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capacity.ppt-1APACIT
?1994GeneralMotorsCorporation.Allrightsreserved.YCAPACITY1?1994GeneralMotorsCorporation.Allrightsreserved.
SUPPLIERDEVELOPMENTTOOLSCAPACITYWORKSHOPEXECUTIVESUMMARYPURPOSE:SCOPE:METHOD:AssistSupplierintheIdentificationAndTheEliminationofPotentialProductionShortfallsBetweenCapacityandRequirements.MayIncludeAllFunctionalAreasAndProductionOperations.Datacollection,workshop,targettedactionsLOGISTICS:ConductedUtilizingJointGM/SupplierTeam.?1994GeneralMotorsCorporat2QCHECKCOPERATIONIdentifypilotarea
Makeallpeople affectedaware ofwhatisgoingtohappen
Select teammembersIdentifyopportunities toimprove Analyze &select
Developactionplan(applyzero/lowcostideasfirst)
ImplementnewmethodA.S.A.P.
Verify&adjust
Lookfornew opportunitiesRecognize effortsof people
Define currentsituationOPERATION:NO.DESCRIPTIONOFOPERATIONWFROM:___________________________TO:_____________________________ELEMENTTIMEHANDWORKMACHINEALK
QUANTITYPERSHIFT:______________ SHIFT:________STANDARDIN-QUALITYPROCESSSTOCKCUSTOMERCYCLETIME:__________________OPERATORCYCLETIME:__________________ CRITICAL SAFETYSupplierDevelopment WorkshopProcessDiscussplanQCHECKCOPERATIONIdentify Make3capacity.ppt-4CAPACITYWORKSHOPAGENDA????????IntroductionTheoryofConstraintOverview5StepImprovementProcessDataCollection/DataAnalysisConstraintIdentificationStrategyImplementationMeasureImprovementWrap-Up
?1994GeneralMotorsCorporation.Allrightsreserved.capacity.ppt-4CAPACITYWORK4?1994GeneralMotorsCorporation.Allrightsreserved.TheoryofConstraint Overview
FLOW?1994GeneralMotorsCorporat5?1994GeneralMotorsCorporation.Allrightsreserved.
BOTTLENECK
AnOperationWhichLimitstheOverallOutputofa SeriesofOperations1,000 900800700600500400300200100 012345678BottleneckDemandCAPAC ITY
OPERATIONCAPACITY>DEMAND?1994GeneralMotorsCorporat6?1994GeneralMotorsCorporation.Allrightsreserved.
CONSTRAINTABottleneckbecomesaConstraintwhenitcannolongersatisfythedemandplaceduponitThus,anyresourcewhosecapacityislessthanthedemandplaceduponitisaConstraint
1,000 900800700600500400300200100 012345678ConstraintDemandCAPAC ITY
OPERATIONCAPACITY<DEMAND?1994GeneralMotorsCorporat7?1994GeneralMotorsCorporation.Allrightsreserved.
DEFINITION
Aconstraintisthatactivitywhichmostlimitstheorganization’sabilitytoachievehigherperformancerelativetoitspurposeorgoal.
TypesofConstraints
Capacity:
?Capacity<Demand Market:
?Capacity>Demand Policy:
?ManagementDecision?1994GeneralMotorsCorporat8?1994GeneralMotorsCorporation.Allrightsreserved.
ConstraintTypesCapacity
?Customerswantmoreproductthancanbesupplied
?Symptoms:equipmentoverworked,noPreventativeMaintenance,high premiumcosts,overtime
?Example:StampingPresscanonlymake5,000partsperday,butthe customerrequires6,100.Market
?Customersdonotwantasmuchproductascanbeproduced
?Symptoms:wastedequipment,highercostsincurred,lowefficiency
?Example:Castingforsixhourswiththemachineidlefortheremainderof thedayPolicy
?Managementdecisionsdictatehowthebusinessshalloperate
?Symptoms:unabletochange,highcostsolutionsinsteadoflowcost
?Example:tagreliefnotusedduringaconstraint,maximumovertimeallowed perweek,resultsinmoremachinerybeingused?1994GeneralMotorsCorporat9capacity.ppt-10CONSTRAINTSYMPTOMS????????BuildupofInventoryPriortoanOperationDownStreamOperationsStarvedforPartsExpeditingExcessiveMaterialHandlingatanOperationPremiumFreightOvertimeNoTimeforPreventativeMaintenanceConstantScheduleChanges
?1994GeneralMotorsCorporation.Allrightsreserved.capacity.ppt-10CONSTRAINTS10?1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy?1994GeneralMotorsCorporat11
RepairLoop(s)StationBuffers ParallelPower&Free ConveyorISTHEREACONSTRAINT?
Back-Up StationBuffersFinishedProduct ExitPointRawMaterial EntryPoint
capacity.ppt-12ParallelStations
HERE?HERE?
Stations
HERE?
Accumulating ConveyorBack-UpHERE?
?1994GeneralMotorsCorporation.Allrightsreserved.HERE? RepairStationBuffersPower&F12?1994GeneralMotorsCorporation.Allrightsreserved.ISONEPARAMETERSUFFICIENT?102030405010008919028030010203040506510203040504.7102030405010203040501.0102030405065.2MeanTimeBetweenFailuresJobsPerHourOccurrencesofFailure
MeanTimeToRepair6.5ScrapLookingattheseindividualreports,whatwouldyousayisthemainbottleneck?678075714.55.312.80.444.42.01.54.22.01.00.10.437.64.6TotalDowntime
87.50.3?1994GeneralMotorsCorporat13?1994GeneralMotorsCorporation.Allrightsreserved.THETYPICALPLANTENVIRONMENT??????PlantOperatesataProductivityPlateau,WithHighThroughputVariability.PlantThroughputIsOften10%to50%BelowDesignedRate.LostProductionIsMadeupWithOvertime.ProductionBlamesMaintenance,MaintenanceBlamesProduction,GeneralAssemblyBlamesPaint,PaintBlamesBody,Etc.InManyofOurPlants,We'reCollectingVastQuantitiesofDataandWe'reNotUsingIt!InSomeofOurPlants,NOProductionMonitoringIsPerformed.“High-Tech”andLow-TechSystemsComplicateAnalysisoftheProductionProcess.?1994GeneralMotorsCorporat14?1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy?1994GeneralMotorsCorporat15Step0:EstablishBaseline
? ? ? ?capacity.ppt-16Goalofthisstepistodetermine: “Wherearewetoday?”DefinethescopeofthesystemDeterminethemeasurementsystemtouse-*ifyouknowitatthispointCompletetheCapacityAnalysisWorksheet
–LogicalProcesstoIdentifyanyConstraint
–EstimatestheCapacityatEachOperation
–NoteAdditionalConstraints
?Market
?Policy
?1994GeneralMotorsCorporation.Allrightsreserved.Step0:EstablishBaseline ?Go16?1994GeneralMotorsCorporation.Allrightsreserved.CapacityAnalysisTool??Requiresafewsimpleinputs
–CapacityRequirements
–ScrapandRework
–Downtime-ScheduledandUnscheduled
–OperationCycleTimesOutputincludes:
–EstimationofTotalCapacityofOperation
–TotalNumberofShiftsRequiredperWeektoProduce Requirements
–OverallEquipmentEffectivenessMeasurement
–FlagforConstraintOperations?1994GeneralMotorsCorporat17?1994GeneralMotorsCorporation.Allrightsreserved.Step0:Re:CompletionoftheCapacity AnalysisWorksheet?NotetoSDEs:
–ShowanexampleoftheCapacityAnalysisWorksheet
–Workthroughthesheetwiththesupplierwithasmuch actualdataaspossible
–Accuracyofinformationisimportant,asthiswillform thebasisfortheremainderofthediscussion
–Brainstormingforimprovementscanbestructuredto followeachoneoftheinputstothecapacityanalysis?1994GeneralMotorsCorporat18?1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy?1994GeneralMotorsCorporat19NetCapability perdayShiftsReq’d perweek#41417.27#46714.76?1994GeneralMotorsCorporation.Allrightsreserved.Step1:IdentifytheConstraint/Bottleneck??If#shifts/weekrequired>#shiftsavailable,thenaconstraintexists
?Note:Thiswillbeshownbya“#”ontheCapacitySpreadsheetIfnoconstraintexists:
–examinetheoperationsforthegreatestnumberofshifts required,andthelowestnetcapabilityperday.
–Theoperationwiththegreatestnumberofshiftsclosesttothe requirementisthebottleneck.
–Notethatconstraintsmaynotbeimmediatelyvisibleonthe capacityspreadsheetduetointeractionsbetweenoperations (buffers)Shiftsavailable=15Requirement/day=450NetCapabilityShiftsReq’d#41420?1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy?1994GeneralMotorsCorporat21?1994GeneralMotorsCorporation.Allrightsreserved.Step2:ExploitConstraint???RunconstraintatitsbasiccapacityinisolationScheduleOperationEffectivelyDon’tWasteOutput
–Eliminatedefectivepartsbeforetheyarrive
–Makesurepartsarenotscrappedlaterintheprocess
–Eliminatereworkthatmustgobackthroughconstraint
–Improvethetoolsorgaugesused
–Improveyieldbyassuringthequalityoftheprocess
–“Rushto”before...”Handlewithcare”after?1994GeneralMotorsCorporat22?1994GeneralMotorsCorporation.Allrightsreserved.Step2:ExploitConstraint-continued??OperatorRulesofEngagement
–Runmachineswhenyouhavematerial
–Dosomethingproductivewhenyoudon’thavematerial (setup,PM)
–Cross-trainworkerstopreventidletimedueto absenteeismEliminateBlockandStarvethrougheffectivebuffering
–i.e.partsbeforeandspaceafterwards?1994GeneralMotorsCorporat23?1994GeneralMotorsCorporation.Allrightsreserved.Starving/Blocking??NeverStarveaConstraint
–UtilizeBufferManagement
–Placebufferinventoryaheadtoassureitalwayshas partstorun
–LoadpartsaheadtoensureconstraintrunsNeverBlocktheConstraint
–De-coupletheOperations
–Assurepartsarepulledawaysooperationdoesn’tstop (enoughracks,containers,space)
–Unloadaftertheconstraintifthesystemdownstreamis down?1994GeneralMotorsCorporat24STARVEDSystem(NoJobstoWorkOn)BLOCKEDSystem(Choked)(NoPlacetoputJob)DESIREDSystemL
uuZZZZZZ
LBlocked Station
FullBuffer
uuZZZZZZ
Failed Station
FailedStation
Empt yBufferStarved StationJ
Workin gStation
JConstraint Working
Station?1994GeneralMotorsCorporation.Allrightsreserved.
STARVE/BLOCKNote:Thisisapplicablefortheconstraintoperationonly,andnotalloperations
Max MinBufferMax MinEmptyBufferSTARVEDSystemBLOCKEDSystemDE25?1994GeneralMotorsCorporation.Allrightsreserved.
DE-COUPLINGTakingonecontinuousprocessandbreakingitinto2ormoresmallerprocesseswithasmallinventorybetweeneachprocessinordertoreducethelevelofdependency.
CoupledDe-coupledBuffer
AutoTransferMachineMachineMachineConstraintMachineMachineMachine
AutoTransfer Auto Transfer?1994GeneralMotorsCorporat26BLOCK
?1994GeneralMotorsCorporation.Allrightsreserved.CONSTRAINTS/BOTTLENECKS FLOWBLOCKCONSTRAINTS/BOTTLENECKS27?1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy?1994GeneralMotorsCorporat28?1994GeneralMotorsCorporation.Allrightsreserved.Step3:SubordinateOtherOperationtoRun theConstraint????Subordinate(Optimize)Resourcesinfavorofrunningtheconstrainingoperation
–Movepeoplefromnon-constraintstoconstraining operationeveniftheyaren’tfinishedatthenon- constraintPerformmaintenanceontheconstraintoperationbeforeothersRunallothermachinestoeliminatestarve/block“Improvingthroughputonanyoperationotherthantheconstraintdoesnotimprovethesystem’soverallthroughput”?1994GeneralMotorsCorporat29?1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime
b:AddCapacityStep5:Restudy?1994GeneralMotorsCorporat30?1994GeneralMotorsCorporation.Allrightsreserved.Step4a:Elevate-RunAlloftheTime?KeepItRunning
–Runthroughlunch,breaks(tagrelief),etc.
–Afterchangeover,runproductionsimultaneouslywith firstpieceapproval
–Reducenumberofsetupsbyprocessingfamiliesofjobs thatrequiresimilarsetups
–Reducesetuptime
–Improvepreventativemaintenancetoreducebottleneck downtime?1994GeneralMotorsCorporat31?1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime
b:AddCapacityStep5:Restudy?1994GeneralMotorsCorporat32?1994GeneralMotorsCorporation.Allrightsreserved.Step4b:Elevate-AddCapacity??Addcapacitytotheconstraintoperation
–ImproveCycleTime(canitgofaster?)
–AddaMachine/Person
–ProduceMorePartsperCycleReduceWorkloadatBottleneck
–Moveworktoalternatework
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