Transcript Demand Flow Technology and TAKT

Welcome To Demand Flow
Technology Workshop
Principles of Lean Manufacturing
Objectives
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Develop the knowledge of what the
philosophies and techniques are and why
they are important
 Total picture of the the demand flow
technology business strategy
 Understand and establish how to perform the
techniques and skills learned
 Exercises and feedback
 Technical information and examples
Cycle Time
One of the most noteworthy
accomplishments in keeping the price of
Ford products low is the gradual
shortening of the production cycle. The
longer an article is in the process of
manufacture and the more it is moved
about, the greater is its ultimate cost.
WHAT IS DFT ANYWAY?
Lean Is Market Driven
Every morning in Africa, a gazelle wakes up. It
knows it must run faster than the fastest lion
or it will be killed. Every morning a lion wakes
up. It knows it must outrun the slowest
gazelle or it will starve to death.
It doesn’t matter whether you are a lion or a
gazelle – when the sun comes up, you had
better be running.
Defining DFT
DFT has been defined in many different
ways:
A systematic approach to identifying
and eliminating waste (non-valueadded-activities) through continuous
improvement by flowing the product at
the pull of the customer in pursuit of
perfection.
Defining DFT
A manufacturing technology that focuses
an aggressive flow process that seeks
to eliminate or minimize non-value
added work in the production process
while emphasizing quality throughout
the process.
Primary Objective
to build a HIGH QUALITY product in the
SHORTEST PRODUCTION time and at
the LOWEST POSSIBLE COST
What are the advantages of DFT
– the number of people needed
to produce the daily rate is calculated
daily
 Processes and quality checks are
documented (A.I., OMS & SOE’s)
 Quality built into the product
 Kanban
 Less material in WIP and RIP
 People
What are the advantages of DFT
kanban – two-bin system
 NVA work is minimized or eliminated
 Processes are in a constant continuous
improvement state
 Speed-to-market
 Next day
 Customer Responsiveness
 Component
Cost Distribution
Labor – 10%
 Pay Cut
 Layoff
 Work Harder
 Overhead – 20%
 Benefits
 Utilities
 Training & Education
 Material – 70%
 Eliminate Scrap
 Eliminate Inventory
 Demand Flow Business Strategy
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20%
10%
70%
Cost to the Company
Defect Found At …..
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Station 1
 One-Down Operation
 Out-of-Box
 FG’s
 Customer
Traditional Mfg. Vs. Demand Flow Mfg.
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Scheduling techniques
 Fabrication &
subassembly
production
 Departmental build
 Schedule, queue and
batch work time
 Material movement
 External Inspection
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Mathematical
technology
Mixed-model flow
process
Flow line design
Build the product in total
work content time or
less
Minimum material
movement
TQC & verify
Product Synchronization
A relationship of the processes in a flow to
produce a product.
Product Synch
Teams
DFT Activity Sheet
Transports
MP-3
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Wet Line
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TPCt
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Flow Rate
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Teams Attacking TPCt
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Develop DFT Implementation Sch.
Train Personal in DFT Concept
Develop Product Sync
Establish Takt
Completed SOE'S ( Timing)
Develop Oms's
Balance Line
Set IPK's
Calculate OPR & Manning
Trained and Certify Operatios
Perform Pull Sequence Audit
Stacker-2 Depositor Key/edplt
MMD
Divert
Divert-Tran
PPM
IDM
CASSETTE
Bins
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Process Mapping
Matrix of products across the top and
processes along the side
Process Mapping Build Base MMD Team MP-B,C Divert line Trans/Div
TQC
Place on pushes cart place dual place Div is place on checks
cart
to MP-B,C Picker on on top of top of Div. are done
line
cart to
Picker,
tightens
on all
Divert Line tightens latches, & modules
MMD
Module
00100264F14A
latches&
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00100264F24A
00102716F14B
00102170F14A
00101070F14D
00101070F13A
00101070F24A
00101070F21A
00101070F21B
add belt. CCA brd on test log
add belt.
Cart is is added
Cart pushed pushed to wire are
to Trans/Div MMD line routed &
line
log is
filled out.
00100264F24B
00102716F14A
MMD is
Ship to
TQC'd for finish goods
wiring Unit
is tested
recorded
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Sequence of Events
Defines quality criteria against each work
element, value-added steps and time
estimates.
SOE
Part Number: 49-006633-000D
SEQ Task Description
#
Station 1
10 Position floor brace into T-22586.
20 Place floor in T-22586 (on top of Floor
Brace).
30 Insert rivets into 4 holes. Seat the rivets
by using the trigger on the gun.
40 Insert the stand-offs into the tool. Place
into the tool. Apply Loctite onto the
screws and secure to stand-offs.
Remove floor from tool.
50 Prepare surface of floor by cleaning the
spring mounting area with alcohol and
water solution.
60 Repeat steps 1 through 5 for second
floor.
SEQUENCE of EVENTS
VA
SET-UP
M L
MACHINE
LABOR
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0:02
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1:09
Total time for station =
2:18
Date: 3/9/01
MOVE
M
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TQC INFORMATION
Verify- The minimum/maximum floor
width from end to end at the bend line
using T-28598, at least 1 per hour.
Verify- 4 Studs are present on floor
assembly.
Verify- Rivets are flush and floor brace
is tight.
Verify- The surface is thoroughly dry
before preceeding.
Operational Method Sheet
(OMS)
A “colored” graphic representation of
quality criteria and work content
defined by the S.O.E. to be performed
at an operation
Work Content
TQC – check someone else work
Verify – check your own work
Demand at Capacity - Dc
The highest targeted volume output of
products that is planned to be achieved
by a demand flow manufacturing
process
Dc
Dc = Pv
Wd
100 units per month
20 days =
5 units/day
400 units per month
20 days =
20 units/day
Dc = Designed Daily Rate
He = Effective Work Hours
S = Shifts per day
Total Product Cycle Time (TPCT)
The calculated work content through the
longest path of the processes required
to build a product
Money Picker (6633D) = 30 min/prs 0.5
Stacker (7835H) = 42 min/prs 0.7
Transport (7836B) = 23min/prs 0.383
Printer (1670A) = 40 min/prs 0.66
TAKT
The calculated target of work content time
to be performed independently by a
person or machine in a demand flow
line
TAKT Conversion
100’s or Minutes
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7.66/5 = 1.532 hr/unit (IDM)
92 min/unit
7.66/20 = 0.383 hr/unit (R/L transport)
23 min/unit
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7.66/111 = 0.069 (Picker)
4.14 min/unit
Stations
Money Picker
Actual Time
TAKT Time
30 minutes assembly time
4.14 TAKT
= 7.24
= 7 stations
Resources
Resources can be:
Operations – labor
Machines
Pieces – batch equipment
People - flexible
Flexible Employees
 Employees
in a DFT line have a
minimum flexibility of three operations:
 Primary
 One
up-stream
 One down-stream
People (Dr)
Resources are
calculated daily to
determine the
requirement to
produce the daily
rate
Dc x L
HxS
Money picker
50 x .50
(8) X (1)
=3.125
3 people
Line Balancing Tools
Tools used when actual time at an operation
exceed TAKT
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Relocate work
 Reduce or eliminate non-value added work
content
 Add resources or duplicate resources
 Move inventory and time (Kanban)
Certification
 Meet
TAKT
 Train others
 Meet quality criteria
 Flex
In-Process Kanban (IPK)
A visual signal that identifies when work
needs to be performed in a line
Kanban Card
A card used as a communications signal
to pull material based on demand
Pull Sequence
Every part that is kanban pulled must
have a definable path that identifies the
supply and consumption points
(e.g Line, Rip, Wip, FG’s)
Mixed Model Line
A primary goal of demand flow manufacturing is
to design flow lines to produce families of
similar products. The mixed model line has
the ability to build a range of volumes of any
product, any day, based on the direction of
actual customer demand.
Backflush
The method used to relieve RIP (Raw in
Process) inventory of a product’s bill of
material quantity when a product is
complete
Communication Lights
Management Light – A light that can be
seen from a wide area to identify if
action needs to be taken on the line
e.g Andon
Measuring Linearity
Example: during a nine-day period the production
rate is (4) per day:
4+4+4+4+4+4+4+4+4=36
Actual production was:
3+4+5+3+4+5+3+4+5=36
Traditionally we would say this is o.k.
Actually the sum of the total deviation is 6 or 84%
Suggested Goal = 90%
Formula Recap
Da ily Ca pa city
Dc
Pv
Wd
Pe ople
Dr x L
H x S
TAKT
H x S
Dc
Sta tions
Actual Time
TAKT
QUESTIONS???