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Vandal Boat Factory Simulation

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

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Vandal Boat Factory Simulation

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  1. Vandal Boat Factory Simulation

  2. 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

  3. REVIEW

  4. Best Quality, Cost, Delivery, Safety Defects and Morale (QCSDM) House of Lean Thinking PEOPLE & TEAMWORK • 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 • Jidoka • Built 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) • Decision making • Common goals • Cross-training • Selection CONTINUOUS IMPROVEMENT (KAIZEN) • Problem Solving • Eyes for Waste • GenchiGenbutsu: go to gemba WASTE REDUCTION Level Loaded Production 5S / Visual Management Continuous Cost Reduction Through The Elimination of Waste

  5. Forms of Waste 5% Value-Added • Defects • Overproduction • Waiting • Non-Value Added Processing. • Transportation • Inventory (Time) • Motion • Employees - Knowledge, Skills and Abilities • Energy and Environment 95% Waste

  6. VANDAL PAPER BOAT FACTORY

  7. SIMULATION • Round 1 (Traditional) • Round 2 (Student Redesigned) • Round 3 (Instructor Prompted)

  8. Orientation to the Paper Boat Factory

  9. Paper Boat Factory

  10. Paper Boat Factory GBWS

  11. Paper Boat Factory WBGS

  12. $2.00/person/shift $1.00/sqft/shift $.25/sheet paper Labor cost: Facilities cost: Material cost: Paper Boat Factory: GBWS Sells for $8 Materials cost $0.50 WBGS Sells for $8 Materials cost $0.50

  13. PBF • Sales Representative Processes “Customer Order” • Production Scheduler Generates “Factory Order” from forecast • Kitter(s) Organizes raw materials for “Factory Orders” • Material Handler Moves product between ALL workstations • Folder I Initial folding: Green • Folder I Initial folding: White • Folder IIFinal folding : Green • Folder IIFinal folding: White • Logo Stamper (white) • Logo Stamper (green) • Oven Operator (white) • Oven Operator (green) Fabrication • Inspector (2)Assures Quality • ReworkerRepairs failed boats • Warehouse/Ship Clerk Matches boats to “Customer Orders” • Production Supervisor Supervises production • Industrial Engineer (2)Monitors production process • Trucker Ships products to the customer

  14. PBF Green Paper White Paper

  15. PBF GBWS 1 piece 1 piece WBGS 1 piece 1 piece

  16. PBF GBWS 4 per batch 4 per batch WBGS

  17. PBF Production Scheduling Process Shipments to customers Customer orders (demand) Customer order forms Production forecast Factory order forms Finished Goods Warehouse

  18. PBF Promisedshipments to customers Promised shipments to customers 4 minutes after order 4 minutes after order All orders are filled “first-in, first-out” (FIFO)

  19. Paper Boat Factory • 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!

  20. Set-up • Role assignment • Paper boat folding practice • Wet the line • IE data collection strategies/objectives

  21. Paper Boat Factory Round 1

  22. 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?

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