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:
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
Prerequisites for a Product Wheel
Step 1: Begin with an Up-to-Date, Reasonably Accurate VSM
Step 3: Analyze Products for a Make-to-Order Strategy
Step 6: Put It All Together—Determine Overall Wheel Time and Wheel Frequency for Each Product
Step 9: Calculate Inventory Requirements
Step 11: Assign Responsibility for Allocating PIT Time
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
Unintended Consequences—Inappropriate Use of Metrics
Case Studies and Examples
Appendix F: Group Technology and Cellular Flow
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.
Utilizziamo i cookie di profilazione, anche di terze parti, per migliorare la navigazione, per fornire servizi e proporti pubblicità in linea con le tue preferenze. Se vuoi saperne di più o negare il consenso a tutti o ad alcuni cookie clicca qui. Chiudendo questo banner o proseguendo nella navigazione acconsenti all’uso dei cookie.