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The Logistics pillar is identical to the just-in-time pillar of Lean. It should simply be noted that in the WCM method, projects will be prioritized in accordance with Matrix E of the Pillar Cost Deployment.

Introduction

The Logistics pillar is identical to the Just In Time pillar of Lean. We will find the following breakdown in the 7 steps :

  1. Step 1 to 3 : Create the stream
  2. Step 4 to 5 : Create a continuous flow
  3. Step : 6 to 7 : Put the flow under control

It should be noted that in the WCM method, the projects defined in Matrix E of the Pillar will first be prioritized. Costs Deployment that we will consolidate by an analysis of the 18 logistic losses summarized in the table below.

The 18 logistics losses

Losses related to inventory management

Losses related to handling

Loss of stock

Excess stock not used.

Loss on the job

More work available but not used.

Security stock prepared to compensate for fluctuations (demand, defect, etc.).

Inefficient work due to poor workstation layout.

Net loss of inventory due to waste and significant waste.

Net loss due to unnecessary movements.

Loss on the job

Difference between real time and available time (We spent less time than expected).

Loss of space

Loss due to excess space in relation to the space required.

Difference between standard time and real time (we spent more time than expected.)

Loss due to the space actually used in addition to that originally planned.

Loss due to hours actually done but not useful.

Net loss of used space but not necessary (Useless stock…).

Loss of space

Loss due to excess space in relation to the space required.

Loss by machine

Loss by excess of equipment.

Loss due to the space used in addition to that originally planned. Loss of efficiency of equipment.
Net loss of space used but not necessary (unnecessary stock …). Net loss of equipment : operations performed but not necessary.

1 – Modernize line engineering

As a first step, we will rethink the assembly process to ensure customer satisfaction. For that, we will perform a VSM current state that will allow us to build the vision of the business flow that will create the most value for the customer.

From this VSM and the knowledge of our Takt Time, we will build the action plan for the setting up Just In Time following the classic process (Line edge, SMED…). We will also use the matrix C elements of the cost deployment pillar to prioritize the actions.

2 – Reorganize internal logistics

This second step will consist in implementing Steps 1 to 3 of Just in Time, this according to the action plan that we have built previously : process design, balancing, Kanban

For the moment, only leveling will not be implemented yet.

3 – Reorganize external logistics

Then we will continue with the reorganization of incoming flow et outgoing flow, Step 4 of the implementation of Just In Time.

4 – Levelling of production

We will continue the implementation of Just In Time by implementing the principles and tools of the Heijunka, which will consist of producing at the quantity requested by the customer mix.

5 – Improve internal and external logistics

At this point, the Just In Time is in place. However, in an ongoing process of progress, we will continuously improve the system through the permanent search of Muda, the treatment of suggestion sheets

In addition, we will rely on the study of HERCA / TWTTP to analyze the problems due to human errors.

6 – Integrate purchases, production and sales

Then we will improve the system by integrating all related services into logistics. In particular, it will be the purchasing department and the sales representatives who will have to be integrated into the process and who will have to improve their process..

Thus, the purchases will have to work in greater collaboration with the suppliers and the salesmen, and to better control the customer demand in term of quality and delay.

7 – Set up total flow management

The stream is now completely under control. All products as well as new products are integrated in Just In Time. Staff understood the system and is autonomous in the process.

In the WCM philosophy, we will pay particular attention to retransmitting the gains and costs generated by the various projects in matrix G of the Pillar de Costs deployment.

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