精益生产之仓库模拟游戏

# orders delivAevrerda/ge#throughput time (minutes)
employees
Indexed against round 1 (=100%) Time it takes to finish first order
Fixed
15
*
Round 1 analysis: Learning points
• The goal is to make Lean more concrete and easier to apply • It is an interactive way to get you acquainted with the Lean principles.
2
*
Objectives
• To understand the opportunity to improve quality, cost, and delivery performance in traditional warehousing
Indexed against round 1 (=100%) Time it takes to finish first order
9
*
Agenda
• Case introduction • Practice round • Round 1 “Waste” • Round 2 “Flow” • Round 3 “Takt” • Summary
• The packing for these products requires special treatment, but has a similar setup
• The company is currently unable to deliver the quality, cost, and delivery promises made to its customers
order
Material handler
• Each order is made from ¼ sheet of A4, 1 photo film tube and 2 to 12 paperclips • Each operator has a workstation with 1 work instruction
• To gain an awareness of how JIT warehousing differs from traditional warehousing
• To gain an appreciation of the following 'LEAN' terms:
- Eight types of waste
4. Pick packing
2. Cutting
6. Material handler
2m
Layout is by process
5. Inspect/ship
3. Preparation
• Every process has a batch size of 4 • Every batch must be prepared together and the material handler must be requested to deliver the
10
*
Agenda
• Case introduction • Practice round • Round 1 “Waste” • Round 2 “Flow” • Round 3 “Takt” • Summary
11
*
Round 1: Traditional manufacturing
1. Receipt
- Continuous flow processing
- Takt time
3
*
Agenda
• Case introduction • Practice round • Round 1 “Waste” • Round 2 “Flow” • Round 3 “Takt” • Summary
4
*
Structure of simulation rounds
Description
Cost or Revenue
€
# of correct orders delivered
Revenue
# of orders latUenits
Cost
# of incorrectNourmdebresrdoeflgivoeordedorders deClivoesrted
€100 - €50 - €50
“Design improved warehouse system”
LEAN theory & examples
(act)
“Set up new round”
Redesign & Prepare (plan)
Analyze (check)
“Measure performance and identify issues”
Cost
- €100
# employees Number of 1/4 paper sheeCtsoisnt
production area
Cost
- €200 - €300
Fixed
# orders delivAevrerda/ge#throughput time (minutes)
employees
Cost - €100
Comment Goal
6. Personnel 7. Overhead 8. Productivity
9. Lead Time
# employees Number of 1/4 paper sheeCtsoisnt
production area
Cost
- €200 - €300
8
*
Tracking key performance indicators
KPI 1. Quantity 2. Late penalty 3. Quality penalty 4. WIP 5. Space 6. Personnel 7. Overhead 8. Productivity
9. Lead Time
Waste
Variability
Reducing variability (“muri”) means improving process reliability i.e. lowering cost and improving quality
17
*
Typical learning points
• The layout is poor: - Does not support this product - Prevents people understanding the system - Hinders communication
Description
Cost or Revenue
€ Comment
# of correct orders delivered # of orders latUenits
Revenue Cost
€100 - €50 Goal
# of incorrectNourmdebresrdoeflgivoeordedorders deClivoesrted
Number of production
1a/rP4eeaprfcareponmetrwtsohrtoeanelgntsupmiicnkbeedr/opfaictkeCemodsstitems
- €10
Good orders delivered/number of
# tables used employees
5
Run (do)
“Simulate operation”
*
Agenda
• Case introduction • Practice round • Round 1 “Waste” • Round 2 “Flow” • Round 3 “Takt” • Summary
6
*
Context
• You are 6, 12, 18, or 24 employees in a warehouse that produces kits for the consumer industry
Performance Quality First pass yield Cost Productivity Inventory Delivery % on time to customer Lead time
16
How can performance be improved? • What went well?
complete batch to the next process (material handler can only take one batch at a time) • Every operator should work as fast as possible
12
*
Simulation round 1
Customers demand:
24 orders in 10 minutes
13
*
Time
14
*
Round 1 analysis: Tracking key performance indicators
KPI 1. Quantity 2. Late penalty 3. Quality penalty 4. WIP 5. Space
• What were the most significant problems? • WIP levels • Bottlenecks • Waiting time • Worker stress/boredom • Team interaction • Defect rate