Beruflich Dokumente
Kultur Dokumente
Push System
Advantages:
Stock Out risk reduction
Economies of Scale in production,
warehousing and transportation
Disadvantages
Reduced flexibility
Inventory carrying cost
Pull-Based Supply
Chains
Advantages
Reduced Inventory Levels
Increased Flexibility
Disadvantages
disadvantages of each
Early stages of product assembly are done in a
push manner
Raw
Materials
Pull Strategy
End
Consumer
Consider Two PC
Manufacturers:
Build to Stock
Forecast demand
Buys components
Assembles
computers
Observes demand
and meets demand
if possible.
A traditional push
system
Build to order
Forecast demand
Buys components
Observes demand
Assembles
computers
Meets demand
A push-pull system
Make-to-Stock (MTS)
Make-to-Stock
Environment
Make to forecast
Rapid delivery From
finished goods stock
Standard products
High volumes
Low variety
Typically lower profit
margins per unit
Business Impact
Make To Order
Make-to-Order
Environment
Business Impact
Forecasted revenue
Raw material is
stocked in
anticipation of
future sales
Here, the product is based on a standard design, but components production and
manufacturing of the final product is linked to the order placed by the final customer's
specifications; Tailor made suits etc.
Characterist Make-to-Stock
ics
Product
Producerspecified
Low variety
Inexpensive
Objectives
Main
operations
problems
Balance
inventory,
capacity, and
service
Forecasting
Planning
production
Make-toOrder
Customerspecified
High variety
Expensive
Manage
delivery lead
times and
capacity
Delivery
promises
Delivery time
Make To Order
Assemble-to-Order
Environment
Business Impact
Limited finished
goods
Material is stocked
at a semi-finished
stocking point
Minimal
configuration time
Maximum product
flexibility
Engineer-to-Order
Environment
Custom designed
products
Unique bills of material
Unique item numbers
Very long lead times
Low volumes
High product variety
Business Impact
No finished goods
Low levels of raw
material
Revenue forecasts
Difficult to forecast
Estimating is very
important
Here, the product is designed and built to customer specifications; this approach is
most common for large construction projects and one-off products, such as Formula 1
cars
High
The Product-Process
Matrix
Product Variety
Engineer-to-Order
Make-to-Order
Assemble-to-Order
Make-to-Stock
Low
Low
Product Volume
High
Inventory
Location
Supplier
Raw
Material
Engineer to
Order (ETO)
Make-toOrder (MTO)
WIP
Parts
& Matls
Finished
goods
Customer Order
De-coupling Point
Environment
Assemble to
Order (ATO)
Make-toStock (MTS)
What is Lean?
Producing what is needed, when it is needed,
with the minimum amount of materials,
equipment, labor, and space.
Definition of Value
Value Added Activity
An activity that changes the size,
shape, fit, form, or function of
material or information (for the first
time) to meet customer
requirements.
Examples: injection molding,
stamping, and forging
WHAT IT REQUIRES
Employee participation
Industrial engineering/basics
Continuing improvement
Total quality control
Small lot sizes
WHAT IT DOES
Attacks waste
Exposes problems and bottlenecks
Achieves streamlined production
WHAT IT ASSUMES
Stable environment
DOTWIMP?
Waste Identification
Waste: is anything that does not directly add value to the
final product or contribute to the products transformation.
Waste: only adds time and cost, no value.
DOTWIMP
Processing Defects
Motion
Inventory
OverProduction
TYPES
OF
WASTE
Transportation
Waiting
Inspection or
repair of a
product or
service to
fulfill
customer
requirements
Process Control
Suspect Incoming Material
Product Design
Insufficient Preventative
Maintenance
Poor Workplace Organization
Lack of Boundary Standards
Poorly Trained Operators
Inadequate Tools / Equipment
Overproduction
Golden Rule
Defects must be traced
to their root cause for a
permanent solution.
Techniques to Eliminate:
Supplier quality built-in
Error proofing
Reduction of variation
Quality at source
Reducing Waste
Producing more,
or sooner, than
is needed
Process
Long
Changeovers / Set-Ups
Lack
of Level Schedules
Redundant
Misuse
Inspections
of Automation
Insufficient
Preventative Maintenance
Just-In-Case
Thinking
Golden Rule
Build what the customer
needs, when it is needed
in the quantity needed.
Techniques to Eliminate:
Small lot production (one-piece
flow when possible)
Make to Demand
Level Scheduling
Any movement
of material or
information that is
not required for
Just-In-Time
production
Storage Location
Lot/Batch Processing
Plant Layout
Redundant
Poor
Inspection
Housekeeping
Unleveled
Scheduling
Overproduction
Indicators:
Lack of pull systems
Large lots
Double Handling
Golden Rule
Transportation adds
NO VALUE to any part.
Techniques to Eliminate:
Predetermined routes / frequent
delivery
Small (no) containers / kitting / decontainerization
Pull systems
Improve factory layout
Single piece flow
Using
UsingDepartmental
DepartmentalSpecialization
Specialization (Job
(JobShop)
Shop)for
forplant
plant
layout
layoutcan
cancause
causeaalot
lotof
ofunnecessary
unnecessary material
materialmovement
movement
Note
Notehow
howthe
theflow
flowlines
linesare
aregoing
goingback
backand
andforth
forth
Saw
Saw
Saw
Grinder
Grinder
Heat Treat
Lathe
Lathe
Lathe
Press
Press
Press
Lathe
Lathe
Press
Lathe
Press
Heat Treat
Grinder
Saw
Lathe
Being idle
between
operations
Work Loads
Insufficient
Preventative
Maintenance
Unplanned
Long
Down Time
Changeovers / Set-Ups
Upstream
Quality Problems
Overproduction
Techniques to Eliminate:
Improve work distribution
Cross train operators
Pull systems / frequent
deliveries
Improved changeovers
Any supply
in excess
of one piece
flow
Company
INVENTORY LEVEL
WATER = INVENTORY
VARIATION
LONG
CHANGEOVERS
LARGE
LOT SIZES
POOR
LAYOUT
EQUIPMENT
DOWNTIME
ROCKS = PROBLEMS
SUPPLIER
QUALITY
Optimization
Unreliable
Processes
Unreliable
Suppliers
Unleveled
Schedules
Poor
Communication
Long
Changeovers
Poor
Operational
Availability
Overproduction
Techniques to Eliminate:
Small Lot Production
Level Scheduling
Pull systems
Any
movement
that does
not add
value
Work Methods
Poor
Equipment, Office
or Plant Layout
Poor
Workplace Design
(Parts Presentation)
Lack
of Workplace Organization
Overproduction
Waste Example
Golden Rule
The focus MUST be on
the operator.
Techniques to Eliminate:
Improved workstation design
Design for flow
Designate / label storage area
Effort which
adds no
additional
value in the
eyes of the
customer.
Logic
True
Customer
Requirements
Undefined or Unclear
Redundant
Lack
Steps
of Operator Training
Overproduction
Golden Rule
Understand customer
specifications.
Techniques to Eliminate:
Compare current state
processes to customer
requirements
Product design improvements
Process improvements