14 - Production Leveling & Balancing Rev 1 - Advance Cluster

Production Leveling & Balancing
Introduction
to
Production leveling and
Balancing
Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.
Advanced
Improved
Old situation
Large
stocks
Defects
Waiting
NO FLOW
Less stocks
Less Defects
Less Waiting
Single Piece
Flow
Zero Defects
No Waiting
Smooth and
Sequenced
FLOW
INTERRUPTED
FLOW
What is Production Leveling

& Balancing ?
What is Production Leveling & Balancing ?
Production leveling and balancing is to

produce any type of product at an even pace
which matches customer demand.
This is also called Spread-over production
Or
HEIJUNKA
Example
20 Days per month with 8 hours working per day
Product
Monthly
production
Daily production
TAKT TIME
( Min )
4800
240
2400
120
1200
60
TOTAL
8400
420
1.1
This shows different TAKT time for different products
Example
Product
Monthly
production
Daily production
TAKT TIME
( Min )
4800
240
2400
120
1200
60
TOTAL
8400
420
1.1
In case of LOT ( Batch ) Production

A
In case of Leveled production ( TAKT TIME =1.1 Min )

A
A
6
Example
In case of Leveled production ( TAKT TIME =1.1 Min )
A
But , when customer

demand fluctuates
( Not Even ) ?
When customer demand fluctuates

( Not Even ) ?
Ripples
( Spread-over production )
Customer
Demand
Dam ( Breakwater )
Product Stock
Big waves are

smoothened
by DAM
Leveled Production and Balancing
Rewards of leveled production are

great , but smooth implementation is
difficult , requires constant attention
and fine-tunning .
Leveled Production and Balancing

Leveled production makes the total production
system as efficient and as flexible as possible
with no waste of time and Money , without
overburdening the employees .
It also balances production among all processes ,

making it possible to produce the exact volume
and types of products that can be sold Just-IN
Time.
10
Production Leveling and Balancing

3 operating principles :
1. Pull System
2. Continuous flow processing
3. Self stopping equipments when defect
occurs
11

1. Pull System
occurs
12
3 operating principles
1. Pull System
What is Pull System ?
We should make and supply products when next
process demands .
Sounds easy but how to Implement ?
13
1. Pull System
Let us understand by Flow of Instruction
Material Flow
Press
Welding line
Instruction Flow
Instruction Flow can be achieved by KANBAN

14
1. Pull System
PICK UP by the following process
Preceding process
Following process
Welding line
Press
Flow direction
KANBAN means signboard used for delivery instructions to preceding

processes
15
1. Pull System
With KANBAN.
- Excess inventory is eliminated
- Production is tied to processes closest to the Consumer
- Production is synchronized
- Communication becomes frequent therefore teamwork is
- Good quality becomes a MUST
16
fostered
1. Pull System
Supermarket
KANBAN was conceived by taking a hint from American

Supermarket .
At supermarket ..
. Only those stocks are replenished which are sold
IF TEN are sold TEN are replenished
IF ONE is sold ONE is replenished
17

1. Pull System
occurs
18

1. Pull System
occurs
19

What is Continuous flow processing ?
Continuous flow processing attempts to eliminate
the stops in production ..
Shortening production lead time by
reducing non-processing time
20

To achieve continuous processing, it is
necessary to produce
- AN ITEM
- ONLY ONE ITEM and
- Immediately pass it to next production
process
NO Production of Batches is allowed
21

Batch process catches defects too late
In-process
stock
In-process
stock
In-process stocks NOT OK

22

Single piece process catches defects easily
NO In-process stock
23

Batch Vs Single Piece Flow
Parameter
Production Method
Single Piece Flow
Batch
Quality Status
Risk of heavy
Damage
No or Negligible damage
FIFO
Not Possible
100 % possible
Inventories
HIGH
NIL
Production lead
time
More
Less
Changeover Time
Preferred
Not preferred unless you

bring it < 1 TAKT
24

Push Vs Pull System
Parameter
Production Method
Pull
Push
Quality Status
Defects passed to
next process
Can be caught at the

generation point
Work system
Based on Planning
As per demand of
Downstream Process
Mix production
Difficult
Easy
Response to
Customer
Late
Quick
Stock taking
Laborious
Easy
25

What to do when Changeover time is
HIGH ?
-
Need to reduce large lot sizes for such

operations to approach ONE Piece Flow
- Need to use multi-purpose equipment

- Need to improve conveyance
26

1. Pull System
occurs
27

1. Pull System
occurs
28
3. Self Stopping Equipments when defects occur

What is Self Stopping Equipments ?
Ability of production lines to stop automatically in
case of problems
This is called JIDOKA
29

Line stops automatically helps in
The passing on of defects is prevented ,

Equipment breakdown is prevented
Management of production is simplified
( Full time inspectors become unnecessary )
Problems are clearly identifiable so that
Improvements ( Kaizen ) can be accomplished
30

Basic attitude is required
for understanding
NEXT Process is THE

CUSTOMER
So next process owner should be satisfied as
much as customer who actually buys the product .
31

Every operator is an Inspector..

Should be trained to stop the line for getting Help
Andon
STAGE
Line Running OK
32

DEFECT at
STAGE 2
Andon
STAGE
33
Operator Pulls ANDON

chord
Andon
STAGE
Help should be
provided
like an EMERGENCY
34

DEFECT at STAGE 2
HELP IS Provided and problem is solved
Andon
STAGE
Line Running OK
35

Each stage should have in-built
POKA-YOKE
Poka- yoke help employees to prevent themselves from

making mistakes
36

Workplace should be visual
-ANDON Light
should be visible
- Defect notification devices should be

visible and should be heard easily
37

Basic Leveling is the core of all Resource Planning
Basic Leveling
TAKT
Standardized Work
38
Prerequisites of Production Leveling & Balancing

Prerequisites :
1. Initial Stability of Quantity
Before
After
39

Prerequisites :
2. Initial Stability of Quality
Before
After
40

Prerequisites :
3. Balance the Lines for TAKT Time
Before
After
41

Prerequisites :
4. Containerization
Should have 3 C Containers
Clean , Clear and Count Free
42

Prerequisites :
5. Buffer stock
Should have buffer stock at those places where
processing time is large .
Should aim to achieve processing time equal to
one TAKT
43

We should consider following :
Product Volume
Product Mix
Product Sequence
Legends : ED = Every Day , AD = Alternate day

E2D= Every 2 Days or E3D= Every 3 Days
44

We should plan effectively to optimize use all resources
Date
S.N.
Demand Vs Actual
Product
Total Plan
Total Customer
Requirement
Excess / Less
200
200
200
200
200
200
1200
1000
200
50
50
50
150
100
50
1000
1000
500
500
20
20
20
20
20
20
120
120
1000
1000
2000
-1000
2800
2800
3000
-200
Day's Total
3070
220
1270
220
270
1220
6270
6720
-450
Line Capacity
Utilization %
90
10
50
30
30
40
Week's
Plan
Customer
Delivery
Requirement Failure
45

We should believe in Technology , People and Processes
Technology should .
Contribute to the value adding process

Reduce waste
Contribute to a flexible system that can economically
adjust to ups and downs in Demand
Support to ease work of people
MAKE TECHNOLOGY FIT IN OUR WORKING
46

Production Leadership structure
Develop leaders who live your

system
47

Develop Thorough understanding
Importancehow
important is the problem in the overall context of
Customer satisfaction
Urgency what
deadlines are dependent on the resolution of the
problem
Tendency..
Is the problem getting worse or staying the same
48
is not possible UNLESS
We have a culture that STOPS to Fix

problems
49
End of training
50

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Production Leveling & Balancing

Production Leveling & Balancing

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

What is Production Leveling

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

What is Production Leveling & Balancing ?

Production leveling and balancing is to

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

This shows different TAKT time for different products

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

In case of LOT ( Batch ) Production

In case of Leveled production ( TAKT TIME =1.1 Min )

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

But , when customer

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

When customer demand fluctuates

Big waves are

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

Leveled Production and Balancing

Rewards of leveled production are

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

Leveled Production and Balancing

It also balances production among all processes ,

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

Production Leveling and Balancing

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

Production Leveling and Balancing

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

Sounds easy but how to Implement ?

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

Instruction Flow can be achieved by KANBAN

Production Leveling & Balancing

KANBAN means signboard used for delivery instructions to preceding

Production Leveling & Balancing

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

KANBAN was conceived by taking a hint from American

Production Leveling & Balancing

Production Leveling and Balancing

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

Production Leveling and Balancing

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

2. Continuous flow processing

Property of ACT ( ACMA Centre for Technology ) 2009 Slide No.

Production Leveling & Balancing

2. Continuous flow processing

Production Leveling & Balancing

2. Continuous flow processing

In-process stocks NOT OK