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The System Property of Requisite Variety in TPS
Published in Marksberry Phillip, The Modern Theory of the Toyota Production System, 2012
The concept of production leveling is not new and has been studied and practiced by the industrial engineering community for well over 60 years (Baumol, 1951; Beckman, 1961; Elmaleh and Eilon, 1974). According to Maynard’s Industrial Engineering Handbook, production leveling is the process by which, in mixed-model production lines, products are properly arranged, rather than manufactured in a random order, to minimize the variations in parts consumption and workload at the workstations (Figure 12.6) (Zandin, 2001). When performed properly, production leveling can maximize efficiency (Xiaobo et al., 1996); reduce inventory (Coleman and Vaghefi, 1994); increase the ability to make to stock (Swanson, 2008); eliminate spikes in production (Andel, 1999); prevent overburdened jobs (Rinehart, 1997); increase capacity (Yano and Rachamadugu, 1991); and smooth work demands throughout the supply chain (Monden, 1998). Production leveling is used to sequence various product models (or product variants) optimally during manufacturing so that the peaks and valleys in demand for products are smoothed out across the planning period to enable overall cost reductions and improved efficiencies (Figure 12.7).
Software Assessment for Capacity Planning and Feasibility Check of the Master Production Schedule
Published in Tugrul Daim, Marina Dabić, Yu-Shan Su, The Routledge Companion to Technology Management, 2023
One of the main goals of “smart factory” and industry 4.0 is to enable production lines to produce on time and according to demand within their constraints. Therefore, the manufacturing practice is often based on principles such as lean manufacturing, Kanban, just in time, or Heijunka (production leveling). As lean management aims to reduce the wastes while manufacturing, excess production can be considered as a type of waste and it is aimed to produce as much as needed by the customers, ideally. An effective technique to reduce this type of waste is the right selection of the manufacturing principle for the pull-driven or push-driven environments.
Production Management System: Integration of SIS, CIM, and JIT
Published in Yasuhiro Monden, Bruce Talbot, The Toyota Management System, 2019
To help the kanban system avoid sudden, impossible-to-meet demands for products from an upstream process or parts suppliers, factories must implement a technique called production leveling as a precondition for JIT production. In a nutshell, production leveling (or load smoothing) is the arrangement of mixed-flow production using several product models. This spreads out demand fluctuations among various types of parts, thereby dividing the impact of these fluctuations among several upstream sources. To implement this kind of mixed-flow production, a computer must be employed for the complicated task of figuring out the daily feed-in sequence for the final assembly line.
Human-robot collaborative work cell implementation through lean thinking
Published in International Journal of Computer Integrated Manufacturing, 2019
Dorota Stadnicka, Dario Antonelli
The procedure also indicates the tools which can be used to perform certain steps what is presented in Table 3. The procedure can be implemented for work activities which are already being conducted by human operators. Therefore, the analysis considers steps in which the current work organisation is analysed and steps for which a future state is designed. In the current state analysis, it is recommended that such tools as Gemba and time study should be implemented. In the next steps, apart from lean tools, the authors recommend using HTA (Hierarchical Task Analysis) and UML (Unified Modelling Language) Activity Diagram, as well as a Gant chart to present the sequence of the activities together with their durations. Computer simulations or physical experiments can then be performed to see the results of the new task assignment, but also to compare the cycle time of the analysed process with a takt time in order to ensure that the cycle time is no longer than the takt time. Heijunka can be implemented for production levelling. PFMEA is then recommended to identify any critical activities in which mistakes can be made, and for which the implementation of Poka Yoke solutions is justified. The results of PFMEA are also the inputs for the work stand organisation, in which such tools as 5S and visualisation are also implemented. The Poka Yoke solutions and Andon support work safety in an HRC work stand.