CESE Video Transcript

00:00:00 - 00:00:45

Instead of a push system, as we had in rounds one and two, we implement a pull system to TAKT time. Mm hmm. And so we have our Heijunka at the end, and we're going to let information flow backwards through the system instead of pushing it through the system. Right. And we're relatively new to a pull system, I would say. So we've all worked on our standard worksheets to understand what our role is in the system.

These are just rough ideas right now and we're going to use this as a trial to refine that so everyone's going to introduce their roles now and what they think their job is within a pull system. And we're going to use this trial run to also understand balancing where we need operators to balance their work to achieve TAKT time in every role.

00:00:45 - 00:01:08

So technically, we have a really ergonomic workplace, we have Kanban cards like signal for our supplier, but our assembly we didn’t train the assembly. You just took the container and put it here and it's not correct because you can just do you can just take from here a part and the empty container should go underneath.

00:01:07:13 - 00:01:31

So what you can see right now is very bad. So for the second time, we'll train our assembly to more ergonomically use his space. You mean have standard work, maybe? Standard work! Yes. We have ergonomic system, but not economic person. So I think yeah the major problem was ergonomics like person. We need to train him with a standard to do his work job.

00:01:31 - 00:02:02

So we think to maximize shipping, we're gonna have six shippings because each shipping interval is 30 seconds. And we have a total of 192 seconds because the inspection takes some time so we decide the shipping can arrive between the quickest shipping time, which is 15 seconds and the latest arrival time, which is our individual task finish time so the shipping can arrive any time this driver has flexibility

00:02:03 - 00:02:12

You can relax after observing our Factory layout, we can have a maximum of four people working on one table.

00:02:12 - 00:02:45

So what we did, we know the base is eight seconds and we were like, we are trying to make it around seven so to do so, um each one will have a five or like four um units completed in the 30 second gap between the supplier, between each shipments, let’s say. To do so, we knew that we need four ship like four containers of each color two big, two small to be able to produce four at that 32 second gap.

00:02:45- 00:2:59

Now, when we did so before starting I knew that we would be done like the third shipment because we’ll be at um 12 of each color, basically. And we tried it, we built everything!

00:04:01 - 00:04:11

And what happened we got uh eight blues, eight greens, but (only) four red delivered to the customer.

00:04:12:15 - 00:04:34

Four boxes, two big two little, four red inventory. And each within these intervals we would ship four, of this, go to green, ship four of those, then four blue, and then we would repeat. So we we’re going to want to do the quantity and the mix… so we're not just standing around. And I while we were doing it the only down thing is none of us were timing how long we're actually doing it.

00:04:40 – 00:041

So that's an improvement.

00:04:42 - 00:04:45

Yes. 182 seconds. We have a lot of helping between each of the assemblers.

00:04:47:03 - 00:05:22

So, essentially we tried it we started of course with our planning effort. The first thing we did was to see how we can build in the poka-yoke system. So we didn't have like a standalone resource responsible for Quality. We sort of built quality into our work-in-progress, so we had three cell in our assembly plant and those three cell was like the three results within that cell are distributed such that they can build parts within the cell assembly and also identify the defective parts so that's what we the first time (round).