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8/12/2019 Pull System and Kanban
http://slidepdf.com/reader/full/pull-system-and-kanban 1/22
FACULTY OF ENGINEERING TECHNOLOGY
MANUFACTURING ENGINEERING TECHNOLOGY DEPARTMENT
LEAN MANUFACTURING (BETP 3804)Pull System and Kanban
Tan Hauw Sen Rimo
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38042
Producing as many as possible (big Lot Size) in
expectation the customer will place order for theproducts
Materials and parts are pushed into the productionoperation before it starts.
Raw materials and parts are planned, scheduled andacquired prior to the start of production.
It creates excessive and unnecessary inventory (rawmaterials and work-in-process)
Push System
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38043
Requires top down production instruction Produce in lot/batch
In process stock build up between processes
Lengthy production lead times
Push System Characteristic
Stamping Welding Assembly
WIP WIP Finished Product
Customer
Production Control
O r d e r
Production Schedule
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38044
Economic Production Quantity concept : the quantity ofthe product to be made which have minimum cost byconsidering inventory cost and set up cost
The lot size reflects the economic production quantity
“Lots” or “Lot Size” refers to how many items are beingproduced in any given production run.
Lines are “set up” for the production of a given lot size.
In many production lines, only one item at a time can beworked on at any given work station.
A lot size greater than what can be immediately worked oncreates inventory.
Lot sizes greater than what can be worked on results inexcess inventory sitting around idle.
Production Lot Size
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38045
Push System creates over production and high inventory
Over production and inventory is expensive(Carrying/holding costs) Reducing inventory saves money
Over production and inventory hides problems that create
inefficiency and increase costs. Capacity problems, late vendor deliveries, imbalanced lines, equipmentproblems…
Reducing over production and inventory makes problemsvisible so they can be corrected.
Problems in Push System
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38046
Eliminate wastes by creating Just in Time Production
Produce and deliver ONLY… What is needed
When is needed
In the quantity needed
How to Tackle the Problems
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38047
Takt Time Continuous Flow
Pull System
JIT Components
Lean Principles :1. Value
2. Value Stream
3.Flow
4.Pull5. Perfection
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38048
Smaller lot sizes
Sequenced production
1 x 1 build one piece flow ideal lot size = 1
Continuous Flow
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 38049
Continuous Flow
Stamping
Welding
Assembly Inspection
WIP
WIP WIP Finished ProductPush System
• Each operator buildslarge lots at their ownpace
Lean Thinking
• Reduce inventory
• Reduce lead time
• Reduce rework
• Reduce defect
• Better quality
• Better communication
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380410
Lead Time Reduction
ProcessCycle Time (Minutes)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Stamping
Welding
Assembly
Total Lead Time = 26 minutes for total production or 19 minutes for the 1st product
ProcessCycle Time (Minutes)
1 2 3 4 5 6 7 8 9 10
Stamping
Welding
Assembly
Push System
Lean Thinking
Total Lead Time = 10 minutes for total production
or 3 minutes for the 1st product
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380411
1. Connect processeswith same Takt Time
2. Processes laid out inorder of operation
3. 1x1 production withinarea
Continuous Flow Design
Process 1 Process 2 Process 3 Process 4 Process 5
WIP WIP WIPWIP Finished ProductRaw Material
Process 1 Process 2
P r o c e s s 3
P r o c e s s 4 P r o c e s s 5
Linier Production Line
U-Shape Workcell
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380412
Reduces lead time
Minimizes in process stock
Visually brings problems to the surface
Eliminates build up of defects
Benefits of Continuous Flow
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380413
Produce only exactly what needed, when need it and
in the needed quantity Producing based on customer’s order in small lot size
Parts and materials are requested and delivered asthey are needed.
Materials & parts are pulled into the productionoperation when needed.
Pull System
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380414
Downstream process
withdraws exactly whatneeded, when need it, andin the needed quantity
Upstream processproduces exactly whatneeded, when need it, andin the needed quantity
Pull System Characeristic
Upstream Process
Store
A
B
C
Downstream Process
Withdrawal Instruction
for component C
Production Instruction
for component C
Replenishempty rack/bin/
container
Taiichi Ohno, early Toyota Engineer, got this ideawhen visited American Supermarket, so this system
also known as Supermarket System
C
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380415
1. Store for Material/Parts on hand
[what is needed to produce finished parts/goods]
2. Store for finished parts/goods
[where are completed parts/goods kept]
3. Communication
[what, when, quantity]
Pull System Components
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380416
Material Store
Stamping Welding
Material/Parts Material/Parts
Material Store
• All materials needed to build parts/products
[can replenish whatever taken/consumed/sold]
• Located line side of consumer process
[visible pace of consumption/sales]
What is theQuantity?
• USEAGE lot sizes
• Frequency of SUPPLY
• Quantity per container
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380417
Finished Parts/Goods Store
Welding Assembly
Finished Parts/Goods Finished Parts/Goods
Finished Parts/Goods Store
• Has all of finished parts/goods
[can replenish whatever taken/consumed/sold]• Located at the end of process
[visible pace of consumption/sales]
What is theQuantity?
• PRODUCTION lot sizes
• Frequency of WITHDRAWAL
• Quantity per container
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380418
Communication
Stamping
W e l d i n g
A s s e m b l y
Material/Parts Finished Parts/Goods
F i n i s h e
d P a r t s / G o o d s
Finished Parts/Goods
Customer
Order
Supplier Order
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380419
Purpose : Smooth and balanced pace of production
Authorize production and material conveyance Visual check
Control over production
See ahead/behind condition
Process status at a glance
KANBAN -かんばん(看板)
Two Types ofKANBAN
Production Kanban Withdrawal Kanban
a Japanese word which roughly translated means card or ticket.
Key point :It is a communication tool, a signal asking for material or asking for production
8/12/2019 Pull System and Kanban
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380420
Contains all required information for team member tocomplete process efficiently
Additional information to support visual management
KANBAN
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380421
Produces what is sold, when it is sold
Contains over production
Gives visual control of production system
Material [quantity, type, location]
Ahead/behind status at a glance
Creates self regulating production schedule
Bottom up schedule driven by customer demand
No need to constantly readjust manual schedules
Pull System Benefits
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Tan Hauw Sen RimoPULL SYSTEM & KANBAN – LEAN MANUFACTURING BETP 380422
Known demand is necessary
Problem in one process will shut down the entireproduction
Reducing lot size = Increasing cost (are you agree?)
Relies on consistent supply of material
Relies on equipment/machines availability andreliability
Worker empowerment
Implementation Challenges