The product wheel handbook : creating balanced flow in multi-product process operations /: creating balanced flow in multi-product process operations. (2016)

• Record Type: Book
• Further Information: Note: By Peter L. King, Jennifer S. King.
• Other Names: King, Peter L; King, Jennifer S
• Contents: Introduction ; Why Product Wheels?; Process Industry Challenges; Product Wheel Basics; ; The Problem: Production Sequencing, Campaign Sizing, Production Leveling; Challenges Facing Operations Managers—Production Leveling Challenges Facing Operations Managers—Random Sequence or Regular Pattern?; Challenges Facing Operations Managers—Optimum Sequence; Challenges Facing Operations Managers—Optimum Cycle; The Insidious Nature of Changeovers; ; The Solution—Product Wheels; Product Wheels Defined; Product Wheel Terminology; Simultaneous Operating Modes; Product Wheel Characteristics; Process Improvement Time; Benefits of Product Wheels; Product Wheel Applicability; ; The Product Wheel Design and Implementation Process; Product Wheel Design; Step 1: Begin with an up-to-date, reasonably accurate value stream map (VSM); Step 2: Decide where to use wheels to schedule production; Step 3: Analyze product demand volume and variability—identify candidates for make to order; Step 4: Determine the optimum sequence; Step 5: Analyze the factors influencing overall wheel time; Step 6: Determine overall wheel time and wheel frequency for each product; Step 7: Distribute products across the wheel cycles—balance the wheel; Step 8: Plot the wheel cycles; Step 9: Calculate inventory requirements; Step 10: Review with stakeholders; Step 11: Determine who "owns" (allocates) the PIT time; Step 12: Revise the scheduling process; Product Wheel Implementation; Step 13: Develop an implementation plan; Step 14: Develop a contingency plan; Step 15: Get all inventories in balance; Step 16: Put an auditing plan in place; Step 17: Put a plan in place to rebalance the wheel periodically; Kaizen Events; Prerequisites for a Product Wheel; Step 1: Begin with an Up-to-Date, Reasonably Accurate VSM; An Example Process—Sheet Goods Manufacturing; A Value Stream Map; Material Flow—Process Boxes; Process Step Data Boxes; Material Flow Icons; Inventory Data Boxes; Information Flow; Summary; ; Step 2: Decide Where to Use Wheels to Schedule Production ; Criteria for Product Wheel Selection; Analyze the VSM; Forming 1; Bonder 2; Bonder 1; Slitter 1; Summary; Step 3: Analyze Products for a Make-to-Order Strategy; Demand Volume; Demand Variability; Deciding on the Best Strategy for Each Product; Summary; ; Step 4: Determine the Optimum Sequence; Changeover Complexity; Optimizing the Forming 2 Sequence; Optimizing the Sequence in Complex Situations; Summary; ; Step 5: Analyze the Factors Influencing Overall Wheel Time; Time Available for Changeovers—The Shortest Wheel Possible; Finding the Most Economic Wheel Time; Leveling Out Short-Term Demand Variability; An Additional Word about Standard Deviation and CV; Making Practical Lot Sizes of Each Material; Protecting Shelf Life; Making to Stock Using a Trigger Point; Summary; Step 6: Put It All Together—Determine Overall Wheel Time and Wheel Frequency for Each Product; EOQ—The Most Economic Wheel Time; The Shortest Wheel Possible; Short-Term Demand Variability; Minimum Practical Lot Size; Shelf Life; Summary; ; Step 7: Arranging Products—Balancing the Wheel; Wheel Resonance; Achieving Better Balance; Wheels within Wheels; Summary; ; Step 8: Plotting the Wheel Cycles; Summary; Step 9: Calculate Inventory Requirements; Inventory Components; Total Inventory Requirements; Inventory Benefit of the Wheel; Seasonality; Customer Lead Time; Summary; ; Step 10: Review with Stakeholders; What to Review; Who to Include; Possible Concerns and Challenges; Summary; Step 11: Assign Responsibility for Allocating PIT Time; Appropriate Uses of PIT Time; ; Step 12: Revise the Scheduling Process; Wheel Concepts and the Production Scheduling System; Visual Management of the Current Wheel Schedule; Summary Step 13: Develop an Implementation Plan; ; Step 14: Develop a Contingency Plan; Possible Wheel Breakers; Steps in Contingency Planning; Example of a Contingency Plan; Summary; ; Step 15: Get All Inventories in Balance; Summary Step 16: Confirm Wheel Performance—Put an Auditing Process in Place; ; Step 17: Put a Plan in Place to Rebalance the Wheel Periodically; ; Prerequisites for Product Wheels; Foundational Elements; A Highly Motivated, Well-Trained Workforce; Standard Work; Visual Management; Total Productive Maintenance; A Value Stream Map; SMED; SKU Rationalization—Portfolio Management; Bottleneck Identification and Management; Cellular Manufacturing and Group Technology; Summary; ; Product Wheels and the Path to Pull; Product Wheels and Pull; Pull through the Entire Process; Summary Unintended Consequences—Inappropriate Use of Metrics; Inappropriate Use of Metrics; Performance to Plan (PTP); Summary; ; Cultural Transformation and Product Wheel Design—The Synergy; Summary; Case Studies and Examples; BG Products, Inc.—Automotive Fluids; The Appleton Journey; Dupont™ Fluoropolymers; Dow Chemical; Extruded Polymers; Waxes to Coat Cardboard; Sheet Goods for Hospital Gowns; Circuit Board Substrates; Fixed-Sequence Variable Volume; A Rose by Any Other Name; Summary; Bibliography; ; Appendix A: Cycle Stock Concepts and Calculations; Inventory Components Defined—Cycle Stock and Safety Stock; Calculating Cycle Stock—Fixed-Interval Replenishment Model; Summary; ; Appendix B: Safety Stock Concepts and Calculations; About Safety Stock; Variability in Demand; Variability in Wheel Time; Combined Variability; Using Safety Stock; Example—Forming Machine 2 Product Wheel; ; Appendix C: Total Productive Maintenance; The Need for Equipment Reliability and Operational Continuity; TPM; TPM Metric—Overall Equipment Effectiveness; Forming 2 OEE; ; Appendix D: The SMED Changeover Improvement Process; SMED Origins; SMED Concepts; Product Changeovers in the Process Industries; Summary; ; Appendix E: Bottleneck Identification, Improvement, and Management; Root Causes of Bottlenecks; Bottleneck Management—Theory of Constraints; Summary Appendix F: Group Technology and Cellular Flow; Typical Process Plant Equipment Configurations; Cellular Manufacturing Applied to Process Lines; Summary; ; Index
• Publisher Details: Place of publication not identified : Productivity Press
• Publication Date: 2016
• Extent: 1 online resource (219 pages), (88 illustrations)
• Subjects: 670; Manufacturing processes; Manufacturing processes -- Planning; Multiproduct firms -- Management
• Languages: English
• ISBNs: 9781466554191; 1466554193
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.