How to carry out thin manufacture
The part one of this series provided a definition of thin manufacture (see thin manufacture: A starter). However, another manner of surrounding thin philosophy is Womack and Jones '1996 definitions of the five principal stages to carry out the thin transition for companies. These stages are now largely accepted like a kind of thin life cycle of manufacture. What follows are the five principal elements to allow a thin approach.
* Define the value
* Trace the jet of value
* Made the activities run
* Answer at the request of customer
* Improve without interruption
It is the part three of a note with multiple parts.
Define the value
Since it is thin role of manufacture 'of S to provide the value to the customer, the first stage for any manufacturer who them attempts to make his thin organization is to define the value of the prospect for the customer, if the customer of end or an intermediate customer. This value must be identified and expressed in terms in the way in which the product specific answers the customer to the 'need for S, a specific price and one specific moment. To make that, one must be able to evaluate the execution in terms of customers, products, analyses of profitability, and so on, by measuring the indicators of principal execution well thought-out (KPIs), like sales of customer, sales of product, profitability by the customer, the by-product of profitability, etc
Trace the jet of value
Like next stage, the manufacturers must identify and trace these activities which contribute to the value and those which do not make. The whole order of the activities or the processes which are implied while creating, while producing, and by delivering a good or the service to market-of the design and approvisonnement to the production and is called forwarding-the jet of value. For good of completion, the jet of value surrounds the supplier of raw material, manufacture and the network unit of the good, and distribution. For a service, on the one hand, the jet of value is composed of the suppliers, the personnel and the technology of support, the producer of service, and the channel of distribution. The jet of value can be ordered by simple businesses or a network of several companies.
Once the activities were identified, the companies must determine which activities value-are added, which activities not-value-are added but essential with the businesses (for example, delivers of pay), and which activities are not-value being added and nonessential with the businesses. The impact that necessary, the not-value adding of the activities have on the jet of value must be at least reduced, whereas one must eliminate the not-value being added, of the not-necessary activities of the process. For this purpose, a tracing jet of value (VSM), which is a logical diagram of each stage implied in the material and the information flows of the order to the delivery of a product, can be made for the current process and the future process. A visual representation of each stage in a process of this fact is drawn and the principal data, including the rate of request of customer, quality, and the reliability of machine, are noted downwards.
Since VSM can lead to the potential reductions of the costs, the improved exit, the use of capital more raised, etc, some suppliers of software now provide the design of process of businesses, the viewing and the tools of edition of application, and even the models of reference of process of businesses or the gauges of the process models of the practices, to help with the creation of VSM. These tools are used with the processes of design, to communicate them, and to inform them and function according to decided processes. By modelling the processes, one can visualize what the organization made and how it does it, as well as profit a sight of the responsibilities. While waiting, by connecting the tools and documentation to the processes, one can visualize which activities are carried on and who or which orders they. The solutions could also include the functionality deployed for processes of edition, connected the applications, and documentation with a work place Intranet-based, which would relieve the communication of the changes in a whole organization and would support employees working according to decided processes. Processes could even be published with a Web site, which would facilitate it well for employees with easily to reach suggested or decided processes.
Once the manufacturers identify value-to be added and not-value-be added but activities necessary, they should then function to make these activities pass like uninterrupted movement of the products or the services by the sequence of values to the customer. This requires manufacturers to eliminate the functional barriers and to develop a product-focused organization. Clearly reducing the wire and the durations of cycle, and eliminating work in the queue, the delayed action, waiting, falls, and useless transport in this way, should carry out, in the scenario of good-case, with the flow of only one part.
Several tools can help of the organizations to carry out the manufacture of flow, including total productive maintenance (TPM), of the levelled programs (heijunka), agreements of long-term purchase with suppliers, just in time (JIT) probably call-offs (via the electronic kanbans), and supplier controlled inventory (SMI) for the raw materials. Moreover, although they can be astonishing with certain, the forecasts can also be important with thin manufacture, because they provide to the base for agreements of long-term purchase of the suppliers and also determine long-term conditions of capacity. The forecasts also help with producing of a plan of production levelled (MP) based on the flow of materials by the chain of provisioning or the factory and the costs. It is particularly useful where there are the introductions of a variable request or product (NPI), since there can always be a constraint or minor of principal capacity those can jump to the top here and there.
In fact, whereas the forecasts could have had a poor reputation in circles of manufacture (in particular among these companies testing the thin one), recently it was there an increased aware that with the good software of collaboration of planning and forecasts which supports sales and processes of collaboration of the planning of operations (S&OP), much of manufacturers could improve their execution of businesses (see sales and the planning of operations). Thus, as with the production planning, the manufacturers must remain lit above forecasts by increasing intervals much shorter of review than (if not annually) the traditional quarterly updates. By taking forecasts more seriously and to support them with the intelligent and interactive tools, all the parts in the businesses of manufacture should be in the same page at the end of the day, which should have like consequence the increased agility. The exception, naturally, is manufacturers on the volatile markets or with products with the short life cycles, which them forecasts based on the history often mean to miss the true request announces customers or channels of distribution.
The manufacture of flow does not address synchronization around the chain of provisioning, the multiple associates, and the suppliers, since it is simply a tool for execution of workman. Was this only for this reason, the companies should still employ the planning of chain of provisioning (SCP) for the strategic goals in which the multiple departments (of the sales and the executions, inventory, distribution, management of collaboration of request, planning of transport, etc) are implied, like planning for resources through an organization, preparing with promotions, the long-term contracts of negotiation, establishing objectives, and coordinating multisite operations.
After the manufacturers remove the loss and establish a flow without seam, they must transform into organizations centered on the needs where the products of tractions of request of customer by the value run, leading the activity of manufacture and the flow of the matter. The ultimate objective is to become so sensitive that products are delivered only when the customer, internal or external, the needs him (C. - with-D., of the places or the signals the real order) - not before and not afterwards, although delaying the use of the material and work as a long time as possible.
For this purpose, the intuitive and obvious signals of traction should launch the manufacture and the movement of the material. This could make necessary the support of various types of the signals of traction or kanbans (for example, charts or electronic signals printed in the event of using computers). The production of the product can starting from the opening of draining consequently be disordered, with rinsing to bring back the automatic material consumption of the components. This should have like consequence of the important reductions in durations of cycle of the work-in-process (WIP) and the production. The number of charts to be printed and employ for each article and place of reception can be introduced manually or calculated and updated automatically in a system of company.
The charts of Kanban contain information slightly different for the charts from production, which announce that the container should be filled of new parts (C. - with-D., number of article, description of article, asking the place, the type of packing, the quantity of container, and the production time of filling) and of charts of transport, which announce that the container should be moved if empty or completely (C. - with-D., the number of article, description of article, sending the place, receiving the place, the full number of the charts kanban, and the standard quantity of container). In the so-called type of a-chart of system kanban, only of the charts of production or the charts of transport are employed, whereas in the type of two-chart of the charts and transport of production of system of the charts are employed.
He taking a measure further, one could increase the technology of product which stimulates collaboration agreements with suppliers and the business partners to have the signals and the necessary data acquisition while the real products cross the chain of provisioning. This would increase transparency and would avoid the current effects of bullwhip through the whole chain of provisioning. An good example would be a reiterated technique of establishment of the program as the programme of delivery of customer (CDS), who supports requests reiterated for one or more articles at one or more places in a transaction during discrete periods or buckets of time.
Such management tools of level of program can make it possible users to receive requests with various levels of exactitude or validity of various associates in the organization of customer, while controlling various types of requests, such as consolidated forecasts of customer, the forecasts of customer, customer call-offs and JIT call-offs, of the reports/ratios of sales of customer, and statistics of sales. Tool can to be one or other integrated with different components of exchange of information electronic (EDI) which supports several types of the standards of message of EDI and types of message, or manually controlled. The use of the supplier controlled the inventory (VMI) or the data of the sales outlet (position) on the side of customer should have a similar effect.
The suppliers of software also offer a certain number of other tools to help of the organizations to answer at the request of customer. For example, a supermarket is a narrowly controlled quantity of inventory in the jet of value which takes account of a system of traction. Such shock absorbers of inventory can contain the articles of completion or the WIP. They are employed to handle the inventories of end products which are supplemented the level by a process of stimulative of continuous flow, that the falls some share between a process of continuous flow and other manufacturing processes divided by other jets of value, as for the entering parts and the material being drawn from the places of supplier.
Strong call of offer JIT of some suppliers in addition to functionality of management like environment of planning and execution for the proactives and reactive deliveries of order, as well as for the frequent electronic deliveries kanban. Using this functionality, end products are broken up into specific articles, a specific finished product is indicated exactly and identified by the intermediary number of sequence or an identification of production (identification), and the sequence call with far is sent when the order of the final production is cold with the line of customer (who can be hours or days before the parts are necessary, according to the application).
For the advanced run-directed environments of planning and execution, the support of the provisioning in the line order (SILS) is available. SILS supports the use of the configuration in flows of order, which leaves, for example, the ordering of a configuration of the cables for a simple vehicle on the customer 'the line production of S. to be able to pack according to all the various demand for package which can be found in the concept of SILS, a very flexible whole of rules must support the manual or automatic packing of the call in addition to requests according to an alternative of the concept of SILS or the customer of the 'requests of S.
However, the really fundamental process in scheduling is the possibilities to translate the true request coming from the manufacturer of material (OEM) (in the form of signal of emission EDI) in the required configured articles, with the order of the delivery and the place where they must be embarked. For this purpose, scheduling JIT of the software tools provides to a direct link the assembly line, fascinating in consideration the changes of last minute to the production schedule, while always functioning in acceptable parameters of the delivery.
This visibility allows the comparison between the requirements of OEM and the plans of execution, and their adjustment according to the needs. All the changes of the conditions quickly are identified, planned for, and are communicated to the production and downwards through the lower lines of the chain of provisioning. This with the immediate effect to the minimum to reduce the quantity of stock regulator of inventory. The speed of the total process provides additional time necessary to react and take an effective measure. The advantage of basic line should shorten the completion periods and the stock regulators reduced, which reduce in their turn investments in capital stocks with their own countable costs and obsolete material radiations.
* Define the value
* Trace the jet of value
* Made the activities run
* Answer at the request of customer
* Improve without interruption
It is the part three of a note with multiple parts.
Define the value
Since it is thin role of manufacture 'of S to provide the value to the customer, the first stage for any manufacturer who them attempts to make his thin organization is to define the value of the prospect for the customer, if the customer of end or an intermediate customer. This value must be identified and expressed in terms in the way in which the product specific answers the customer to the 'need for S, a specific price and one specific moment. To make that, one must be able to evaluate the execution in terms of customers, products, analyses of profitability, and so on, by measuring the indicators of principal execution well thought-out (KPIs), like sales of customer, sales of product, profitability by the customer, the by-product of profitability, etc
Trace the jet of value
Like next stage, the manufacturers must identify and trace these activities which contribute to the value and those which do not make. The whole order of the activities or the processes which are implied while creating, while producing, and by delivering a good or the service to market-of the design and approvisonnement to the production and is called forwarding-the jet of value. For good of completion, the jet of value surrounds the supplier of raw material, manufacture and the network unit of the good, and distribution. For a service, on the one hand, the jet of value is composed of the suppliers, the personnel and the technology of support, the producer of service, and the channel of distribution. The jet of value can be ordered by simple businesses or a network of several companies.
Once the activities were identified, the companies must determine which activities value-are added, which activities not-value-are added but essential with the businesses (for example, delivers of pay), and which activities are not-value being added and nonessential with the businesses. The impact that necessary, the not-value adding of the activities have on the jet of value must be at least reduced, whereas one must eliminate the not-value being added, of the not-necessary activities of the process. For this purpose, a tracing jet of value (VSM), which is a logical diagram of each stage implied in the material and the information flows of the order to the delivery of a product, can be made for the current process and the future process. A visual representation of each stage in a process of this fact is drawn and the principal data, including the rate of request of customer, quality, and the reliability of machine, are noted downwards.
Since VSM can lead to the potential reductions of the costs, the improved exit, the use of capital more raised, etc, some suppliers of software now provide the design of process of businesses, the viewing and the tools of edition of application, and even the models of reference of process of businesses or the gauges of the process models of the practices, to help with the creation of VSM. These tools are used with the processes of design, to communicate them, and to inform them and function according to decided processes. By modelling the processes, one can visualize what the organization made and how it does it, as well as profit a sight of the responsibilities. While waiting, by connecting the tools and documentation to the processes, one can visualize which activities are carried on and who or which orders they. The solutions could also include the functionality deployed for processes of edition, connected the applications, and documentation with a work place Intranet-based, which would relieve the communication of the changes in a whole organization and would support employees working according to decided processes. Processes could even be published with a Web site, which would facilitate it well for employees with easily to reach suggested or decided processes.
Once the manufacturers identify value-to be added and not-value-be added but activities necessary, they should then function to make these activities pass like uninterrupted movement of the products or the services by the sequence of values to the customer. This requires manufacturers to eliminate the functional barriers and to develop a product-focused organization. Clearly reducing the wire and the durations of cycle, and eliminating work in the queue, the delayed action, waiting, falls, and useless transport in this way, should carry out, in the scenario of good-case, with the flow of only one part.
Several tools can help of the organizations to carry out the manufacture of flow, including total productive maintenance (TPM), of the levelled programs (heijunka), agreements of long-term purchase with suppliers, just in time (JIT) probably call-offs (via the electronic kanbans), and supplier controlled inventory (SMI) for the raw materials. Moreover, although they can be astonishing with certain, the forecasts can also be important with thin manufacture, because they provide to the base for agreements of long-term purchase of the suppliers and also determine long-term conditions of capacity. The forecasts also help with producing of a plan of production levelled (MP) based on the flow of materials by the chain of provisioning or the factory and the costs. It is particularly useful where there are the introductions of a variable request or product (NPI), since there can always be a constraint or minor of principal capacity those can jump to the top here and there.
In fact, whereas the forecasts could have had a poor reputation in circles of manufacture (in particular among these companies testing the thin one), recently it was there an increased aware that with the good software of collaboration of planning and forecasts which supports sales and processes of collaboration of the planning of operations (S&OP), much of manufacturers could improve their execution of businesses (see sales and the planning of operations). Thus, as with the production planning, the manufacturers must remain lit above forecasts by increasing intervals much shorter of review than (if not annually) the traditional quarterly updates. By taking forecasts more seriously and to support them with the intelligent and interactive tools, all the parts in the businesses of manufacture should be in the same page at the end of the day, which should have like consequence the increased agility. The exception, naturally, is manufacturers on the volatile markets or with products with the short life cycles, which them forecasts based on the history often mean to miss the true request announces customers or channels of distribution.
The manufacture of flow does not address synchronization around the chain of provisioning, the multiple associates, and the suppliers, since it is simply a tool for execution of workman. Was this only for this reason, the companies should still employ the planning of chain of provisioning (SCP) for the strategic goals in which the multiple departments (of the sales and the executions, inventory, distribution, management of collaboration of request, planning of transport, etc) are implied, like planning for resources through an organization, preparing with promotions, the long-term contracts of negotiation, establishing objectives, and coordinating multisite operations.
After the manufacturers remove the loss and establish a flow without seam, they must transform into organizations centered on the needs where the products of tractions of request of customer by the value run, leading the activity of manufacture and the flow of the matter. The ultimate objective is to become so sensitive that products are delivered only when the customer, internal or external, the needs him (C. - with-D., of the places or the signals the real order) - not before and not afterwards, although delaying the use of the material and work as a long time as possible.
For this purpose, the intuitive and obvious signals of traction should launch the manufacture and the movement of the material. This could make necessary the support of various types of the signals of traction or kanbans (for example, charts or electronic signals printed in the event of using computers). The production of the product can starting from the opening of draining consequently be disordered, with rinsing to bring back the automatic material consumption of the components. This should have like consequence of the important reductions in durations of cycle of the work-in-process (WIP) and the production. The number of charts to be printed and employ for each article and place of reception can be introduced manually or calculated and updated automatically in a system of company.
The charts of Kanban contain information slightly different for the charts from production, which announce that the container should be filled of new parts (C. - with-D., number of article, description of article, asking the place, the type of packing, the quantity of container, and the production time of filling) and of charts of transport, which announce that the container should be moved if empty or completely (C. - with-D., the number of article, description of article, sending the place, receiving the place, the full number of the charts kanban, and the standard quantity of container). In the so-called type of a-chart of system kanban, only of the charts of production or the charts of transport are employed, whereas in the type of two-chart of the charts and transport of production of system of the charts are employed.
He taking a measure further, one could increase the technology of product which stimulates collaboration agreements with suppliers and the business partners to have the signals and the necessary data acquisition while the real products cross the chain of provisioning. This would increase transparency and would avoid the current effects of bullwhip through the whole chain of provisioning. An good example would be a reiterated technique of establishment of the program as the programme of delivery of customer (CDS), who supports requests reiterated for one or more articles at one or more places in a transaction during discrete periods or buckets of time.
Such management tools of level of program can make it possible users to receive requests with various levels of exactitude or validity of various associates in the organization of customer, while controlling various types of requests, such as consolidated forecasts of customer, the forecasts of customer, customer call-offs and JIT call-offs, of the reports/ratios of sales of customer, and statistics of sales. Tool can to be one or other integrated with different components of exchange of information electronic (EDI) which supports several types of the standards of message of EDI and types of message, or manually controlled. The use of the supplier controlled the inventory (VMI) or the data of the sales outlet (position) on the side of customer should have a similar effect.
The suppliers of software also offer a certain number of other tools to help of the organizations to answer at the request of customer. For example, a supermarket is a narrowly controlled quantity of inventory in the jet of value which takes account of a system of traction. Such shock absorbers of inventory can contain the articles of completion or the WIP. They are employed to handle the inventories of end products which are supplemented the level by a process of stimulative of continuous flow, that the falls some share between a process of continuous flow and other manufacturing processes divided by other jets of value, as for the entering parts and the material being drawn from the places of supplier.
Strong call of offer JIT of some suppliers in addition to functionality of management like environment of planning and execution for the proactives and reactive deliveries of order, as well as for the frequent electronic deliveries kanban. Using this functionality, end products are broken up into specific articles, a specific finished product is indicated exactly and identified by the intermediary number of sequence or an identification of production (identification), and the sequence call with far is sent when the order of the final production is cold with the line of customer (who can be hours or days before the parts are necessary, according to the application).
For the advanced run-directed environments of planning and execution, the support of the provisioning in the line order (SILS) is available. SILS supports the use of the configuration in flows of order, which leaves, for example, the ordering of a configuration of the cables for a simple vehicle on the customer 'the line production of S. to be able to pack according to all the various demand for package which can be found in the concept of SILS, a very flexible whole of rules must support the manual or automatic packing of the call in addition to requests according to an alternative of the concept of SILS or the customer of the 'requests of S.
However, the really fundamental process in scheduling is the possibilities to translate the true request coming from the manufacturer of material (OEM) (in the form of signal of emission EDI) in the required configured articles, with the order of the delivery and the place where they must be embarked. For this purpose, scheduling JIT of the software tools provides to a direct link the assembly line, fascinating in consideration the changes of last minute to the production schedule, while always functioning in acceptable parameters of the delivery.
This visibility allows the comparison between the requirements of OEM and the plans of execution, and their adjustment according to the needs. All the changes of the conditions quickly are identified, planned for, and are communicated to the production and downwards through the lower lines of the chain of provisioning. This with the immediate effect to the minimum to reduce the quantity of stock regulator of inventory. The speed of the total process provides additional time necessary to react and take an effective measure. The advantage of basic line should shorten the completion periods and the stock regulators reduced, which reduce in their turn investments in capital stocks with their own countable costs and obsolete material radiations.
0 Responses to "How to carry out thin manufacture"
Post a Comment