Lean Manufacturing Tools – IV : VSM, JIT, KANBAN and HEIJUNKA

Description

INTRODUCTION

This course on Lean Manufacturing Tools – IV : VSM, JIT, KANBAN and HEIJUNKA is part of the Lean Manufacturing Tools Specialization series that is designed to give an introductory and intermediate level of familiarization on Lean manufacturing which is based on principles of the Toyota Production System.

Value stream mapping (VSM) is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer. Two key metrics associated with value stream mapping are value adding times and non value adding times. Non value adding time is called waste or muda.

JIT was originally developed by taking a hint from the way that U.S. supermarkets do product replenishment. JIT in the Toyota Production System gives the Japanese auto industry an edge in the market and is adopted by many companies in the manufacturing industry.

They noticed that store clerks restocked a grocery item by their store’s inventory, not their vendor’s supply. Only when an item was near sellout did the clerks order more. The grocers’ “just-in-time” delivery process sparked Toyota engineers to rethink their methods and pioneer a new approach—a Kanban system—that would match inventory with demand and achieve higher levels of quality and throughput. They achieved this by better communication through visual management.

Kanban is Japanese for “visual signal” or “card.” Toyota line-workers used a kanban (i.e., an actual card) to signal steps in their manufacturing process. The system’s highly visual nature allowed teams to communicate more easily on what work needed to be done and when. It also standardized cues and refined processes, which helped to reduce waste and maximize value.

A picture is worth a thousand words – seeing how your work flows within your team’s process lets you not only communicate status but also give and receive context for the work.

Production leveling, also known as production smoothing is a technique for reducing the Mura (Unevenness) which in turn reduces muda (waste). Where demand is constant, production leveling is easy, but where customer demand fluctuates, two approaches have been adopted: 1) demand leveling and 2) production leveling through flexible production. According to many Lean experts, HEIJUNKA is better achieved as a later-stage implementation in a Lean organization, long after value streams have been identified and solidified and refined, when Lean philosophy and legacy are already deeply embedded into process and materials cycles.

LEARNING OBJECTIVES

The course is designed as a very powerful pedagogic package interspersed with videos so that all related principles are captured as very important learning.

An understanding of the principles is essential for all – both in management and technical workforce.

On completion of this course, the user will have a good knowledge of

• VSM (Value Stream Mapping)
• Just In Time (JIT) principle of pull systems to avoid overproduction
• KANBAN
• HEIJUNKA

This course is ALSO part of the is a Bundled Specialization course titled Lean Manufacturing Tools Specialization.

After this series, the participant can appreciate any course on TPS or lean manufacturing which are at intermediate or advanced levels.

ALL of our courses in this series is developed based on decades of front-line industry experience of the instructor. 

WHO SHOULD TAKE THIS COURSE

Anyone who is involved with any process, be it manufacturing or transactional. Several TPS principles can be applied in any context. It is uniformly applicable across any function. This course is equally important to any operator or management staff, , especially a new employee

You might also want to consider  to take the course on Six Sigma Specialization along with this course.

COURSE CONTENT 

• INTRODUCTION
• VALUE STREAM MAP (VSM)
  • What is VSM
  • Evolution of VSM
  • Steps to draw VSM
  • Steps to improve
  • Concepts and important symbols
  • Takt Time
  • Takt time versus Cycle time
• JUST-IN-TIME (JIT) & KANBAN
  • JIT – A crucial pillar
  • Traditional production system vs JIT
  • Push vs Pull
  • Relation of JIT to Kanban
  • Origin of Kanban
  • Kanban – the replenishment card
  • Kanban Example
  • Misconception about JIT
  • The benefits of a JIT system
• HEIJUNKA
  • Introduction to Heijunka
  • Core concepts
  • Beyond JIT
  • Summary
• REFERENCES & COURSE HANDOUTS
• FINAL QUIZ