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How to capture material shortages

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  • #51097

    newbie
    Participant

    Where would you capture the inability of a cell to process due to lack of material (ie poor material handling)?  The cell is ready to work, there simply is no material to work on due to it being intransit.  Thanks!

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    #176636

    Remi
    Participant

    Hai newbie;
    I’m rather unexperienced at Lean but maybe you could see it as a defect of the previous process step (0 good products made in that time period) or as downtime of the transporting-process-step?

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    #176637

    Severino
    Participant

    One method is to have a production board in the front of each of your cells/lines where the operators track how much product they produced every pitch.  If they did not meet their takt time/production goal they document the reason on the board as well.  Then each day, week, month (whatever interval you choose) a copy of the board gets handed in for tracking of data.
    You can use this data to generate a chart of the actual production vs goal and a pareto chart of the reasons the goal was not met (i.e. wait time, quality issues, etc.).  You can then stick these charts back at the front of the lines so the operators can see how they did last period or you can do as Deming suggests and stick it up your a55.

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    #176643

    newbie
    Participant

    J,
    The problem is that I have a transactional process in which the processing is dependent upon highly variable demand.  I want to know how this impacts such calculations as Takt….the average daily demand is stable over time, but highly variable in the short-term (ie a given day) and the cell is technically available to do work for a given shift, but with a highly sporadic flow of incoming product. 
    Thanks! 

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    #176678

    Trudy
    Member

    Hey Newbie!  A value stream map would capture the delays.  Collect the data from delays and the number of parts short over a certain period of time and average them to determine the daily impact. Options for tackling the issue would be to Kan Ban the culprit parts or place them in a Supermarket.  When a certain level is depleted it would create signal to the supplier to replenish the stock before causing another delay.  T

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    #176685

    Bill Fowlkes
    Participant

    newbie,  I think Trudy gave you most of your answer.  A good process map will show the actual time needed to process work vs. the total cycle time through the process, including delays and bottlenecks (typically the ratio is 10x or more).  That metric can be converted into $$ since wasted time is also unproductive labor.  Of course the takt time factors in as well, if there is insufficient demand, then improving the process inefficiencies will not result in any first order savings.  But still, if the labor can be redirected to other productive work, there may be secondary benefits realized.  Good Luck!

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    #176686

    newbie
    Participant

    Hi everyone,
    Thanks for the feedback, but I am still not getting the answer I need.  I have a transactional process that receives material from an outside supplier in a highly variable manner. 
    How does this impact your takt calculation, particularly in the area of Available Work Time….the cell is available to do work for 420 min/shift, but the variability of material arrival results in the cell sitting idle for periods of time….how is this captured?   Thanks!

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    #176691

    DLW
    Participant

    Please clarify. Is your incoming material:
    1. Something supplied to you as a typical raw material or component,
    of which you experience shortages? or,
    2. Some document or material that actually represents the demand? Is
    your “outside supplier” the source of your demand?
    DLW

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    #176693

    newbie
    Participant

    DLW,
    It is a service-based, all-manual process operating on a single 8 hr shift with a daily shipping deadline, so variable demand is not countered with additional inventory or overtime, but by toggling operators to add cell capacity.
    The incoming material is a document that direclty represents demand. It has an infomational component added to it and is then trucked out to the next downstream entity. The variablity lies in the volume and mix  delivered (exhibits hourly & daily flucuations as well as seasonality), not in the time of its arrival (ie arrives to schedule).  And yes the “outside supplier” is the external customer or consumer.
    So I am trying to determine how to treat the time element here….I just need to know how to account for this permanent variability in demand as it pertains to cell design so I can figure out how best to manage  capacity.
    For example, my available work time calculation of Gross Available Time less Planned Downtime does not appear to be accurate depiction of the situation…as this will be yield an unrealistic value of AWT and thus skew takt, which in turn will effect such things as planned cycle time, # operators, toggling calculations, work distribution patterns, etc…
    THANKS!!!!!!!

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    #176695

    DLW
    Participant

    There are a few questions that make a difference:
    1. What exactly is meant by “daily shipping deadline”? Does some
    predetermined amount of product have to be shipped each day?
    Does it matter WHICH product? Age of it? Or, does EVERYTHING
    that comes in each day have to go out by that same day’s deadline?
    2. Are the products identical and interchangeable? Or is each one
    specific to a particular supplier/customer? i.e., a custom business?
    3. Are the swings in volume due to some type of batching? Or is
    that a true reflection of demand fluctuation? If batching, can you
    do anything to smooth it out?If in fact you must satisfy a shipping deadline for any and all of
    each day’s product no matter when it comes in, Takt time does not
    mean much; it is different each day. By definition, you have to
    respond — like you already are.
    As you know, Takt time is a representation of average stable
    demand over some meaningful period of time. By balancing
    capacity, WIP/inventory, and acceptable response time, you can
    meet it. But if you MUST respond no matter, you have little choice
    but to provide resources to satisfy short-term peak demand.
    Sorry for all the questions back at you. If you are at liberty to share
    more specifics, it might be helpful in offering suggestions.
    DLW

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    #176696

    newbie
    Participant

    DLW,
    Thanks for taking the time. And your second paragraph has described the situationa accurately.  Hence, my dilemma. My thought was that inventory and overtime are not available, yet over-staffing is not a desireable option either.
    So my idea was to look at right-sizing into multiple, simple, rapidly deployable cells (which is do-able) and establish a hourly management time frame, giving me 7 opportunities a day to assess demand and adjust to flucuating volumes by activating one to three additinal cells. That way I can maintain a consistant work distribution pattern for each operator (ie Processing Time will stay the same for each cell) and yet as volume changes (ie takt changes) I can adjust the Cycle Time of the line accordingly….but I am talking out of my posterior here, as I have never done anything like this…..
    Any advice would be greatly appreciated.  And thanks again.  This has been really helpful for me. 

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    #176697

    DLW
    Participant

    It sounds as though you definitely are on the right track, There are
    not a lot of options, I’d say. Similar to a floral shop 3 days before
    Mothers Day. Suddenly everyone places an order, and no one wants
    his/hers to be late.
    Question: When you activate additional cells, what had those
    resources been doing up until then? Do you truly have the flexibility
    to reallocate as needed, with no penalty somewhere else? It almost
    sounds like your entire operation can be viewed as one big cell.
    Don’t hesitate to post with more questions. Happy to try to help.
    DLW

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    #176698

    newbie
    Participant

    DLW,
    I will do that.  Thanks again!

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    #176699

    DLW
    Participant

    You are very welcome :O)

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