Implementing Job Shop Lean.

Hosni Adra
Process Improvement Manager/Partner

• Joint Development
  The Ohio State University and CreateASoft, Inc.
  
     PFAST <<< >>> Simcad Pro Integration
  Jobshop Lean conference
  – Nov 15-17
• Goal: Create a complete solution for product families, shop layout, shop analysis and dynamic value stream/value network mapping.

• Lean manufacturing concepts.
  -- Eliminate waste time.
  -- Increase throughput.
  -- Reduce overall cost.
  -- Increase efficiency.
  -- Improve Quality.
• Heavily used in manufacturing.
• Finding its way to the service sector slowly.

• Low Mix/High Volume
  -- High speed assembly lines, low product variation.
• Low Mix/Low Volume
• High Mix/Low Volume
  -- Custom Job Shop – one of a kind production or small production runs.
• High Mix/High Volume

• High Mix – Custom orders
  -- One of a kind.
  -- Customized specifications.
• Skilled resources
• Relatively Low Volume.
• Variable Demand.
• High machine utilizations.
• A constant struggle to meet delivery schedules.

• Designed to work for a high volume/low mix.
• Focuses on reducing WIP
  -- Increasing efficiency
  -- Constant Lead Time
• Utilizes Kanban, load leveling, Single piece flow, and more…

• How does it apply to the Job Shop?
  -- The model is designed for a low mix, a job shop is a high mix model.
  -- “Find the High Runner(s) and build the value stream based …”
  -- “Averages are used to populate the value stream…”

• Documents the flow
• Displays flow characteristics
  -- Process constraints and performance.
  -- Timeline – Helps identify total waste time.
• Help in identifying the critical path.
• Good documentation tool.
• Improves Communication
• Helps in identifying areas for improvement.

• Defining the value stream for a high volume low mix
  -- Repetitive tasks, repeatable cycle times
  -- Predictable change-overs
• Contains “static data”
  -- How does the value stream change when the process flow or product mix changes.
  -- Impact on the rest of the value stream (Up stream and down stream)

• Use the right methods…
  -- As in every task, the wrong methodology will
    - cost time, money, and resources.
    - Takes too long to implement
    - Weakens the drive towards a successful lean transition.
• Use the features that fit your operation.
  -- The solution will vary based on the business model.

• A Hybrid model containing
  -- Concepts from Toyota Lean
  -- Implementation that applies to the Job Shop
• Every Job Shop may use a different implementation to reduce Waste.
• Use of an Enabling dynamic toolset.

• Run an analysis of all products produced
  -- Determine the top 80% of products that are core business.
  -- Identify a segment of the remaining 20% to keep, the rest is outsourced.
• Analyze cost/profit impact on the operation.
• Are there additional items that should be outsourced ?

• Perform a routing analysis for the products to produce.
  -- Used to determine material handling constraints and movement.
  -- Determine proper machine locations.
• A routing analysis tool can be used to visually determine the flow.

• Value stream values are computed based on
  -- New Constraints
  -- New Routing information
  -- New Mix definition
• Each computed value stream represents a new model state.
• Drastically Reduced the time required to create each value stream.
  

• Value stream values are computed based on
  -- New Constraints
  -- New Routing information
  -- New Mix definition
• Each computed value stream represents a new model state.
• Drastically Reduced the time required to create each value stream.
  

• In High Mix operation, generating a value network can be a tedious task if done manually.
  -- Dynamic VNM tool, generates all value streams automatically.
  -- Each process displays its own set of product related values.

• Each value stream represents a single product flow,
  -- How do multiple value stream interact ?
• Importance of the value network
  -- Identify product relationships.
  -- Identify and prioritize Kaizen events.
  -- Analyze the effect of change.

• Use the VNM to determine areas of improvement
  -- Product family based improvement, not machine base.
  -- Adding new equipment where bottleneck is perceived is not always the correct solution.
• Experiment with different layout that provide better routings.

• Experiment with
  -- Separating product families into different flows, while sharing monuments.
  -- If needed, create an independent flow for “odd products”
  -- Concentrate on duplicating the smaller equipment that are cost effective.

• Routing Analysis provides a view into product flow in the operation.
  -- Proximity of the workstations.
• Is there a better way to flow the products?
  -- Separate lines for more recurring items.
  -- Separate lines for similar flows.
  -- Outsourcing some products?
      - Can a Job Shop produce all combinations while staying profitable

• For each feasible scenario
  -- Compare to the benchmark, using the same data set.
  -- Gauge the level of improvement, and compute ROI
  -- Define a transition path to the new solution
• A well planned transition path is key to a successful implementation.
• Start with small changes that have high return.

• The analysis process can be greatly simplified with the right toolset.
• Using “Paper and Pencil” method is not feasible in a High Mix model.
• Concentrate on connectivity.
• Lean is continuous improvement, not a one time project.

• Reduce data entry errors by
  -- Employing automated tracking tools.
      - Use RFID that require minimum overhead.
  -- Tying in tracking, forecasting, and simulation
       - Dynamic Scheduling
       - Predicting potential bottlenecks, delays, problems before they occur.
• Track
  -- Products /Resources /Equipment /material handling relationships.
  -- A high utilization indicate a limitation.

• Be Proactive and accept change
  -- Lean is a cyclic process to drive efficiency high.
  -- Continuously reevaluate in order to maintain competitive edge.
• Involve the work force.
• Use dynamic tools to enable the change.

• Example
• Q&A
  

Contact Information
HADRA@CREATEASOFT.COM
Phone: (630) 428-2850 x205
WWW.CREATEASOFT.COM
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