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Vandal Boat Factory Simulation. Outline Review of lean concepts Review the current state of Vandal paper factory – VSM – The products and practice Simulation.

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Presentation on theme: "Vandal Boat Factory Simulation. Outline Review of lean concepts Review the current state of Vandal paper factory – VSM – The products and practice 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 – Execution and data gathering – Analysis Simulation 3 – Review slides from day 4, pacemaker process, – Redesign – Execution and data gathering – Analysis Wrap up

3 REVIEW

4 House of Lean Thinking Lean Champion Series 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

5 Forms of Waste 1.Defects 2.Overproduction 3.Waiting 4.Non-Value Added Processing. 5.Transportation 6.Inventory (Time) 7.Motion 8.Employees - Knowledge, Skills and Abilities 9.Energy and Environment 5 5% Value-Added Waste 95%

6 VANDAL PAPER BOAT FACTORY

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8 Principles of Lean Manufacturing  Round 1 (Traditional)  Round 2 (Student Redesigned)  Round 3 (Instructor Prompted) SIMULATION

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

14 1.Sales Representative Processes “Customer Order” 2.Production Scheduler Generates “Factory Order” from forecast 3.Kitter(s) Organizes raw materials for “Factory Orders” 4.Material Handler Moves product between ALL workstations 5.Folder I Initial folding: Green 6.Folder I Initial folding: White 7.Folder II Final folding : Green 8.Folder II Final folding: White 9.Logo Stamper (white) 10.Logo Stamper (green) 11.Oven Operator (white) 12.Oven Operator (green) 13. Inspector(2) Assures Quality 14.Reworker Repairs failed boats 15.Warehouse/Ship Clerk Matches boats to “Customer Orders” 16.Production Supervisor Supervises production 17.Industrial Engineer (2) Monitors production process 18.Trucker Ships products to the customer

15 White Paper Green Paper

16 1 piece

17 4 per batch

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

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

20 Principles of Lean Manufacturing 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!

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

22 Principles of Lean Manufacturing Round 1

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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