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
Simulation 3
Review slides from day 4, pacemaker process,
Wrap up

3. REVIEW

4. House of Lean Thinking
Continuous Cost Reduction Through The Elimination of Waste
5S / Visual Management
Level Loaded Production
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)
Best Quality, Cost, Delivery, Safety Defects and Morale (QCSDM)
Decision making
Common goals
Cross-training
Selection
PEOPLE & TEAMWORK
WASTE REDUCTION
CONTINUOUS IMPROVEMENT (KAIZEN)
Problem Solving
Eyes for Waste
Genchi Genbutsu: go to gemba
The TPS House
The TPS House is a system based on a manufacturing philosophy, not just a set of tools.
It is perhaps the most recognizable symbol in modern manufacturing.
Developed by Taichi Ohno to share “best practices” with Toyota’s supply base.
Why a house?
A house is a structural system: the house is strong only if the roof, pillars and foundation are structurally sound.
One weak link weakens the whole system.
There are slightly different versions of the house, but the core principles are the same.
Our Lean discussion today will revolve around this house.
Lean Champion Series

5. Forms of Waste Defects Overproduction Waiting5%
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

8. SIMULATION Round 1 (Traditional) Round 2 (Student Redesigned)
Round 3 (Instructor Prompted)
TIME: Max ___ minutes
PURPOSE: Introduce the progression from Traditional to Lean
KEY POINTS: Change doesn’t happen in a day. The different rounds implement in incremental improvements.
QUESTIONS:
TRANSITIONS: Often a company starts out as a small operation and grows into a larger one. Often efficiency and structure/planning suffer in the process. Let’s take a look at the factory we’re going to work in today.
Principles of Lean Manufacturing

9. Orientation
to the
Paper Boat Factory

10. Paper Boat Factory

11. Paper Boat Factory
GBWS

12. Paper Boat Factory
WBGS

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

14. Fabrication 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 II Final folding : Green
Folder II Final folding: White
Logo Stamper (white)
Logo Stamper (green)
Oven Operator (white)
Oven Operator (green)
Fabrication
Inspector (2) Assures Quality
Reworker Repairs 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

15. PBF
Green Paper
White Paper

16. PBF
GBWS
1 piece
1 piece
WBGS
1 piece
1 piece

17. PBF
GBWS
4 per batch
4 per batch
WBGS

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

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

20. Handle all parts first-in, first-out (FIFO)
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!
Principles of Lean Manufacturing

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

22. Paper Boat Factory
Round 1
Principles of Lean Manufacturing

23. 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?