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Flexible workforce
Automation
L L M M D D
D D
L L M M
Grinding
L L M M
G G
L L Assembly
G G
A A
Receiving and A A G G
shipping
L L M D G Assembly
area
Cell 1 Cell 2 A A
Receiving L M G G
Cell 3
L M D
Shipping
Receiving post
Kanban card for Storage
product 1 area
Kanban card for
product 2
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Receiving post
Kanban card for Storage
product 1 area
Kanban card for
product 2
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Receiving post
Kanban card for Storage
product 1 area
Kanban card for
product 2
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Receiving post
Kanban card for Storage
product 1 area
Kanban card for
product 2
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Receiving post
Kanban card for Storage
product 1 area
Kanban card for
product 2
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Receiving post
Kanban card for Storage
product 1 area
Kanban card for
product 2
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Receiving post
Kanban card for Storage
product 1 area
Kanban card for
product 2
Empty containers
Assembly line 1
O2
Fabrication
cell
O1 O3
Assembly line 2
Full containers
O2
Customer:
Supplier:
Lot Quantity:
Location:
Part Number:
2. Assembly always withdraws from
fabrication (pull system)
KANBAN
3. Containers cannot be moved without a
kanban
4. Containers should contain the same
number of parts
WS 116
WS 83
Bin 47
Aisle 5
1234567Z
5. Only good parts are passed along
6. Production should not exceed
authorization
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 8 20
Number of Containers
Two determinations
Number of units to be held by each container
Determines lot size
Number of containers
Estimate the average lead time needed to produce a
container of parts
Littles law
Average work-in-process inventory equals the average
demand rate multiplied by the average time a unit spends
in the manufacturing process
WIP = kc
kc = d (w + p )(1 + )
d (w + p )(1 + )
k= c
where
k= number of containers
d= expected daily demand for the part
w= average waiting time
p= average processing time
c= number of units in each container
= policy variable
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 8 22
Nmero de contenedores
2,000(0.08 + 0.02)(1.10)
k=
22
220
k = = 10 contenedores
22
d (w + p )(1 + )
k=
c
1,000(0.5 + 0.1)(1 + 0.1)
k=
100
= 6.6 o 7 contenedores
Sistema de contenedores.
Producto
El mapeo del Flujo de familiar
valor es una herramienta
lean cualitativa para la Dibujo del
eliminacin de residuos. estado actual
involucrado en el flujo de
materiales e informacin Plan de trabajo e
en la cadena de valor de implementacion
Figure 8.7 Conjunto seleccionado de iconos del Mapeo del Flujo de valor
Figure 8.8 Un representativo mapa del estado actual para una familia de retenedores
en una empresa de fabricacin de rodamientos
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall. 8 30
Casa de Toyota
Jidoka
Justo a Tiempo
Cultura Parada de linea
(JIT) manual o automatica
de Mejora
Continua Operaciones
Takt time separadas del
operador y de la
Flujo de una pieza
mquina
Pull system Error-proofing
Control visual
Estabilidad operacional
Heijunka Standard Work (trabajo estandar) TPM Supply Chain (Cadena de suministro )
Process considerations
d (w + p )(1 + )
k= c
3,000(0.8 + 0.2)(1 + )
=
270
so
20(27)
(1 + ) = = 1.8
3,000(0.8 + 0.2)
= 1.8 1 = 0.8
c. If = 0
3,000(0.8 + 0.2)(1 + 0)
k=
270
= 11.11, or 12 containers