精益生產(chǎn)之倉庫模擬游戲課件

1、WarehouseSimulationGameWarehouseSimulationGameWarehouse Simulation GameDuring the Warehouse Simulation Game the principles of Lean are shown and we ask you to apply them on the spotThe game makes you think about what is value add for the customer, what is the employees role and value add in the proc

2、ess, and to let go of traditional roles and seemingly independent tasksThe goal is to make Lean more concrete and easier to applyIt is an interactive way to get you acquainted with the Lean principles. 2Warehouse Simulation GameDurinTo understand the opportunity to improve quality, cost, and deliver

3、y performance in traditional warehousingTo gain an awareness of how JIT warehousing differs from traditional warehousingTo gain an appreciation of the following LEAN terms:Eight types of wasteContinuous flow processingTakt timeObjectives3To understand the opportunity AgendaCase introductionPractice

4、roundRound 1 “Waste”Round 2 “Flow”Round 3 “Takt”Summary 4AgendaCase introduction 4Run(do)Redesign & Prepare(plan)Analyze(check)LEANtheory & examples(act)Structure of simulation rounds“Set up new round”“Design improved warehouse system”“Simulate operation”“Measure performance and identify issues”5Run

5、Redesign & AnalyzeLEANStrucAgendaCase introductionPractice roundRound 1 “Waste”Round 2 “Flow”Round 3 “Takt”Summary 6AgendaCase introduction 6ContextYou are 6, 12, 18, or 24 employees in a warehouse that produces kits for the consumer industryThe packing for these products requires special treatment,

6、 but has a similar setupThe company is currently unable to deliver the quality, cost, and delivery promises made to its customers7ContextYou are 6, 12, 18, or 2OperationEach order is made from sheet of A4, 1 photo film tube and 2 to 12 paperclipsEach operator has a workstation with 1 work instructio

7、n1Receive and check packing2Cut packing into quarter sheets3Prepare box, add pick list4Pick pack items required for orderQCShip&5Check quality, seal order6Material handler8OperationEach order is made frUnitsGoalNumber of good orders deliveredPercent wrong picked/packed items from total number of ite

8、msGood orders delivered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time (minutes)Indexed against round 1 (=100%)Tracking key performance indicators9UnitsGoalNumber of good ordersAgendaCase introductionPractice roundRound 1 “Waste”Round 2 “Flow”Round 3 “Takt”Su

9、mmary 10AgendaCase introduction 10AgendaCase introductionPractice roundRound 1 “Waste”Round 2 “Flow”Round 3 “Takt”Summary 11AgendaCase introduction 11Round 1: Traditional manufacturingEvery process has a batch size of 4Every batch must be prepared together and the material handler must be requested

10、to deliver the complete batch to the next process (material handler can only take one batch at a time)Every operator should work as fast as possible1. Receipt5. Inspect/ship4. Pick packing3. Preparation2. CuttingLayout is by process2m6. Material handler12Round 1: Traditional manufactuSimulation roun

11、d 1 Customers demand:24 orders in 10 minutes13Simulation round 1 Customers dTime14Time14UnitsGoalNumber of good orders deliveredPercent wrong picked/packed items from total number of itemsGood orders delivered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time (m

12、inutes)Indexed against round 1 (=100%)Round 1 analysis:Tracking key performance indicators15UnitsGoalNumber of good ordersRound 1 analysis:Learning pointsWhat went well?What were the most significant problems?WIP levelsBottlenecksWaiting timeWorker stress/boredomTeam interactionDefect rateWhat were

13、the root causes of these problems?How can these be resolved?QualityFirst pass yieldCostProductivityInventoryDelivery% on time to customerLead timePerformanceHow can performance be improved?16Round 1 analysis:Learning poiInflexibilityWasteVariabilityReducing waste (“muda”) means lowering costs, impro

14、ving quality and achieving consistent throughput (service level)Customer demandOutputCustomer demandOutputReducing inflexibility (“mura”) means becoming able to deliver to the client what he asks at the right time in the right amount (service level)Reducing variability (“muri”) means improving proce

15、ss reliability i.e. lowering cost and improving qualityThree lean enemies waste, inflexibility and variability address all operational targets17InflexibilityWasteVariabilityRTypical learning pointsThe layout is poor:Does not support this productPrevents people understanding the system Hinders commun

16、icationOperators often have nothing to do:Batch manufactureWaiting for material handlerSystem empty at start of shiftHigh levels of inventory tie up cash and create a quality riskDespite a lot of activity, the customer demand has not been metIt is a frustrating system to work in18Typical learning po

17、intsThe layModule: WasteModule: One Piece FlowModule: KanbanModule: WasteModule: One Pie8 types of wasteOverproductionProduce too much or too fastOver processingMore steps in the processes than requiredTalentNot fully utilizing the talent of all employeesMotionEvery motion that is not adding valueDe

18、fects / ReworkRepairing bad quality or mistakesTransportationMovements between processesInventoryEverything that is inexcess of the minimum required to perform the tasksWaitingWaiting for parts, until someone else has completes his cycle208 types of wasteOverproductionContinuous Flow Processing is o

19、ften the first step to removing wasteThe traditional layout and configuration of processes and departments creates wasteContinuous flow processing21Continuous Flow Processing is Line design examplesAINVBCDINVINVINVEINVFBatch ProductionIsolatedABCDEFContinuous FlowLinear“U”-Shaped ParallelABCDEFCBADE

20、FMaximized Flexibility & Motion EconomyFeedbackReduced InventoryReduced floor spaceClear production status (short/full)Reduced floor spaceIncreased operator flexibility across stepsReduced floor spaceGood for pair-product production22Line design examplesAINVBCDINV1 piece flow and pull systemFinal cu

21、stomer dictates sequence and pace: pull systemCustomer-supplier relation at each process step (e.g. process 3 is customer of process 2 and process 3 is supplier of process 4)The system is using a 1 piece flow having standard 1 piece WIP Each process makes to replenish supermarket downstream (Kanban)

22、Kanban Supermarket is identified as the place to put 1 single part between each process1.Receipt3.Set up2.Cut4.Pick pack5.QualityFinalcustomer 231 piece flow and pull systemFiAgendaCase introductionPractice roundRound 1 “Waste”Round 2 “Flow”Round 3 “Takt”Summary 24AgendaCase introduction 24Round 2:

23、Summary of design changesImproved layout (to optimize material flow)Continuous flow processingBatch size of 1 (from operator 3 onwards)No need for internal packagingWork is passed directly between operatorsMaterial handler freed up to study performancePull system implemented to control inventory and

24、 to allow customer to set paceEach station works only if demand exists at the next downstreamDemand is signaled by empty Kanban space (WIP storage)Customer pulls 1 order from last process every 25 seconds25Round 2: Summary of design chaSimulation round 2 Customers demand:24 orders in 10 minutes26Sim

25、ulation round 2 Customers dTime27Time27UnitsGoalNumber of good orders deliveredPercent wrong picked/packed items from total number of itemsGood orders delivered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time (minutes)Indexed against round 1 (=100%)Round 2 ana

26、lysis:Tracking key performance indicators28UnitsGoalNumber of good ordersRound 2 analysis:Learning pointsWhat went well?What were the most significant problems?WIP levelsBottlenecksWaiting timeWorker stress/boredomTeam interactionDefect rateWhat were the root causes of these problems?How can these b

27、e resolved?QualityFirst pass yieldCostProductivityInventoryDelivery% on time to customerLead timePerformanceHow can performance be improved?29Round 2 analysis:Learning poiModule: Takt TimeModule: Workforce FlexibilityModule: Poka YokeModule: Takt TimeModule: Wor11)21)3456OperatorLine is clearly imba

28、lancedWhat should be done?How much work should each person have?Assume these processes must remain batch operation1312331030Analyzing the problem of waitingTime per order, Seconds3111)21)3456OperatorLine is cleaSolving the problem of waitingTime per order, SecondsThe correct pace of productionexactl

29、y achieves customer demand in the production time availableFor a balanced line with minimal waste, each process must complete one operation at this pace: the takt timeTakt time = Available time Customer demand= 10 minutes * 60 seconds 24 orders= 25 seconds per orderTakt time = 25sAssume these proces

30、ses must remain batch operation11)21)3456Operator131233103032Solving the problem of waitingSolving the problem of waitingTime per order, Seconds - Line BalancingTakt time = 25sAssume these processes must remain batch operation11)21)3456Operator1312252325Auxiliary waste due to isolated batch processe

31、s1)Work elements have to be redistributed to ensure every process will produce at customer driven paceCross training will be necessaryProductivity will be improvedNon value added time focused at one operation: time may be usefully filled until further productivity improvements are possible33Solving

32、the problem of waitingAgendaCase introductionPractice roundRound 1 “Waste”Round 2 “Flow”Round 3 “Takt”Summary 34AgendaCase introduction 34Round 3: Summary of design changesLine balanced to takt time Flexible workforceIn-station quality checks (Poka Yoka)35Round 3: Summary of design chaSimulation Rou

33、nd 3 Customers demand:24 orders in 10 minutes36Simulation Round 3 Customers dTime37Time37UnitsGoalNumber of good orders deliveredPercent wrong picked/packed items from total number of itemsGood orders delivered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time (

34、minutes)Indexed against round 1 (=100%)Round 3 analysis:Tracking key performance indicators38UnitsGoalNumber of good ordersRound 3 analysis:Learning pointsWhat went well?What were the most significant problems?WIP levelsBottlenecksWaiting timeWorker stress/boredomTeam interactionDefect rateWhat were

35、 the root causes of these problems?How can these be resolved?QualityFirst pass yieldCostProductivityInventoryDelivery% on time to customerLead timePerformanceHow can performance be improved?39Round 3 analysis:Learning poiAnalyzing opportunity for growth Time per order, SecondsCurrent takt time of 25

36、 seconds Assume these processes must remain batch operation11)21)3456Operator1312252325Company now has immediate opportunity to meet higher demand with existing trained workforceBenefits of flexible line can be captured by reconfiguring with more personnelLine needs to be rebalanced at new takt time, and further cross training will be necessary40Analyzing opportunity for growRebalance