1 © The Delos Partnership 2003 Business Excellence Overview Execution of plan.

1 © The Delos Partnership 2003

Business Excellence OverviewBusiness Excellence Overview

Execution of plan


End Item Level End Item Level MPS – MPS – Make to OrderMake to Order

Weeks 1 2 3 4 5 6 7 8 9 10 11 12

Forecast 0 0 5 10 10 10

Actual Demand

10 10 5

Proj Avail Balance

0 0 10 10 0 0 10 10 0 0 10 10

Available to Promise

0 5 20 20

CumulativeATP

0 0 5 5 5 5 25 25 25 25 45 45

Master Schedule

20 20 20

Part Number: 12345 Lead Time: 2 weeks Safety Stock: 0 Min Ord Qty: 20 On Hand: 10

Part Number: 12345 Lead Time: 2 weeks Safety Stock: 0 Min Ord Qty: 20 On Hand: 10


Bill of MaterialBill of Material

Item 12345

Brake

Item 14356

Brake Part

1 per


MRP “Spreadsheet”MRP “Spreadsheet”

1 2 3 4 5 6 7 8 9Projected

Gross Requirements2020 2020 2020

Scheduled Receipts 2525Projected Available Balance

00

Planned Order Release

Weeks

Part Number Description :

14356 Brake Part

Lead Time : 3 wks

Order Quantity : 25

Safety Stock : 0

55 55 55 55 1010 -15-15 1010 1010 1010 -10-10

2525 2525

1515


Planned OrdersPlanned Orders

PlannedOrders

CapacityRequirements

Plan

ComponentPlan

Red Item

14356

Sub-Item

43781

2 per

•Automatic re-plan•Plans Matched sets of Parts•Plans hours for CRP


Different types of OrderDifferent types of Order

Type Automatically Replan

Creates

Requirements

Scheduled

/Released

No No

Firm No Yes

Planned Yes Yes


Scheduled ReceiptScheduled Receipt

• A Released order

• Either on order with supplier or Work in Process

• Should only be rescheduled after discussion with– Factory Supervision/Manager– Purchasing/Outside Supplier


Releasing an orderReleasing an order

1. Review action message to release

2. Do a component availability check

3. If components available, release order

4. Components allocated

5. Pick list generated

6. Stock picked, and issued to works order.


Rules on releasing orderRules on releasing order

1. Do not release order if components are not available according to component availability check

2. Do not release orders earlier than the system recommends release of orders

3. Do not ignore these rules


Result of Releasing an Result of Releasing an orderorder1. Components issued to order

2. Order becomes work-in-process

3. Order will now appear on Work-To-List

4. Operation Due Date becomes the priority data for Assembly and manufacturing


Capacity Requirements Capacity Requirements PlanPlan• Provides detailed information of

requirements of hours by week

• Needs information– Where is product made– How long does it take– What work is carried out– How much capacity available


Detailed Capacity PlanningDetailed Capacity Planning

• Can be used to check all machines

• Is used to determine if load at work centre is feasible

• Capacity issue may appear as a result of rescheduling

• Final check before release of work


Principles of CRPPrinciples of CRP

• Required Capacity calculated from Scheduled receipts or Planned Orders x standard hours

• Planned Capacity calculated from demonstrated capacity

Required Capacity must be less than or equal to Planned Capacity


Capacity Requirements Capacity Requirements PlanPlan

Opn No

Work Centre

Operation Set Run

10 45 Inspect 0.5 0.10

20 55 Mix 1.0 0.5

30 65 Pack 1.0 0.2

Routing

Work Centre Information

0

10

20

30

40

50

60

1 2 3 4 5 6 7 8

Reqd

Demo

8


00Projected Available Balance

2525Scheduled Receipts

202020202020ProjectedGross Requirements

97654321Periods

55 55 55 55 1010 -15-15 1010 1010 1010 -10-10

2525 2525

1515


Work Centre InformationWork Centre Information

1. Work Centre Number2. Work Centre Description3. Queue4. Set-up Time5. Number of people or Machines6. Number of hours per shift7. Number of shifts8. Load Factor9. Shop Calendar – number of days available


CRP and the routingCRP and the routing

PutAway

Set-up& RunQMove

Set-up& RunQPick

1 day 1 day1 day

Dept 10

2 days2 days

Dept 30

Opn No

Dept Work Centre

Operation Set Run Set Run Total

Hrs

Total

Days

10 10 45 Inspect 0.5 0.1 0.5 2.5 3 1

20 30 55 Assemble

2.0 2 2 50 52 7

Product 14356 Lot Size : 25Calc

1 day 7 days

WorksOrder Start

Date

WorksOrder Due

Date

Op Due Date

Op Due Date


Routing uses CalendarRouting uses Calendar

Monday Tuesday Wed Thursday Friday Saturday Sunday

1 2 3 4 5 6 7

8 9 10 11 11 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30 31

March 2004


WorkshopWorkshop

Determine Due dates on operations Determine Due dates on operations from the above information on from the above information on

timings given a due date of 31st timings given a due date of 31st March for the Works OrderMarch for the Works Order

Determine Due dates on operations Determine Due dates on operations from the above information on from the above information on

timings given a due date of 31st timings given a due date of 31st March for the Works OrderMarch for the Works Order


Item NumberShifts Per Day

Machines/Operator per shift

Hours per shift

Total Hours per day

Work Days Available [incl Sat/Sun]

Total Hours Available

Actual Output


Load Factor

Calculation of Demonstrated Calculation of Demonstrated Capacity – Load FactorCapacity – Load Factor

Last four weeks

ActualOutput

= 420 hrs

2

2

8

32

20

640

640

65%

420


Item Plan MaximumShifts Per Day

Machines/Operator per shift

Hours per shift

Total Hours per day

Work Days Available [incl Sat/Sun]


Load Factor


Planned Capacity

Calculation of Planned Calculation of Planned CapacityCapacityNext week …..

2

2

832

5

160

2

210

40

6

240

65% 65%

160

24010

4156

+ 1 Day

+ 2 hrs


Calculation of required Calculation of required workwork

1.1. Calculate the amount of work required Calculate the amount of work required in Work Centre 55 – Assembly for Part in Work Centre 55 – Assembly for Part Number 14356 in week commencing Number 14356 in week commencing 2222ndnd March March

2.2. What will be the load on the work What will be the load on the work centre for the week – given a centre for the week – given a demonstrated capacity of 104 hours demonstrated capacity of 104 hours per week ?per week ?


Capacity Plan resolutionCapacity Plan resolution

Capacity Plan WC 45

105

85

107125

112

75

132123

110

020406080

100120140

1 2 3 4 5 6 7 8 9

Weeks

Ho

urs Required

Demo


Input/Output ControlInput/Output Control

Work Centre no : 55

Tolerance +/- 30

Description : Assembly Date : 22/2

Desired Queue : 60

IN

OUT

Week -4 -3 -2 -1 Now +1 +2 +3

Plan 107 110 104 100 104 107 100 120

Actual 109 90 115 105

Cum Diff +2 -18 -7 -2

Plan 104 104 104 104 104 104 104 125

Actual 110 105 85 85

Cum Diff +6 +7 -12 -31

Plan 63 69 69 59 59 62 58 53

Actual 60 59 44 74 94

Cum Diff +9 -11 0 +10


Capacity Planning ProcessCapacity Planning Process

Review Weekly with Production– Performance to Schedule– Demonstrated Capacity– Reduction in Queue– Improvements in Capacity

Performance measures– Achievement of planned capacity– Achievement of Schedule– Planned capacity/Available Capacity


Capacity PlanningCapacity Planning

1. Checks if available hours for machines and people are available

2. Based on demonstrated capacity3. Bottom up re-plan to get out of

problems4. Reschedule as a last resort5. Use Firm Planned orders to get

stability and control, and a valid plan.


Factory – working the planFactory – working the plan

AND/OR

What do I make next ?

Kanban

WorkTo

Lists


How to trigger actionHow to trigger action

VARIETY

LOW HIGH

V

O

L

LOW WTL WTL

HIGH KANBAN WTL

/KANBAN


Creation of work to listCreation of work to list

Opn No

Work Centre

Operation Set Run

10 45 Inspect 0.5 0.10

20 55 Mix 1.0 0.5

30 65 Pack 1.0 0.2

Routing

Work Centre Information

0

10

20

30

40

50

60

1 2 3 4 5 6 7 8

Reqd

Demo

8


00Projected Available Balance

2525Scheduled Receipts

202020202020Projected

Gross Requirements

97654321Periods

55 55 55 55 1010 -15-15 1010 1010 1010 -10-10

1515


Planned versus released Planned versus released ordersorders

Work Centre 45

0

20

40

60

80

100

120

140

Wk 1 Wk 2 Wk 3 Wk 4

Time

Ho

urs Planned

Released

Appear onAppear onWork toWork toListList


Operation Due DatesOperation Due Dates

Job Number Description Works Order Due

Date

Operation Due Date

3458 Turn 21/5 11/5

3462 Mill 19/4 12/4

3756 Turn 22/3 11/3

3893 Mill 24/5 12/5

Department 10 – Which job next ?


Priorities are set by datePriorities are set by date

Product 24575 – Job 407

PutAway

Set-up& RunQMove

Set-up& RunQMove

Set-up& RunQPick

PutAway

Set-up& RunQMove

Set-up& RunQPick

Product 43678 – Job 403

Order DueDate

27 March

Order StartDate

8 March

Order DueDate

29 March

Order StartDate

2 March

Dept 10

Dept 10

Operation Due Date= 13 MarchOperation Due Date= 13 March

Operation Due Date= 14 March

Operation Due Date= 14 March


Operation Due DatesOperation Due Dates

Job Number Description Works Order Due

Date

Operation Due Date

3458 Turn 21/5 11/5

3462 Mill 19/4 12/4

3756 Turn 22/3 11/3

3893 Mill 24/5 12/5

Department 10 – Department 10 – Which job next ?Which job next ?

Today’s date Today’s date 15/315/3


Work To ListWork To List

Order No. Part No. Description Quantity Op’n Number

Op’n Start Date

Op’n Due

Date

Order Due Date

Set up Time

Run Time

Next/

Prev WC

Status

407 24575 Barrel 20 10 10/3 12/3 24/5 10.0 7.5 20 Q

403 43678 Cap 40 10 09/03 13/3 27/5 0.0 2.0 30 R

409 47823 Cap 20 20 14/3 16/3 23/4 10.0 8.0 30 S

411 32672 Top 10 30 14/3 18/3 21/4 8.0 10.0 60 Q

Order No. Part No. Description Quantity Op’n Number

Op’n Start Date

Op’n Due

Date

Order Due Date

Set up Time

Run Time

Next?prev

WC

Status

420 25763 Body 30 30 10/3 13/3 23/4 3.0 5.0 40 R

425 34732 Barrel 20 20 11/3 14/3 22/4 5.0 10.0 20 R

430 32567 Top 25 40 13/3 15/3 27/4 2.0 7.0 20 Q

440 47823 Cap 40 05 14/3 17/3 04/04 5.0 7.0 20 Q

Work Centre Number 10

Description : Finishing Date : 12/3

Jobs Currently at Work CentreJobs Currently at Work Centre

Jobs Coming to this Work CentreJobs Coming to this Work Centre


Work to ListWork to List

• Must show today’s date

• No past due orders

• Requires communication

• Requires Feedback from shop-floor to planner

• Shows which job to work on next– Operation due date is the priority


Work-To-List - RulesWork-To-List - Rules

1. Do not stop one job in the middle of a set-up just because another one has a higher priority

2. Honour no hotlists

3. Ignore telephone calls from the Managing Director

4. Let someone know if you are going to be late – Silence is approval


KanbanKanban

Means “visible signal”

Replaces need for Work to List

Replaced by– Card– Empty square– Tennis Ball– Empty package


Kanban in OperationKanban in Operation

Operation 10 Operation 20


Kanban – multiple partsKanban – multiple parts

A1A1

A1

B1B1

B1

C1C1

C1

A2A2

A2

C2C2

C2

B2B2

B2

A3A3

A3

C3C3

C3

B3B3

B3 C1C2C3


Kanban – mixed with WTLKanban – mixed with WTL

C1

A2A2

A2

C2C2

C2

B2B2

B2

A3A3

A3

C3C3

C3

B3B3

B3 C2C3

60

30

30

20

Next/Prev WC

8.

0

10.

0

0.

0

10.

0

Set up Time

21/4

23/4

27/5

24/5

Order Due Date

10.

0

8.

0

2.

0

7.

5

Run Time

18/3

16/3

13/3

12/3

Op’n DueDate

14/3

14/3

09/03

10/3

Op’n Start Date

Q30

10

Top

32672

411

S20

20

Cap

47823

409

R10

40

Cap

43678

403

Q10

20

Barrel

24575

407

Status

Op’n Number

Quantity

Description

Part No.

Order No.

20

20

20

40

Next?prevWC

5.

0

2.

0

5.

0

3.

0

Set up Time

04/04

27/4

22/4

23/4

Order Due Date

7.

0

7.

0

10.

0

5.

0

Run Time

17/3

15/3

14/3

13/3

Op’n DueDate

14/3

13/3

11/3

10/3

Op’n Start Date

Q05

40

Cap

47823

440

Q40

25

Top

32567

430

R20

20

Barrel

34732

425

R30

30

Body

25763

420

Status

Op’n Number

Quantity

Description

Part No.

Order No.

Work Centre Number 10 Description : Turning Date : 12/3

Jobs Currently at Work Centre

Jobs Coming to this Work Centre

What’s nextOn the WTL ?


KanbanKanban

• Visible instruction to make or move

• Highlights problems

• Requires line balance

• Requires Andon – traffic light operation

• Operator responsible for own quality

• Must not pass on known defects

• Small batch quantity required


KanbanKanban

• Works to keep the “Kanban” full

• When full must stop

• Do not build extra

• Result is – less WIP– Improved Quality– Shorter Lead times


Kanban vs WTLKanban vs WTL

• Visible feedback

• Signal driven not date driven

– Both require feedback– Good Quality helps both– Problem solving tools should support both– WTL needs MRP and CRP; Kanban needs

SOP and RCCP


What determines order What determines order quantity ?quantity ?• Efficiency

• Quality

• Stability of plan

• Fewer changeovers

• Less hassle

• Quiet life

• Easier to manage


Set up- DefinitionSet up- Definition

• The time taken between the completion of the last good quality piece and the start of production of the next good quality piece

• Time can be categorised into– External set up time– Internal set up time


SMED – how to achieveSMED – how to achieve

• Take a video• Record all activities related to change-over• Record as internal or external• Set up group of operators• Brainstorm ways to reduce internal, or

convert internal to external• Implement• Do it again and again


Set Up ReductionSet Up Reduction

Stage Step Time Changeover Type Improvements

Total Step Internal External Waste

Startup 0’.00”

1 Clean Hopper with air blower

32’00” 32’00” A smaller hopper than 150kg ?

2 Get cleanser to put in hopper

34’00” 2’00” Relocate cleanser

3 Keep cleaning injector

52’00” 18’00” Avoid walking to switch

4 Feed ABS pigment to hopper

60’00” 8’00” Unnecessary?

5 Use air blower to clean hopper

67’00” 7’00” Cassette type min-hoppers ?

6 Do a free shot to inject plastic into mould

96’50” 29’50” Moulds with 25 kg too large. Unnecessary step

Process Colour Change Responsible A Jones Item Housing

Machine Mitsubishi Measured By B Brown Changeover time 96’50”


Set –up Time reductionSet –up Time reduction

• Objective is– Smaller Batch sizes– Quicker Lead Times– More flexibility

• It is not to– Fill up with extra production– Reduce people


Quality Tools requiredQuality Tools required

• Simpler ideas force higher quality

• Quality is in the process not the product

• Operators need to do root cause analysis to identify process problems– Hence pareto charts– Histograms– Run charts


Quality problems identified from Quality problems identified from the process chartsthe process charts

0

5

10

15

20

25

Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri

0

5

10

15

20

25

UCL

LCL

Result

Problems


Reduce Process VariabilityReduce Process Variability

0

5

10

15

20

25

30

35

40

% of ItemsObserved

EliminateEliminateproblemsproblems

Reduce the variationReduce the variation


Eliminate WasteEliminate Waste

“5 S’s”– Organisation– Orderliness– Cleanliness– Standard Clean up– Discipline

Japanese

Seiri - sorting, i.e., proper arrangement

of all items, storage, equipment, tools, inventoryand traffic

Seiton orderliness Seiso cleanliness Seiketsu standardization Shitsuke self-discipline


HousekeepingHousekeeping

“Pick it up your mother does not work here”

Clean, tidy ordered workplace

Locations for everything– Tools – shadow boards– Supplies – clear locations– Materials– Gloves, Overalls etc - cupboards


Capacity plan allows time Capacity plan allows time for improvementsfor improvements

Capacity Plan WC 45

105

85

107125

112

75

132123

110

020406080

100120140

1 2 3 4 5 6 7 8 9

Weeks

Ho

urs Required

Demo

OpportunityOpportunity

For For ImprovementImprovement

ActivityActivity


Schedule Achievement - Schedule Achievement - ProductionProduction

Definition

Purpose

Horizon

Source of Information

Number of works orders completed to required date into stock or next operation

Improve manufacturing process

Product Lead Time

Shop Floor control module


Source of DataSource of Data

At point of order release record

– Operation Due Dates– Works Order Due

Date

Store away first due date


Schedule Achievement Schedule Achievement ReportReport

Works Order

Required Date

Actual Date

Required Quantity

Actual Quantity

Hit/ Miss

1470 22/2/99 23/2/99 1050 1050 Miss

1590 23/2/99 23/2/99 2000 2000 Hit

1580 24/2/99 23/2/99 300 300 Miss

1803 25/2/99 25/2/99 450 500 Miss

1908 26/2/99 26/2/99 700 700 Hit

1854 26/2/99 26/2/99 1000 1000 Hit

Schedule Achievement = 3/6 = 50 %


Schedule Achievement Schedule Achievement ReportReportCommentarySchedule achievement suffered from unplanned absenteeism

The Zanara machine needs repairing

Schedule Achievemnt

0

20

40

60

80

100

120

% o

n t

ime

Actual

Target


Root Cause Analysis - Root Cause Analysis - TraceTrace

Works OrdersNot completed on time

Works OrdersNot completed on time N = 27N = 27

PeoplePeople

Lack of Skill

Absenteeism

ProcessesProcesses MaterialMaterial

Not available

Not to spec

Failed in use

EquipmentEquipment

Breakdown

AvailabilityN = 2N = 2

N = 5N = 5N = 5N = 5 N = 8N = 8

N = 2N = 2

16 %16 %

N = 5N = 5

N = 1N = 1

N = 2N = 2

N = 5N = 5

N = 9N = 9

Lack of Training

N = 2N = 2

N = 1N = 1

Order closing

Order release

Advice of delay

N = 2N = 2

N = 2N = 2

N = 1N = 1

Run rate

N = 2N = 2


Performance TargetsPerformance Targets

0

10

20

30

40

50

60

70

80

90

100

J F M A M J J A S

Schedule Achievement

% of Orders

Objective

Target

Milestone

What would your target be ?


Closed LoopClosed Loop

1. Planner plans the work

2. Factory works the plan

3. Planner releases when materials and capacity available

4. Factory advises when they cannot achieve the plan

Silence is approval !Silence is approval !Silence is approval !Silence is approval !

Date post:	29-Jan-2016
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1 © The Delos Partnership 2003 Business Excellence Overview Execution of plan.

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