Creating Mixed Model Value Streams: Practical Lean Techniques for Building to Demand, Second Edition

Creating Mixed Model Value Streams: Practical Lean Techniques for Building to Demand, Second Edition

Language: English

Pages: 258

ISBN: 1439868433

Format: PDF / Kindle (mobi) / ePub

Following in the footsteps of its bestselling predecessor, Kevin J. Duggan, an executive mentor and recognized authority on Lean and Operational Excellence, draws on more than 10 years of experience and learning to provide Creating Mixed Model Value Streams, Second Edition. This second edition takes a step-by-step approach to implementing Lean in complex environments and describes which Lean techniques to use when faced with difficult situations―including high product mix, scheduling problems, shared resources, and unstable customer demand. In addition to a new section on handling shared resources to support mixed model production, the second edition:

  • Contains updates to sections on mixed model value streams
  • Introduces new information on constructing product family matrices
  • Expands on the concept of takt in mixed models
  • Provides additional insights on existing mixed model concepts, such as determining product family, takt capability, and heijunka (load level scheduling)
  • Presents new concepts on sequencing work, such as offset scheduling and sequenced first-in, first-out (FIFO) lanes

Illustrated with a case study based on actual experience as well as a CD with helpful tools, the book walks readers through the reasoning the author has used with great success in practice. It delves beyond the basics of value stream mapping to explain how to create future states in a manufacturing environment characterized by multiple products, varying cycle times, and changing demand. Demonstrating advanced techniques for creating flow through shared resources, it also considers the concept of a guaranteed turnaround time for the shared resource.

The Accompanying CD Includes:

  • Spreadsheet and tutorial for sorting products into families
  • Spreadsheets for calculating equipment required and for determining the interval for Every Part Every Interval (EPEI)
  • Samples of visual method sheets for standard work
  • Case study value stream maps and mapping icons

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openly stating that this is a starting point, and that operators and engineers together should continuously improve these methods. Engineers possess the knowledge of ergonomics, that is, balance charting, safety, tooling, efficiency, and product knowledge; whereas operators possess the hands-on product knowledge that comes with having built products for many years. It sounds like a good fit to eliminate waste, and it is. To provide the current best method, engineers and operators must work

Rother and John Shook, Learning to See (Cambridge, MA: The Lean Enterprise Institute, 1999), pp. 51–52. QUESTION 9—How Will We Schedule the Mix at the Pacemaker? When scheduling the pacemaker, we know that smaller increments are better. As previously discussed, smaller increments provide us with better quality, smoother flow through shared resources, and higher flexibility to the customer (see Question 4). Small increments also require nearly zero changeover time and perfect quality at

production at the pacemaker. Their enthusiasm for getting started is showing, as they now see how a Lean system can be applied to their high-mix environment. What’s Next for the Team? Although the group is eager to start implementation, we still need to discuss one more factor. Even though we have made a highly flexible value stream that can handle a range of mixes, customer demand for the entire family can still increase beyond what the value stream can handle. Therefore, we must review

and leveling in their mixed model environment. They also realized they had much work ahead to implement this future state. Before jumping into the implementation, we felt it best to provide an overall review of the future state in order to provide a clear understanding of its operation. So back to the whiteboard we went to put it all together for them. First, we revised our first example of a make-believe product family of sensors and detectors with a new example based on actual numbers from the

explained to us that automotive products were only a small part of their business; their demand was for a high variety of products, including custom orders, which change daily. They stated they have no idea what the customer will order the next day, so they try to keep stock available to ship the same day. They use a three-month forecast that is a good guess at best. They felt their high-mix environment with variations in demand, demanding customers, custom orders, and shared processing equipment

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