Vandal Boat Factory Simulation

Outline• Review of lean concepts• Review the current state of Vandal paper factory

– VSM– The products and practice

• Simulation 1– Role assignment– Execution and data gathering– Analysis

• Simulation 2– Review slides from day 4, transition to future state, calculating Takt time– Redesign– Execution and data gathering– Analysis

• Simulation 3– Review slides from day 4, pacemaker process, – Redesign– Execution and data gathering– Analysis

• Wrap up

REVIEW

House of Lean Thinking

Lean Champion SeriesContinuous Cost Reduction Through The Elimination of Waste

5S / Visual ManagementLevel Loaded Production

Just In Time

Operate with the minimum resource requirements to

consistently produce

• Just what is needed

• Just the required amount

• Just where it is needed

• Just when it is needed

JidokaBuilt in Quality

In station quality: never pass a bad part onto the next process.

• Poke Yoke (error proofing)

• Automatic line stops (andon)

• Man-Machine Separation

• Prevent Problems (controls)

• Root cause analysis (5 why’s)

Best Quality, Cost, Delivery, Safety Defects and

Morale (QCSDM)

• Decision making• Common goals• Cross-training• Selection

PEOPLE & TEAMWORK

WASTE REDUCTION

CONTINUOUS IMPROVEMENT (KAIZEN)

• Problem Solving• Eyes for Waste• Genchi Genbutsu: go to gemba

Forms of Waste1. Defects2. Overproduction3. Waiting4. Non-Value Added Processing.5. Transportation6. Inventory (Time)7. Motion8. Employees - Knowledge, Skills and Abilities9. Energy and Environment

5

5%Value-Added

Waste

95%

VANDAL PAPER BOAT FACTORY

Principles of Lean Manufacturing

Round 1 (Traditional) Round 2 (Student Redesigned) Round 3 (Instructor Prompted)

SIMULATION

Sells for $8

Labor cost:Facilities

cost:Material

cost:

$2.00/person/shift$1.00/sq ft/shift$.25/sheet paper

Sells for $8

Materials cost $0.50

Materials cost $0.50

1. Sales Representative Processes “Customer Order”2. Production Scheduler Generates “Factory Order” from forecast3. Kitter(s) Organizes raw materials for “Factory Orders”4. Material Handler Moves product between ALL workstations

5. Folder I Initial folding: Green6. Folder I Initial folding: White7. Folder II Final folding : Green8. Folder II Final folding: White9. Logo Stamper (white)10. Logo Stamper (green)11. Oven Operator (white)12. Oven Operator (green)

13. Inspector (2) Assures Quality14. Reworker Repairs failed boats15. Warehouse/Ship Clerk Matches boats to “Customer Orders”16. Production Supervisor Supervises production17. Industrial Engineer (2) Monitors production process18. Trucker Ships products to the

customer

White Paper

Green Paper

1 piece

1 piece 1 piece

1 piece

4 per batch

4 per batch

Customerorderforms

Factoryorderforms

FinishedGoods

Warehouse

Customerorders

(demand)

Production forecast

Shipments to

customers

Production Scheduling Process

4 minutes after order

4 minutes after order

All orders are filled “first-in, first-out” (FIFO)

Promised shipments to customersPromised

shipments to

customers

Principles of Lean Manufacturing

• All shifts are 10 minutes• Keep busy at all times• Yell if you need parts• Handle all parts first-in, first-out

(FIFO)• Only the Material Handler can move

parts• Stay at your workstation• The boss is always right!

Set-up

• Role assignment• Paper boat folding practice• Wet the line• IE data collection strategies/objectives

Principles of Lean Manufacturing

Round 1

Debriefing Questions

• What forms of DOWNTIME waste were experienced in the simulation?

• What opportunities exist for waste elimination through 5s/visual control?

• How were issues of load leveling experienced?• In what areas of the factory were product flow best? Most

problematic? Why?• What issues in product quality were encountered? What was

the root cause of these defects?• Which jobs were most stressful? In what ways? Why is it

important to engage workers in these positions in lean improvements?