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Stability

“JobshopLean” versus “ToyotaLean” ( Why the Toyota Production System is unsuitable for Jobshops ). Overview of ToyotaLean. Goal: Highest Quality, Lowest Cost, Shortest Lead Time. Just-In-Time. Jidoka. Stop and Notify of Abnormalities. Continuous Flow Takt Time Pull System.

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Stability

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  1. “JobshopLean” versus “ToyotaLean”(Why the Toyota Production System is unsuitable for Jobshops)

  2. Overview of ToyotaLean Goal: Highest Quality, Lowest Cost, Shortest Lead Time Just-In-Time Jidoka Stop and Notify of Abnormalities Continuous Flow Takt Time Pull System Separate Operator’s Work from Machine’s Work Standardized Work Heijunka Kaizen Stability 1. Stable Manufacturing Processes 2. Zero Defects (100% Quality) ? ?

  3. Design for assembly / manufacturability Value Engineering Quality Function Deployment Seven Forms of Waste Target Costing Process Mapping and Analysis (VSM) Autonomation Group Technology Value Definition Value Analysis Perfection Perfection the only benchmark Demand Analysis and Control Factory Design for Flow ? Facilities Layout ? ? Kaizen One Piece or Transfer Batch flow Work Balance Team D.M. Manager/ teacher Visibility and Standards Takt Time Total Productive Maintenance Reliability Problem Solving Methods Worker as empowered Intellectual Leveled Pull Stability Standardized Work ? Problem Prioritization Mistake-proofing JIT Production Control Flow JIT/Pull Quality Parameter Control (6 Sigma) Supply Visibility ? Lean Inspection Strategies JIT Propagation through the Supply Chain JIT Logistics Production Stop Policy Visual Control ? Flexibility Product Mix Capacity Teamwork Right-sized Machinery Machine Idle Policy Rapid Setups Separate Man from Machine Flexible Machinery Cross-training

  4. Difference #1: Product Mix of Jobshops “Identifying product families … (in) jobshops … is a step that looks more like an impossible leap ….. (due to) the difficult job of analyzing a product family matrix with 100 to 5000+ different routings …..” Source: Irani, S.A. (2001, March). Software solves identity crises for parts from “big” families. Lean Manufacturing Advisor, 3-6.

  5. Difference #2: Process Layout of Jobshops Source: Harmon, R.L. & Peterson, L.D.. (1990). Reinventing the factory. New York, NY: The Free Press.

  6. Some More Differences …… Extreme volatility in incoming order demand Hard to standardize, even generate standards for quality, equipment operation, etc. Large number of designs (each with many variants) Highly variable setup times, cycle times and lot sizes Complex production control, scheduling and shopfloor control JSLEAN Product mix segmentation is hard; stable part families are rare Limited resources to commit full-time to training and deployment Hard to fit any of the traditional layouts to satisfy the variety of manufacturing routings Wide customer base with few customers agreeable to stable delivery schedules, demand quantities and fixed due dates

  7. “Lean Re-Thinking” for Jobshops Same measures apply to a Jobshop: Large variety of parts and part families are unknown: • Quality • On Time Delivery • Cost • Flexibility • Reconfigurability • Agility • Adaptability • Pick a large sample of parts • Form part families using PFAST Value Definition Value Stream Analysis Perfection through Continuous Improvement Flow Cellular layout is often not possible here due to intercell machine sharing and external monuments: JIT/Pull Schedule the drum in the VNM: • Exploit the Drum/s (capacity- constrained workcenters) • Use DBR scheduling to control WIP and release of orders into the system • Hybrid layout with virtual cells • Use strategies for operating cells with external monuments

  8. “Lean Re-Thinking” for Jobshops Product Mix Segmentation Variety Reduction Waste Elimination becomes a Religion for Everybody Job Bartering among Competitors using “Goodness of Fit” Value Network Mapping ERP with FCS and MES Modules Part Family-based Planning Virtual Cells with Material Handlers as “Cell Managers” Multi-Skilled and IT-savvyWorkforce Flexible Cells IT-enabled Shopfloor Communications M3 (Mixed Mode Manufacturing) Facility Layout Process Standardization “4H” (Head+Heart+Hands+Hoofs) Leadership Risk Management under Uncertainty “Self-Informing” Workplace (RFID, “Spycams” on Constraint Workcenters, Cellphones that read bar codes, etc.) Distributed and/or Co-located Teams, Mass collaboration within an organization using Wikis, etc.

  9. Methodology for JobshopLean Formation of Part Families using PFAST P-Q-R-$-T Analysis Pick a Part Family Develop the VNM for this Part Family Enhance the VNM with Flow Process Charts and Spaghetti Diagrams to identify the Seven Types of Waste TQM Tools Six Sigma Identify the Bottleneck Process in the VNM Methods Analysis Lean Toolkit Exploit/Elevate the Bottleneck Performance Evaluation of the VNM to compute their Impact on Throughput, WIP, and Operating Expenses NO Has the entire VNM for this part family been optimized? YES Subordinate the Value Network to the Beat of the Bottleneck using DBR/FCS Scheduling Have all part families been investigated? NO YES STOP

  10. Software for JobshopLean Formation of Part Families using PFAST P-Q-R-$-T Analysis Pick a Part Family Develop the VNM for this Part Family PFAST Enhance the VNM with Flow Process Charts and Spaghetti Diagrams to identify the Seven Types of Waste TQM Tools Six Sigma Identify the Bottleneck Process in the VNM Methods Analysis Lean Toolkit Exploit/Elevate the Bottleneck Performance Evaluation of the VNM to compute their Impact on Throughput, WIP, and Operating Expenses Simulation NO Has the entire VNM for this part family been optimized? YES Subordinate the Value Network to the Beat of the Bottleneck using DBR/FCS Scheduling Have all part families been investigated? NO APS/FCS YES STOP

  11. Production Flow Analysis and Simplification Toolkit P-Q-$ Analysis P-Q Analysis From-To Chart P-R Analysis Type IV Flow Diagram P-R Analysis Type II Inter-Module Flow Diagram P-R Analysis Type I P-R Analysis Type III

  12. Acknowledgements The PRO-FAST Program is enabled by the dedicated team of professionals representing the Defense Logistics Agency, Department of Defense and industry. These team mates are determined to ensure the Nation’s forging industry is positioned for the challenges of the 21st Century. Key team members include: R&D Enterprise Team (DLA J339), Logistics Research and Development Branch (DLA – DSCP), and the Forging Industry Association (FIA).

  13. Acknowledgements Project Champion: Kevin Shaw Project Engineer:Greg Muniak Project Champion: Craig Kaminski Project Engineer:Haydn Garrett Project Champion:John Wilbur Project Engineers: Thomas Slauta Project Champion:Dick Johnston Project Engineer: Todd Sheppard Jon Tirpak Russell Beard Vicky McKenzie Project Champion: Joe Kracheck Project Engineer: John Lucas Project Champion:Andrew Ulven Project Engineer: Jim Huiras Dan Gearing Project Champion: Thomas Stys Project Engineer:Jorge Alvarez PFAST Development Team Dr. Rajiv Ramnath Dr. Rajiv Shivpuri

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