4-Prepare SC for LSCM PDF

Link tài liệu: 4-Prepare SC for LSCM.pdf Deadline: Thứ 4 ngày 05.03.2024 4.3.2.6 4.3.2.7 4.3.2.8 4.3.2.9 4.3.2.10 4.3.2.11 4.3.2.12 4.3.3.1 Linh Ngân Khang Bảo Tú Anh Ngân Bảo Khang SLIDE LINK CANVA 4.3.2.6 Takt In manufacturing, "Takt" refers to “rate of customer demand” or the “pace of customer de...

Link tài liệu: 4-Prepare SC for LSCM.pdf Deadline: Thứ 4 ngày 05.03.2024 4.3.2.6 4.3.2.7 4.3.2.8 4.3.2.9 4.3.2.10 4.3.2.11 4.3.2.12 4.3.3.1 Linh Ngân Khang Bảo Tú Anh Ngân Bảo Khang SLIDE LINK CANVA 4.3.2.6 Takt In manufacturing, "Takt" refers to “rate of customer demand” or the “pace of customer demand”, indicating how quickly tasks should be performed to meet this demand. The customer takt sets the maximum time allowed within each process step to produce one unit of output. Manufacturing takt must be shorter than customer Takt to satisfy demand consistently in order to permanently satisfy customer demand. If manufacturing takt is only slightly shorter than the cus-tomer takt—manufacturing produces a given output only slightly faster than customers demand requires, the stock-outs or shortages may occur during demand fluctuations. Smooth value stream maintenance requires well-coordinated interaction between process stages. Widely differing Takt times between consecutive steps indicate suboptimal configuration, with the step having the longest Takt often becoming a capacity bottleneck where excess inventories accumulate and waiting times for subsequent steps arise. (Figure 4.31) Figure 4.31 Takt of different process steps at the shop-floor level. 4.3.2.7 Inventory Inventory Accumulation and Capacity Bottlenecks: Inventory levels in different stages of the value stream indicate potential capacity issues. High inventory at a stage suggests that the process may not be keeping up with demand, signaling a bottleneck. Measurement of Inventory Levels: It's essential to measure average inventory levels and days of supply at various points on the Value Stream Map. This helps identify where inventory is accumulating and how quickly it's moving through the system. Surges in Material Flow: Excess inventory can indicate surges in material flow, revealing imbalances in process alignment. Such surges often stem from process steps lacking sufficient capacity compared to others, highlighting areas for improvement. Source: Value Stream Mapping (Link) Key point of Inventory - Inventory Accumulation and Capacity Bottlenecks: Inventory levels in different stages of the value stream indicate potential capacity issues. → Bottlenecks occur when high inventory levels at one stage. - Measurement of Inventory Levels: measure average inventory levels and days of supply at various points on the Value Stream Map - a useful tool for managing inventory levels - Surges in Material Flow: Excess inventory can indicate surges in material flow, revealing imbalances in process alignment. Such surges often stem from process steps lacking sufficient capacity compared to others, highlighting areas for improvement. 4.3.2.8 Utilization Definition: Utilization is a key performance metric that measures the proportion of time a resource (e.g., equipment, personnel, or system) is actively engaged in value-adding activities within a process. Focus: It provides insight into the efficiency with which available resources are deployed to generate output. Process Optimization: Utilization analysis aids in identifying bottlenecks (where high utilization might hinder work throughput) and excess capacity (where low utilization indicates potential resource underuse). Example Consider a manufacturing line with a machine capable of producing 100 units per hour. If the machine operates productively for 6 hours during an 8-hour shift, its utilization rate is 75% (6 hours active / 8 hours total). Why is Utilization Important? 1. Process Improvement: Utilization metrics facilitate the identification of constraints and areas for potential improvement within a value stream, leading to enhanced operational efficiency. 2. Informed Capacity Decisions: By monitoring utilization rates, organizations gain valuable data to guide capacity planning, helping determine when to scale resources in line with demand. 3. Cost Optimization: Tracking utilization trends allows businesses to pinpoint underutilized resources, leading to informed decisions about cost reduction and profitability enhancement. Key Points Contextual Targets: Optimal utilization levels vary across industries and individual processes. There's no universal "ideal" rate; benchmarks should be defined based on specific organizational goals and operational context. The Balance with Sustainability: While high utilization rates are often desirable, consistently operating near maximum capacity can be detrimental. It's important to strike a balance between efficiency and factors like equipment maintenance, quality control, and the ability to respond flexibly to fluctuations in demand. 4.3.2.9 Overall Equipment Effectiveness OEE divides a production step's performance into three distinct, quantifiable components: availability, performance, and quality. Availability represents the percentage of the scheduled amount of time that can be actually used for production by separating unplanned downtimes from theoretical operating times. The manufacturing performance measures the actual speed of production compared to its planned speed, taking into account all types of losses, including decreased output rates resulting from subpar component quality. The manufacturing quality represents the proportion of the product’s output reaching the quality standards in relation to total output. 4.3.2.10 Transportation Data The transportation aspects within the value stream should be carefully examined, focusing on delivery frequencies, transport lot sizes, and transportation lead times. These details should be documented on the Value Stream Map (VSM) for analysis and optimization purposes. 4.3.2.11 Information Flows Information Processing: In a value stream, handling information can take up a lot of time. This includes things like gathering data, sharing it with customers and suppliers, and processing it within the company. Visualizing Information Flows: A Value Stream Map (VSM) helps make sense of all this information by showing how it moves between different parts of the company, as well as with customers and suppliers. It's like drawing a map to see where information starts and where it ends up. Data Processing Processes: Along with showing how information moves, a VSM also highlights the main processes involved in processing data. These could be things like entering orders, updating inventory, or sending invoices. Frequency of Data Generation: The VSM also notes how often data is generated at each step. For example, some steps might produce data every hour, while others might only do it once a day. Delays in Data Processing: Additionally, the VSM shows if there are any delays in processing data. This could happen if there's a backlog of orders to enter or if there's a slow system for updating inventory. Key point: - A lot of time to handle information → Information processing is very important and makes sure Data is shared with all stakeholders at the right time, following the right principles. - A Value Stream Map (VSM) helps make sense of all this information by showing how it moves between different parts of the company. - Low data flow can delay processing flow and impact on comprehensive supply chain. 4.3.2.12 Planning Mode In order to achieve sustainable improvement, the imbalances should be removed in the whole process. One technique to improve a value stream's performance is through leveled flow design, which produces steady and balanced material flows. 4.3.3 4.3.3.1 Ensuring Stable and Efficient Processes In order to achieve successful LEAN Planning, it is essential to have stable and reliable manufacturing processes. This is particularly important for repetitive production modes like the Rhythm Wheel. If there are frequent fluctuations in changeover times or production rates, it becomes challenging to design an optimal Rhythm Wheel. While LEAN Planning methods can still function in an unstable environment, the full benefits can only be realized when production processes are reliable and operate at a consistent speed and output quality. To improve stability and efficiency in manufacturing operations, well-known lean tools such as Single Minute Exchange of Die (SMED), Root Cause Analysis, Poka Yoke, Total Productive Maintenance (TPM), and 5S can be used. However, some of these tools may need to be modified to suit the specific requirements of process industries. For example, when applying SMED in process industry sites like pharmaceutical and food processing plants, it's important to consider that cleaning takes up a significant portion of the overall changeover time. Overall, it is crucial to consider industry- and company-specific characteristics when implementing lean tools to effectively reduce waste in value streams. Key points: → LEAN Success in Process Industries: Stability is Key Stable processes are the foundation for thriving LEAN Planning, especially for repetitive production (e.g., Rhythm Wheel). Fluctuations disrupt LEAN tool effectiveness. Classic LEAN tools (SMED, Root Cause Analysis, Poka-Yoke, TPM, 5S) enhance stability and efficiency. However, process industries might require adaptations. For instance, SMED in food processing needs to heavily focus on cleaning optimization due to its extended changeover time. Industry-specific considerations are crucial. Tailoring LEAN principles to unique industry needs maximizes value stream waste reduction. MULTIPLE CHOICE