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E-grāmata: Card-Based Control Systems for a Lean Work Design: The Fundamentals of Kanban, ConWIP, POLCA, and COBACABANA

(Jinan University, Zhuhai, Guangdong, People's Republic of China), (Business Improvement Group, LLC., Towson, Maryland, USA), (Lancaster University, United Kingdom)
  • Formāts: 219 pages
  • Izdošanas datums: 27-Jul-2017
  • Izdevniecība: Productivity Press
  • ISBN-13: 9781498788342
  • Formāts - EPUB+DRM
  • Cena: 46,33 €*
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  • Formāts: 219 pages
  • Izdošanas datums: 27-Jul-2017
  • Izdevniecība: Productivity Press
  • ISBN-13: 9781498788342

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Many shops have simplified their production control by using card-based systems such as kanban and Constant Work-in-Process (ConWIP). Although these systems provide a simple and highly effective visual approach for controlling manufacturing and service operations, all too many shops struggle with failed implementations or achieve results that fall below expectations. These outcomes can be attributed to a poor fit between the actual control problem and the solution applied.

This book takes a different approach to most other books on the subjectas it starts with an introduction to the control problem, instead of the control solution. Card-Based Control Systems for a Lean Work Design outlines how the problems encountered in typical manufacturing shops and service providers can be characterized, which allows for improved problem diagnosis.

The first four chapters of the book lay the foundations for problem diagnosis. The next three chapters then discuss, in sequence, each of the three "traditional" card-based control systems: kanban, ConWIP, and Paired-cell Overlapping Loops of Cards with Authorization (POLCA). The book explains how each of these card-based control systems works and identifies the specific type of control problem to which each system applies.

The next two chapters focus on Control of Balance by Card-Based Navigation (COBACABANA), a system developed for high-variety shops producing made-to-order, customized products. This is the first book to discuss this novel approach, which includes the use of cards to estimate due dates or delivery time allowances.

The book closes with a framework that provides guidance on which system to apply. This framework contrasts the control problem with the control solution. The potential of combining card-based systems is also discussed to create a nested solution.

Recenzijas

I know that the depth of theoretical and practical experience among the authors by Matthias Thurer, Mark Stevenson, Charles Protzman over a broad range of industries gives them extraordinary insight into the practical implementation side of "getting Lean" - The sum of this extensive learning is reflected in this new book; Card-Based Control Systems for a Lean Work Design: The Fundamentals of Kanban, ConWIP, POLCA, and COBACABANA. The reader will find that theauthors share critical information to develop and implement a successful shop floor control system for their organization. Anyone reading this book, whether they are just getting started or have many Lean implementations under their belt, will discover a wealth of thought provoking new material.

Victor Chance, Former VP Supply Chain Procurement & External Operations, Johnson and Johnson Medical Devices and Diagnostics Sector

List of Figures
xi
List of Tables
xvii
Preface xix
Acknowledgments xxiii
Authors xxv
1 Basic Concepts
1(24)
Highlights
1(1)
What Is a Production/Service System?
2(6)
The Customer
2(1)
The Product/Service
3(1)
Processes
3(1)
Input (Supply)
3(1)
Supplier
3(1)
Level of Analysis
4(1)
Supply Chain Management
5(1)
Operations Management
5(1)
Job Design
5(1)
The Shop
6(1)
The Shop Floor
7(1)
A Station
7(1)
What Is a Business Operation/Process?
8(3)
Transforming Resources (Capacity)
9(1)
Transformed Resources (Inventory and Work-in-Process)
9(1)
Resource Requirements (Customer Demand)
10(1)
A Card-Based Control System
10(1)
What Does a Card-Based Control System Actually Control?
11(7)
Waste
11(1)
Categories of Waste
12(2)
Types of Waste
14(1)
Waste Migration
14(1)
Variability
15(1)
Uncertainty
15(1)
Waste Reduction
16(1)
Waste Allowance
17(1)
Why Use a Card-Based Control System Rather than the Latest Technology?
18(2)
Summary: What Card-Based Control Systems Do (And What They Do Not Do)
20(3)
Highlights Revisited
23(2)
2 Basic Principles Underpinning a Card-Based Control System
25(20)
Highlights
25(1)
Input/Output Control
26(8)
Stable Shop Floor
26(1)
Stable Station
26(1)
Efficient Process
27(1)
Effective Process
27(1)
Coordination by Standardization
28(1)
Coordination by Plan
28(1)
Coordination by Mutual Adjustment
29(2)
Input/Output Control System
31(1)
Pool
31(1)
Order Release (Load-Limited)
32(1)
WIP-Cap
33(1)
Visualizing the Stability of the Shop Floor/Station: The Throughput Diagram
34(8)
Throughput Diagram
35(4)
Work-in-Process (Released Work)
39(1)
Planned Work
39(1)
Lead Time
40(1)
Pool Time
40(1)
Shop Floor Throughput Time
40(2)
Summary: Input/Output Control Underpinning Card-Based Control
42(1)
Highlights Revisited
43(2)
3 Simplified Scheduling through Pool Sequencing and a Shop Floor Dispatching Rule
45(12)
Highlights
45(2)
Pool Sequencing Rule (Pre-Shop Floor)
46(1)
Dispatching Rule (Shop Floor)
46(1)
Some Rules for Priority Dispatching on the Shop Floor
47(5)
First-In-First-Out (FIFO)
47(1)
Earliest Due Date (EDD)
48(1)
Operation Due Date (ODD)
48(2)
Shortest Processing Time (SPT)
50(1)
Modified Operation Due Dates (MODD)
50(2)
Visualizing On-Time Performance: The Order Progress Diagram
52(2)
Order Progress Diagram
52(2)
Summary: Simplified Scheduling through Priority Dispatching
54(1)
Highlights Revisited
54(3)
4 How to Diagnose a Control Problem?
57(22)
Highlights
57(2)
Criterion 1: Make/Produce/Assemble/Build/Serve, etc. To-Stock or To-Order
59(4)
To-Stock
59(1)
To-Order
60(1)
To-Stock/To-Order Interface
61(2)
Criterion 2: The Customer Penetration (Inventory/Order Separation) Point
63(6)
Identity
64(1)
Genidentity
64(1)
Customer Penetration Point
65(1)
Customization (Qualitative)
65(1)
Customization (Quantitative)
65(1)
Inventory/Order Separation Point
66(1)
Inventory Control Problem
66(1)
Order Control Problem
66(2)
Decoupling Inventory
68(1)
Inventory Decoupling Point
68(1)
Criterion 3: Routing Characteristics
69(3)
Routing
69(2)
Layout
71(1)
Criterion 4: Variability and Uncertainty in Resource Requirements
72(2)
Workload Balancing (Heijunka)
73(1)
Summary: Diagnosing the Control Problem
74(2)
Highlights Revisited
76(3)
5 The Inventory Control Problem: Kanban Systems
79(28)
Highlights
79(3)
Kanban
79(1)
Kanban System
80(1)
Internal Supply Chain
81(1)
Shop Floor Control
81(1)
Kanban for the Internal Supply Chain: The Six Rules of Kanban Systems
82(6)
First Kanban Rule
82(1)
Second Kanban Rule
83(1)
Third Kanban Rule
84(1)
Fourth Kanban Rule
84(4)
Fifth Kanban Rule
88(1)
Sixth Kanban Rule
88(1)
Work-in-Process Kanban vs. Production Kanban
88(6)
Heijunka (Internal Supply Chain)
92(2)
Kanban for Shop Floor Control
94(7)
Direct Work(load)
98(1)
Indirect Work(load)
98(3)
Applicability of Kanban Systems
101(1)
Summary: Kanban Systems
102(2)
Highlights Revisited
104(3)
6 The Low Variability Order Control Problem: ConWIP
107(8)
Highlights
107(1)
Constant Work-In-Process (ConWIP)
108(1)
ConWIP: How Does It Work?
108(2)
ConWIP Rule 1
110(1)
ConWIP Rule 2
110(1)
The Applicability of ConWIP
110(3)
Summary: ConWIP
113(1)
Highlights Revisited
113(2)
7 Inventory Control Plus Material Requirements Planning for the Order Control Problem: POLCA
115(12)
Highlights
115(1)
Paired-Cell Overlapping Loops of Cards with Authorization (POLCA)
116(1)
POLCA: How Does It Work?
116(4)
Earliest Release Date (POLCA)
116(1)
Material Requirements Planning
116(4)
Applicability of POLCA
120(4)
Blocking (in the Context of POLCA)
123(1)
Summary: POLCA
124(1)
Highlights Revisited
125(2)
8 How to Solve the High Variety Order Control Problem: COBACABANA
127(22)
Highlights
127(2)
Control of Balance by Card-Based Navigation (COBACABANA)
129(1)
COBACABANA: How Does It Work?
130(2)
Balancing Workloads: The Main Order Release Function of COBACABANA
132(5)
Planning Board
133(1)
Yamazumi Board
134(1)
Workload Norm (WIP-Cap)
135(1)
Order Guidance Form
135(2)
COBACABANA Recognizes the Difference between Direct and Indirect Work
137(3)
Aggregate Load (Used in COBACABANA)
138(2)
Corrected Aggregate Load (Used in COBACABANA)
140(1)
Simplifying the Need for Processing Time Estimations
140(1)
COBACABANA and High Processing Time Variability: Starvation Avoidance
141(3)
Starvation (or Idleness)
142(1)
Unnecessary (or Premature) Idleness
142(1)
Gateway Station
143(1)
Premature Station Idleness and Order Release
144(2)
Summary: COBACABANA
146(1)
Highlights Revisited
146(3)
9 COBACABANA's Card-Based System for Delivery Time Estimation
149(12)
Highlights
149(1)
Delivery Time Allowance
149(1)
Card-Based Delivery Time Estimation: How Does It Work?
150(5)
Customer Enquiry Management
153(1)
Salesperson's Display
153(2)
COBACABANA as a Comprehensive System
155(2)
Using the Salesperson's Display for Output Control
157(2)
Summary: COBACABANA's Delivery Date Estimation Procedure
159(1)
Highlights Revisited
160(1)
10 Summary: Framework of Applicability
161(14)
Highlights
161(1)
Loop Structure and Its Implications for the Application of Card-Based Systems
162(3)
Card Properties and Their Implications for the Application of Card-Based Systems
165(1)
The Need for IT Support and Its Implications for the Application of Card-Based Systems
165(3)
Final Considerations: Nested Card-Based Control Systems
168(3)
Nested Card-Based Control Systems
171(1)
Implementation Information
171(4)
References 175(4)
Appendix: Summary of Card-Based Systems 179(10)
Index 189
Matthias Thurer is a professor at Jinan University, China. He earned his master's degree from the Technical University of Berlin and a PhD from the University of Coimbra. He maintains a broad research network regularly visiting universities such as Lancaster University, the University of Clemson, Michigan State University and the University of Groningen. Before getting involved in academia, Matthias worked for several companies and became a master craftsman. Simple control for complex shops is one of Matthias' main research interests. He has published widely on production control systems and is a leading expert on Workload Control and Control of Balance by Card Based Navigation (COBACABANA). Mark Stevenson is a full Professor at Lancaster University Management School in the UK. He earned a bachelor's and PhD from the Department of Management Science at Lancaster University. Mark's PhD was on Workload Control, the production planning and control concept for low-volume, high-variety shops that underpins COBACABANA. Mark's research has included implementing the Workload Control concept in practice to learn from the implementation process and results. He has published widely in peer-reviewed academic Operations Management journals, including those on production planning and control. Charles Protzman is an internationally renowned Lean implementer, trainer, and Shingo Prize winning author with over 33 years of experience in Materials and Operations Management. He has consulted with manufacturers, hospitals, government agencies and other service industries. In 1997, Charlie formed Business Improvement Group, LLC, which is located in Baltimore, MD, and specializes in implementing Lean thinking principles and the Lean Business Delivery System - LBDS. Charlie has spent the last 22 years implementing successful Lean product line conversions, kaizen events, and administrative business system improvements (transactional lean) across the U.S. and internationally.