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CSUN Management
MSE507
Lean Manufacturing
Chapter 4
Pull
Principles of Pull
2
Lean Production for Pull
4
The Bad Old Days of Distribution
5
The Bad Old Days of Distribution
7
Lean Distribution for Pull
Change order frequency from weekly to daily for just the right
amount to be shipped to the dealer that day.
Dealers order daily just the amount sold to customers that day.
To reduce shipping costs, Toyota shipped parts from its eleven
PDCs to the dealers in each of the eleven sales regions every
night.
Day to day consistency of orders without waves allowed
consolidation of some truck routes.
Dealers reduced inventories of same parts knowing that any
part could be delivered within a day.
Dealers were able to increase the range of part numbers on
hand to satisfy the customers who wanted their parts RIGHT
NOW.
8
From Theory into Practice
9
From Theory into Practice
12
Level Scheduling Needs Level Selling
14
Pulling from Service Bay to Raw Materials
Information
Local Flow
Suppliers
Local
Suppliers Toyota
PRC
Toyota
Part PDC
Sloane
Flow Toyota
15
Just the Beginning
16
Is Chaos Real?
17
Do We Really Need a Business Cycle?
19
Post-it Note Exercise
Divide into two teams (5 to 8 per team), batch team and a pull team
Clear the table, so nothing is in the way
Each team member needs a pen or pencil
Object is to get 10 post-it notes completed with the words Lean
Manufacturing on each sheet, times the number of team members
Each person on the batch team is to write the words Lean
Manufacturing on each sheet. When all 10 sheets are done then
push to the next person.
Pull team writes the company name on one sheet at a time using
kanban rules.
Definition:
• Flow of products in a level manner through the
production operations. The ideal situation is one piece
flow at and between processes.
• The intent of flow production is to increase the velocity
of products and make the production cycle predictable.
21
Incoming Orders Flow
Planning Stations
Work coming In
22
Work is Pulled Into Anodize Line
FLOW
23
Summary of Benefits
Work flow levels are reduced and progress is visible at a glance
The ability to cross train is enhanced
Work team members take ownership of full process and can help
each other
Quick problem identification and feedback
Reduced Cycle Time
Improved quality through cycle of learning
Information flow and decision making enhanced
Value-added ratio improved
Reduces transportation waste
Reduces material handling
Helps to identify root causes of quality problems
Allows for equipment dedication
Drives set-up times down
24
Homework Assignment
Questions:
1. What do you think are the key reasons continuous
improvement takes so long to implement?
2. Which types of waste Pull production helps eliminate?
Explain how it is done.
3. Explain the advantaged and possible disadvantages of
using Pull production system to improve the business
Read Lean Thinking Chapter 5 - Perfection
• Pages 90 - 89
Questions? Comments?
26