L
: Bld
03
P & F
: Bld
. 20A
S & L
: Bld
02
P & F
: Bld
. 20A
PIPI
StagingStaging
PIPI PIPI
stagingstaging StagingStagingStagingStaging
PIPI PIPI
StagingStaging
PIPI PIPIPIPI PIPI PIPI
Kanban Buffer
Work in process
Receiving
M2
M3 M4
M1StripSplit
Cleaning
PIPI PIPI
Example: Pull System