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Vandal Boat Factory Simulation

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Presentation on theme: "Vandal Boat Factory Simulation"— Presentation transcript:

1 Vandal Boat Factory Simulation

2 Outline Review of lean concepts
Review the current state of Vandal paper factory VSM The products and practice Simulation 1 Role assignment Execution and data gathering Analysis Simulation 2 Review slides from day 4, transition to future state, calculating Takt time Redesign Simulation 3 Review slides from day 4, pacemaker process, Wrap up


4 House of Lean Thinking Continuous Cost Reduction Through The Elimination of Waste 5S / Visual Management Level Loaded Production Just In Time Operate with the minimum resource requirements to consistently produce Just what is needed Just the required amount Just where it is needed Just when it is needed Jidoka Built in Quality In station quality: never pass a bad part onto the next process. Poke Yoke (error proofing) Automatic line stops (andon) Man-Machine Separation Prevent Problems (controls) Root cause analysis (5 why’s) Best Quality, Cost, Delivery, Safety Defects and Morale (QCSDM) Decision making Common goals Cross-training Selection PEOPLE & TEAMWORK WASTE REDUCTION CONTINUOUS IMPROVEMENT (KAIZEN) Problem Solving Eyes for Waste Genchi Genbutsu: go to gemba The TPS House The TPS House is a system based on a manufacturing philosophy, not just a set of tools. It is perhaps the most recognizable symbol in modern manufacturing. Developed by Taichi Ohno to share “best practices” with Toyota’s supply base. Why a house? A house is a structural system: the house is strong only if the roof, pillars and foundation are structurally sound. One weak link weakens the whole system. There are slightly different versions of the house, but the core principles are the same. Our Lean discussion today will revolve around this house. Lean Champion Series

5 Forms of Waste Defects Overproduction Waiting
5% Value-Added Defects Overproduction Waiting Non-Value Added Processing. Transportation Inventory (Time) Motion Employees - Knowledge, Skills and Abilities Energy and Environment 95% Waste



8 SIMULATION Round 1 (Traditional) Round 2 (Student Redesigned)
Round 3 (Instructor Prompted) TIME: Max ___ minutes PURPOSE: Introduce the progression from Traditional to Lean KEY POINTS: Change doesn’t happen in a day. The different rounds implement in incremental improvements. QUESTIONS: TRANSITIONS: Often a company starts out as a small operation and grows into a larger one. Often efficiency and structure/planning suffer in the process. Let’s take a look at the factory we’re going to work in today. Principles of Lean Manufacturing

9 Orientation to the Paper Boat Factory

10 Paper Boat Factory

11 Paper Boat Factory GBWS

12 Paper Boat Factory WBGS

13 WBGS $2.00/person/shift Labor cost: $1.00/sq ft/shift Facilities cost:
Paper Boat Factory: GBWS Sells for $8 Materials cost $0.50 WBGS Sells for $8 Materials cost $0.50 Labor cost: Facilities cost: Material cost: $2.00/person/shift $1.00/sq ft/shift $.25/sheet paper

14 Fabrication PBF Sales Representative Processes “Customer Order”
Production Scheduler Generates “Factory Order” from forecast Kitter(s) Organizes raw materials for “Factory Orders” Material Handler Moves product between ALL workstations Folder I Initial folding: Green Folder I Initial folding: White Folder II Final folding : Green Folder II Final folding: White Logo Stamper (white) Logo Stamper (green) Oven Operator (white) Oven Operator (green) Fabrication Inspector (2) Assures Quality Reworker Repairs failed boats Warehouse/Ship Clerk Matches boats to “Customer Orders” Production Supervisor Supervises production Industrial Engineer (2) Monitors production process Trucker Ships products to the customer

15 PBF Green Paper White Paper

16 PBF GBWS 1 piece 1 piece WBGS 1 piece 1 piece

17 PBF GBWS 4 per batch 4 per batch WBGS

18 Production Scheduling Process
PBF Production Scheduling Process Shipments to customers Customer orders (demand) Customer order forms Production forecast Factory order forms Finished Goods Warehouse

19 All orders are filled “first-in, first-out” (FIFO)
PBF Promised shipments to customers Promised shipments to customers 4 minutes after order 4 minutes after order All orders are filled “first-in, first-out” (FIFO)

20 Handle all parts first-in, first-out (FIFO)
Paper Boat Factory All shifts are 10 minutes Keep busy at all times Yell if you need parts Handle all parts first-in, first-out (FIFO) Only the Material Handler can move parts Stay at your workstation The boss is always right! Principles of Lean Manufacturing

21 Set-up Role assignment Paper boat folding practice Wet the line
IE data collection strategies/objectives

22 Paper Boat Factory Round 1 Principles of Lean Manufacturing

23 Debriefing Questions What forms of DOWNTIME waste were experienced in the simulation? What opportunities exist for waste elimination through 5s/visual control? How were issues of load leveling experienced? In what areas of the factory were product flow best? Most problematic? Why? What issues in product quality were encountered? What was the root cause of these defects? Which jobs were most stressful? In what ways? Why is it important to engage workers in these positions in lean improvements?

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