Aeroplane Game

7/30/2019 Aeroplane Game

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Lean Games

AEROPLANE GAME


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Introduction

Objectives

Format

Simulation

The company

Initial roles

Stage 1 Stage 2 Stage 3 Stage 4

Just in Time (JIT) Simulation


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To demonstrate the key elements and

benefits of JIT manufacturing

To show how JIT differs from Traditional

Manufacturing

To learn together by doing

Traditional

Manufacturing

Teamwork

Practical

Enjoyable

Just in Time

Manufacturing

Objectives


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At each stage we will:

The exercise is a simulation of a multi-stage, manual

assembly process. The simulation is broken down into 4 stages of

evolution.

Format

Makeproducts1

Record theoutcomes

2Discusslearning points

3

Design thenext stage 4

The simulation lasts about 2 hours.


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Just in Time (JIT) Simulation Introduction

Practice round

Round 1: Traditional Production (5 minutes) Analysis/learning/redesign

Round 2: Continuous flow Production (5 minutes) Analysis/learning/redesign

Round 3: Takt time Production (5 minutes) Analysis/learning/redesign

Round 4: Pull Production (5 minutes) Analysis

Summary

Time/minutes15

5

20

20

25

20

10

2 hrs


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Introduction

Objectives

Format

Simulation

The company

Initial roles

Stage 1 Stage 2 Stage 3 Stage 4

Just in Time (JIT) Simulation


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Airplanes Inc.

Recent proprietary technology hasallowed company to manufactureaircraft from a complex paper-like

composite material


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You work for this successful, small company

The main product is an airplane

Your order books are full, but you struggle to fulfil these orders

The company is currently unable to deliver the quality, cost, and

delivery promises made to its customers. Your customers arelosing patience with the long lead times and may soon take their

business elsewhere

Airplanes Inc.

There is acompelling

need for

change


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Initial rolesMust meet original design

standards

Logos right-side up

Flight test passed

Customer may spot check airplanes after flight test . . .deviations from specifications result in a 4 plane loss from

production (cost)


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Initial roles

1 2

Stamping

(Timekeeper) (Leader)

G H

A B

OK NG

Flight testOK line

for

certification

8 feet

A . . H: Line team members

I . . 11: Process steps

3 - 6 7 - 9

Assembly

C D

10

Paint

E

Customer

11

Flight test

F


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aeroplane folding steps

5. 6.

7..8.9.

3.

Crease

sheet

in half

4.

Turn

overTurnover

Fold down

both sides

Apply logo

Visible lines/edges

Former shape before folding

Hidden lines/edges on back side

Folded areas

1. 2.

81/2 x 11

10.

Flight test

11.

0.


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Task descriptionsWorker

A

B

C

D

E

F

G

H

Process

1

2

3 - 6

7 - 9

10

11

Timekeeper

Team Leader

Description

Draw lines marking paper into 4 equal quarters

Cut quarters

Fold (Base)

Fold (Final)

Cut and paste logo THEN gauging

8 feet flight test

Check cycle and lead times - 4 times and average

Process organization sheets

Plant score sheet

Summarize

Stamping

Assembly

Paint

Test


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Traditional

Manufacturing

1


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Traditional Manufacturing Set Up1

Operator A B C D E F

Process 1 2 3 - 6 7 - 9 10 11

Batch size 4 4 2 2 2 2

Check that you have the right work instructions, and

know your batch size for material handling.


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Traditional Manufacturing: Ground Rules1 Assembly workers are responsible for following their own

instructions:

No pre-assembly (only the parts for the current piece)

No rework

No material transfer

$ Payment is by piece work - make more, earn more.

Follow batch manufacturing procedure:

make the whole batch quantity before requesting the

material. wait for parts from the previous process before beginning

work.


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Customer demand is 12 planes every 5 minutes shift

The process is arranged in 4 departments and is split across 3 sites:

Traditional Manufacturing: System1

1 2 3 4 5 6

Key outputs will be measured at each stage to monitor improvement

You have 2 minutes to familiarise yourself

with your work content

Stamping Assembly

7

Flight TestPaint


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Traditional

ManufacturingOperator A B C D E FProcess 1 2 3 - 6 7 - 9 10 11Batch size 4 4 2 2 2 2

1


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How can performance be improved?

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?


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Traditional

Manufacturing

1

Learning points


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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

system empty at start of shift

High levels of WIP 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 points1


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Continuous Flow

Processing

2


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Continuous Flow Processing is the first step in improving material

flow.

Process3

Process1

Process2

Process3

Process1

Process2

Traditional Manufacturing inhibits material flow and creates WIP.

Continuous Flow Processing2


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Layout by process

Batch production

Layout by product

One piece at a time

Operators

move parts in single units

are now responsible for quality (pass back any defective material)

start with one part-built assembly between each station

are now paid a standard daily rate (rather than piecework

Customer demand remains 12 planes in 5 minutes

Continuous Flow Processing2


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Flexible Line Design Examples2A

INV

B

C

D

INV

INV

INV

E

INVF

Batch

Production

Isolated

A

B

C

D

E

F

Continuous

Flow

A F

Linear U-Shaped Parallel

A

B

C

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


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Continuous Flow

Processing

2

Product Demand Layout People Batch size Run time

Plane 12 By product 6 1 5 minutes


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Continuous Flow

Processing

2

Learning Points


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A better way to work:

logical

visible

communication

A vast improvement in measured performance

Material flows much better through the process

Still a certain amount of waiting due to imbalance inwork content

Typical Learning Points2


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Takttime

3


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Analyzing the prob lem of wai ting3

13 12

5

11

19

33

Line is clearly

imbalanced

What should bedone?

How much workshould each

person have?

Time per planeSeconds

A* B* C D E FWorker

* Assume these processes must remain batch operations


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Takttime is used to:

determine the rate at which the customer requires products:

Takt= total time available = 5 x 60 = 300 = 25 seconds

customer demand 12 12

enable us to allocate the correct level of manpower for this

demand

provide the basis for the work balance table

Takttime: definition3


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Having assessed the manpower requirement for a product,

takttime matches the rate of production to customer demand.

1. Manpower calculation

Target Manpower = Total Cycle Time

Takt time

1 2 3 4 5

time

Operator

19 21 16

3327

Takttime (25s) : method

You have 10 minutes for this task

3

11

6seconds

5

4

3

1

2

25

sec1

25

sec

25

sec

25

sec

16

sec

2

3

4

5

2. Work Balance Table

time

Operator

25

16

takt

1 2 3 4 5

252525


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Analyzing the prob lem of w ai ting3

13 12

5

11

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Time per planeSeconds

A* B* C D E FWorker

* Assume these processes must remain batch operations

For a balanced line withminimal waste, each processmust be completed at a pace thatexactly achieves customerdemand within the production timeavailable: the takttime

Takt time is the rhythm to

produce 1 part based on customerdemand

Takt time= Available timeCustomer demand

= 5 minutes * 60 seconds

12 planes

= 25 seconds per plane

Takt time = 25s


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Takttime is used to manufacture at the rate

the customer requires.

Manpower has been allocated according to

customer demand.

Only build once the product has been taken

by the next operator.

Work content

allocated byconvenience

Work content

balanced totakttime

Takttime3


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Takttime25s

3


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Takttime

Learning Points

3

T i l l i i t


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Much less waiting due to improved work

balance.

Need for training when work is reassigned

to different operators.

Improved performance

Satisfied customer?



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Pull

System

4

P ll S t


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The customer will pull one product every 25

seconds, which initiates a series of pulls back

through the line.

At the start of the day the shop stocks are

filled with one plane.

Push systemPull system(customer)

Pull System4

Sh t k


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The Customer triggers the production

Shop stock4

Operator Operator Operator

Shop stock Shop stock

Customer


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Pull

system

4


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Pull System

4

Learning Points

T i l l i i t4


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Customer orders determines the sequence

and pace of production.

Full understanding of customer requirements

throughout the site.

Most of the waste has been eliminated.

The customer likes it!


K l i i t f JIT i l ti


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Process3

Process1

Process2

Production

Continuous flow Optimise Layout

Batch size of one

Pull principle Customer order determines

production program

1 2 3 4 5

time

Operator

1921

16

33

27

time

Operator

43

30takt43

Source: McKinsey

Key learning points from JIT simulation

Takt Produce at exactly the rate

the customer orders

Rebalance work content

K l i i t f JIT i l ti


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Key learning points from JIT simulation Bad layout

Batch

Unbalanced

work

Uncontrolled

inventory

Improved layout

Single piece flow

Unbalanced work

Uncontrolled

inventory

Improved layout

Single piece flow

Balanced work

Uncontrolled

inventory

Improved layout

Single piece flow

Balanced work

Standard in-

process stock

Continuous

flow processingTakt

time

Pull

1 432

Traditional

Manufacturing

Summary of JIT simulation


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Customer driven

The customer dictates what we build, when we build and the build

rate itself (takt).

Material is always flowing through the process, to flow value to the

customer.

All employees are aware of being part of a customer-driven

system.

High performance

Quality

Cost (productivity, space, WIP)

Delivery (output, lead time)

Waste is eliminated

Summary of JIT simulation

Detailed process knowledge

Proven system design

Successful,

sustainabletransformation

Client

AEROPLANE GAME


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Supporting Documents ToGuide The Team

Before Start The Game

Please print pages 48 ~ 58 for eachteam.

AEROPLANE GAME


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aeroplane FOLDING STEPS

5. 6.

7.8.9.10.

3.

1/2 sheet crease

4.

Turnover

Turnover

Foldline

Go to logomark process

Visible lines/edges

Former shape before folding

Hidden lines/edges on back side

Folded areas

1. 2.

81/2 x 11

0.

A4

11.

Flight Test


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TASK DESCRIPTIONS

Worker

A

B

C

D

E

F

G

H

Process

1

2

3 - 6

7 - 9

10

11

Timekeeper

Team Leader

Description

Draw lines marking paper into 4 equal quarters

Cut quarters

Fold (Base)

Fold (Final)

Cut and paste logo THEN gauging

8 feet flight test

Check cycle and lead times - 4 times and average

Process organization sheets

Plant score sheet

Summarize

Stamping

Assembly

Paint

Test


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FINISHED AIRPLANE

Side view left Front view Side view right

Top view

Bottom view


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88mm

82mm

55mm

50mm

Note: Pleaseresize toindicated

measuremen

ts.

aeroplane GAUGE A 4 PAPER

l GAUGE U S LETTER PAPER


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aeroplane GAUGE U.S. LETTER PAPER

62.9mm

56.9mm

80.9mm

74.9mm


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TIME KEEPER SCORECARD

* Time for entire batch of 4 needs to be divided by 4 in System A* large lot push

Team ___________________

System _________________

Average

Total certified ___________

Total defects _____ / ____%WIP ___________________

Productivity _____________

Total Lead Time (Sum)

A*

B*

C

D

E

F

Process time

Wait timeProcess time

Wait timeProcess time

Wait time

Process timeWait timeProcess time

Wait time

Process time

Wait time

PUSH / PULLSystem*


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PLANT PERFORMANCE SHEET

Items Team 1

Completed

products

NG parts

OK parts

W.I.P. stock

Lead time

Productivity

(pcs/opera./min)

Team 2 Team 3 Team 4 Team 5 Average

A

B

C

D

*

A

B

C

D

A

BC

D

A

B

C

D

A

B

C

D

A

B

C

D

A B / C / DSystem*


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SYSTEM D: IMPROVED PROCESS STEP PLAN

Step

A

B

C

D

E

F

G

New process description Explanation


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TEAM EVALUATION CHART

50

40

30

20

10

60

50

100

150

200

Finished

productsPieces

W.I.P.Pieces

ProductivityPieces/minute

2.0

1.5

1.0

0.5 5

10

15

20

Lead timeMinutes

A B C DPush and

large lot

Push and

small lot

Push with

Takt Time

Pull

System


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Work-In-Process

(WIP)

Storage space

Work-In-Process

(WIP)

Storage space

Work-In-Process(WIP)

Storage space

Work-In-Process(WIP)

Storage space

WORK STATIONS MARKING


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LOGO


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Pls use attached excel sheet to capture team progress

SCORE CARD

Preparation needed

Please provide each team with listed item before the game..

1.0) 2 pairs of scissor

2.0) 1 unit Stop watch

3.0) 1 unit 12-inch ruler

4.0) Pen & Pencil5.0) Glue 1 tube

5.0) A4 paper: 30 pieces

6.0) 1 table ( Minimum 4 feet X 2 feet )

Note: Maximum 4 teams ( Above preparation times by Four )