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Implementing Job Shop Lean
CreateASoft, Inc.
The Process Improvement Company
Announcement
  • Joint Development
    The Ohio State University and CreateASoft, Inc.

       PFAST <<< >>> Simcad Pro Integration
    Jobshop Lean conference
    – Nov 15-17
  • Goal: Create a complete solution for product families, shop layout, shop analysis and dynamic value stream/value network mapping.
   
What is Lean?
  • Lean manufacturing concepts.
    -- Eliminate waste time.
    -- Increase throughput.
    -- Reduce overall cost.
    -- Increase efficiency.
    -- Improve Quality.
  • Heavily used in manufacturing.
  • Finding its way to the service sector slowly.
Types of operations
  • Low Mix/High Volume
    -- High speed assembly lines, low product variation.
  • Low Mix/Low Volume
  • High Mix/Low Volume
    -- Custom Job Shop – one of a kind production or small production runs.
  • High Mix/High Volume
   
Properties of a Job Shop
  • High Mix – Custom orders
    -- One of a kind.
    -- Customized specifications.
  • Skilled resources
  • Relatively Low Volume.
  • Variable Demand.
  • High machine utilizations.
  • A constant struggle to meet delivery schedules.
Toyota lean - The solution?
  • Designed to work for a high volume/low mix.
  • Focuses on reducing WIP
    -- Increasing efficiency
    -- Constant Lead Time
  • Utilizes Kanban, load leveling, Single piece flow, and more…
   
Identifying Waste
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Toyota Lean
  • How does it apply to the Job Shop?
    -- The model is designed for a low mix, a job shop is a high mix model.
    -- “Find the High Runner(s) and build the value stream based …”
    -- “Averages are used to populate the value stream…”
   
The Value Stream Map
  • Documents the flow
  • Displays flow characteristics
    -- Process constraints and performance.
    -- Timeline – Helps identify total waste time.
  • Help in identifying the critical path.
  • Good documentation tool.
  • Improves Communication
  • Helps in identifying areas for improvement.
The Value Stream Map
  • Defining the value stream for a high volume low mix
    -- Repetitive tasks, repeatable cycle times
    -- Predictable change-overs
  • Contains “static data”
    -- How does the value stream change when the process flow or product mix changes.
    -- Impact on the rest of the value stream (Up stream and down stream)
   
How to benefit from Toyota Lean
  • Use the right methods…
    -- As in every task, the wrong methodology will
      - cost time, money, and resources.
      - Takes too long to implement
      - Weakens the drive towards a successful lean transition.
  • Use the features that fit your operation.
    -- The solution will vary based on the business model.
Job Shop lean
  • A Hybrid model containing
    -- Concepts from Toyota Lean
    -- Implementation that applies to the Job Shop
  • Every Job Shop may use a different implementation to reduce Waste.
  • Use of an Enabling dynamic toolset.
   
Step 1 - Product Families
  • Run an analysis of all products produced
    -- Determine the top 80% of products that are core business.
    -- Identify a segment of the remaining 20% to keep, the rest is outsourced.
  • Analyze cost/profit impact on the operation.
  • Are there additional items that should be outsourced ?
Step 2 - Routing Analysis
  • Perform a routing analysis for the products to produce.
    -- Used to determine material handling constraints and movement.
    -- Determine proper machine locations.
  • A routing analysis tool can be used to visually determine the flow.
   
Step 3 - Establish base line
  • Value stream values are computed based on
    -- New Constraints
    -- New Routing information
    -- New Mix definition
  • Each computed value stream represents a new model state.
  • Drastically Reduced the time required to create each value stream.
   
The Dynamic Value Stream
  • Value stream values are computed based on
    -- New Constraints
    -- New Routing information
    -- New Mix definition
  • Each computed value stream represents a new model state.
  • Drastically Reduced the time required to create each value stream.
Example of DVSM
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Step 4 - Expand the DVNM
  • In High Mix operation, generating a value network can be a tedious task if done manually.
    -- Dynamic VNM tool, generates all value streams automatically.
    -- Each process displays its own set of product related values.
Benefits of The Value Network Map
  • Each value stream represents a single product flow,
    -- How do multiple value stream interact ?
  • Importance of the value network
    -- Identify product relationships.
    -- Identify and prioritize Kaizen events.
    -- Analyze the effect of change.
   
   
Step 5 - New Layout
  • Use the VNM to determine areas of improvement
    -- Product family based improvement, not machine base.
    -- Adding new equipment where bottleneck is perceived is not always the correct solution.
  • Experiment with different layout that provide better routings.
   
Step 6 - Continued
  • Experiment with
    -- Separating product families into different flows, while sharing monuments.
    -- If needed, create an independent flow for “odd products”
    -- Concentrate on duplicating the smaller equipment that are cost effective.
Routings Analysis/Product Families
  • Routing Analysis provides a view into product flow in the operation.
    -- Proximity of the workstations.
  • Is there a better way to flow the products?
    -- Separate lines for more recurring items.
    -- Separate lines for similar flows.
    -- Outsourcing some products?
        - Can a Job Shop produce all combinations while staying profitable
   
Analysis
  • For each feasible scenario
    -- Compare to the benchmark, using the same data set.
    -- Gauge the level of improvement, and compute ROI
    -- Define a transition path to the new solution
  • A well planned transition path is key to a successful implementation.
  • Start with small changes that have high return.
Automation
  • The analysis process can be greatly simplified with the right toolset.
  • Using “Paper and Pencil” method is not feasible in a High Mix model.
  • Concentrate on connectivity.
  • Lean is continuous improvement, not a one time project.
   
Live tracking
  • Reduce data entry errors by
    -- Employing automated tracking tools.
        - Use RFID that require minimum overhead.
    -- Tying in tracking, forecasting, and simulation
         - Dynamic Scheduling
         - Predicting potential bottlenecks, delays, problems before they occur.
  • Track
    -- Products /Resources /Equipment /material handling relationships.
    -- A high utilization indicate a limitation.
   
Implementing change
  • Be Proactive and accept change
    -- Lean is a cyclic process to drive efficiency high.
    -- Continuously reevaluate in order to maintain competitive edge.
  • Involve the work force.
  • Use dynamic tools to enable the change.
Implementing ofJob Shop Lean
  • Example
  • Q&A

Contact Information
HADRA@CREATEASOFT.COM
Phone: (630) 428-2850 x205
WWW.CREATEASOFT.COM
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