control systems erp\jit\kanban. what’s right and how do they fit together in a lean world?...
TRANSCRIPT
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Control Systems ERP\JIT\Kanban
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What’s Right and How Do They Fit Together in a Lean World?
ERP\JIT\Kanban
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The World We Live In
• Highly Competitive
• Dynamic – Fluid – Ever Changing
• Companies Require -– responsiveness– flexibility– profitability/consistent cash flow
Lean Manufacturing
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Some Definitions
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ERPEnterprise Resource Planning
A system of interconnected data tables (usually using the general
ledger as its ‘backbone’) driven by an MRP/MRPII calculation engine.
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MRPMaterial Requirements Planning
A system for determining the quantity and timing requirements for materials
used in a production operation.
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MRPIIManufacturing Resource Planning
An expanded system for determining manufacturing resource requirements
and for scheduling production.
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JITJust-in-Time
• A system for producing and delivering the right items at the right time in the right amounts
• Key elements of Just-in-Time are flow, pull, standard work, and takt time
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Standard Work
A precise description of each work activity specifying cycle time, takt time, the work sequence of specific tasks, and the minimum inventory of parts on hand needed to conduct the activity.
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Takt Time
• An important concept in pacing operations
• The “heartbeat” of a lean system
• Takt time =
(available production time) / (rate of customer demand)
Example: Customer demand is eight widgets per day. The plant operates 16 hours per day. Takt time is two hours (16/8 = 2).
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Kanban
A card attached to boxes of parts that regulates pull in the Lean System by signaling
upstream production and delivery.
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Kanban Card
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Pull
A system of cascading production and delivery instructions from downstream to upstream activities in which nothing is produced by the upstream supplier until the downstream customer signals a need.
Nothing is produced without a signal from the next station in the line.
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Lean Approach
• Single piece flow
• Eliminate bureaucracy, departmentalization
• Eliminate batch and queue
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(Lean Approach)
• Tear out conveyors (moving warehouses)
• Adopt a just-do-it mindset
• Focus on value
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Value
• Created by the producer
• May be hard for producers to define
• Can only be defined by the final customer
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Value Stream
• The irreducible minimum set of activities needed to design, order, and make a machine – flowing smoothly, continuously, and rapidly
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Value Stream – Not Just the Shop Floor
• Raw material to finished good
• Order to delivery
• Concept to launch
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Eliminate Waste (Muda)
Any activity that consumes resources but creates no value is waste (muda)
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Examples of Waste (Muda)
• Mistakes
• Unneeded inventories
• Unnecessary steps
• Idle workers
• Unnecessary moves
• Goods and services that don’t meet customer needs
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Lean Principles
• Arrange production by specific products
• Identify the value stream for each product
• Make value flow without interruptions
• Let the customer pull value from the producer
• Pursue perfection
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Lean Principles
• Don’t make anything until it is needed and then make it very quickly.
• Schedule changes may be made almost instantaneously upon order receipt.
• Quality improves as pull thinking is introduced.
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Lean Principles
• Don’t build inventory
• Right size tools to fit product lines
• Reduce set-up times
• Use statistical process control to achieve zero defects
• Implement planned maintenance
• Get frequent deliveries from suppliers
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Negatives of Lean
While periodic review of Kanban lot size is necessary and desirable, resizing lots to meet large fluctuations - highly variable demand and/or rapidly shifting supply chain uncertainty is difficult
Kanban doesn’t work well when there in a highly variable system
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MRP Mechanics
• Forecast• Customer orders• MPS• Exploded BOM• MRP calculation
– “X”% Leadtime*units-netable-on order
• Purchase analysis• Order generation (PO) & order tracking
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Replenishment
• Replenishment – a non-value activity– a gating factor to manufacturing– a significant factor in cash flow management– directly impacts profits
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Major Replenishment Systems
• ERP/MRP II– MRP engine– Push system
• Reorder Point
• Kanban– Market signal driven– Pull system
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The Good, The Bad - MRP
Positives• Quick, efficient
recalculation of requirements
• Vendor & lot tracking• Enterprise visibility• Auto updates financial
records
Negatives• High overall effort and
maintenance• Plan driven vs. direct
market input driven– Susceptible to forecast
error– MRPII machine
centers scheduled in series
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The Good, The Bad - Kanban
Positives• Reduces point-of-use
effort• Highly visible to
production
Negatives• Creates need for
system entries in other areas of company
• Reduced visibility throughout organization
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A Brief Comparison
MRP• Complex• Fluctuating Demand• Auto adjusts req’s• Robust system
reporting and analysis
Kanban• Simple• Linear Demand• Kanban size adjusted
manually• No system reporting
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Blending ERP/Kanban – What• Uncouple the MRP engine from the ERP
system using Kanban practices in place of MRP/MRPII to:– trigger production– move materials through plant
• Continue to use ERP to:– track vendors and/or lots– update financials– provide enterprise visibility– make particular calculations
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Blending ERP/Kanban – How
• Install/Configure ERP Kanban module– To resize Kanban lots– To calculate order quantities
• Use ERP– To print Kanban cards– To auto update financials, material movement
and production status using barcode scans, RFID, etc.
– To update vendor files
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Three Case Studies
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Case #1: Automotive Supplier
• Massive inventories
• Large batches
• Long machine changeovers
• Push production system
• Slow response to customers (long lead times)
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Manufacturing Sequence
Blanking
Stamping
Welding
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Kanban
• Welding booth is given the daily schedule
• Empty parts tub with Kanban (signal card) slides to stamping press from welding booth
• When stamping press uses up blanks, empty parts tub is sent down the slide to the blanking press
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Kanban Production Control System
Blanking Stamping Welding FG
Blue Arrows = Movement of parts
Green Arrows = Circulation of Kanban
Circles = Machines/ Work Cell
Triangles = Buffers
Finished Goods Inventory
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Reducing the Role of MRP
• MRP system had sent orders to every machine but expediting was always needed
• WIP inventories used to get out of balance (e.g., Blanking would run to schedule even if Welding was down)
• MRP system is no longer required to drive the system and becomes a calculation tool
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After Conversion to Lean
• Shipping schedule drives production
• Takt time paces the lines
• Right sizing of equipment
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Case #2: Machine Manufacturer
• Long lead times
• Complex production processes
• Product variety
• Batch production
• Large WIP and finished inventories
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Conflicting Planning Systems
• Master Schedule worked out by the Scheduling Dept. based on sales forecasts
• Ever changing demands from the Sales Dept. intent on pleasing customers
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Problems
• Sales tries to beat the system and enters orders based on speculation
• Sales alters options requested when the real order is received
• Expediters move through the plant with a “hot list” for overdue orders
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External Threat
• Company made money despite its weaknesses
•Suddenly, low priced competition entered the market
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Efforts at Change
• Reorganization by standards or specials
• Team orientation
• Customer focus
• MRP system with real time data input
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A Lean Revolution
• Conversion from a batch and queue system to a flow organization
• Single piece flow (no buffer stock)
• Value stream
• One machine, one design, one order at a time
The Result: Production lead time reduced from 16 weeks to 14 hours
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New Scheduling System
• MRP system retained for long-term ordering of materials
• Day-to-day scheduling now run off a large whiteboard
• Production day divided into slots by takt times
• Orders written on the whiteboard as they are confirmed
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(New Scheduling System)
• Nothing produced without a confirmed order
• Management Information Systems department was eliminated
• Parts within the plant are pulled to the next station automatically
• Product and information are combined
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Initial Problems
• People missed the excitement of fire fighting
• Lean operations revealed problems that had been covered up by high inventory levels
• Deliveries of purchased components to the cells were not dependable
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Employee Issues
• Will the company honor its commitment to retain excess workers?
• Will contributions to improvement activities be recognized and rewarded?
• People ask, “What will the changes mean for my career?”
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Case #3: Electrical Components
• Large inventories
• Enormous batches
• MRP system with 50% extra margin added to safety stocks
• Machine maintenance neglected
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Under the MRP System
• MPS used forecasts to ensure finished goods were on hand in a huge warehouse
• Orders were processed in a batch mode
• Few orders were shipped complete
• Large customer service department was required to keep track and expedite orders
Many potential sources for errors
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Initial JIT Challenges
• Implementation not understood• Didn’t know how to reduce changeover
times• Difficulty creating to a level schedule• Large inventories had glossed over
problems• Express freight to make deliveries• Added customer service staff to explain
later deliveries
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Review Work Processes
• Value creating jobs
• Non-value creating jobs – but currently necessary to run the business
• Non-value creating and unnecessary jobs
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Work with HR
Fear of job loss can derail the conversion to lean – taking away fear of job loss is at the core of a lean conversion.
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Get Management Involved
• Manager’s should personally lead the implementation activities
• Manager’s need to go out to the shop floor to work hands-on making improvements
The more senior the better - They need to see the waste and understand where change is needed
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Group Technology - Cells
• Assembly activity no longer dependent upon a department for material
• Before, the master schedule generated by the MRP system might schedule other material than that needed by the line
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Results from the Lean System• Order-receipt-to-ship time reduced from
more that a week to less than a day• As shipper withdrew parts from finished
stock racks, this became the signal to make more of a given part
• Fewer people & fewer errors
• Instead of one month batches, parts were produced every day
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The MRP System
• Formerly kept track of the movements of individual parts
• Now given the smaller task of long-term capacity planning
• Also required to order parts from suppliers not yet on pull systems
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Solutions
• Just-do-it mind set
• Kaizen philosophy
• Group technology (cells)
• Work with HR
• Management involvement
• Improved maintenance
• Blend systems when & where appropriate
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Conclusions
• Lean manufacturing can:– simplify operations and improve control– reduce inventories and improve cash flow– reduce lead times
• Set-up times must be reduced for lean to work to be able to reduce lot sizes
• As internal issues are addresses – look to include vendors
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(Conclusions)
• Lean manufacturing:– offers greater responsiveness and therefore
better customer satisfaction– identifies mistakes quickly– helps to identify muda (waste)– is applicable to other areas of the firm in
addition to production
• MRP still may be used to maintain inventories, but in a reduced role