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Lean and Waste Reduction
Published in Adedeji B. Badiru, Tina Agustiady, Sustainability, 2021
Adedeji B. Badiru, Tina Agustiady
Heijunka is the leveling of production and scheduling based on volume and product mix. Instead of building products according to the flow of customer orders, this technique levels the total volume of orders over a specific time so that uniform batches of different product mixes are made daily. The result is a predictable matrix of product types and volumes. For heijunka to succeed, changeovers must be managed easily. Changeovers must be as minimally invasive as possible to prevent time wasted because of product mix. Another key to heijunka is making sure that products are needed by customers. A product should not be included in a mix simply to produce inventory if it is not demanded by customers. Long changeovers should be investigated to determine the reason and devise a method to shorten them.
Leading a Kaizen Culture
Published in Samuel Obara, Darril Wilburn, TOYOTA by TOYOTA, 2012
My observations at the Toyota plant pointed to significant cost-benefits that a workload, implemented in such a way, allowed (Figure 11.3). Heijunka enables manufacturing to optimize its manpower and production cost. As a hypothetical illustration, a Toyota assembly plant knows that during every hour of every day for the next three months that fifty-eight vehicles per hour will be produced and they will have the following option content: 60% of the vehicles will have automatic transmission, 30% with sunroofs, 35% with high-trim content, and 40% with side curtain airbags (and the list continues). The plant can then optimize manpower loading throughout the plant to provide only the minimum amount of manpower required to support this option mix. Maintaining this smooth workload for such an extended period requires a coordinated corporate-wide effort. It requires well-organized Heijunka. And it takes leadership to recognize the role that each function plays in supporting TPS.
Project Integration
Published in Adedeji B. Badiru, Project Management Essentials, 2021
Heijunka is the leveling of production and scheduling based on volume and product mix. Instead of building products according to the flow of customer orders, this technique levels the total volume of orders over a specific time so that uniform batches of different product mixes are made daily. The result is a predictable matrix of product types and volumes. For heijunka to succeed, changeovers must be managed easily. Changeovers must be as minimally invasive as possible to prevent time wasted because of product mix. Another key to heijunka is making sure that products are needed by customers. A product should not be included in a mix simply to produce inventory if it is not demanded by customers. Long changeovers should be investigated to determine the reason and devise a method to shorten them. The Lean action plan is simply drawn out in five steps: Getting started – plan out the appropriate steps. This will take one to six months.Create the new organization and restructure. This will take six to twenty-four months.Implement Lean techniques and systems and continually improve. This will take two to four years.Complete the transformation. This will take up to five years.Do the entire process again to have another continuous improvement project and sustain the results.
EPEC 4.0: an Industry 4.0-supported lean production control concept for the semi-process industry
Published in Production Planning & Control, 2022
Philipp Spenhoff, Johan C. (Hans) Wortmann, Marco Semini
Heijunka, which is also referred to as production smoothing or levelling of the production schedule, is an essential component of lean production (Monden 1983; Womack, Jones, and Roos 1990; Hüttmeir et al. 2009; Bicheno and Holweg 2016). Furthermore, Heijunka is critical in creating lean production systems, as it is key for achieving stability (Womack and Jones 1996). The levelling aspect of Heijunka describes ‘the effort to balance the workload to be performed to the capacity or capability’ of the machines (Coleman and Vaghefi 1994, 31). Therefore, Heijunka has a dual objective:The reduction of inventories due to mixed and very small batch production.The associated ability to equate the workload of the production processes to both each other and capacity.
How does the use of PPC tools/activities improve eco-efficiency? A systematic literature review
Published in Production Planning & Control, 2021
Itamar de Souza Costa, Geraldo Cardoso de Oliveira Neto, Roberto Rodrigues Leite
The PPC systems and tools are shown in Table 1. Manufacturing resource planning (MRPII), enterprise resource planning (ERP), Kanban, optimised production technology (OPT), programme evaluation and review technique (PERT), and critical path method (CPM) are essential for planning and control for performance improvement. Furthermore, one-piece flow also supports production planning using material flow management. The Heijunka system is important because it balances the production line via programming to meet the varieties of demand. Group technology and cellular manufacturing involve dividing components into part families and organising machines into groups to manage time effectively during employee displacement. Furthermore, single-minute exchange of die (SMED) is used to substantially reduce setup time during machine preparation.