1 / 11

KANBAN &SUPERMARKETS

KANBAN &SUPERMARKETS. SWRMC Ron Craig Logistics VSM. What is Kanban?. Kan – card ban – signal Concept is supplier or warehouse should only deliver components to the production line as and when needed. Limits inventory by only responding to the signal

raine
Télécharger la présentation

KANBAN &SUPERMARKETS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. KANBAN &SUPERMARKETS SWRMC Ron Craig Logistics VSM

  2. What is Kanban? • Kan – card ban – signal • Concept is supplier or warehouse should only deliver components to the production line as and when needed. • Limits inventory by only responding to the signal • Normally Visual – transport (simple) or production (integrated) • Parts/material is the “Supermarket”

  3. Supermarket Setup Process • Products defined • Value Stream Maps completed • Supermarket or work flow stoppage • Flow layout completed • 5S (Including complete parts inventory) • Conducted data collection • Calculated supermarket size plus $$$ • Design the supermarket

  4. Supermarket setup cont. • Determine replenishment strategy • Stock System, IDTC, DVD, Credit Card, Internal supplier, etc • Follow NEMAIS structure • Train everyone • Audit and improve • Requires TEAM APPROACH

  5. Supermarket integration into process • Standard Work Package • Standard Work Practice in work area • Note: standard work package does not necessarily lead to standard work practices!! • Fixed material cost for std work • Second tier parts • Product pricing established • Add cost to capabilities manual

  6. Keep It Simple! - The Calculation Don’t let the “Exceptions” stop you Average Daily Use X Lead-time X Safety Factor (1.5) = Signal Level

  7. Planner does not order any material. • NEMAIS can be set for auto re-order • Maintenance team budget for I level based on product cost. • Funding based on dedicated Supermarket per product.

  8. Current/Future Supermarkets • True supermarkets in only a few production shops, others in various stages of development • 25MM, VLS, CIWS, SRBOC, Inside Rigging, Pump, Valve,O/S Machine, Structural • No efforts underway in “D” level process. LSD 41 engine repairs prime example

  9. Supply Chain Management • What is SCM? • Why is SCM important? • How does it tie into Continuous Improvement? • What are the cost? People/NVA • Alternatives? • Systems Thinking

  10. NEMAIS Works Great If : • You can accurately forecast by Part Number your next year’s requirements • You can accurately track and then predict station by station and component yields • You can accurately make ALL your computer transactions (if you 100% inspect a • process – what is the statistically expected outcome? Do you inspect your transactions?) • You have and continue to maintain an accurate Bill of Materials (Alternate parts not even • considered) • You can determine and maintain accurate Lead times VERY, VERY IMPORTANT • There are NO resource constraints at your or your vendors factory • Engineers or those pesky Technicians NEVER steal any parts for CASREPs etc. • You have trained your customers to “buy” what you have planned • You have an excess amount of cash to pay the additional staff you need to track and maintain • the above • You have extra storage space you want to fill up

  11. Simplified Cost Accounting By Product “Families” Labor Material Overhead Saleable Units Produced = Unit Cost

More Related