We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byPriscila Lowman
Modified over 2 years ago
Lean and Agile Enterprise How to get fitter and faster ! © The Delos Partnership 2004
Customers demand… Higher Quality Faster Response Greater Variety Lower Cost Tighter measurements © The Delos Partnership 2004
Customers demand ? Higher Quality Faster Response Greater Variety Lower Cost Tighter measurements Customer Service Department Warehouses of Inventory Large Product range Far East Manufacturing facility Ever higher levels of internal efficiency and more PPV © The Delos Partnership 2004
Today’s Value ? © The Delos Partnership 2004 Time is money... Time is waste...
© The Delos Partnership 2004 Before After Assembly time: -47% W.I.P.: -99% Lead time: -99% Floor space: -40% Lean example: oil cooler cell
Total supply chain costs © The Delos Partnership 2004 Physical = Production + Distribution + Storage Costs Costs Marketability = Obsolescence + Lost Sales + Sub-optimum Costs Costs - stockout Pricing - competition
Seeing the potential… © The Delos Partnership 2004 Lean and Agile Intro 7 Waste Variability Inflexibility (Volume and Mix)
The Value Chain © The Delos Partnership 2004 Retail Outlet Retail Outlet Consumer Customer ? Customer Distribution Customer Distribution Europe Americas Far East Europe Our Company Suppliers Transport GOODS CASH Shareholders/Stakeholders
People Values TraditionalNowFuture Process problems Not my jobOwnershipAccountability Management Style SuperviseFacilitator/ Team Leader Coach Working Style IndividualTeamEmpowered Teams Training and Education Non-existentLuxuryNecessity KnowledgeIgnorantUnderstandsExpert Attitude to People LiabilityCostAsset © The Delos Partnership 2004
Challenge Tradition FactorHistoricalNowFuture DeliveryPromiseRequiredNeed SuppliersAdversariesPartnersSeamless QualityAcceptable6 sigmaZero defects ScheduleForgetFollowAdhere InventoryAssetLiabilityZero MaintenanceRemedialPreventEliminated ComplexityNormalReducedEliminated TeamworkRareCIT’sConstant PeopleFollowersThinkersLeaders © The Delos Partnership 2004
Behavioural problem © The Delos Partnership 2004 Lean and Agile Intro 11 If you measure me rationally I will behave rationally But if you measure me irrationally I will behave irrationally If you measure me rationally I will behave rationally But if you measure me irrationally I will behave irrationally
Lean and Agile supply 12 © The Delos Partnership 2004 Draw the current state The “current state” shows what is really happening right now It identifies wasteful steps and provides opportunity to visualise and plan a “future state ”
METAL SUPPLIER PRODUCTION PLANNING SAP Manugistics Weekly Production Plan Daily Despatch Schedule 500 ft coils 18 days 2 per month WELDINGPRESSING STAMPING Weekly Fax 6 week Forecast 60 + 30 day Forecasts EPE = 2 weeks C/O 1-2hrs OEE = 61% C/T 1 second EPE 1 week C/O 0.3-2hrs OEE = 57% C/T 3 seconds EPE 1 week C/O 0.3-1hrs OEE = 76% C/T 10 seconds EPE 1 week C/O N/A Capacity 70% C/T 440 seconds ASSEMBLY TEST EPE 1 week C/O 10 mins Capacity 35% C/T 34 seconds DESPATCH CUSTOMER 1 second 4 days 2 hours 30 days Current State Map Production Lead Time = 60 days Value Added Time = 8 min 8 sec Daily Order 1 x Daily 3 seconds 10 seconds 440 seconds 4 days 34 seconds 5 variants 156 variants
METAL SUPPLIER PRODUCTION PLANNING Daily Despatch Schedule 500 ft coils Vendor Managed Inventory STAMP + PRESS 60 + 30 day Forecasts EPE shift C/O 10 mins OEE = 77% C/T 6 seconds EPE shift C/O N/A Capacity 70% C/T 300 seconds WELD + ASSY 1 EPE As required C/O N/A Capacity 55% C/T 164 seconds CUSTOMER 6 hours Future State Map Production Lead Time = 1.3 days Value Added Time = 7 min 50 s Daily Order 1 x Daily 6 seconds 300 seconds 1 day 164 seconds 5 variants156 variants 5 variants ASSY 2 + TEST + DESPATCH
Lean and Agile supply 15 © The Delos Partnership 2004 Extended mapping Joint mapping - with suppliers and customers - will help to identify the potential and opportunities for new ways of working e.g. collaborative planning and supply chain re-designs.
Lean and Agile supply 16 © The Delos Partnership 2004 Steps for a current state map 1.Identify the family 2.Pick which component to follow 3.Complete a quick walk through to identify the main processes 4.Fill in process information 5.Document customer information 6.Document supplier information 7.Establish information flow (how does each process know what to make next?)
© The Delos Partnership 2004 The Seven Forms of Waste 1.Over production 2.Motion 3.Transportation 4.Waiting 5.Over Processing 6.Storage/Inventory 7.Defects
Lean and Agile supply 18 © The Delos Partnership 2004 The 5S’s 1.Sort out 2.Simplify 3.Sweep 4.Standardise 5.Self discipline
© The Delos Partnership 2004 OEE DEMAND TIME DEFECTS ‘MISSING MINUTES’ & SLOW RUNNING EQUIPMENT STOPPAGES & BREAKDOWNS UTILISATION AVAILABILITY QUALITY 24/7
Lean and Agile supply 20 © The Delos Partnership 2004 Pillars of TPM OEE IMPROVEMENT AUTONOMOUS MAINTENANCE PLANNED MAINTENANCE SKILLS DEVELOPMENT MAINTENANCE PREVENTION STANDARDISATION 5S (WORKPLACE ORGANISATION) RELIABILITY AND AVAILABILITY
Lean and Agile Intro 1 © The Delos Partnership 2004 Lean and Agile Enterprise How to get fitter and faster !
Syn Lean and Agile Intro 1 © The Delos Partnership 2005 Syngenta Workshop to produce a lean and agile customer led supply chain.
Lean and Agile supply 1 © The Delos Partnership 2004 Lean and Agile Applying the ideas to the Supply side.
Syn Lean and Agile supply 1 © The Delos Partnership 2005 Lean and Agile Applying the ideas to the Supply side.
BAE Lean 1 © The Delos Partnership 2004 Lean and Agile Applying the ideas to the Supply side.
BAE Lean Intro 1 © The Delos Partnership 2005 Lean and Agile Philosophy How to eliminate waste in pursuit of Quick response.
World Class Operation How to gain and sustain a competitive edge.
Lean and Agile 1 © The Delos Partnership 2004 Lean and Agile Applying the ideas to the Demand side.
New Partner / Associates / 2nd tier Consultants How do we attract the right people to join us ?
1 © The Delos Partnership 2005 Procurement Masterclass Prerequisites.
Syn Lean and Agile 1 © The Delos Partnership 2005 Lean and Agile Applying the ideas to the Demand side.
Supplier Development project Tools for supplier development Inspiration for tools to be used in workshops.
Value Stream Mapping.
S12-1 Operations Management Just-in-Time and Lean Production Systems Chapter 16.
Chapter 2 - The Value Stream
Operations Management Just-in-Time Systems Supplement 12
1 © The Delos Partnership 2003 Integrated Enterprise Planning Joining up all the pieces.
Strategic Decisions (Part II)
CAD CAM CADMAT A2 Graphics. CADMAT We will look at … We will look at … CADMAT CADMAT –Computer aided design, manufacture and Testing PDM PDM –Project.
1 Employability skills (a) Employers value people who: fit well into their team and workplace use initiative to solve routine problems work productively.
1 © The Delos Partnership 2006 Sanofi Aventis What are “Process Ways of Working” – and would they be a solution ?
Just-in-Time and Lean Systems
Just-In-Time & Lean Systems
Pull System Workshop THE GOAL: Directly link all processes - from the customer back to raw material suppliers - to improve responsiveness, shorten lead.
1 ISE 195 Fundamentals of Industrial & Systems Engineering.
Total Productive Maintenance (TPM)
Supply Chain Management Kalakota: pp What is a supply chain? The network of retailers, distributors, transporters, storage facilities and suppliers.
Chapter 14 Supply chain management
Carnegie Mellon University © Robert T. Monroe Management Information Systems Supply Chain Management Systems Management Information.
Supply Chain Management
Who is Caterpillar? Cat Dealers Cat Business Units World’s leading manufacturer of construction & mining equipment; diesel & natural gas engines; and industrial.
Reasons for Inventory To create a buffer against uncertainties in supply & demand To take advantage of lower purchasing and transportation cost associated.
Teamwork Presentation on JUST IN TIME” METHOD World Wide Science, Online MBA Program 25 June 2011 Head of Group: Head of Group: Ahmad Shikeb Farazi Ahmad.
CONTINUOUS IMPROVEMENT PROGRAM
Production and supply chain process MIS2101: Management Information Systems Based on material developed by C.J. Marselis.
Slack, Chambers and Johnston, Operations Management 5 th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007 Chapter 15 Lean operations and.
JUST IN TIME Operational Systems for Manufacturing… JIT and Lean Production.
“Without the Cost of Waste …”
Bringing the Voice of the Consumer Into Your Supply Chain Jake Barr Director, Consumer Driven Supply Network Global Mfg, Planning & Logistics The Procter.
Supply Chain Management: An Introduction. Typical Supply Chains Purchasing Production Distribution ReceivingStorageOperationsStorage.
Manufacturing Plant maintenance Materials management Quality management.
Understanding Inventory Fundamentals CHAPTER SEVEN McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
1 What is JIT Inventory? The minimum amount of inventory necessary to keep a perfect system running smoothly Objective is to minimize the stock of parts.
Lean and Agile Innovation 1 © The Delos Partnership 2004 Lean and Agile Applying the ideas to the Design side.
Lean Basics Dewey Warden.
1 Information Technology & Information Sharing in Supply Chains Zhi-Long Chen Michael O. Ball Robert H. Smith School of Business University of Maryland.
© 2017 SlidePlayer.com Inc. All rights reserved.