Beruflich Dokumente
Kultur Dokumente
(Acknowledgment to Professor Peter Hines, Dr Matthias Holweg & Dr Nick Rich, Lean Enterprise Research Centre)
Profitable Growth
Resources / Costs
Time
Lean Thinking
Specify Value
Identify the Value Stream
In Pursuit of Perfection
What is Value?
What is the difference between these two screws? Who would buy which screw and why? Which benefits drive each decision? What does this tell us about value?
What is Value?
High perceived Value
Perceived Benefits
Premium
Standard
Price
Source: M W Dale
Specify Value
Market Size
Product Innovation
Immature
Source: M W Dale
Development
Maturity
Time
Consumer
Consumer
There are two types of activity in a value stream:1. Those which add value to the customer 2. Those which do not.
Waiting
Defects
Waste (Muda)
Transporting Unnecessary Motion Inappropriate Processing Unnecessary Inventory
Isolated Islands
Continuous Flow
Source: Learning to See by Mike Rother & John Shook
Demand
Supply Consumer
Continuous Flow
In pursuit of perfection
Where every activity performed by every person, every machine and every process adds value from the point of view of the Customer
Lean Enterprise
Cost / Process QCD Order Fulfilment: Val. Str. (Repetitive) Manufacture (Other) Process Integrate Relationships Integrating Industries
System Capability
Value & Cost Integrated Processes All Manufacturing/Service Low Volume Manufacture Strategic Integration Total Systems Capability
x
Creating Lean Solutions: 1. Reduce Internal Waste 2. Develop Customer Value
Waste/Cost
Integrating Processes
Purchasing Manufacturing
Sales
Finance
Quality
Continuous Improvement
Order Fulfillment
Sales Acquisition New Product Development
Volume
Demand Analysis
Repeater : Ongoing Demand More Difficult to Predict Medium Inventory Risk Items
Focus on: 1. Rapid information flow 2. P:D ratio 3. Lowest Production Cost Brazil, China, India slow response
Time
Focus on: 1. Dual Sourcing 2. Fast Demand Analysis 3. Lowest Total Cost/Risk
Slow response sourcing
Time
?? Focus on: 1. Quick Response Capability Quick Response 2. Fast Demand Analysis 3. Later chain reconfiguration
??
Time
1
Typical Western Organisation
3
The Lean Value Stream
Remove Buffers
Smooth Demand with Key Customers + PullSystem + Radical Lead Time Reduction for Information + Physical Flow (existing Lean approach) Reduce Complexity of Product by Postponement of High Specification (Agile addition) Segment markets & Institute Buffer Customer or Buffer Stock Category Policy
Low Low
Technology Direction
Department Activities
Stakeholder In-put
Management Review
Strategy Deployment
Outputs: Critical Success Factors Top level Process Definitions Process Owners Process Owner Role Definitions Measures Targets
Current Performance Market Dynamics Business Environment Shareholder Requirements Current Business Model Current Business Rationale
Strategy Formation
Inputs:
Days of Inventory
100 10 20 30 40 50 60 70 80 90 0
Raw Material
Min
Max
Average
Bought-out Parts
Assembly WIP
Finished Components
Inbound Logistics
Inbound Transit
Vehicle Manufacturers
Marketplace
Customer
Production Programme Down-days, Shift patterns, etc. Request for Production Capacity monthly meeting decides on allocations Finance input
Dealer - UK
Stock Orders
weekly
Daily Call In daily requirements 2-17 days Sequenced delivery, multidaily line-side: modules and systems Daily delivery against schedule or kanban line-side or into consolidation hub / resequencing centre Weekly delivery against schedule Monthly delivery against schedule/order
Daily, plus update / warning messages Small Parts Warehouse weeks Bulk Parts Warehouse days Kanban / Consolidation Point Resequencing Hours to days Every 30min - 3 hrs
WELD
Paint Interim Storage: FIFO or batching for paint if body bank FIFO TOPCOAT
GATE RELEASE
Dealer UK
Rework
Daily o/n
Future State
Three-day Car
Schedule
TRAFFIC CONTROL
Assembly Sequence
Control
PULL System
Min 99% achievement within day
PRESS
WELD
SIGNAL kanban
PAINT
Sequencing buffer
ASSEMBLY
Direct transfer 3 hrs
Consolidation Hub
X days
Assembly 8 hours
Buffer to cover rework time Electronic Call-off. Multi-daily delivery
Shared Vision
Common Goals
Extended Enterprise
Extended Enterprise