Charte Groupe

Alain Prioul
Production Leveling
What is Production Leveling?
Production Leveling is the method
by which we reduce as much as possible
the variance in production quantity,
to optimise the resources needed
2
Presentation content
z
Characteristics of unleveled production
z
Why level production?
z
How do we level production?
z
Transmitting the leveled demand to production
3
Characteristics
of Unleveled
Production
4
Resource
z
Equipment is specified to achieve peak demand
z
Manpower retained to achieve peak deman
z
Are 30% underutilized 98% of the time
z
Manpower productivity is not under control
5
Material flow
z
Is organized around large batches
z
High levels of WIP on shopfloor
z
Frequent stock checking occurs
z
Regular shortages of raw materials
6
Schedule manipulation
z
Schedules are regularly changed
z
Management time is absorbed by changes
z
Suppliers regularly fail to meet changes
7
Why level production?
z
To minimize costs
z
To maximize resource utilization
z
To absorb system instability
z
To reduce our stocks
8
What should we consider when leveling production?
There are four aspects to production leveling
z
The leveling of volume
z
The leveling of mix
z
The leveling of manpower
z
The introduction of shopstock
9
Leveling of volume
Total quantity required in period
Quantity to be
= produced per day
Number of production days in period
week
M
T
W
T
F
10
The leveling of mix – using a monthly schedule
Monthly production schedule
Product
Quantity
Weeks
1
X
1,000
Y
600
Z
400
2
3
4
Balls are made
in the fourth week
of the schedule
during the last
four days
11
The leveling of mix – converting to a daily demand
Monthly production schedule
Product
Quantity
Weeks
1
2
3
X
1,000
50 pieces / day
Y
600
30 pieces / day
Z
400
20 pieces / day
4
20 working days
in the month
We achieve a daily
requirement
by dividing the
quantity by the
number of days
12
The leveling of mix – using a daily schedule
Daily production schedule
Product
Quantity
Weeks
1
X
50
Y
30
Z
20
2
3
4
The frequency of
making balls has
increased by 20
13
The leveling of mix – the rate of production
Daily production schedule
Product
Quantity
Daily
6.00 am
X
50
noon
2.00 pm
Working time
is 480 mins
1 pc every 9.6 mins
Y
30
1 pc every 16 mins
Z
20
1 pc every 24 mins
1 product every
4.8 mins from
production line
100
14
What should we consider when leveling production?
There are four aspects to production leveling
z
The leveling of volume
z
The leveling of mix
z
The leveling of manpower
z
The introduction of shopstock
15
The leveling of manpower – work content
3
4
5
3
4
2
2
3
5
6
7
8
2
1
6
Work content
= 15 mins
1
4
Work content
= 10 mins
1
9
Work content
= 20 mins
16
The leveling of manpower
Daily production schedule
Product
Quantity
Daily
6.00 am
X
noon
2.00 pm
50
Y
30
Z
20
Manning varies
during production
shift, output rate
is fixed
17
The leveling of manpower
Daily production schedule
Product
Quantity
Daily
6.00 am
X
noon
2.00 pm
50
Y
30
Z
20
Manning fixed
during production
shift, output rate
varied
18
Transmitting the leveled demand to production
Production sequencer
Product
Qty
Shift
6.00 am
2.00 pm
Shift broken into
10 min slots
X
50
Withdrawl instruction
Kanban are spread evenly
over the whole shift for each
variant
Y
30
The number of Kanban in
any vertical slot cannot
exceed the line capacity
for that time period
Z
20
100
The Sequencer is used
to signal the level demand to
the production line through
frequent regular withdrawal
19
How to level
20
Sales & operations planning (S.O.P.)
Leveled S.O.P
M.P.S
W1 W2 W3 W4 W5
January
February
March
April
May
June
ZOOM
21
Master Plan Scheduling (M.P.S.)
We freeze production level
and thus Takt Time
C
C
B
C
M
A
Tu
C
C
C
C
C
B
B
B
B
B
A
A
A
A
A
M
Tu
C
B
B
B
B
A
C
A
W
A
Th
A
F
W
Th
F
22
Master Plan Scheduling (M.P.S.)
We freeze production level
and thus Takt Time
C
C
B
C
C
M
A
Tu
B
B
B
B
A
C
A
W
A
Th
A
F
123
123
123
123
123
23
The
24