Lean_Basics_Part_II_Rev4.ppt
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This document provides guidance on implementing a level loading production system using concepts from Lean and Six Sigma. It outlines steps for understanding product variety and sales history, determining the appropriate build strategy, calculating takt time, and developing a level loaded production sequence that combines customer forecast and orders. The goal is to smooth production while meeting customer demand and eliminating waste.
![39
Rev 4
Feb 5th, 04
Manpower Calculation
Product Hourly
Requirement
Work Content
Time
TAKT Time
System 1 4 units 25 min 5 min
System 2 2 units 44 min 10 min
System 3 2 units 30 min 10 min
Total 8 units Weighted
WCTime =
31min
7.5 min
Line Staffing =
Weighted Average
Work Content Time
Takt Time
[ (4/8) *25] + [(2/8)*44] + [(2/8)*30]
7.5 min /pcs
= = 4.13
Kaizen
Example:
4](https://image.slidesharecdn.com/8l2flprt1oqdmem7dlya-lean-basics-part-ii-rev4-230301071841-8238ae7e/85/Lean_Basics_Part_II_Rev4-ppt-39-320.jpg)
![51
Rev 4
Feb 5th, 04
Manpower Calculation
Product Hourly
Requirement
Work Content
Time
TAKT Time
System 1 4 units 25 min 5 min
System 2 2 units 44 min 10 min
System 3 2 units 30 min 10 min
Total 8 units Weighted
WCTime =
31min
7.5 min
Line Staffing =
Weighted Average
Work Content Time
Takt Time
[ (4/8) *25] + [(2/8)*44] + [(2/8)*30]
7.5 min /pcs
= = 4.13
Kaizen
Example:
4](https://image.slidesharecdn.com/8l2flprt1oqdmem7dlya-lean-basics-part-ii-rev4-230301071841-8238ae7e/85/Lean_Basics_Part_II_Rev4-ppt-51-320.jpg)
Lean_Basics_Part_II_Rev4.ppt
- 1. Solectron Production System Six Sigma Lean Lean Basics Part II Functional Excellence Rev 4, February 5th 04
- 2. 2 Rev 4 Feb 5th, 04 Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading JIT Jidoka Heijunka SPS The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 3. 3 Rev 4 Feb 5th, 04 5. Prod Prep Process 4. JIT Pull Production Takt Time Single Piece Flow • Takt Time • Standard WIP • Op Sequence Standard work 8. Kan Ban 6. Flow 7. JIDOKA Stop at Abnormalities Human Intellegence into machines 1.5S Seiri Seiton Seiso Seiketsu Shitsuke 2. Material Presentation Supermarket Kitting 3. HEIJUNKA Level Loading Sequencing Time Sequential Application of Tools Degree of Change + Impact Value Stream is the Foundation
- 4. 4 Rev 4 Feb 5th, 04 Heijunka Level Loading Sequencing
- 5. 5 Rev 4 Feb 5th, 04 Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading JIT Jidoka Heijunka SPS The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste Leveling = Process of smoothing the overall schedule by more frequent mixing of High & Low volume Sequencing = The order in which the parts on a multi-product line or cell are processed.
- 6. 6 Rev 4 Feb 5th, 04 Customer Demand Leveled production • How Can a Shop Resource This ? • How Can the Supply Chain Cope ? • What if the Supply Chain is Global ? Heijunka is a Forcing Function Heijunka Heijunka
- 7. 7 Rev 4 Feb 5th, 04 Customer Demand More leveled production Heijunka PaceMaker Finish Goods Supermarket Day-to-Day Volume Fluctuation • Single Scheduling Point • Down Stream Processes Occur as a Flow Pacemaker Sets the Pace for Upstream Processes
- 8. 8 Rev 4 Feb 5th, 04 A B C D E F G H 2002 2003 ~ 80 % of Sales Products A – B – C will be sold frequently Products A – B – C can have finished goods stock • Make To Customer Forecast (MTF) • Build to Finished Goods Supermarket A – C Products Products D – H sold when ?? Products D – H must have raw material stocks • Make To Order (MTO) • Only built when order is received • An order for these products takes precedence over product build to Customer Forecast • ALL components need to be stocked in Raw Materials Supermarket D – H Products Supermarkets Shorten the Leadtime for MTO When to Build to Customer Forecast…
- 9. 9 Rev 4 Feb 5th, 04 Product 1Q %sales 2Q % sales 3Q %sales 4Q % sales 1 30 48% 38 48% 45 49% 57 48% 2 15 24% 18 23% 21 23% 27 23% 3 7 11% 9 11% 11 12% 14 12% 4 2 3% 3 4% 3 3% 4 3% 5 2 3% 3 4% 3 3% 4 3% 6 2 3% 3 4% 3 3% 4 3% 7 1.5 2% 2 3% 2 2% 3 3% 8 1.5 2% 2 3% 2 2% 3 3% 9 1 2% 1 1% 1 1% 2 1% 10 1 2% 1 1% 1 1% 2 1% Weekly Production Sequence…schedule set by Fri AM Mon Tue Wed Th Fri 1 1 1 1 1 3 6 7 2 9 2 1 2 1 2 1 2 1 1 3 10 1 3 8 1 If an order comes in for product 5…it takes precedent over MTF and, hence, is immediately placed Into the line ! Wed 1 7 2 1 3 5 OK to build to FG Build Sequence…. High Vol Products Low Vol Products MTF # of MTO Stays Proportional to Overall Volume MTO Maintaining High Variety Offering While Utilizing Capacity
- 10. 10 Rev 4 Feb 5th, 04 Guide To Level-Load
- 11. 11 Rev 4 Feb 5th, 04 Guide to Level Load Purpose: To provide guidelines for developing the method and tools for level-loading (or level-scheduling) the shop floor. Key Elements of Level-scheduling Production units are stratified according to planned sales volume The production sequence combines both orders (HMLV) and Customer Forecast (HVLM) Sequence is designed to achieve the combined TAKT time for all items Eliminating production rate variance is required to achieve TAKT time Build only high volume products (top 80%) to FG supermarket, if orders are not available Lower volume items are NOT sequenced without firm orders Hold components in Raw Materials supermarket only for low volume items. Fill orders first from FG, second WIP, & third sequence them (attach the order to the production plan)
- 12. 12 Rev 4 Feb 5th, 04 1. Select Product Line : Trimble (Emerald) Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Know Your Product & Customer Systems: RF Non-RF 5 Hardware Configurations 1049 Part Numbers 102 Suppliers 4000 units per year Know Your Product & Customer Operating Mechanism
- 13. 13 Rev 4 Feb 5th, 04 2. Identify Unique Systems or Configurations How many different Systems does the product have? What makes each System unique? Example: 5 unique hardware configurations • RF or No RF • Low or High Voltage • Low, Medium or High Frequency Analyze Historical Sales Data Understand what is made Determine Build Strategy Calculate Takt Time Level Load Sequence Understand what is made S/No Model Freq. Voltage System 1 No RF None Low Volts TRM40406-00 2 No RF None High Volts TRM40406-31 3 RF Low Low TRM40406-42 4 RF Medium Low TRM40406-44 5 RF High Low TRM40406-46 Heijunka Mix Operating Mechanism
- 14. 14 Rev 4 Feb 5th, 04 3. Create a Product Tree Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence What PCBAs are not common in all the systems? What PCBAs are common in all of the systems? Understand what is made Understand what is made A product tree is not simply a BOM. Its use is vital in order to understand how often a part goes into an assembly. SYSTEMS 39939-42-C 39939-44-C 39939-46-C 40488-00-B 40488-10-B 40490-20 40491-00-D TRM40406-00 0 0 0 1 0 1 1 TRM40406-31 0 0 0 0 1 1 1 TRM40406-42 1 0 0 1 0 1 1 TRM40406-44 0 1 0 1 0 1 1 TRM40406-46 0 0 1 1 0 1 1 Operating Mechanism
- 15. 15 Rev 4 Feb 5th, 04 PCBAs TRM 40490-20 TRM 40491-00-D TRM 39939-42-C TRM 39939-44-C TRM 39939-46-C TRM 40488-00-B TRM 40488-10-B 4. Understand What Components Go Into the PCBAs What Components (type and qty) comprise each PCBA? Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Understand what is made Understand what is made PART NO DESCRIPTION QTY 17479 DIO TVS 30V .6KW SMBJ30A 2DZ 1 41380 CBL 10 P KAPTON 1IN .05P RTAN 3 41563 CONN 7P RECP HCG 3 48793 CONN 14P 1FPCZIF VERT SMT 1MM 1 48682 CONN 4S FPC 1MM RTPC SMT 1 41092 CONN 20P 10X2 2MM SHRD SMD 1 23091 FLTR EMI SUPP 4700PF 50V SMD 2 18973 THYR SCR MCR703A 100V 2.6A 33Z 1 19009 RES CHP KOHM 1.0 1% .1W 0805 3 20931 RES PTC 30V 2.2A SMD 4 14772 RES CHP KOHM 2.2 5%1/8 0805 1 18259 RECT 200V 2A MURS320 25NS 2DZ 1 43148 LED SPACER, .120" HIGH 3 21662 LABEL BARCODE SERIAL PCB SMALL 1 Example Only Operating Mechanism
- 16. 16 Rev 4 Feb 5th, 04 5. Obtain Historical Sales Data Cannot predict the future . . . History is the best predictor of sales Understand what is made Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Analyze Historical Sales Data SYSTEM Quantity Ship Date TRM40406-00 80 2/13 TRM40406-00 36 2/14 TRM40406-00 53 2/18 TRM40406-31 10 2/21 TRM40406-00 21 2/27 TRM40406-00 41 2/28 TRM40406-00 10 3/12 TRM40406-00 10 3/15 TRM40406-42 6 3/15 TRM40406-44 8 3/15 TRM4040646 1 3/15 TRM40406-00 6 3/17 TRM40406-42 7 3/17 TRM40406-44 1 3/17 Operating Mechanism
- 17. 17 Rev 4 Feb 5th, 04 6. Find Out Quarterly Systems Shipments Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Understand what is made Analyze Historical Sales Data SYSTEMS Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 5 QTR TOTAL2003 TOTAL TRM40406-00 79 740 473 440 371 2103 2024 TRM40406-31 11 34 135 205 45 430 419 TRM40406-42 20 258 275 336 287 1176 1156 TRM40406-44 37 187 266 281 198 969 932 TRM40406-46 72 369 421 383 396 1641 1569 TOTAL 219 1588 1570 1645 1297 6319 6100 Operating Mechanism
- 18. 18 Rev 4 Feb 5th, 04 7. Find Out Quarterly PCBA Shipments Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Understand what is made Calculate totals of PCBAs for each quarter Analyze Historical Sales Data 39939-42-C 39939-44-C 39939-46-C 40488-00-B 40488-10-B 40490-20 40491-00-D Q4 02 20 37 72 208 11 219 219 Q1 03 258 187 369 1554 34 1588 1588 Q2 03 275 266 421 1435 135 1570 1570 Q3 03 336 281 383 1440 205 1244 1645 Q4 03 287 198 396 1252 45 1297 1297 5 QTR TOTAL 1176 969 1641 5889 430 5918 6319 2003 TOTAL 1156 932 1569 5681 419 5699 6100 Operating Mechanism
- 19. 19 Rev 4 Feb 5th, 04 Q2 03 % = Q2 03 Qty / 5QTR. Total 8. Calculate Percentages Of Systems shipped each quarter. Use data to calculate the percentages of systems sold each quarter Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Understand what is made Example: 22.5 % system TRM 40406-00 was sold in Q2 2003 . Analyze Historical Sales Data SYSTEMS Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 5 QTR TOTAL TRM40406-00 3.8 35.2 22.5 20.9 17.6 100.0 TRM40406-31 2.6 7.9 31.4 47.7 10.5 100.0 TRM40406-42 1.7 21.9 23.4 28.6 24.4 100.0 TRM40406-44 3.8 19.3 27.5 29.0 20.4 100.0 TRM40406-46 4.4 22.5 25.7 23.3 24.1 100.0 TOTAL 3.5 25.1 24.8 26.0 20.5 100.0 Operating Mechanism
- 20. 20 Rev 4 Feb 5th, 04 9. Select Percentages to Predict Future Sales How to choose: • Changes in the market place? • Product stability? • Stage in product life? Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Understand what is made Definite changes in market . . . Q4 2002 data no longer representative Analyze Historical Sales Data SYSTEMS Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 5 QTR TOTAL TRM40406-00 3.8 35.2 22.5 20.9 17.6 100.0 TRM40406-31 2.6 7.9 31.4 47.7 10.5 100.0 TRM40406-42 1.7 21.9 23.4 28.6 24.4 100.0 TRM40406-44 3.8 19.3 27.5 29.0 20.4 100.0 TRM40406-46 4.4 22.5 25.7 23.3 24.1 100.0 TOTAL 3.5 25.1 24.8 26.0 20.5 100.0 Operating Mechanism
- 21. 21 Rev 4 Feb 5th, 04 10. Get Customer Customer Forecast Analyze Historical Sales Data Determine Build Strategy Calculate Takt Time Level Load Sequence Understand what is made Determine Build Strategy. SYSTEMS 1/16 2004 1/23 2004 1/30 2004 2/06 2004 2/13 2004 2/20 2004 2/27 2004 3/05 2004 3/12 2004 3/19 2004 3/26 2004 4/02 2004 12 Week Total One week average TRM40406-00 0 25 51 0 46 0 31 31 34 34 34 33 319 26.6 TRM40406-31 0 0 0 0 8 0 8 7 9 8 8 8 56 4.7 TRM40406-42 0 0 0 13 38 0 19 19 41 40 3 3 176 14.7 TRM40406-44 24 0 4 10 27 0 13 13 30 29 3 3 156 13.0 TRM40406-46 0 17 36 0 33 0 34 23 23 23 23 23 235 19.6 TOTAL : 24 42 91 23 152 0 105 93 137 134 71 70 942 78.5 NEXT 12 WEEKS FORECAST Determine Build strategy Operating Mechanism
- 22. 22 Rev 4 Feb 5th, 04 11. Find out Build Strategy giving appropriate weight age to Past Shipments & Customer Customer Forecast Analyze Historical Sales Data Determine build Strategy Calculate Takt Time Level Load Sequence Understand what is made Determine Build strategy SYSTEMS 2003 TOTAL 2003 Weekly Shipment One week average Forecast Weekly Build Qty. TRM40406-00 2024 31.1 26.6 30.0 TRM40406-31 419 6.4 4.7 6.0 TRM40406-42 1156 17.8 14.7 17.0 TRM40406-44 932 14.3 13.0 14.0 TRM40406-46 1569 24.1 19.6 23.0 TOTAL : 6100 93.8 78.5 90.0 Weekly Build qty = 2003 Weekly Shipment x 0.75 + One Week Average Customer Customer Forecast x 0.25 Determine Build Strategy weight age can be 0.75,0.6 , 0.4 , 0.25 or as appropriate for past shipments and Customer Customer Forecast. Operating Mechanism
- 23. 23 Rev 4 Feb 5th, 04 12. Calculate Takt Time Calculate Takt Time Determine Build Strategy Level Load Sequence Analyze Historical Sales Data TAKT Time The Heartbeat of the Business Available time Customer Forecast TAKT TIME = TAKT TIME is just Math, but is Fundamental to Lean AVAILABLE TIME: Total amount of TIME allocated for production DEMAND: qty of scheduled parts for a given time frame • each shift has ~ 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc... EXAMPLE Available Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk = 3900 min/wk Your customer demand is 90 pcs per week 3900 min/wk 90 pcs/wk = 43 min/pc TAKT Time = Understand what is made Calculate Takt Time Operating Mechanism
- 24. 24 Rev 4 Feb 5th, 04 13. Calculate Daily/Weekly Build Quantity Calculate Takt Time Determine Build Strategy Level Load Sequence Analyze Historical Sales Data Understand what is made Level Load Quarterly demand or Customer Forecast Number of workings days in quarter Example: 1168 units/quarter 65 days/quarter = 18 units/day 90 units/week How Much? Daily Build Qty = = Operating Mechanism
- 25. 25 Rev 4 Feb 5th, 04 14. Calculate Daily/Weekly Mix Calculate Takt Time Determine Build Strategy Level Load Sequence Analyze Historical Sales Data Understand what is made Level Load What Kind? SYSTEMS DESCRIPTION DAILY WEEKLY TRM 40406-00 ASSY RCVR 5700 ERO 6 30 TRM 40406-46 ASSY RCVR 5700 460 5 23 TRM 40406-42 ASSY RCVR 5700 415 3 17 TRM 40406-44 ASSY RCVR 5700 440 3 14 TRM 40406-31 ASSY RCVR 5700 CORS 1 6 DAILY BUILD RATE = 18 WEEKLY BUILD RATE = 90 6 per day 33% of daily build Operating Mechanism
- 26. 26 Rev 4 Feb 5th, 04 15. Determine Daily Quantity to Build Calculate Takt Time Determine Build Strategy Level Load Sequence Analyze Historical Sales Data Understand what is made Level Load What Kind? SYSTEMS Monday Tuesday WednesdayThursday Friday Weekly Total TRM 40406-00 6 6 6 6 6 30 TRM 40406-31 2 1 1 1 1 6 TRM 40406-42 3 4 3 3 4 17 TRM 40406-44 3 3 3 3 2 14 TRM 40406-46 4 4 5 5 5 23 Units per Day 18 18 18 18 18 90 Operating Mechanism
- 27. 27 Rev 4 Feb 5th, 04 16. Sequence Daily Mix Calculate Takt Time Determine Build Strategy Level Load Sequence Analyze Historical Sales Data Understand what is made Sequence High mix, low volume . . . touch each customer everyday Sequencing Considerations • Optimize changeover times • Produce to Takt Time! SYSTEMS Monday Tuesday Wednesday Thursday Friday Weekly Total TRM 40406-00 6 6 6 6 6 30 TRM 40406-31 2 1 1 1 1 6 TRM 40406-42 3 4 3 3 4 17 TRM 40406-44 3 3 3 3 2 14 TRM 40406-46 4 4 5 5 5 23 Units per Day 18 18 18 18 18 90 QTY. SYSTEMS QTY. SYSTEMS QTY. SYSTEMS QTY. SYSTEMS QTY. SYSTEMS 1 3 TRM 40406-00 3 TRM 40406-00 3 TRM 40406-00 3 TRM 40406-00 3 TRM 40406-00 2 1 TRM 40406-31 1 TRM 40406-31 1 TRM 40406-31 1 TRM 40406-31 1 TRM 40406-31 3 2 TRM 40406-46 2 TRM 40406-46 2 TRM 40406-46 2 TRM 40406-46 2 TRM 40406-46 4 2 TRM 40406-44 2 TRM 40406-44 2 TRM 40406-44 2 TRM 40406-44 2 TRM 40406-44 5 1 TRM 40406-42 2 TRM 40406-42 2 TRM 40406-42 2 TRM 40406-42 2 TRM 40406-42 6 3 TRM 40406-00 3 TRM 40406-00 3 TRM 40406-00 3 TRM 40406-00 3 TRM 40406-00 7 1 TRM 40406-31 2 TRM 40406-46 3 TRM 40406-46 3 TRM 40406-46 3 TRM 40406-46 8 2 TRM 40406-46 1 TRM 40406-44 1 TRM 40406-44 1 TRM 40406-44 2 TRM 40406-42 9 1 TRM 40406-44 2 TRM 40406-42 1 TRM 40406-42 1 TRM 40406-42 10 2 TRM 40406-42 Sequence No Friday Monday Tuesday Wednesday Thursday Operating Mechanism
- 28. 28 Rev 4 Feb 5th, 04 17. Create System Weekly Build Production Schedule2 Calculate Takt Time Determine Build Strategy Level Load Sequence Analyze Historical Sales Data Understand what is made Sequence MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 6.30--7.00 7.00--7.30 7.30--8.00 8.00--8.30 8.30--9.00 9.00--9.30 9.30--10.00 10.00--10.30 10.30--11.00 11.00--11.30 Lunch 11.30--12.00 12.00--12.30 12.30--13.00 13.00--13.30 13.30--14.00 14.00-14.30 14.30--15.00 15.00--15.30 15.30--16.00 16.00--16.30 16.30--17.00 BREAK BREAK BREAK BREAK BREAK Break Break Break Break Break 40406-00 qty 3 40406-00 qty 3 40406-00 qty 3 40406-31 qty 1 40406-31 qty 1 40406-31 qty 1 40406-31 qty 1 40406-31 qty 1 40406-46 qty 2 40406-46 qty 2 40406-46 qty 2 40406-46 qty 2 40406-46 qty 2 40406-44 qty 2 40406-44 qty 2 40406-44 qty 2 40406-44 qty 2 40406-44 qty 2 40406-42 qty 1 40406-42 qty 2 40406-42 qty 2 40406-42 qty 2 40406-42 qty 2 Lunch Lunch Lunch Lunch 40406-00 qty 3 40406-00 qty 3 40406-00 qty 3 40406-00 qty 3 40406-00 qty 3 40406-00 qty 3 40406-00 qty 3 40406-31 qty 1 Operating Mechanism
- 29. 29 Rev 4 Feb 5th, 04 Calculate Takt Time Level Load Sequence Analyze Historical Sales Data Understand what is made AFTER SYSTEM BUILD STRATEGY DECIDE ON PCBA BUILD AS FOLLOWS The production plan is now your standard SYSTEMS One week of Build Qty. TRM40406-00 30 TRM40406-31 6 TRM40406-42 17 TRM40406-44 14 TRM40406-46 23 PCB A One Week Build Qty. Boards/ Panel HEIJUNKA Kit Size Kit Size Normalised Min Qty Max Qty. Cost Per Board $ Min Cost Max cost 39939-42-C 17 3 Once Every three weeks 51 51 10 61 $192 $1,958 $11,750 39939-44-C 14 3 Once Every three weeks 42 42 8 50 $191 $1,604 $9,626 39939-46-C 23 3 Once Every three weeks 69 69 14 83 $222 $3,064 $18,382 40488-00-B 84 2 Once Every one weeks 84 84 50 134 $317 $15,977 $42,605 40488-10-B 6 2 Once Every six weeks 36 36 4 40 $317 $1,141 $12,553 40490-20 90 4 Once Every Three weeks. 270 268 90 358 $32 $2,880 $11,456 40491-00-D 90 6 Once Every three weeks 270 270 54 324 $98 $5,292 $31,752 TOTAL 324 822 820 230 1050 $31,916 $138,124 1. Calculate weekly PCBA build qty. 2. Determine how often you will like to run a PCBA keeping Change over time and Capacity available into consideration. 3. How often you run a PCBA also determines kit size. 4. Find out minimum qty. keeping in consideration how fast you can build the PCBA and pull rate from system build. 5. Drop a new kit when PCBA qty. goes less than or equal to MIN Qty. 6. Keep in mind final idea is to build every PCBA every day as change over time reduces. Determine Build strategy 18. Determine PCBA Build Strategy. Operating Mechanism
- 30. 30 Rev 4 Feb 5th, 04 Calculate Takt Time Determine Build Strategy Level Load Sequence Analyze Historical Sales Data Understand what is made Operating Mechanisms 19. 100% Transparency Throughout Value Stream Daily Update to Customer/Suppliers Operating Mechanism SLR Customer Supply Chain • Daily Pulse @ end of EACH Day1 • Total # of Units in FG • Total # of Units in WIP (If any) • Total # of Units in RM • Total # of Units arriving into from Supply Chain on Daily Basis for Rest of Week • Total # of Units Shipped that Day • Weekly Production Schedule2 Update (as per page 28) 1 as per Template in page 31
- 31. 31 Rev 4 Feb 5th, 04 Operating Mechanisms 20. 100% Transparency Throughout Value Stream (Daily Pulse Template)
- 32. 32 Rev 4 Feb 5th, 04 Solectron Production System : Answer to ‘Load & Chase’ ‘1month’ Inventory Cap Replenishment Upon ‘Pull’
- 33. 33 Rev 4 Feb 5th, 04 WASTE FG; E&O SLR System Plant Material Information Flow Customer Suppliers PCBA Lines/Test SLR PCBA Neighbor Plant SLR PCBA Away Plant PCBA Lines/Test 3 Assembly/Test 4 5 WIP <1 Day Response Shipment Based on Customer Forecast 2 MRP (6 month) week-to-week changes Long Lead times - Changeover …Batch Producers.. - Lead Time Issues - Changeover - Material Supply >1 Day Response 1 Customer Forecast (6 month) week-to-week changes Reality of Life: Forecast by nature— which coupled with “Long” Supply Chain Lead Times… WASTE FG; E&O WASTE WIP WASTE RM; Expedite; Load & Chase Current State – Batch Production
- 34. 34 Rev 4 Feb 5th, 04 Forecast used to “capacitize” Solectron & supply chain Less waste and more value throughout production Requires close participation of customers and suppliers The future of our partnership with Customers 3 PCBA Lines/Test PCBA Lines/Test SLR PCBA Neighbor Plant SLR PCBA Away Plant WIP Supermarket (as required) Pull on SLR Based on Customer Order (not forecast) 2 4 RM Supermarket Customer Assembly/Test (1 day) SLR System Plant On Pull With ‘Slow’ Lead Times Suppliers Suppliers Customer’s Customer Customer Forecast (6 months, last 2 months=weekly/last 2 weeks=daily) 1 MRP (6 month) Vision 2004 : From Batch to Pull
- 35. 35 Rev 4 Feb 5th, 04 Vision 2004 : From Batch to Pull Guiding Principles : a) Solectron will communicate to Customers that we will hold maximum of ‘1 month’ of Inventory (of last quarter’s actual shipments)….in Finished Goods/WIP/Raw Material. b) Additional Material and Production will be directly tied to Customer PULL. c) The cap will be ‘1 month’ of last quarter’s actual shipments. d) VERY Important : 1. Raw Material (RM) : should be measured in # of Units (not in $$ alone) & a measure ‘% of Balanced Inventory’ ie. Run your BOM through RM Inventory to see how many units can you ‘physically’ make….that converted into a $ amount of inventory divided by total $ in RM is the % of Balanced Inventory. 2. Keep a constant tab on ‘incoming’ inventory in # of units 3. Do a cycle count ‘daily’ till you get 100% accuracy discipline Daily Discipline of 5S & Supermarket are ‘fundamental’ for success
- 36. 36 Rev 4 Feb 5th, 04 Takt Time Production Work Balancing Next Kaizen Focus
- 37. 37 Rev 4 Feb 5th, 04 Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading JIT Jidoka Heijunka SPS The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 38. 38 Rev 4 Feb 5th, 04 Takt Time…The Heartbeat of the Business Available time Customer Forecast TAKT TIME = TAKT TIME is just Math, but is Fundamental to Lean AVAILABLE TIME: Total amount of TIME allocated for production DEMAND: qty of scheduled parts for a given time frame • each shift has ~ 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc... EXAMPLE Available Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk = 3900 min/wk Your customer demand is 90 pcs per week 3900 min/wk 90 pcs/wk = 43 min/pc TAKT Time =
- 39. 39 Rev 4 Feb 5th, 04 Manpower Calculation Product Hourly Requirement Work Content Time TAKT Time System 1 4 units 25 min 5 min System 2 2 units 44 min 10 min System 3 2 units 30 min 10 min Total 8 units Weighted WCTime = 31min 7.5 min Line Staffing = Weighted Average Work Content Time Takt Time [ (4/8) *25] + [(2/8)*44] + [(2/8)*30] 7.5 min /pcs = = 4.13 Kaizen Example: 4
- 40. 40 Rev 4 Feb 5th, 04 Work Balance Time Person A B D C Time Person Takt/Time A B D 64” C Bottleneck Wasted Time / Waiting
- 41. 41 Rev 4 Feb 5th, 04 What We’re Striving For … Time Person A B D C Time Person Takt/Time A B D 64” C Bottleneck Reduce Wasted Time / Waiting Balanced Operations… Station by Station…Line by Line
- 42. 42 Rev 4 Feb 5th, 04 Guide To Sequencing
- 43. 43 Rev 4 Feb 5th, 04 Need to Determine . . . How Much 20 systems per day What Kind 15 of System G 5 of System R When 5 of G, 2 of R, 5 of G, 2 of R, 5 of G, 1 of R TAKT Level Load Mix Level Load Sequence If we were making Systems. . . Quarterly Weekly Weekly Frequency Takt Time = Available Time Demand/Customer Forecast Assumptions: 1) Machine Breakdown = 0 hour 2) Setup Change = 0 hour 3) Defect Rate = 0% Sequencing : Determine Qty to make & T/T Quick Example 5 – 2 – 5 – 2 – 5 – 1
- 44. 44 Rev 4 Feb 5th, 04 Setting the production sequence of multiple Types Product Monthly Requirement Daily Requirement TAKT Time System 1 720 units 24 units 5 min System 2 360 units 12 units 10 min System 3 360 units 12 units 10 min Total 1440 units 48 units 7.5 min This is data for 3 products, System 1, System 2, and System 3. The chart displays the monthly production level, the daily production level (monthly divided by 30), and the Takt time for each product type. THEY ARE ALL PRODUCED ON THE SAME LINE. How can these units be built in a level production mode using this example? System 1 System 2 System 3 Sequencing : Determine Qty to make & to T/T
- 45. 45 Rev 4 Feb 5th, 04 Since these three products are on the same line, you will need to follow the sequence pattern of 1-2-1-3 in your production mix. By doing it this way you are able to level- load your production both in terms of quantity and types. System 1 System 3 System 2 System 1 REPEAT Mixed Assembly Line Production Sequence by Type 0 2.5 5 7.5 10 12.5 15 Model 1 Model 2 Model 3 Takt Time 0 2.5 5 7.5 10 12.5 15 Model 1, 2 Model 1, 3 Takt Time Model 3 Model 2 Model 1 If produced in batches, only the System 1’s will be built within 7.5 minute Takt times If produced to a sequence, 2 units will be produced in 2 Takt times, or 15 minutes Let’s show how we validate this… 1-2-1-3
- 46. 46 Rev 4 Feb 5th, 04 Syste m Line Takt Takt/Cycle Graph Part - Quantity Part Router 1 3 2 7.5 7.5 7.5 See Std Work Combo Sheet for example. One sheet is created for each operator Sort By Volume 0 2000 4000 6000 8000 10000 1 2 3 3 1 2 3 4 1 3 5 7 1 9 4 6 2 3 4 5 2 4 6 8 2 8 3 3 2 8 9 4 3 4 5 6 3 5 7 9 3 8 5 5 4 5 6 7 5 6 7 8 6 7 8 9 8 2 4 8 9 9 9 1 Part Number Quantity 0 0.2 0.4 0.6 0.8 1 Percentage SCT=25 7 6 6 6 7 6 13 8 12 7.5 9 7.5 Step No. OperationName Time Manual Auto Travel ProductionReq'd Takt/Rate Time Manual Auto Travel Wait ~~~~~~~~ Organization Area Supervisor New / Rev Page of Date ProductionLine Part Number Part Name Operator Standard Work Combination Sheet Totals OperationTime Sec ( ) Min( ) Hr ( ) 1 1 2/6/02 AMX Shannon X-Ray Station 1 & 2 J. David 1 2 3 4 5 6 7 Check Motor Issue DHR Install Gen. Housing Install Clips Install Term. Strip Install/Wire Latch Jumper Wire to Filter 10 20 30 40 50 60 70 80 90 74 T/T 3 2 10 5 6 4 10 3 2 5 4 6 4 6 30 40 X Step No. OperationName Time Manual Auto Travel ProductionReq'd Takt/Rate Time Manual Auto Travel Wait ~~~~~~~~ Organization Area Supervisor New / Rev Page of Date ProductionLine Part Number Part Name Operator Standard Work Combination Sheet Totals OperationTime Sec ( ) Min( ) Hr ( ) 1 1 2/6/02 AMX Shannon X-Ray Station 1 & 2 J. David 1 2 3 4 5 6 7 Check Motor Issue DHR Install Gen. Housing Install Clips Install Term. Strip Install/Wire Latch Jumper Wire to Filter 10 20 30 40 50 60 70 80 90 74 T/T 3 2 10 5 6 4 10 3 2 5 4 6 4 6 30 40 X Step No. OperationName Time Manual Auto Travel ProductionReq'd Takt/Rate Time Manual Auto Travel Wait ~~~~~~~~ Organization Area Supervisor New / Rev Page of Date ProductionLine Part Number Part Name Operator Standard Work Combination Sheet Totals OperationTime Sec ( ) Min( ) Hr ( ) 1 1 2/6/02 AMX Shannon X-Ray Station 1 & 2 J. David 1 2 3 4 5 6 7 Check Motor Issue DHR Install Gen. Housing Install Clips Install Term. Strip Install/Wire Latch Jumper Wire to Filter 10 20 30 40 50 60 70 80 90 74 T/T 3 2 10 5 6 4 10 3 2 5 4 6 4 6 30 40 X SCT=40 SCT=30 S t e p 1 S t e p 2 S t e p 3 S t e p 4 S t e p 5 Model 1 X X X X Model 2 X X X Model 3 X X X
- 47. 47 Rev 4 Feb 5th, 04 Takt Build Time= # of Operations * Takt Actual Build Time =SCT 1 30 2 30 3 30 1 25 2 40 3 30 System TBT System ABT 1 -5 2 +10 3 0 System Objectives: Produce to Takt Time (understanding no 2 products will have the exact same ABT) • The sum of the DTot is zero • Every product is produced at least once • No product is produced twice in a row Create a product sequence where: Dtot = S(# of Units in sequence* D) Dtot = -5(# of 1’s)+10(# of 2’s)+0(# of 3’s) 0 = -5(2)+10(1)+0(1) According to the rules the sequence must run: System 1 – System 2 – System 1 – System 3
- 48. 48 Rev 4 Feb 5th, 04 Takt Time Production Work Balancing Next Kaizen Focus
- 49. 49 Rev 4 Feb 5th, 04 Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading JIT Jidoka Heijunka SPS The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 50. 50 Rev 4 Feb 5th, 04 Takt Time…The Heartbeat of the Business Available time Customer Forecast TAKT TIME = TAKT TIME is just Math, but is Fundamental to Lean AVAILABLE TIME: Total amount of TIME allocated for production DEMAND: qty of scheduled parts for a given time frame • each shift has ~ 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc... EXAMPLE Available Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk = 3900 min/wk Your customer demand is 90 pcs per week 3900 min/wk 90 pcs/wk = 43 min/pc TAKT Time =
- 51. 51 Rev 4 Feb 5th, 04 Manpower Calculation Product Hourly Requirement Work Content Time TAKT Time System 1 4 units 25 min 5 min System 2 2 units 44 min 10 min System 3 2 units 30 min 10 min Total 8 units Weighted WCTime = 31min 7.5 min Line Staffing = Weighted Average Work Content Time Takt Time [ (4/8) *25] + [(2/8)*44] + [(2/8)*30] 7.5 min /pcs = = 4.13 Kaizen Example: 4
- 52. 52 Rev 4 Feb 5th, 04 Work Balance Time Person A B D C Time Person Takt/Time A B D 64” C Bottleneck Wasted Time / Waiting
- 53. 53 Rev 4 Feb 5th, 04 What We’re Striving For … Time Person A B D C Time Person Takt/Time A B D 64” C Bottleneck Reduce Wasted Time / Waiting Balanced Operations… Station by Station…Line by Line
- 54. 54 Rev 4 Feb 5th, 04 Single Piece Flow Std Work 3P (Production Prep Process)
- 55. 55 Rev 4 Feb 5th, 04 Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading JIT Jidoka Heijunka SPS The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 56. 56 Rev 4 Feb 5th, 04 JIT Jidoka Heijunka SPS Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 57. 57 Rev 4 Feb 5th, 04 Do Not Make Defects Do Not Pass Along Defects Do Not Accept Defect Defects are the Worst Kind of Waste Single Piece Flow is intended to detect defects as they occur 3 Things to Remember … Single Piece Flow 7 Types of Waste • Defective Parts • Over Production • Inventory • Motion • Transportation • Waiting • Over Processing
- 58. 58 Rev 4 Feb 5th, 04 Building Quality into the Process The Next Process is the Customer … Never Send Defects ! Catches Defects too Late • How many more do you have? • Where are they in the process? • What is the root cause? Catches Defects Immediately • You only have one • You know where it occurred • Resolve the root cause immediately Batch Single Piece Flow From: The Solectron Production System
- 59. 59 Rev 4 Feb 5th, 04 Single Piece Flow Guidelines for Cell Layout Good Cell Layout Makes Work Redistribution Easy Place Workstations Close Together to Minimize Walking Distance Keep Inside Width of a Cell at 5 feet to Allow Flexibility in Work Redistribution Locate the Leadoff and Final Processes Near one Another Eliminate Spaces and Surface where WIP can Accumulate Use Dedicated Hand Tools and Gravity to Assist Operators Absolutely ensure Safety and Good Ergonomics 5S Materials Machines Cell Layout
- 60. 60 Rev 4 Feb 5th, 04 Materials Machines Cell Layout Single Piece Flow Guidelines for Machine Good Machine Design Enables Operator Focus on Manual Content Use small equipment dedicated to a single task Introduce Auto-Eject When Operators Must Use Both Hands Install One-Touch Automation Where Possible Incorporate Sensors to Signal Abnormal Conditions, so Operators Do not Need to Watch Machines During Cycle Avoid Batching At Pacemaker, Strive to Devise Machine Changeover Between Different Assemblies Take Less than 1 TAKT Cycle
- 61. 61 Rev 4 Feb 5th, 04 Single Piece Flow Guidelines for Materials Good Material Flow Improves Productivity Present Parts as Close as Possible to the Point of Use Present Parts so Operators can use Both Hand Simultaneously Do not Have Operators Get or Restock Their Own Parts Keep No More than 2 Hours of Material at the Point of Use Do not Put Additional Parts Storage in or Near the Process Utilize Kanban to Regulate Parts Replenishment Size Part Bin for the Convenience of the Operator, Not for the Convenience of the Material Handler or Supplying Process Materials Machines Cell Layout
- 62. 62 Rev 4 Feb 5th, 04 Single Piece Flow 18’ 14’ Assembly I Connector Preparation Assembly II angled to keep cell Inside Width about 5’ Parts & materials presented on Flow racks from outside cell Single piece of in-process stock left In machine as operator moves on No obstruction in walking path No space for WIP accumulation Assembly IV angled to bring cell start And end together I 30 pcs /Container Example Result : 5 Pieces in Process
- 63. 63 Rev 4 Feb 5th, 04 Standard Work
- 64. 64 Rev 4 Feb 5th, 04 JIT Jidoka Heijunka SPS Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 65. 65 Rev 4 Feb 5th, 04 What is Standard Work? Standard Work is a combination of actions performed by humans and machines carrying out value-added work in an efficient way in the right sequence & right time, enabled by material & information flow, using the right tools as required. It is the foundation for a lean enterprise. (1) TAKT Time (2) Work sequence (order of operations) (3) Standard work-in-process Standard Work Definition Three Elements of Standard Work
- 66. 66 Rev 4 Feb 5th, 04 Why Have Standard Work? (1) To make manufacturing rules explicit Establish the methods for manual tasks with respect to safety, quality, quantity and cost. (2) A tool for KAIZEN Establish baseline for future improvement Standard Work - Objective There Is No Improvement In The Absence Of Standards
- 67. 67 Rev 4 Feb 5th, 04 (1) Human motions must be central to the operation (2) The Operation must be repetitive (3) “Blue print” for how the shop should run Variation = Risk Of Poor Quality Elements of Standard Work
- 68. 68 Rev 4 Feb 5th, 04 TAKT Time The Heartbeat of the Business 1st Element of Standard Work Standard WIP Work Sequence TAKT Time 4 1 Available time Customer Forecast TAKT TIME = TAKT TIME is just Math, but is Fundamental to Lean AVAILABLE TIME: Total amount of TIME allocated for production DEMAND: qty of scheduled parts for a given time frame • each shift has ~ 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc... EXAMPLE Available Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk = 3900 min/wk Your customer demand is 90 pcs per week 3900 min/wk 90 pcs/wk = 43 min/pc TAKT Time =
- 69. 69 Rev 4 Feb 5th, 04 Work Sequence The order of operations in which a worker places parts on a machine or in an assembly. The Same Thing, The Same Way, Every Time 4 2 Standard WIP Work Sequence TAKT Time machine processing 2nd Element of Standard Work
- 70. 70 Rev 4 Feb 5th, 04 Standard Work-in-Process (SWIP) Refers to the minimum work-in-process needed to perform repetitive operations, parts mounted on machines parts on conveyors parts needing time to cool, etc. One Piece Is The Standard Goal TAKT Time Standard WIP Work Sequence 4 3 End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex 3rd Element of Standard Work
- 71. 71 Rev 4 Feb 5th, 04 Gaining Capacity a) Understand the current situation (Document Work Sequence…Order of Operations) b) Measure times for workers A, B, C and D c) Redistribute all waiting times (to D) Time Person T / T A B C D 60” (51”) (45”) (58”) (43”) Time Person T / T A B D 60” (60”) (60”) (60”) (12”) C To Improve, you need only 12” reduction (Eliminate the work of Worker D) Improvement Via Standard Work ” means seconds
- 72. 72 Rev 4 Feb 5th, 04 Carry out individual Kaizen and balance out the tasks on the basis of standard operations for workers A, B, C, and D. Any waste in walking from one work station to another? look at how parts are placed and the positions of operation tables Operational variability… look for any unreasonable postures and movements Hand movements … look at how parts are placed and the location of start buttons Improvements … determine whether the net time can be shortened; resolve the imbalances Kaizen T / T A B C D 60” (60”) (60”) (60”) (12”) By eliminating MUDA Improvement Via Standard Work Eliminating Waste
- 73. 73 Rev 4 Feb 5th, 04 Enhancing Production Capacity How to increase production capacity machine processing MANUAL AUTOMATED 2 min for completion 1 minute 1 minute Improvement Via Standard Work
- 74. 74 Rev 4 Feb 5th, 04 1 minute 1 min 30 sec for completion Beginning of automated cycle change 1 min 30 sec for completion 30 second Reduction Rearrange sequence of operation Enhancing Production Capacity Improvement Via Standard Work
- 75. 75 Rev 4 Feb 5th, 04 Standard work is the starting point for shop-floor KAIZEN; without standards there is no KAIZEN. Humans should always be working at TAKT. A standard work is not written in stone. It is continually revised based on KAIZEN and changes in production volume. Roadmap To Standard Work Review of Standard Work
- 76. 76 Rev 4 Feb 5th, 04 Tools for Standard Work Time Measurement Sheet Capacity Sheet Combination Table Standard Work Chart Work Instruction
- 77. 77 Rev 4 Feb 5th, 04 Time Measurement Sheet
- 78. 78 Rev 4 Feb 5th, 04 Capacity Sheet
- 79. 79 Rev 4 Feb 5th, 04 Step No. Operation Name Time Manual Auto Travel Production Req'd Takt/Rate Time Manual Auto Travel Wait ~~~~~~~~ Organization Area Supervisor New / Rev Page of Date Production Line Part Number Part Name Operator Standard Work Combination Sheet Totals Operation Time Sec ( ) Min ( ) Hr ( ) Enter the travel time Enter the unit of measured time Enter Any machine Automatic Run Time. This operation! Enter the Any Manual Time (Hands On) Enter the operation Name Screen Print One sheet per Operator!!! x 5 35 5 T/T 5 10 15 20 25 30 35 1 3.9 min 1 2 SMT 10 0 2 3 Reflow 10 8 4 wait 0 0 0 Op/Step numbers 4 25 73 10 Process Capacity Sheet Data 1/09/03 Sun RU18P03 PCBA Board A 1 1 1000 Standard Work Combination Table Harjinder Bajwa
- 80. 80 Rev 4 Feb 5th, 04 Organization Area Supervisor New / Rev Page of Date Production Line Part Number Part Name Operator Standard Work Sheet To: Turns DPU's Scope of Operations From: Quality Check Safety Precaution Standard Work-in-Process # Lots of Standard Work-in-Process Takt/Rate Time Total Manual & Travel Time Man/Travel Time Operator Inspection Wave Hand Load Connector Stage Test Mark Stage Touch Up PCBA Bldg 3 Harjinder Bajwa 1 All Parts Sun PCBA 1 1 Clean Raw material Configure 100/Day ICT 5DX Funt Test 2nd Qtr. ‘04 Pack Outside Cell 27 - avg lot = 6 Flex Finished Goods Standard Work Chart
- 81. 81 Rev 4 Feb 5th, 04 Work Instruction
- 82. 82 Rev 4 Feb 5th, 04 Work forms should be located in each work area 1 2 3 6 5 4 • Work Capacity • Combination Table • Work instructions • Standard Work Charts World-class work typically have a binder at each workstation with work forms and process instructions (e.g., part drawings, engineering instructions, descriptions of final use). Work capacity and combination table are visually posted because they are real problem-solving forms used on a continuous basis Work Instruction
- 83. 83 Rev 4 Feb 5th, 04 3P (Production Preparation Process) Managed Creativity
- 84. 84 Rev 4 Feb 5th, 04 Tools for 3P 7 Designs 7 Ways Pugh Matrix Golf Score Sheet
- 86. 1 2 3 4 5 6 7 Process Method Jig / Fixture Hand Tool No-Go Gage Poke - Yoke Machine 7 ways For Each Process Part Process Sketch Quality Requirements 7 Ways
- 87. Operation 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 Sum 1 Meet Takt Time 2 One Piece Flow 3 Min. Oper. Involement ( Load / Start ) 4 Hanedashi 5 Chaku - Chaku 6 Poke Yoke 7 Min. Capitol Required 8 100% Gaging 9 Value Adding Operation 10 Smed 11 No Tool Room Maintenance 12 Tooling Cost + 30% 13 3D ( Dangerous, Dirty, Difficult ) 14 As Simple As Possible 15 Readily Available Equipment 16 6 Sigma Process Capaility 17 Known Process To GE 18 Future Challenge 19 Maintenance Free Machines 20 Technology Familiar To GE 21 Jidoka 22 Min. Time To Develop OVERALL PROCESS RATING Rating: 5 - Excellant 4 - Above Average 3 - Average 2 - Below Average 1 - Poor 0 - N/A Process Evaluation Pugh Matrix
- 88. 88 Rev 4 Feb 5th, 04 SCORE DESCRIPTION OPERATION COUNTER HAND-AS- FIXTURE ADDER (+10) AWKWARD HEIGHT ADDER (+10) 1 Operation done in a downward motion. 3 Operation done in a sideways motion. 10 Operation done in a upward motion. 100 Operation done in non-visible location Place a 1 in the "Operation Counter" each time an operation is completed as described. The count of all 1's should equal the total number of operations. Also place 1's in the "Adder" columns as appropriate for a specific operation. These will adjust the total score. Example: if an operation is done in a sideways motion, put a 1 in the Operation Counter section for a 3 point score. If an operation is done in a sideways motion at an awkward height, put a 1 in the Operation Counter for a 3 point score, and a 1 in the Awkward Height Adder column. The total points for that 1 operation then is 13. Assembly Golf Score Golf Score Tool
- 89. 89 Rev 4 Feb 5th, 04 Pull Production
- 90. 90 Rev 4 Feb 5th, 04 JIT Jidoka Heijunka SPS Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 91. 91 Rev 4 Feb 5th, 04 • Withdraws needed parts from preceding process • Preceding process “owns” Supermarket • “Purchasing” intervals derived from TAKT time • “Purchased” quantities in standardized amounts Tenants of Pull Consume Before Bringing More Material In
- 92. 92 Rev 4 Feb 5th, 04 1 2 End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex 3 4 Cell or Chaku-Chaku line Parts 7 8 9 10 End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex Supplier Material Information Supermarket Empty container Full container Legend 1 Sequence / Timing Pull Methodology & Sequence Assembly Line 5 6
- 93. 93 Rev 4 Feb 5th, 04 JIT Jidoka Heijunka SPS Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 94. 94 Rev 4 Feb 5th, 04 Kanban System
- 95. 95 Rev 4 Feb 5th, 04 • Circulation of Information • Cards are Like $ Used to “Buy” Parts from the Supermarket • Tool Used in Pull Production Basics of The Kanban System Kanban is Not Material . . . It is Information
- 96. 96 Rev 4 Feb 5th, 04 There are 4 conditions that need to be met before you can introduce the Kanban effectively… 1. Stability of Preceding Process in Quality and Productivity 2. Leveled Production 3. Takt Production / Pull System 4. Team Member Education Prerequisites of The Kanban System Kanban Can Paralyze Without Satisfying These Conditions
- 97. 97 Rev 4 Feb 5th, 04 • Physical Goods Control: Movement of Kanban corresponds to physical goods • Instruction of Operation: What do you produce and how many? • Tool for Kaizen: Easier to see material deficiencies Roles of Kanban The Chain of Kanbans Spans From Customers to Suppliers
- 98. 98 Rev 4 Feb 5th, 04 Types of Kanban 6 Types of Kanban can be classified as follows: 1. Production Kanban Specifies the type and quantity in which the previous process has to produce the product. 2. Withdraw Kanban Specifies the address where the parts need to go. Each Type for Specific Points in the Process Kanban Production Kanban In-Process Kanban Signal Kanban Inter-Process Kanban Supplier Kanban Withdraw Kanban
- 99. 99 Rev 4 Feb 5th, 04 Example of In-Process Kanban Kanban Gives Instruction for the Process to Produce In-Process Kanban The card is pulled from the containers to start the reorder “only” when The first part in the container is used
- 100. 100 Rev 4 Feb 5th, 04 Example of Signal Kanban Overproduction is the Mother of all Waste Qty/ Pallet 54 Pallet Reorder QTY 6 Part Number 87EFGT3457AH Component Name Front Bracket L/H Line Number L16 Lot Size 540 Reorder QTY 270 The card is placed when parts are withdrawn at the re-order point Signal Kanban
- 101. 101 Rev 4 Feb 5th, 04 Example of Kanban Signal Kanban is Used when Changeover Time is Long In-Process Kanban Signal Kanban Reorder Point Stocking Height should not exceed the visual line for safety reason
- 102. 102 Rev 4 Feb 5th, 04 Rules of Kanban System Kanban is a Forcing Function to Reduce Overproduction Defective Parts Must not be Passed on The Consuming Process Comes to Withdraw Parts Produce to Replenish Only What is Withdrawn Parts Must not be Produced or Conveyed Without Kanban Kanban Must be Attached to the Parts or Container The Quantity of Parts in the Container Must Match Exactly the Number on the Kanban Withdrawal Kanban Production Kanban Kanban System
- 103. 103 Rev 4 Feb 5th, 04 Rules of Production Kanban Kanban is not Effective if the Rules are not Followed Quantity of Parts Produced Must Equal the Quantity of Parts Withdrawn Quantity Listed on Kanban Must Equal the Quantity Per Container Kanban Must be Attached and Visible on the Part Container Parts Must Remain in Stores at the Production Process Until Withdrawn by the Following Process Withdrawal Kanban Production Kanban Kanban System
- 104. 104 Rev 4 Feb 5th, 04 Rules of Withdrawal Kanban Discipline Required to Implement Kanban Systems Parts Must be Picked up from the Preceding Process Parts are not to be Withdrawn Without a Kanban Quantity of Parts Withdrawn Must Equal the Number of Parts Ordered by the Kanban The Withdrawal Kanban Must be Attached to the Parts Withdrawn so That it is Visible The Parts Withdrawn Must be Put in the Designated Area at the Following Process Withdrawal Kanban Production Kanban Kanban System
- 105. 105 Rev 4 Feb 5th, 04 Kanban Summary • High-Level Tool • Many Problems to Solve Before Implementing • Install After You’ve Perfected Pull • Kanban is Information not Material
- 106. 106 Rev 4 Feb 5th, 04 Dec.12.2003（PART-2） IBARAKI KANBAN System （Pull Production System） Rev.2 Ｄｅｃ.12.2003
- 107. 107 Rev 4 Feb 5th, 04 1. Outline of KANBAN System 2. High Mix Low Volume Production 3. Layout Image of Server Biz 4. KANBAN Stream 5. KANBAN Types 6. KANBAN Samples 7. Role of WATER SPIDER 8. Activities of WATER SPIDER --Please go and watch “Our (Ibaraki) Lean Lines”-- Contents
- 108. 108 Rev 4 Feb 5th, 04 (Supply Chain) Minimum Parts stock 1. Outline of ”KANBAN System " Benefits - High Customer Satisfaction High - Product Quality / Reliability -Minimum Inventory (PO/Delivery) Daily PO/Delivery Minimum customer stock Configuration Test Software Delivery Commitment End User PO(Configuration) S I Service Customer Monitor, UPS Peripherals PO to Shipment ：４～６ｄａｙs Parts (Production) Manufacturing ＢＴＯ／ＣＴＯ products Plug & Play Supplier Options Manuf acturi ng Completed System Delivery
- 109. 109 Rev 4 Feb 5th, 04 Logistic Network Small volume & Frequent Parts and Products Delivery Possibility to direct Delivery for End User Kanazawa Niigata Sapporo Kagoshima Yamaguchi Sendai Yamagata Koriyama Osaka Takamats u Nagano Nagoy a Shizuok a Kofu Akita Morioka Tokyo SLR-Ibaraki Daily network figure in Japan Fukuoka Kumamoto Hiroshima
- 110. 110 Rev 4 Feb 5th, 04 2. High Mix Low Volume Production SMT (2 line) Box Build POST SMT Supplier １time/day Frequency 24hrs 20mins 20mins 20mins 20mins 2hrs Board Assembly ４times/day Box W/H Board W/H FGS PO（Configuration） Customer Lot size less than 20pcs 80% 1Pc 1Unit Kind/day 60 130 200(Box) 1,000(Option) Q’ty/Mth 14,000 14,000 4,300(Box) 20,000(Option)
- 111. 111 Rev 4 Feb 5th, 04 Option ＨＤＤ Test Option ＨＤＤ/Board Unit Ass'y/Ｐａｃｋｉｎｇ（Ａ，Ｂ，Ｃ，Ｄ Ｌｉｎｅ） Ｕｎｉｔ Ｔest （Ａ，Ｂ，Ｃ，Ｄ Ｌｉｎｅ） Ｍａｔｅｒｉａｌ Store Raw material Material Product Flow Shipping Shipping Ｍａｔｅｒｉａｌ Store SMT B Line Ｍａｔｅｒｉａｌ Store Ｍａｔｅｒｉａｌ Store POST SMT PCBA Store Kanban for Procurement SMT Store Off- Line Prep. Receiving Dock BOX PCBA SMT Ｃ Line SMT D Line SMT Ａ Line 〒 〒 〒 〒 〒 3. Layout Image of Server Biz PCBAＴｅｓｔ 〒 KANBAN Post POST SMT AOI AOI
- 112. 112 Rev 4 Feb 5th, 04 Option ＨＤＤ Test Option ＨＤＤ/Board Unit Ass'y/Ｐａｃｋｉｎｇ（Ａ，Ｂ，Ｃ，Ｄ Ｌｉｎｅ） Ｕｎｉｔ Ｔest （Ａ，Ｂ，Ｃ，Ｄ Ｌｉｎｅ） Ｍａｔｅｒｉａｌ Store Shipping Shipping Ｍａｔｅｒｉａｌ Store SMT B Line Ｍａｔｅｒｉａｌ Store Ｍａｔｅｒｉａｌ Store PCBA Store Kanban for Procurement SMT Store Off- Line Prep. Receiving Dock BOX PCBA SMT Ｃ Line SMT D Line SMT Ａ Line 〒 〒 〒 〒 〒 ＰａｒｔｓＰｒｅｐ． ＰａｒｔｓＰｒｅｐ． 4. KANBAN Stream (A)KANBAN (D)KANBAN (B)KANBAN (C)KANBAN Raw material KANBAN+Material Only KANBAN 〒 KANBAN Post PCBAＴｅｓｔ AOI POST SMT AOI POST SMT
- 113. 113 Rev 4 Feb 5th, 04 （ＭＩＮ） 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Process Description PCBA-Store Collecting Kanban ＳＭＴ-Store Shipping Collecting Kanban SMT－Visual Inspection Supply/Delivery ＳＭＴ-Inspection Delivery Masking Supply Hand loading Supply ＳＭＴ-Store OUT W/H ＳＭＴ SMT Input Box for collecting kanban Wave Solder Delivery Selective Solder Supply/Delivery Manual Solder2/QA Supply Manual Solder1 Supply/Delivery Modeification Supply/Delivery Press Fit Supply/Delivery Manual Solder2/QA Supply/Delivery ICT Supply/Delivery PCBA-Store IN W/H Start End Start One Water Spider activity Activities of WATER SPIDER(B)KANBAN
- 114. 114 Rev 4 Feb 5th, 04 Pull KANBAN Pull KANBAN for Inter-process Delivery KANBAN (Supplier KANBAN) Definition : Instruction KANBAN – Instruct the production Pull KANBAN – Instruct to pull from pre-process only the post-process used quantities. Instruction KANBAN Intra-process KANBAN 5. KANBAN Types Example (Ibaraki) A,B,C A,B D
- 115. 115 Rev 4 Feb 5th, 04 6. KANBAN Samples (A) --Instruction/Pull KANBAN(Box Build)--
- 116. 116 Rev 4 Feb 5th, 04 6. KANBAN Samples (B)-- Instruction/Pull KANBAN(Post SMT) --
- 117. 117 Rev 4 Feb 5th, 04 6. KANBAN Samples (C)-- Instruction KANBAN(SMT) --
- 118. 118 Rev 4 Feb 5th, 04 6. KANBAN Samples (D)-- Delivery KANBAN (Supplier) --
- 119. 119 Rev 4 Feb 5th, 04 1) Production Instruction －Instruct production to each process. 2) Delivery －Supply parts to each process －Supply WIP to next process 7. Role of WATER SPIDER
- 120. 120 Rev 4 Feb 5th, 04 8. Activities of WATER SPIDER -- Please go and watch “Our (Ibaraki) Lean Lines” --