Adventures in production planning and scheduling
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Transcript of Adventures in production planning and scheduling
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Adventures in Production Planning and Scheduling:
Notes on Lean Manufacturing.
For the WAIB 34th Annual Meeting. Scottsdale, Arizona – September, 2006
by Dave Williams – [email protected]
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© 2006 Dave Williams 2 / 50
Lean Manufacturing
Lean Manufacturing is another name for the Toyota Production System.
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© 2006 Dave Williams 3 / 50
Lean Manufacturing
Lean Manufacturing is another name for the Toyota Production System.
It was fashioned from the ideas of 2 men:
Sakichi Toyoda
Henry Ford
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© 2006 Dave Williams 4 / 50
Lean Manufacturing
Lean Manufacturing is another name for the Toyota Production System.
The Toyota Production System is a logical approach to two things:
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© 2006 Dave Williams 5 / 50
Lean Manufacturing
Lean Manufacturing is another name for the Toyota Production System.
The Toyota Production System is a logical approach to two things:
Quality,
and Time
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© 2006 Dave Williams 6 / 50
Lean Manufacturing: TPS
Jidoka
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© 2006 Dave Williams 7 / 50
Lean Manufacturing: TPS
Jidoka
Heijunka
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© 2006 Dave Williams 8 / 50
Lean Manufacturing: TPS
Jidoka.Andon
Heijunka
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© 2006 Dave Williams 9 / 50
Lean Manufacturing: TPS
Jidoka.Andon
Heijunka.JIT
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© 2006 Dave Williams 10 / 50
Lean Manufacturing: the Goal
Zero-Defects
Zero-Inventory
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© 2006 Dave Williams 11 / 50
Lean Manufacturing: full synthesis
Jidoka.Andon
Heijunka.JIT
SMED
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© 2006 Dave Williams 12 / 50
Lean Manufacturing
First steps into Lean Manufacturing:
1. Mutual Trust between workers and management
2. Multi-skilled workforce
3. Good relationships with suppliers
4. Extremely high quality product
5. Fast set up times < 10 min (a.k.a. SMED - Single Minute Exchange of Dies)
6. Highly reliable equipment
7. A Stable master production schedule
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© 2006 Dave Williams 13 / 50
Optional Tools:
Lean Manufacturing
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© 2006 Dave Williams 14 / 50
Optional Tools:
– 5S (A common sense approach to ergonomics)
Image source: 5S for Operators: 5 Pillars of the Visual Workplace, Productivity Press, 1995
Lean Manufacturing
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© 2006 Dave Williams 15 / 50
Optional Tools:
– 5S– Kanban (A system of currency for inventory transactions)
Image source: unknown
Lean Manufacturing
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© 2006 Dave Williams 16 / 50
Optional Tools:
– 5S– Kanban– Kaizen Events (1 to 2 weeks of team-driven improvements)
Lean Manufacturing
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© 2006 Dave Williams 17 / 50
Clockwise from Henry Ford:
1. Sakichi Toyoda2. Kiichiro Toyoda3. Eiji Toyoda4. Taichii Ohno5. Shigeo Shingo
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© 2006 Dave Williams 18 / 50
Lean Manufacturing: observations
Implementing the Toyota Production System is psychologically improbable assuming Kahneman and Tversky’s Prospect Theory.
When taken together, the resulting system is a so called ‘Hot’ system – Highly Optimized within Tolerances.
Distributed robustness comes from Keiretsu.
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© 2006 Dave Williams 19 / 50
Is Lean the best choice?
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© 2006 Dave Williams 20 / 50
Many Alternatives
APS (Advanced Planning Systems)
CONWIP (Constant Work in Progress)
CRM (Customer Relationship Management)
DRP (Distribution Resource Planning)
MRP I (Material Requirements Planning)
MRP II (Manufacturing Resource Planning)
ERP (Enterprise Resource Planning)
JIT (Just in Time)
Lean (What is this anyways?)
Six Sigma (Statistics for Managers!)
Lean Six Sigma (What statistics? What Managers? What?)
OPT (Optimized Production Technology)
SPC (Statistical Process Control)
TOC (Theory of Constraints)
TPS (Toyota Production System) TPM (Total Productive Maintenance)
TQM (Total Quality Management)
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© 2006 Dave Williams 21 / 50
Is there a more general connection between all of these models?
Perhaps related to these factors:
• Volume and Variety
• Technology Factors
• Economies of scale, scope, network effects and learning
• The Man – Machine interface
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© 2006 Dave Williams 22 / 50
The Product-Process MatrixUnit Volume Per SKU
High
Low
Number of Different SKUs
Low
High
Zone 1
Zone 2
Zone 3
Zone 4
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© 2006 Dave Williams 23 / 50
The Product-Process MatrixProcess
Product Mix
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© 2006 Dave Williams 24 / 50
The Product-Process MatrixProcess
Job Shop
Custom madefew of each
Product Mix
Inventor’s Studio
One of a Kind
Zone 1
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© 2006 Dave Williams 25 / 50
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Custom madefew of each
Many low volume products
Product Mix
Inventor’s Studio
One of a Kind
Zone 1
Zone 2
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© 2006 Dave Williams 26 / 50
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Zone 1
Zone 2
Zone 3
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© 2006 Dave Williams 27 / 50
Pure AutomationTechnology Paced
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
GlobalCommodity
Product Mix
Inventor’s Studio
One of a Kind
Zone 1
Zone 2
Zone 3
Zone 4
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© 2006 Dave Williams 28 / 50
GlobalCommodity
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Pure AutomationTechnology Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Zone 1
Zone 2
Zone 3
Zone 4
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© 2006 Dave Williams 29 / 50
Pure AutomationTechnology Paced
GlobalCommodity
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Design HousesAerospaceCommercial Printers
Industrial MachineryApparel
AutomotiveSteel ProductsRubber Products
Electronics ManufacturingPharmaceuticals, Specialty Chemicals
Major ChemicalsPaper, Oil, Steel, Beer, Soda
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© 2006 Dave Williams 30 / 50
Pure AutomationTechnology Paced
GlobalCommodity
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Design HousesAerospaceCommercial Printers
Industrial MachineryApparel
AutomotiveSteel ProductsRubber Products
Electronics ManufacturingPharmaceuticals, Specialty Chemicals
Major ChemicalsPaper, Oil, Steel, Beer, Soda
![Page 31: Adventures in production planning and scheduling](https://reader035.fdocuments.net/reader035/viewer/2022070304/54bd831e4a795943698b46ea/html5/thumbnails/31.jpg)
© 2006 Dave Williams 31 / 50
Pure AutomationTechnology Paced
GlobalCommodity
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Zone 1
Zone 2
Zone 3
Zone 4
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© 2006 Dave Williams 32 / 50
Pure AutomationTechnology Paced
GlobalCommodity
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Sequencing Rules
Zone 2
Zone 3
Zone 4
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© 2006 Dave Williams 33 / 50
Pure AutomationTechnology Paced
GlobalCommodity
Sequencing Rules
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Theory of Constraints
Zone 3
Zone 4
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© 2006 Dave Williams 34 / 50
Pure AutomationTechnology Paced
GlobalCommodity
Sequencing Rules
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Theory of Constraints
Zone 3
Periodic Review
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© 2006 Dave Williams 35 / 50
Pure AutomationTechnology Paced
GlobalCommodity
Sequencing Rules
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Theory of Constraints
Zone 3 ?
Periodic Review
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© 2006 Dave Williams 36 / 50
Pure AutomationTechnology Paced
GlobalCommodity
Sequencing Rules
The Product-Process MatrixProcess
Job Shop
Batch Flow
Line Flow People Paced
Line Flow Machine Paced
Custom madefew of each
Many low volume products
Several high volume products
Product Mix
Inventor’s Studio
One of a Kind
Theory of Constraints
MRP and JIT
Periodic Review
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© 2006 Dave Williams 37 / 50
Pure AutomationTechnology Paced
The Product-Process Matrix
Line Flow People Paced
Line Flow Machine Paced
Many low volume products
Several high volume products
MRP and JIT
GlobalCommodity
![Page 38: Adventures in production planning and scheduling](https://reader035.fdocuments.net/reader035/viewer/2022070304/54bd831e4a795943698b46ea/html5/thumbnails/38.jpg)
© 2006 Dave Williams 38 / 50
Pure AutomationTechnology Paced
The Product-Process Matrix
Line Flow People Paced
Line Flow Machine Paced
Many low volume products
Several high volume products
MRP and JIT
GlobalCommodity
![Page 39: Adventures in production planning and scheduling](https://reader035.fdocuments.net/reader035/viewer/2022070304/54bd831e4a795943698b46ea/html5/thumbnails/39.jpg)
© 2006 Dave Williams 39 / 50
JIT vs. MRP: hot vs. cold systems
The opposite of ‘Lean’ is not ‘Wasteful’
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© 2006 Dave Williams 40 / 50
JIT vs. MRP: hot vs. cold systems
The opposite of ‘Lean’ is not ‘Wasteful’
The alternative to ‘Lean’ is simply a schedule, otherwise known as a material requirements plan, based on forecasts.
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© 2006 Dave Williams 41 / 50
JIT vs. MRP: hot vs. cold systems
The distinction, in the abstract, is a matter of systems design.
JIT: Hot
MRP: Cold
see Farmer et al., 2002
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© 2006 Dave Williams 42 / 50
JIT vs. MRP: hot vs. cold systems
The distinction, in the abstract, is a matter of systems design.
JIT: Highly Optimized within Tolerances
MRP: Constrained Optimization with Limited Deviations
see Farmer et al., 2002
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© 2006 Dave Williams 43 / 50
The Japanese Report not to Forecast
“Operations managers from nearly 1500 major corporations were asked to rank their concerns on various aspects of manufacturing management.* European and North American executives ranked sales forecasting at number 5 and number 4, respectively. Interestingly enough, sales forecasting did not even appear in the list among Japanese managers.”From:
Henry C Co, Moosa Sharafali, Overplanning factor in Toyota's formula for computing the number of kanban
IIE Transactions. Norcross: May 1997.Vol.29, Iss. 5; pg. 409, 7 pgs
*With reference to:
Ferdows, K., Miller, J.G., Nakane, J. and Vollman, T.E., (1985) Evolving global manufacturing strategies: projections into the 1990s. International Journal of Operations Production Management, 6(4), 5-14.
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© 2006 Dave Williams 44 / 50
It’s good to have friends
Toyota Motor Shows Its MettleAfter Fire Destroys Parts PlantWall Street Journal 8 May 1997
“Fire incinerated main source of brake valve”
“No Foreign Help Required”
“320 cellular phones, 230 extra phone lines and several dozen sleeping bags for executives”
“36 suppliers, aided by more than 150 other subcontractors”
“tribal groups… Japanese auto makers' blood pacts with their suppliers”
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© 2006 Dave Williams 45 / 50
Lean Manufacturing
Further reference:
– Liker, Jeffrey R., The Toyota Way, 2004
– Silver, Edward A., Pyke, David, F., Peterson, Rein, Inventory Management and Production Planning and Scheduling, 1998.
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© 2006 Dave Williams 46 / 50
A Word from George Box:1.Every model is an approximation.
2.All models are wrong, some models are useful.
3.Don’t fall in love with a model…
In Statistics for Experimenters , 2005.
(George Box invented the ARIMA model of forecasting)