mvc pdf viewer free : Add text to pdf file reader software application dll winforms windows html web forms 446-part1241

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supermarket pull system
CUSTOMER PROCESS goes to supermarket and withdraws what is needs when it needs it.
SUPPLYING PROCESS produces to replenish what was withdrawn.
PURPOSE: Controls production at supplying process without trying to schedule.  Controls
production between flows.
Note:
A “production” kanban triggers production of parts, while a “withdrawal” kanban is a shopping list that instructs
the material handler to get and transfer parts.
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The purpose of placing a pull system between two processes is to have a means
of giving accurate production instruction to the upstream process, without trying
to predict downstream demand and scheduling the upstream process, without
trying to predict downstream demand and scheduling the upstream process. Pull
is a method for controlling production between flows. Get rid of those elements
of your MRP that try to schedule the different areas of your plant. Let the
downstream process’ withdrawals out of a supermarket determine what the
upstream process produces when and in which quantity.
There are several icons associated with a supermarket pull system:
There is another icon
similar to the supermarket
icon, but closed on all
sides.  This icon
represents “safety stock,”
which is used as a hedge
against problems such as
downtime, or “buffer
stock,” which is used to
protect you against
sudden fluctuations in
customer orders.  Safety
stock should be temporary
-- used only until the root
cause of a problem is
found and eliminated.  To
ensure that safety stock
does not
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The supermarket icon is open on the left side, which faces the supplying
process. This is because this supermarket belongs to the supplying process and
is used to schedule that process. On the factory floor, supermarkets should
ordinarily be located near the supplying process to help that process maintain a
visual sense of customer usage and requirements. The “customer” process
material handler then comes to the supplier’s supermarket and withdraws what
is needed.   These withdrawals trigger the movement of pre-printed kanban
(typically cards) from the supermarket to the supplier process, where they are
used as the only production instruction for that process.
Before you decide to use any supermarket pull systems, be sure that you have
introduced continuous flow across as many process steps as is possible. You
don’t want to set up pull systems, with their supermarkets of inventory and the
extra material handling requirements, between processes unless you must.
instead become a
permanent crutch, there
should be strict rules for
being able to use it and it
may even be kept under
lock and key.  Typically this
means getting permission
from a high-level manager,
who will want to see a root-
cause problem analysis and
countermeasure plan
before giving permission!
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Notes
Pull systems are a nice way to control production between processes that cannot be tied together in a continuous
flow, but sometimes it is not practical to keep an inventory of all possible part variations in a pull-system
supermarket.  Examples include custom parts (where each part produced is unique), parts that have short shelf life,
and costly parts that are used infrequently.
·  In some of these cases you can use a FIFO (“first in, first out”) lane between two decoupled
processes to substitute for a supermarket and maintain a flow between them.  Think of a FIFO
lane like a chute that can hold only a certain amount of inventory, with the supplying process
at the chute entrance and the customer process at the exit.  If the FIFO lane gets full, the
supplying process must stop producing until the customer has used up some of the inventory.
For example, you ship to an outside plating process one time per day.  The platter can only handle 50 pieces per
day, so you set up a FIFO lane sized to hold at most 50 pieces of plating work.  Whenever the lane is full the
upstream process stops producing parts to be plated.  In this manner, the FIFO lane prevents the supplying process
from overproducing, even though the supplying process is not linked to the platter via continuous flow or a
supermarket.  When a FIFO lane is full no additional kanban are released to the upstream process.  (Note that some
people refer to the FIFO approach as “CONWIP”.)
sequenced-
pull ball
·  Sometimes you can install a “sequenced pull” between two processes, instead of a complete
supermarket that has all part numbers represented in it.  Sequenced pull means that the
supplying process produces a predetermined quantity (often one subassembly) directly to  the
customer process’ order.  This works if lead time in the supplying process is short enough for
production to order, and if the customer process follows strict “ordering” rules.  Sequenced
pull is sometimes called the “golf ball system” because colored balls or disks (that roll nicely
down a chute to the supplying process) are sometimes used to provide production instruction.
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an example of a “FIFO Lane”
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Guideline #4.  Try to send the customer schedule to only one production process.
By using supermarket pull systems, you will typically need to schedule only one point in your door-to-door value
stream.  This point is called the pacemaker process, because how you control production at this process sets the
pace for all the upstream processes.  For example, fluctuations in production volume at the pacemaker process
affect capacity requirements in upstream processes.  Your selection of this scheduling point also determines what
elements of your value stream become part of the lead time from customer order to finished goods.
Note that material transfers from the pacemaker process downstream to finished goods need to occur as a flow (no
supermarkets or pulls downstream of the pacemaker process).  Because of this, the pacemaker process is frequently
the most downstream continuous-flow process in the door-to-door value stream.  On the future-state map the
pacemaker is the production process that is controlled by the outside customer’s orders.
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*Note:
With custom products and job shops, the scheduling point often needs to be further upstream like this.
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Guideline #5.  Distribute the production of different products evenly over time at the pacemaker process.
(Level the production mix)
Most assembly departments probably find it easier to schedule long runs of one product type and avoid
changeovers, but this creates serious problems for the rest of the value stream.
Grouping the same products and producing them all at once makes it difficult to serve customers who want
something different from the batch being produced now.  This requires you to have more finished goods inventory
-- in the hope that you will have on hand what a customer wants -- or more lead time to fulfill an order.
Batching in assembly also means that fabricated components will be consumed in batches, which swells the in-
process inventories needed in upstream supermarkets throughout the entire value stream.  And, because variation in
a final assembly schedule is amplified as you move upstream, those in-process inventories will tend to grow larger
the further upstream you go.
Leveling the product mix means distributing the production of different products evenly over a time period.  For
example, instead of assembling all the “Type A” products in the morning and all the “Type B” in the afternoon,
leveling means alternating repeatedly between smaller batches of “A” and “B”.
The more you level the product mix at the pacemaker process, the more able you will be to respond to different
customer requirements with a short lead time while holding little finished goods inventory.  This also allows your
upstream supermarkets to be smaller.  But be warned that leveling the mix requires taking some pains in assembly,
such as more changeovers and trying to keep all component variations at the line at all times (to eliminate
changeover time).  Your reward is the elimination of large amounts of waste in the value stream.
The icon for leveling is the following symbol, which is inserted into an
information flow arrow.
OXOX
Load
Leveling
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Guidelines #6.  Create an “initial pull” by releasing and withdrawing small, consistent increments of work at
the pacemaker process. (Level the production volume)
Too many companies release large batches of work to their shop floor processes, which causes several problems:
Ø
There is no sense of takt time (no “takt image”) and no “pull” to which the value stream can respond.
Ø
The volume of work performed typically occurs unevenly over time, with peaks and valleys that cause extra
burden on machines, people, and supermarkets.
Ø
The situation becomes difficult to monitor:  “Are we behind or ahead?”
Ø
With a large amount of work released to the shop floor, each process in the value stream can shuffle orders.
This increases lead time and the need to expedite.
Ø
Responding to changes in customer requirements becomes very complicated, which can often be seen in very
complex information flows in current-state drawings.
Establishing a consistent, or level production pace creates a predictable production flow, which by its nature
advises you of problems and enables you to take quick corrective action. A good place to start is to regularly
release only a small, consistent amount of production instruction (usually between 5-60 minutes worth) at the
pacemaker process, and simultaneously take away an equal amount of finished goods.  We call this practice a
“paced withdrawal”.
We call the consistent increment of work the pitch, and often calculate the pitch increment based on packout
container quantity (the number of parts one finished-goods container holds), or a multiple or fraction of that
quantity.  For example:  If your takt time = 30 seconds, and your pack size = 20 pieces, then your pitch -= 10
minutes (30 sec x 20 pcs = 10 minutes).
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In other words every 10 minutes:
a) give the pacemaker process instruction to produce one pack quantity;
b) take away one finished pack quantity.
So in this case pitch means multiplying your takt time upward to a finished-goods transfer quantity at the
pacemaker process.  This then becomes the basic unit of your produciton schedule for a product family.
What is your management time frame?
Ø
What increment of work are you releasing?
Ø
How often do you know your performance to customer demand?
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