The Product Wheel Handbook - King Peter L.; King Jennifer S. | Libro Productivity Press 06/2013 -

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king peter l.; king jennifer s. - the product wheel handbook

The Product Wheel Handbook Creating Balanced Flow in High-Mix Process Operations


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Lingua: Inglese
Pubblicazione: 06/2013
Edizione: 1° edizione

Note Editore

The Product Wheel (PW) design process has practical methods for finding the optimum sequence, minimizing changeover costs, and freeing up useful capacity. So much so, that the DuPont™ Company and Exxon Mobil are just a few companies that have used the product wheel concept to achieve and sustain a competitive advantage.

Breaking down a fairly complex design process into manageable steps, The Product Wheel Handbook: Creating Balanced Flow in High-Mix Process Operations walks readers through the process for designing and implementing the PW technique. It includes a case study taken from actual practice that illustrates the design process and its benefits. Describing how to apply the product wheel technique to any manufacturing operation, the book:

  • Details the steps required to implement product wheels
  • Explains why certain traditional manufacturing metrics should be reevaluated so they don’t inhibit product wheel performance
  • Defines the cultural foundation necessary for smooth product wheel design and implementation
  • Includes a real-world case study and several examples of product wheels being used by successful manufacturing companies—including BG Products, Inc., the DuPont™ Company, the Dow Chemical Company, and Appleton

Many of the steps in wheel design described in this book are not new. What’s new is their application to production planning and scheduling problems, and more importantly, a clear roadmap explaining how and when they should be used in product wheel design.

Supplying you with the tools to reduce the chaos often found in production scheduling, the book outlines a disciplined structure that will allow you to spend less of your time resolving schedule problems. Most importantly, it provides your organization with a stable platform to deal with abnormal events in a less stressful and more logical manner.


Why Product Wheels?
Process Industry Challenges
Product Wheel Basics

The Problem: Production Sequencing, Campaign Sizing, Production Leveling
Challenges Facing Operations Managers—Production Leveling Challenges Facing Operations Managers—Random Sequence or Regular Pattern?
Challenges Facing Operations Managers—Optimum Sequence
Challenges Facing Operations Managers—Optimum Cycle
The Insidious Nature of Changeovers

The Solution—Product Wheels
Product Wheels Defined
Product Wheel Terminology
Simultaneous Operating Modes
Product Wheel Characteristics
Process Improvement Time
Benefits of Product Wheels
Product Wheel Applicability

The Product Wheel Design and Implementation Process
Product Wheel Design
     Step 1: Begin with an up-to-date, reasonably accurate value stream map (VSM)
     Step 2: Decide where to use wheels to schedule production
     Step 3: Analyze product demand volume and variability—identify candidates for make to order
     Step 4: Determine the optimum sequence
     Step 5: Analyze the factors influencing overall wheel time
     Step 6: Determine overall wheel time and wheel frequency for each product
     Step 7: Distribute products across the wheel cycles—balance the wheel
     Step 8: Plot the wheel cycles
     Step 9: Calculate inventory requirements
     Step 10: Review with stakeholders
     Step 11: Determine who "owns" (allocates) the PIT time
     Step 12: Revise the scheduling process
Product Wheel Implementation
     Step 13: Develop an implementation plan
     Step 14: Develop a contingency plan
     Step 15: Get all inventories in balance
     Step 16: Put an auditing plan in place
     Step 17: Put a plan in place to rebalance the wheel periodically
Kaizen Events
Prerequisites for a Product Wheel

Step 1: Begin with an Up-to-Date, Reasonably Accurate VSM
An Example Process—Sheet Goods Manufacturing
A Value Stream Map
Material Flow—Process Boxes
Process Step Data Boxes
Material Flow Icons
Inventory Data Boxes
Information Flow

Step 2: Decide Where to Use Wheels to Schedule Production
Criteria for Product Wheel Selection
Analyze the VSM
Forming 1
Bonder 2
Bonder 1
Slitter 1

Step 3: Analyze Products for a Make-to-Order Strategy
Demand Volume
Demand Variability
Deciding on the Best Strategy for Each Product

Step 4: Determine the Optimum Sequence
Changeover Complexity
Optimizing the Forming 2 Sequence
Optimizing the Sequence in Complex Situations

Step 5: Analyze the Factors Influencing Overall Wheel Time
Time Available for Changeovers—The Shortest Wheel Possible
Finding the Most Economic Wheel Time
Leveling Out Short-Term Demand Variability
An Additional Word about Standard Deviation and CV
Making Practical Lot Sizes of Each Material
Protecting Shelf Life
Making to Stock Using a Trigger Point

Step 6: Put It All Together—Determine Overall Wheel Time and Wheel Frequency for Each Product
EOQ—The Most Economic Wheel Time
The Shortest Wheel Possible
Short-Term Demand Variability
Minimum Practical Lot Size
Shelf Life

Step 7: Arranging Products—Balancing the Wheel
Wheel Resonance
Achieving Better Balance
Wheels within Wheels

Step 8: Plotting the Wheel Cycles

Step 9: Calculate Inventory Requirements
Inventory Components
Total Inventory Requirements
Inventory Benefit of the Wheel
Customer Lead Time

Step 10: Review with Stakeholders
What to Review
Who to Include
Possible Concerns and Challenges

Step 11: Assign Responsibility for Allocating PIT Time
Appropriate Uses of PIT Time

Step 12: Revise the Scheduling Process
Wheel Concepts and the Production Scheduling System
Visual Management of the Current Wheel Schedule

Step 13: Develop an Implementation Plan

Step 14: Develop a Contingency Plan
Possible Wheel Breakers
Steps in Contingency Planning
Example of a Contingency Plan

Step 15: Get All Inventories in Balance

Step 16: Confirm Wheel Performance—Put an Auditing Process in Place

Step 17: Put a Plan in Place to Rebalance the Wheel Periodically

Prerequisites for Product Wheels
Foundational Elements
A Highly Motivated, Well-Trained Workforce
Standard Work
Visual Management
Total Productive Maintenance
A Value Stream Map
SKU Rationalization—Portfolio Management
Bottleneck Identification and Management
Cellular Manufacturing and Group Technology

Product Wheels and the Path to Pull
Product Wheels and Pull
Pull through the Entire Process

Unintended Consequences—Inappropriate Use of Metrics
Inappropriate Use of Metrics
Performance to Plan (PTP)

Cultural Transformation and Product Wheel Design—The Synergy

Case Studies and Examples
BG Products, Inc.—Automotive Fluids
The Appleton Journey
Dupont™ Fluoropolymers
Dow Chemical
Extruded Polymers
Waxes to Coat Cardboard
Sheet Goods for Hospital Gowns
Circuit Board Substrates
Fixed-Sequence Variable Volume
A Rose by Any Other Name

Appendix A: Cycle Stock Concepts and Calculations
Inventory Components Defined—Cycle Stock and Safety Stock
Calculating Cycle Stock—Fixed-Interval Replenishment Model

Appendix B: Safety Stock Concepts and Calculations
About Safety Stock
Variability in Demand
Variability in Wheel Time
Combined Variability
Using Safety Stock
Example—Forming Machine 2 Product Wheel

Appendix C: Total Productive Maintenance
The Need for Equipment Reliability and Operational Continuity
TPM Metric—Overall Equipment Effectiveness
Forming 2 OEE

Appendix D: The SMED Changeover Improvement Process
SMED Origins
SMED Concepts
Product Changeovers in the Process Industries

Appendix E: Bottleneck Identification, Improvement, and Management
Root Causes of Bottlenecks
Bottleneck Management—Theory of Constraints

Appendix F: Group Technology and Cellular Flow
Typical Process Plant Equipment Configurations
Cellular Manufacturing Applied to Process Lines



Jennifer S. King is an operations research analyst with a government contractor, analyzing operational impacts of emerging Federal Aviation Administration (FAA) technologies and developing cost and performance models to support airline investment decisions. Prior to that, she spent 5 years with the Department of Defense developing discrete event simulation models to assist the army in setting reliability requirements for new platforms, and analyzing performance of weapon systems alternatives. Her prior publishing experience includes editing textbooks and developing mathematics problems and solutions for ExploreLearning.

Jennifer has degrees in mathematics and psychology from the University of Virginia, and a master’s degree in operations research from the University of Delaware. She is a member of INFORMS.

Peter L. King is the president of Lean Dynamics, LLC, a manufacturing improvement consulting firm located in Newark, Delaware. Prior to founding Lean Dynamics, Pete spent 42 years with the DuPont™ Company in a variety of control systems, manufacturing systems engineering, continuous flow manufacturing, and Lean manufacturing assignments. That included 18 years applying Lean manufacturing techniques to a wide variety of products, including sheet goods such as DuPont Tyvek®, Sontara®, and Mylar®; fibers such as nylon, Dacron®, Lycra®, and Kevlar®; automotive paints; performance lubricants; bulk chemicals; adhesives; electronic circuit board substrates; and biological materials used in human surgery. On behalf of DuPont, he consulted with key customers in the processed food and carpet industries. He retired from DuPont in 2007, leaving a position as principal consultant in the Lean Center of Competency. Recent clients have included producers of sheet goods, lubricants and fuel additives, and polyethylene and polypropylene pellets.

Pete received a bachelor’s degree in electrical engineering from Virginia Tech, graduating with honors. He is Six Sigma Green Belt certified (DuPont, 2001), Lean manufacturing certified (University of Michigan, 2002), and a Certified Supply Chain Professional (APICS, 2010). He is a member of the Association for Manufacturing Excellence, APICS, and the Institute of Industrial Engineers where he served as president of IIE’s Process Industry Division in 2009–2010.

Pete is the author of Lean for the Process Industries—Dealing with Complexity (Productivity Press, 2009), and several published articles on the application of Lean concepts to process operations. He has been an invited speaker at several professional conferences and meetings.

DuPont™ Tyvek®, Sontara®, and Kevlar® are trademarks or registered trademarks of E.I. DuPont de Nemours and Company. Mylar® is a trademark of DuPont Teijin Films; Dacron® and Lycra® are trademarks of Koch.

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Condizione: Nuovo
Dimensioni: 11 x 8.5 in Ø 1.15 lb
Formato: Brossura
Illustration Notes:88 b/w images
Pagine Arabe: 219

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