May, 2018
www.us-tech.com
What Does Lean Production Planning Really Look Like?
By Mark Laing, Product Marketing Manager, Valor Division, Mentor — A Siemens Business T
he traditional lean approach to manufacturing is to ensure that all production processes
run at maximum capability and that resources are available to meet the best productivity metrics. However, benefits from this lean practice can only be completely seen when pro- duction throughput is stable and pre- dictable. Applying lean manufacturing
principles to production process and then to the production flow often results in neither becoming main- stream. A new approach is required.
Creating a lean manufacturing flow in a production environment with variable quantities of products is a major challenge for planners. A new approach is needed.
Today’s SMT factories need to
be flexible and agile, continuously building variable quantities of larger ranges of products to match volatile changes in demand, without having to create and store dormant stock. Creating a lean manufacturing flow in this environment is a major chal- lenge for planners. A product may take days to be
finished, from the initial bare PCB to its completion as a shippable unit, and much longer if the time spent in the finished goods warehouse at the factory is taken into account. Another approach is to look at apply- ing lean methods to the product flow by considering what proportion of time is spent adding value to the product manufacture and what part of the flow is idle. Since higher-mix production
requires greater delivery flexibility, the scope of what is considered pro- ductive, efficient, and lean, in both the process efficiency and production flow, needs to broaden. A planning tool is commonly
used to map products and associated work orders to production processes to achieve required completion tar- gets. However, planning tools are largely overlooked when considering how to apply lean principles because a flow cannot be lean if it is fixed in advance, like a schedule, and would not respond to a live “pull signal.” What if the principles of lean think- ing could be applied using the plan- ning mechanism to optimize both process efficiency and factory flow? Most production planning is a
matter of arranging a sequence of jobs across a range of resources in a particular order that yields the best result against defined criteria and priorities. We might expect that a preva-
lence of such systems would already be in use in SMT production, with its many complex automated processes. However, the reality is that often a rough, site-based, high-level order, most likely from ERP, has been put into an Excel spreadsheet in an
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attempt to map these requirements onto actual process operations.
Barriers to Change The effectiveness of a planning
tool or method depends on the num- ber of options and choices that it has. These choices are limited early on. In many cases, the decision as to which product will run on which SMT line
configuration is made in advance of the planning process by the SMT pro- gramming engineers. They define what to dedicate to production lines and define groups of similar products that need to be made together on the same line, because they share a com- mon material setup. This practice is seen as neces- sary to reduce the significant over-
head required to change materials on the SMT machines between prod- ucts. These grouping decisions are made based on products that have similar materials and PCB layout so that the degradation in efficiency of machine programs, caused by non- optimum, per-product, material lay- out across the range of products, will
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Page 69
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