Stockless Production From Push to Pull Their idea

Stockless Production
From Push to Pull
Their idea behind the change was:
• At HP there was in 1983 a division which
wanted to make a change over from Push
to Pull.
• It was the Greely Colorada Division
• They made Disc Units
• Their goal was to get a batch quantity of
one piece
Out of
balance
Scrap
1
Unreliable
deliveries
2
The Film Stockless Production
What did they try to realize at HP:
• Advantages:
⇓ Inventory
⇓ Lead time
⇓ Space
⇓ Work on hand
⇓ Rework
Be a were of the problems in this
simulated production line.
Don’t look only to the working
procedures.
Watch to the people themselves.
Write down all what you find
remarkable.
• Effects:
⇑ Quality
⇑ Productivity
⇑ Involvement
3
Performance-Indicators 1
Produce and Package the Box
Halve a box
Box with sticker
Box with wire stich
Sticker on box
To sticker
To Stitch
Tape it
4
Method Push
Measurement 6 pieces
Space
Pull
3 pieces
Pull
1 piece
Work on Hand
Cycle time
Lead time
Rework
To Pack
Quality
Problems
Box in the Box
5
6
© CoLogic/ Hessel Visser
[email protected]
1
Performance-Indicators 2
Method Push
Measurement 6 pieces
Space
2 tables
Pull
3 pieces
Performance-Indicators 3
Pull
1 piece
Method Push
Measurement 6 pieces
Space
2 tables
Pull
3 pieces
2 tables
Pull
1 piece
1 tables
Work on Hand
30 pieces
Work on Hand
30 pieces
12 pieces 4 pieces
Cycle time
Lead-time
Rework
3:17
minute
Cycle time
Lead-time
Rework
3:17
minute
1:40
minute
Quality
Problems
Hidden
Quality
Problems
Hidden
26 pieces
26 pieces
0:19
minute
10 pieces 3 pieces
Visible
7
The “fixed-position stop system”
Results at HP
Subject
Inventory
Space
Before
2,8 months
4000 m2
After
1,2 months
2000m2
Work on Hand 5 days
2,5 days
Productivity
115%
100%
8
9
10
ANDONS
11
12
© CoLogic/ Hessel Visser
[email protected]
2
13
14
15
16
17
18
© CoLogic/ Hessel Visser
[email protected]
3
19
20
Conceptual diagram of the kanban system
Toyota Production System
Source: http://www.toyota.co.jp/en/vision/production_system/index.html
21
22
23
24
© CoLogic/ Hessel Visser
[email protected]
4