精益生产之仓库模拟游戏课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Title of Presentation,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Title of Presentation,*,精益生产之仓库模拟游戏,精益生产之仓库模拟游戏,1,精益生产之仓库模拟游戏课件,2,精益生产之仓库模拟游戏课件,3,Agenda,Case introduction,Practice round,Round 1 “Waste”,Round 2 “Flow”,Round 3 “Takt”,Summary,8/26/2024,4,AgendaCase introduction 9/3/20,4,Run,(do),Redesign &,Prepare,(plan),Analyze,(check),LEAN,theory & examples,(act),Structure of simulation rounds,“Set up new round”,“Design improved warehouse system”,“Simulate operation”,“Measure performance and identify issues”,8/26/2024,5,RunRedesign & AnalyzeLEANStruc,5,Agenda,Case introduction,Practice round,Round 1 “Waste”,Round 2 “Flow”,Round 3 “Takt”,Summary,8/26/2024,6,AgendaCase introduction 9/3/20,6,Context,8/26/2024,7,You are 6, 12, 18, or 24 employees in a warehouse that produces kits for the consumer industry,The packing for these products requires special treatment, but has a similar setup,The company is currently unable to deliver the quality, cost, and delivery promises made to its customers,Context9/3/20237You are 6, 12,7,Operation,Each order is made from sheet of A4, 1 photo film tube and 2 to 12 paperclips,Each operator has a workstation with 1 work instruction,8/26/2024,8,1,Receive and check packing,2,Cut packing into quarter sheets,3,Prepare box, add pick list,4,Pick pack items required for order,QC,Ship,&,5,Check quality, seal order,6,Material handler,OperationEach order is made fr,8,Units,Goal,Number of good orders delivered,Percent wrong picked/packed items from total number of items,Good orders delivered/number of employees,Number of 1/4 paper sheets in production area,Average throughput time (minutes),Indexed against round 1 (=100%),Tracking key performance indicators,KPI,Description,Cost or Revenue,Comment,1.,Quantity,# of correct orders delivered,Revenue,100,2.,Late penalty,# of orders late,Cost,- 50,3.,Quality penalty,# of incorrect orders delivered,Cost,- 50,4.,WIP,Number of 1/4 paper sheets in production area,Cost,- 10,5.,Space,# tables used,Cost,- 100,6.,Personnel,# employees,Cost,- 200,7.,Overhead,Cost,- 300,Fixed,8.,Productivity,# orders delivered / # employees,9.,Lead Time,Time it takes to finish first order,8/26/2024,9,UnitsGoalNumber of good orders,9,Agenda,Case introduction,Practice round,Round 1 “Waste”,Round 2 “Flow”,Round 3 “Takt”,Summary,8/26/2024,10,AgendaCase introduction 9/3/20,10,Agenda,Case introduction,Practice round,Round 1 “Waste”,Round 2 “Flow”,Round 3 “Takt”,Summary,8/26/2024,11,AgendaCase introduction 9/3/20,11,Round 1: Traditional manufacturing,Every process has a batch size of 4,Every batch must be prepared together and the material handler must be,requested,to deliver the complete batch to the next process (material handler can only take one batch at a time),Every operator should work as fast as possible,1. Receipt,5. Inspect/ship,4. Pick packing,3. Preparation,2. Cutting,Layout is by process,2m,6. Material handler,8/26/2024,12,Round 1: Traditional manufactu,12,Simulation round 1,Customers demand:,24 orders in 10 minutes,8/26/2024,13,Simulation round 1 Customers d,13,Time,8/26/2024,14,Time9/3/202314,14,Units,Goal,Number of good orders delivered,Percent wrong picked/packed items from total number of items,Good orders delivered/number of employees,Number of 1/4 paper sheets in production area,Average throughput time (minutes),Indexed against round 1 (=100%),Round 1 analysis:,Tracking key performance indicators,KPI,Description,Cost or Revenue,Comment,1.,Quantity,# of correct orders delivered,Revenue,100,2.,Late penalty,# of orders late,Cost,- 50,3.,Quality penalty,# of incorrect orders delivered,Cost,- 50,4.,WIP,Number of 1/4 paper sheets in production area,Cost,- 10,5.,Space,# tables used,Cost,- 100,6.,Personnel,# employees,Cost,- 200,7.,Overhead,Cost,- 300,Fixed,8.,Productivity,# orders delivered / # employees,9.,Lead Time,Time it takes to finish first order,8/26/2024,15,UnitsGoalNumber of good orders,15,Round 1 analysis:,Learning points,What went well?,What were the most significant problems?,WIP levels,Bottlenecks,Waiting time,Worker stress/boredom,Team interaction,Defect rate,What were the root causes of these problems?,How can these be resolved?,Quality,First pass yield,Cost,Productivity,Inventory,Delivery,% on time to customer,Lead time,Performance,How can performance be improved?,8/26/2024,16,Round 1 analysis:Learning poi,16,Inflexibility,Waste,Variability,Reducing waste (“muda”) means lowering costs, improving quality and achieving consistent throughput (service level),Customer demand,Output,Customer demand,Output,Reducing inflexibility (“mura”) means becoming able to deliver to the client what he asks at the right time in the right amount (service level),Reducing variability (“muri”) means improving process reliability i.e. lowering cost and improving quality,Three lean enemies waste, inflexibility and variability address all operational targets,8/26/2024,17,InflexibilityWasteVariabilityR,17,Typical learning points,8/26/2024,18,The layout is poor:,Does not support this product,Prevents people understanding the system,Hinders communication,Operators often have nothing to do:,Batch manufacture,Waiting for material handler,System empty at start of shift,High levels of inventory tie up cash and create a quality risk,Despite a lot of activity, the customer demand has not been met,It is a frustrating system to work in,Typical learning points9/3/202,18,Module: WasteModule: One Piece FlowModule: Kanban,Module: WasteModule: One Pie,19,8 types of waste,Overproduction,Produce too much or too fast,Over processing,More steps in the processes than required,Talent,Not fully utilizing the talent of all employees,Motion,Every motion that is not adding value,Defects / Rework,Repairing bad quality or mistakes,Transportation,Movements between processes,Inventory,Everything that is inexcess of the minimum required to perform the tasks,Waiting,Waiting for parts, until someone else has completes his cycle,Lean Introduction Training,20,8/26/2024,8 types of wasteOverproduction,20,Continuous Flow Processing is often the first step to removing waste,The traditional layout and configuration of processes and departments creates waste,Continuous flow processing,8/26/2024,21,Continuous Flow Processing is,21,Line design examples,A,INV,B,C,D,INV,INV,INV,E,INV,F,Batch Production,Isolated,A,B,C,D,E,F,Continuous Flow,Linear,“U”-Shaped,Parallel,A,B,C,D,E,F,C,B,A,D,E,F,Maximized Flexibility & Motion Economy,Feedback,Reduced Inventory,Reduced floor space,Clear production status (short/full),Reduced floor space,Increased operator flexibility across steps,Reduced floor space,Good for pair-product production,8/26/2024,22,Line design examplesAINVBCDINV,22,1 piece flow and pull system,Final customer dictates sequence and pace: pull system,Customer-supplier relation at each process step (e.g. process 3 is customer of process 2 and process 3 is supplier of process 4),The system is using a 1 piece flow having standard 1 piece WIP,Each process makes to replenish supermarket downstream (Kanban),Kanban Supermarket is identified as the place to put 1 single part between each process,8/26/2024,23,1.,Receipt,3.,Set up,2.,Cut,4.,Pick,pack,5.,Quality,Final,customer,1 piece flow and pull systemFi,23,Agenda,Case introduction,Practice round,Round 1 “Waste”,Round 2 “Flow”,Round 3 “Takt”,Summary,8/26/2024,24,AgendaCase introduction 9/3/20,24,Round 2: Summary of design changes,8/26/2024,25,Improved layout (to optimize material flow),Continuous flow processing,Batch size of 1 (from operator 3 onwards),No need for internal packaging,Work is passed directly between operators,Material handler freed up to study performance,Pull system implemented to control inventory and to allow customer to set pace,Each station works only if demand exists at the next downstream,Demand is signaled by empty Kanban space (WIP storage),Customer pulls 1 order from last process every 25 seconds,Round 2: Summary of design cha,25,Simulation round 2,Customers demand:,24 orders in 10 minutes,8/26/2024,26,Simulation round 2 Customers d,26,Time,8/26/2024,27,Time9/3/202327,27,Units,Goal,Number of good orders delivered,Percent wrong picked/packed items from total number of items,Good orders delivered/number of employees,Number of 1/4 paper sheets in production area,Average throughput time (minutes),Indexed against round 1 (=100%),Round 2 analysis:,Tracking key performance indicators,KPI,Description,Cost or Revenue,Comment,1.,Quantity,# of correct orders delivered,Revenue,100,2.,Late penalty,# of orders late,Cost,- 50,3.,Quality penalty,# of incorrect orders delivered,Cost,- 50,4.,WIP,Number of 1/4 paper sheets in production area,Cost,- 10,5.,Space,# tables used,Cost,- 100,6.,Personnel,# employees,Cost,- 200,7.,Overhead,Cost,- 300,Fixed,8.,Productivity,# orders delivered / # employees,9.,Lead Time,Time it takes to finish first order,8/26/2024,28,UnitsGoalNumber of good orders,28,Round 2 analysis:,Learning points,What went well?,What were the most significant problems?,WIP levels,Bottlenecks,Waiting time,Worker stress/boredom,Team interaction,Defect rate,What were the root causes of these problems?,How can these be resolved?,Quality,First pass yield,Cost,Productivity,Inventory,Delivery,% on time to customer,Lead time,Performance,How can performance be improved?,8/26/2024,29,Round 2 analysis:Learning poi,29,Module: Takt TimeModule: Workforce FlexibilityModule: Poka Yoke,Module: Takt TimeModule: Wor,30,1,1),2,1),3,4,5,6,Operator,Line is clearly imbalanced,What should be done?,How much work should each person have?,Assume these processes must remain batch operation,13,12,33,10,30,Analyzing the problem of waiting,Time per order, Seconds,8/26/2024,31,11)21)3456OperatorLine is clea,31,Solving the problem of waiting,Time per order, Seconds,The correct pace of productionexactly achieves customer demand in the production time available,For a balanced line with minimal waste, each process must complete one operation at this pace: the,takt time,Takt time =,Available time,Customer demand,=,10 minutes * 60 seconds,24 orders,= 25 seconds per order,Takt time = 25s,Assume these processes must remain batch operation,1,1),2,1),3,4,5,6,Operator,13,12,33,10,30,8/26/2024,32,Solving the problem of waiting,32,Solving the problem of waiting,Time per order, Seconds -,Line Balancing,Takt time = 25s,Assume these processes must remain batch operation,1,1),2,1),3,4,5,6,Operator,13,12,25,23,25,Auxiliary waste due to isolated batch processes,1),Work elements have to be redistributed to ensure every process will produce at customer driven pace,Cross training will be necessary,Productivity will be improved,Non value added time focused at one operation: time may be usefully filled until further productivity improvements are possible,8/26/2024,33,Solving the problem of waiting,33,Agenda,Case introduction,Practice round,Round 1 “Waste”,Round 2 “Flow”,Round 3 “Takt”,Summary,8/26/2024,34,AgendaCase introduction 9/3/20,34,Round 3: Summary of design changes,Line balanced to takt time,Flexible workforce,In-station quality checks (Poka Yoka),8/26/2024,35,Round 3: Summary of design cha,35,Simulation Round 3,Customers demand:,24 orders in 10 minutes,8/26/2024,36,Simulation Round 3 Customers d,36,Time,8/26/2024,37,Time9/3/202337,37,Units,Goal,Number of good orders delivered,Percent wrong picked/packed items from total number of items,Good orders delivered/number of employees,Number of 1/4 paper sheets in production area,Average throughput time (minutes),Indexed against round 1 (=100%),Round 3 analysis:,Tracking key performance indicators,KPI,Description,Cost or Revenue,Comment,1.,Quantity,# of correct orders delivered,Revenue,100,2.,Late penalty,# of orders late,Cost,- 50,3.,Quality penalty,# of incorrect orders delivered,Cost,- 50,4.,WIP,Number of 1/4 paper sheets in production area,Cost,- 10,5.,Space,# tables used,Cost,- 100,6.,Personnel,# employees,Cost,- 200,7.,Overhead,Cost,- 300,Fixed,8.,Productivity,# orders delivered / # employees,9.,Lead Time,Time it takes to finish first order,8/26/2024,38,UnitsGoalNumber of good orders,38,Round 3 analysis:,Learning points,What went well?,What were the most significant problems?,WIP levels,Bottlenecks,Waiting time,Worker stress/boredom,Team interaction,Defect rate,What were the root causes of these problems?,How can these be resolved?,Quality,First pass yield,Cost,Productivity,Inventory,Delivery,% on time to customer,Lead time,Performance,How can performance be improved?,8/26/2024,39,Round 3 analysis:Learning poi,39,Analyzing opportunity for growth,Time per order, Seconds,Current takt time of 25 seconds,Assume these processes must remain batch operation,1,1),2,1),3,4,5,6,Operator,13,12,25,23,25,Company now has immediate opportunity to meet higher demand with existing trained workforce,Benefits of flexible line can be captured by reconfiguring with more personnel,Line needs to be rebalanced at new takt time, and further cross training will be necessary,8/26/2024,40,Analyzing opportunity for grow,40,Rebalanced line for growth in round 4,Time per order, Seconds,Assume these processes must remain batch operation,1,1),2,1),3,4,5,6,Operator,13,12,25,23,25,Productivity will be further improved because of greater utilization of batch processes,From 25s. To 15s.!,8/26/2024,41,Rebalanced line for growth in,41,Review of Objectives,To understand the opportunity to improve quality, cost, and delivery performance in traditional warehousing,To gain an awareness of how JIT warehousing differs from traditional warehousing,To gain an appreciation of the following LEAN terms:,Eight types of waste,Continuous flow processing,Takt time,8/26/2024,42,Review of ObjectivesTo underst,42,Agenda,Case introduction,Practice round,Round 1 “Waste”,Round 2 “Flow”,Round 3 “Takt”,Summary,8/26/2024,43,AgendaCase introduction 9/3/20,43,8 types of waste,Overproduction,Produce too much or too fast,Over processing,More steps in the processes than required,Talent,Not fully utilizing the talent of all employees,Motion,Every motion that is not adding value,Defects / Rework,Repairing bad quality or mistakes,Transportation,Movements between processes,Inventory,Everything that is inexcess of the minimum required to perform the tasks,Waiting,Waiting for parts, until someone else has completes his cycle,Lean Introduction Training,44,8/26/2024,8 types of wasteOverproduction,44,