2.2 new continuous flow单件流精编版.pptVIP

* We can fix the capacity issue by moving operation ‘D’ to operator #2. But this leaves a lot of idle waiting time - more than one person’s worth, in fact. On flip chart: Operator Cycle Times Takt Time = People Needed So, in this case, the sum of the cycle times = 38 and the Takt time = 10. Dividing gives 3.8. We HAVE to round up for people (ever see 0.8 people?) We should be able to operate this cell with 4 people with time to spare. What do we have to do? (A good time to think about a kaizen workshop - an AIW) * Is it possible to split up operation ‘E?’ (Remember, “Don’t say “Can’t.) Is it worth it to try if you can get “another” experienced operator at no additional cost? This is what these tools are about. * We’ll look at the significance of each JIT characteristic * The demand cycle length varies in different industries and markets. Inventory builds during a demand trough, then is pulled down during demand peaks. Production leveling is the process of adapting production rates to variations in customer demand. Producing the same product quantity during each production period. Production period = one day (usually). Production leveling consists of Determining the average demand rate For a time interval over which the demand rate is predictable (the demand horizon: how far you can see) The demand horizon is often one month, but may be whatever time interval is appropriate. Matching the production rate to that average demand rate. This allows you to maintain a consistent production rate during the time interval chosen. The key: Use a daily production schedule, keeping each day’s production the same in rate and mix during the demand horizon. * With a monthly schedule, you can’t adjust to changes in customer demand to product A once you’re building B or C. Since you sell daily, you should build daily. Determine the production volume for the demand horizon for a production line. Determine an average daily production volume for that line Production volume ?