The document discusses the Toyota Production System principle of leveling out workload, also known as Heijunka. Heijunka aims to smooth production volumes and spread work evenly over time to reduce waste and stabilize production schedules. This is achieved by consolidating and leveling customer orders into a mixed production schedule. The benefits include reduced inventory levels and risk of over- or under-production, as well as smoother demand placed on upstream processes. Implementation requires establishing standard takt times and changeover processes. Case studies demonstrate how Heijunka has been successfully applied to different manufacturing environments.
The document discusses the Toyota Production System principle of leveling out workload, also known as Heijunka. Heijunka aims to smooth production volumes and spread work evenly over time to reduce waste and stabilize production schedules. This is achieved by consolidating and leveling customer orders into a mixed production schedule. The benefits include reduced inventory levels and risk of over- or under-production, as well as smoother demand placed on upstream processes. Implementation requires establishing standard takt times and changeover processes. Case studies demonstrate how Heijunka has been successfully applied to different manufacturing environments.
The document discusses the Toyota Production System principle of leveling out workload, also known as Heijunka. Heijunka aims to smooth production volumes and spread work evenly over time to reduce waste and stabilize production schedules. This is achieved by consolidating and leveling customer orders into a mixed production schedule. The benefits include reduced inventory levels and risk of over- or under-production, as well as smoother demand placed on upstream processes. Implementation requires establishing standard takt times and changeover processes. Case studies demonstrate how Heijunka has been successfully applied to different manufacturing environments.
The document discusses the Toyota Production System principle of leveling out workload, also known as Heijunka. Heijunka aims to smooth production volumes and spread work evenly over time to reduce waste and stabilize production schedules. This is achieved by consolidating and leveling customer orders into a mixed production schedule. The benefits include reduced inventory levels and risk of over- or under-production, as well as smoother demand placed on upstream processes. Implementation requires establishing standard takt times and changeover processes. Case studies demonstrate how Heijunka has been successfully applied to different manufacturing environments.
Download as PPTX, PDF, TXT or read online from Scribd
Download as pptx, pdf, or txt
You are on page 1of 33
PRINCIPLE 4 :
LEVEL OUT THE WORKLOAD
(HEIJ UNKA) MET MMS (Operations)
Neha Jagare (60) Saurabh Kothawade (78) Omkar Sawant(141) GLIMPSE : THE TOYOTA WAY
TAIICHI OHNO, 1988
The slower but consistent tortoise causes less waste and is much more desirable than the speedy hare that races ahead and then stops occasionally to doze. The Toyota Production System can be realized only when all the workers become tortoises. 3 MS (MUDA, MURI, MURA) LEVEL OUT THE WORKLOAD: HEIJUNKA
Heijunka is a system of production-leveling that produces the right product mix as demanded by the customer by making optimal utilization of the available capacity WHAT HEIJUNKA DOES? Stabilizes production volume and variety by consolidating total number of customer orders
Spreads out the production in an even manner through-out the day
Ensures high order fulfillment rate
Ensures internal production is balanced
Established capacity is not over or under-utilized LEVELING OUT THE PRODUCTION
Leveling By
Quantity Product WHY IMPLEMENT HEIJUNKA Many companies wants to produce what customers want and when they want
They follow build-to-order approach
However customer orders creates uneven production schedule becomes uneven
This eventually leads to large amount of inventory , hidden problems and poorer quality
And here arises the need for creating balanced lean workflow Heijunka
ACHIEVING HEIJUNKA HOW DOES HEIJUNKA WORK TRADITIONAL PRODUCTION (UNLEVELED) DRAWBACKS TRADITIONAL PRODUCTION (UNLEVELED) Customers do not buy products predictably
There is risk of unsold goods
The use of resources is unbalanced
Placing an uneven demand on upstream processes MIXED MODEL PRODUCTION (LEVELED) BENEFITS MIXED MODEL PRODUCTION (LEVELED) Flexibility to make what customer wants when they want it
Reduced risk of unsold goods
Balanced use of Labor and Machines
Smoothed demand on upstream process and the plants suppliers CHALLENGES OF HEIJUNKA Requires major tool redesign to gain flexibility
Large inventory of finished goods
Requires a predictable environment as well as timely-accurate data to implement
Proper co-ordination with the customer to project better future demand High degree of discipline within the workforce
Thought out work standards must be followed all the times
As there is little operator leeway it can result to resistance due to lack of flexibility
CHALLENGES OF HEIJUNKA THIS IMPLEMENTS HEIJUNKA Takt Time Volume Leveling Type Leveling Type Standardization Work Slowly & Consistently Changeover Time Buffer Inventory Error- Proofing Heijunka Box & Board HEIJUNKA BOX AND BOARD Place where the production signals or Kanban in a leveled production system are kept.
Visual tool to show the people what to be produced LEVELING THE SCHEDULE INVENTORYS ROLE Heijunka builds inventory to safeguard against fluctuations. It categorizes inventory into :
Build-to- Order inventory Seasonal inventory buffer Safety Stock Buffer Stock BUILD TO ORDER YET HEIJUNKA HEIJUNKA IN SERVICE OPERATIONS
Fit customer demand into a leveled schedule
Establish standard times for delivering different types of service JUST IN TIME VS. HEIJUNKA JIT Meet customer demand upon request
Reduce finished goods Inventory
Unpredictable work schedules
Overtime occasionally Heijunka Meet customer demand in total over a given period of level production Finished goods inventory to make up for short periods of higher demands Predictable work schedules Overtime savings
CASE STUDY: 1
EZDK Steel Plant (Egypt) APPLICATION OF HEIJUNKA IMPLEMENTING HEIJUNKA USING PULL CASE STUDY: 2
Wiremold CASE STUDY: 3
Building Aluminum Gutters on a Level Production Schedule RESULTS ACHIEVED BY IMPLEMENTING HEIJUNKA 40% lead-time reduction
70% change-over time reduction
40% reduction in work in progress (WIP)
60% reduction in inventory obsolescence
100% improvement in on-time customer delivery CONCLUSION
Heijunka is fundamental to eliminating mura, which is fundamental to eliminating muri and muda