Sistemas jalar

HOSE PRODUCTS DIVISION

TOLUCA: Pull Systems & FIFO

Current State
Focused on the Lead Time reduction of the Connectors Value Stream we decided to review and update the information of our current state map at the end of Q3 focusing in the K13 family (which is a representative “runner” and offers the greatest opportunity for inventory reduction in our VS) to determine (where possible) todeplete supermarkets and build to FIFO (without jeopardizing level loading). The Map showed us a great improvement area in our components supermarket because it had one of the highest inventories in the Value Stream.

Each fitting assembly that we manufacture in the Department 10 is composed by a Nipple, a Shell and a Nut that we manufacture in house, this are the components held in the supermarketwith a total value of $56K usd.

The main reason to have all those components (Nipples, Shells & Nuts) within the supermarket is because the Machines of the Department 10 are shared resources and all of them require at least one external process (Plating, Thermal Treatment, etc.) which forces us to have a minimum inventory to be able to satisfy the customer demand.

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Future StateAfter the Current State Analysis we realized that Nipples are a dedicated component, this means that the 96% of nipples of series 71 belongs solely to one fitting part number; thus we decided to pull this component from the Finished Goods Warehouse not as a component but as a Finish Product and thus eliminate the nipples inventory from the components supermarket.

Once the strategy was defined westarted to review the fittings bill of materials as a part of our action plan (connectors as a Finish Good) looking for the fittings that use those nipples and then define which Nuts and Shells have to be within the components supermarket managed by kanban.

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PFEP
Once we know which Nipples, Nuts and Shells we needed we started the Demand Analysis of these products to define the ABC ofeach of them based on their volume. After this, we began the Capability Analysis of the Machines that manufacture each of these components (4 Machines) to define the total number of Set up’s that we can do during the month and thus define the EPEI.

With this information we generated the PFEP of the components to define the quantity of material to be within the supermarket as a components as afinished products.

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For Nipples we had to bind their demand with the connectors demand (Finished Product) to know the Nipple’s demand, after that we generated an electronic signal through an excel macro that binds the system demand, in order for the macro reflect the level loading in the excel file that our planner checks every day.

This File show the updating of the existence of eachconnector of the K13 family, marks in green when the availability is within the level define on the PFEP (Cycle Stock) and red when it doesn’t (Safety Stock), in this case displays how much we have to order, so the planner generates the order and takes it into the shop floor to the Nipples machined centers (pacemaker) where the FIFO start.

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Kanban Cards
Kanban cards were design basedon the quantity of pieces by container of each component and include the following information:
- Product Description
- Part Number
- Trigger
- Kanban Number (Such as: 1 of 10 cards)
- Box or Container
- Quantity
- Supplier (from) process making the part
- To (Area material is to be delivered)
- Line Address (Specific Address location of the line runningthe part)

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Kanban Board
With the information of the PFEP of each machine we designed every Kanban Board using the colors Green and Red to distinguish the Normal State of the Abnormal State, being the first red slot of every part number the reference of the trigger (on each case).

In addition we included a priority box with 5 slots in which we separate the kanban cards of the part...