i2.1 cycle time reduction through kanbans printing6b33e37c... · label template measure analyze...
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Problem Statement ResultsMethodology: Lean Six Sigma DMAIC
I2.1 – Cycle Time Reduction through Kanbans
Reese Willhite, Francisca Robbe, Alex Aguirre, Ricardo RamirezIngram School of Engineering
The current material picking and movement process contributes to internal waste, complexity, and long customer lead times.
The project will reduce average picking timesfor semi-finished goods (SEMIs) within Signify’sinternal supply chain, specifically materialsflowing out from fabrication areas to finalassembly.
Reduce the average pick time of SEMIs that gofrom fabrication to assembly by 50% through:❖ Implementation of supermarket area for
SEMI parts.❖ Implementation of Kanban system for high
running SEMIs coming out of fabrication.
Objectives
Previous State
Special thanks for their guidance and supportto:❖ Haiver Montenegro, Signify❖ George Mikhaylov, Signify❖ Juelaine Desjardin, Signify❖ Brian Malik, Signify❖ Matthew Garza, Signify❖ Jeremy Burns, Signify❖ Dr. Patrick Thomas, Texas State University
Acknowledgments
Project Purpose
DMAIC is data-driven quality strategy from Lean Six Sigma used to improve processes, in this case,material picking. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
Time Studies
Design Team Members
Vacant Area
Supermarket Area
Previous Kanban
Previous Value Stream Map
Purchasing/Planning
Supplier
Receiving
Fab dock/racks
WC 1000Laser
WC 1200Bending/Forming
Fab Staging
Whse
Shipping
Fab/PaintClerk
Row LabelsCount of
OrderSum of Order
quantityAvg Demand/
MonthOld
Kanban?Count Score Qty Score Score Rank
443560111880 32 4800 400 TRUE 0.914285714 0.98400984 0.966579 1
443560084130 17 4878 406.5 TRUE 0.485714286 1 0.871429 2
443562887290 20 4127 343.9166667 TRUE 0.571428571 0.84604346 0.77739 3
443562885930 35 2205 183.75 TRUE 1 0.45202952 0.589022 4
443560099350 61 2121 176.75 FALSE 1 0.43480935 0.576107 5
443562899500 28 2207 183.9166667 TRUE 0.8 0.45243952 0.53933 6
443560084740 17 1949 162.4166667 FALSE 0.278688525 0.399549 0.369334 7
443560025220 20 1159 96.58333333 TRUE 0.571428571 0.23759738 0.321055 8
443562890340 10 1602 133.5 TRUE 0.285714286 0.32841328 0.317739 9
Picking Times
Demand Analysis
32
68
Previous Kanban
Not Previous Kanban
57%13%
30%
Kanban changes
Added Eliminated Mantained
Label Template
Measure Analyze
❖ Score= Count Score*0.25+Qty Score*0.75❖ Parts were ranked based on both their demand
and their ordering frequency in 2018.
❖ Each part slot has a unique identifier in SAP.❖ Parts storage ergonomics considered.
Supermarket
Cycle Time
Example of Label
Factors used to Determine Bin Quantities
Ishikawa Diagram
Improve
Control# Part Kanban Qty.
1 443560001590 Kanban 502 443560001620 Kanban 503 443560001770 Kanban 304 443560003040 Kanban 505 443560010730 Kanban 1006 443560010740 Kanban 1007 443560014121 Kanban 508 443560014190 Kanban 509 443560014200 Kanban 50
10 443560014520 Kanban 3611 443560025220 Kanban 5012 443560048020 Kanban 5013 443560051530 Kanban 3014 443560052180 Kanban 5015 443560052280 Kanban 40
Sequence Large CategoryActivity
CategoryStart Task (h:mm:ss)
Task ElementEnd Task
(h:mm:ss)Time
(h:mm:ss)
14 Required Waste Pick Parts 0:02:57 Place parts in order bin 0:02:58 00:0115 Required Waste Walking 0:02:58 Walk from cart to bin 0:03:01 00:0216 Required Waste Pick Parts 0:03:01 Pick parts from bin 0:03:03 00:0317 Required Waste Counting 0:03:03 Count Parts 0:03:14 00:1018 Required Waste Pick Parts 0:03:14 Pick parts from bin 0:03:16 00:0219 Required Waste Walking 0:03:16 Walk from bin to cart 0:03:18 00:0220 Required Waste Pick Parts 0:03:18 Place parts in order bin 0:03:19 00:0121 Pure Waste Idle Time -Waiting 0:03:19 Wait 0:03:53 00:3422 Required Waste Walking 0:03:53 Walk from KB to FOF Rack 0:05:28 01:35
Weights and Pictures
❖ Material handling and Kanban procedures were modified to integrate the supermarket.
❖ SAP was updated with Kanban quantities.
Material Handling Procedure
❖ 2018 demand❖ Frequency of order❖ Size, volume, and
weight ❖ Optimization of
aluminum sheet utilization
❖ Weights were taken to determine bin quantities, pictures were for the labels.
❖ Focus on top 100 parts based on racks’ capacity.
Pareto Analysis
0
0.2
0.4
0.6
0.8
1
0
1000
2000
3000
4000
5000
0 25 50 75 100 125 150 175 200 225 250 275 300 325 350
Sum of Delivered Quantity by Part Number - 2018
Sum of Order Quantity (Top 100) Sum of Order Quantity (Remainder)
Cumulative
Selected KanbanParts
Low Demand
High Demand
Medium Demand
Assy
64 62.3
0
20
40
60
80
Before After (projected)
Ho
urs
0
200
400
600
Kanban Warehouse
Seco
nd
s
Before After (projected)
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