The key for real Lean Production success
One of the keys to Toyota’s success is the role that Production Planning and Control plays in the organization.
Production Planning and Control is the voice of the Customer to manufacturing and conversely it is the section that manages information flow from the Customer, Suppliers, Manufacturing and Engineering.
As Atsushi Niimi (former President of TMMNA) once said, “PPC is where the real power of Toyota is”.
Main benefits
Participants will understand the Toyota Way in:
How to create a Production Forecast
How to smooth a weekly production schedule.
How to facilitate a Production Forecast Meeting
How to adjust daily production based on Pull System.
Hands On – Gemba Workshop at Host Company
Learn to Map the entire Supply Chain
Identify & Analyze the main opportunities from the supply chain with a real value stream mapping in the host company.
Group Discussion
Share experiences with supply chain professional from different industries and background.
Real Implementation
The training is based in a real project environment to define a production plan and its requirements.
Recommended Industries
Manufacturing Companies: Automotive, Electrical/Electronic, Pharmaceutical, Food & Beverages, Printing, Plastics, among others.
Who should attend?
General Managers, Managers and Supervisors in Supply Chain, Production Planning or Lean Implementation that would like to understand how to maintain a consistent flow of information while supplying the plants with Just in Time product and materials.
Training Lenght:
24 Hours (3 days)
Available seats
25 participants
Instructor
Jeff Strabala
Strategy & Operations Management Expert
Jeff worked for Toyota for over 21 years; his extensive experience is based in Operations Management in Toyota North America as Manager and internal consultant.
Jeff was member of the Leadership team for the launch of two “Greenfield” automotive plants and subsequent plant capacity expansions valued in $4.2 billion USD. During his tenure at Toyota, Jeff also spent 3 years of “internal consulting” with improvement projects at Toyota and Tier 1 suppliers plants adding value related to safety, visual and floor management, strategic planning, people development and financial controls.
Project General Manager (Consultant) – Toyota OMDD
- Internal consulting position, Investigation, Analysis, and Improvement of floor operations applying core Toyota Production Systems tools.
Vice President – FIC America Corp
- Led Supply Chain, Conveyance Operations, Project Planning, Production Control, Human Resources, IT, Accounting and General Affairs/Purchasing teams for 2-plant manufacturing operation in Automotive Tier 1 supply.
- Systems and Processes put in place reduced plant Overtime 25%, while simultaneously reducing delivery delays & errors 80% saving over $3million annually.
Project General Manager – Toyota North America.
- Improved Safety Systems for Toyota’s MS manufacturing plant through active initiatives to educate plant personnel revise and introduce new programs, establish management accountability through daily reporting and monthly performance meetings, introduced gated safety management process that reduced TIR by 50% within 6 months.
- Developed, Validated comprehensive [all functions] Safety Metrics during 2013 New Generation Corolla launch, resulted in improved safety KPI during launch, Metrics, tracking and reporting adopted in North American Region.
Assistant General Manager-Toyota
- Responsible for Plant Manufacturing Operations, member of Executive Team,
Primary responsibility for Production Control, Supply Chain & Logistics, Project Management for 8 Model changes, Plant Manpower Productivity planning and reporting. - Supported Toyota Production System training and application, and Visual Management (FMDS) roll out at TMMBC, management Mentor.
Manager, Production Control – Toyota (TMMBC & TMMI)
- Production Control Planning & Coordination of Operations for Toyota truck factory with multiple product lines 2000 -2003.
- Additional collateral duties involved management of TMMI Corporate Strategy and Reporting, TPS Training Group, Manpower Planning and Productivity group.
Manager Accounting & Finance, Toyota TMMI
- Started up Accounting & Finance operations for Greenfield Toyota plant in Indiana, responsible for accounting, internal and government compliance, budgeting and cost reduction efforts.
Academy Background:
University of California, Los Angeles – Bachelor of Applied Science (BASc), Systems Engineering
University of Southern California – Marshall School of Business – MBA, Operations and Venture Management.
Host Company: BOA Below Technologies Romania
The BOA Group is one of the world’s leading manufacturers for flexible mechanical elements for the automotive and aerospace industry as well as for a wide range of industrial applications.
WHERE/WHEN:
Arad, Romania
6, 7, 8 December 2016
The headquarters is based in Stutensee, Germany. Today, the BOA Group consists of 15 subsidiaries and shareholdings in 13 countries.
The BOA Group develops, produces and distributes flexible stainless steel components for engine management, exhaust systems, fuel systems and side components for passenger cars and heavy vehicles.
BOA Romania is located in Arad. The plant started its operations in July 2014 producing metal hoses and exhaust gas recirculation pipes for the automotive industry as well as V-clamps for industrial applications.
The BOA Group develops, produces and distributes flexible stainless steel components for engine management, exhaust systems, fuel systems and side components for passenger cars and heavy vehicles.
In the industrial division, the BOA Group delivers flexible elements for applications in the Energy sector, Shipbuilding, Rail and Heavy Engine industry. Customized expansion joints are designed for Petrochemical, Chemical as well as Oil & Gas Pipelines.
Precision metal bellows and ultra clean metal hoses complete the product range and offer high tech product applications in the Vacuum, Semiconductor & Magnet Technology market.
Zona Industriala Nord-Vest, str. IV, Nr. 13, Arad, Romania.
TRAINING AGENDA: BODY OF KNOWLEDGE
- 4 hrs.
- Role of PPC in a Lean Company
- Current Planning vs Production Planning and Control(PPC)
- Creating a Production Planning Group
- Creating a Production Plan (Theory)
- Defining TAKT time
- Creating a Production Forecast
- Creating the Production Plan
- 4 hrs
- Go, See and Understand (Gemba) at planning.
- Gemba Walk Production Line
- Map current State production plan
- Value finished Goods
- Create Production Board(Maintenance Support)
- Create Finished Good Kanban (Staff Support)
- 50% of Team. 6 hours
- Select Target Product Line(cell)
- Create Production 2 month production forecast 1-month firm plan.
- Create Weekly Plan
- Set Min~ Max inventory Targets
- 50% of Team. 6 hours.
- Inventory Finished Goods
- Create Daily production pattern
- Set up Kanban Board Kanbans
- Production Team/Conveyance Training
- Entire Team, Production Manager, Conveyance Manager. 2 hour
- Status check
- Roadblocks and Countermeasure.
- Develop checklists
- 6 hours.
- Assign each member to small group of 2~3.
- Process confirmation.
- List Problems
- Report Out. 2 hours.
- Reports Results
- Report lessons learned
- Create host company homework
In this course we would like to:
- Show the Roles and Responsibility of PPC in a lean organization.
- Create a smoothed weekly Production Plan that will absorb order fluctuation.
- Create a Kanban Replenishment system to drive Just in Time Production while maintaining minimum and maximum inventory levels of finished goods
- Measure the results of our trial.
This workshop will give the participant a chance to create a Production Forecast and Firm Plan, create a weekly plan, and create a Kanban control board to regulate production (replenishment) and confirm production readiness (Man, Method, Machine and Material).
