How To Production Plan and Control: Value Chain Competitiveness (VCC)
How To Production Plan and Control: Value Chain Competitiveness (VCC)
How To Production Plan and Control: Value Chain Competitiveness (VCC)
Control
Value Chain Competitiveness (VCC)
Version: 2
February 2020
This information is provided by Rolls-Royce in good faith based upon the latest information available to it;
© 2020 Rolls-Royce | Not Subject to no warranty or representation is given; no contractual or other binding commitment is implied.
Export Control
2
Prerequisites
1. Understand
Gate 2. Production Gate
customer demand
Start Check control and Check
and plan list list
deliver process
production
End
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• To provide simple techniques to improve & control the material flow around the
production facility
PLAN SOURCE
DELIVER MANUFACTURE
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Supplier Reschedule
Commitment
INTERPRETATION OF DEMAND
One Realistic
PRODUCTION
CUSTOMER
Customer
Reviews
PREPARATION
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• Knowledge of:
➢ Diagnostic Process.
• Load & Capacity
• VSM & Lead Time Analysis
• Signal Stability
• Visual Management
• Arrears information
Current State Value Stream Map Baseline Current State
➢ How well is the customer demand
interpreted?
➢ How good is the communication of the
customer demand through the facility?
➢ How well is performance managed against
customer demand?
➢Bottlenecks identified
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1. Understand customer demand and plan BACK Map NEXT
production
Understand communication links with the customer
CUSTOMER
FK13249 1 3
RUB5069 25/02/2008 19/06/2007
1 30/04/2008 26/06/2007
UL33980 5
EU61964A 07/03/2008 18/09/2007
2103
1202
1103
SPSM
ENGD
SPSB
1
1
1
• Group part families
FK20002 3 4 3 1 2 3 4 4 3 1 28
FK20003 7 3 3 2 3 4 4 3 1
UL22313 29/03/2008 27/09/2007
UL22313 29/03/2008 30
16/10/2007
NQF001508 26/02/2008 09/11/2007
1203
1203
CBCC
SPSD
SPSD
RCV1
2
5
1
• Look for weeks with heavy/low
demands across part portfolio
FK20004 4 5 1 2 2 2 3NQF001510
1 07/03/200820 09/11/2007 CBCC RCV1 1
FK24110 7 1 1 1 4 1 2NQF001508 26/02/20081716/11/2007 CBCC RCV1 1
NQF001510 07/03/2008 16/11/2007 CBCC RCV1 1
FK24111
FK24112
2 1 1 2
2
1
1 2NQF001510
7
NQF001508 26/02/2008 23/11/2007
07/03/2008 23/11/2007
5
NQF001508 26/02/2008 30/11/2007
CBCC
CBCC
CBCC
RCV1
RCV1
RCV1
1
1
1
• Establish average weekly
FK24599
FK26546
3
1
3 2 1 1 3 2 1 2 RUB5069
1 1
3 27/02/200821 30/11/2007
RUB5069 29/02/2008 30/11/2007
1 07/03/2008 30/11/2007
NQF001510 4
2103
2103
CBCC
SPSM
SPSM
RCV1
1
1
1
schedule line requirement
FK26886 1 1 1 1 1 NJ193647 25/02/2008 07/12/2007
5 1102 ENGB 1
NQF001508 26/02/2008 07/12/2007 CBCC RCV1 1
FK29332 1 1 1 1 1 1 07/03/2008 07/12/2007
NQF001510 6 CBCC RCV1 1
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1. Understand customer demand and plan BACK Map NEXT
production
Identify any gaps in production planning
➢ Interrogate the
information flow from the
value stream map
➢ Is the plan driven by value
or by delivery
requirements.
➢ Is there a plan ?
Customer
Reviews
Load
Part Sold
Details
Kit parts and multi level assemblies usually cause additional problems due to increased complexity
and the additional manufacture of detail parts.
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• Appropriate levels of inventory need to be held at relevant points in the manufacturing/ assembly
process according to the current capability and stability
• For parts which have a frequent customer demand
Manufacturing lead-time = Quantity of WIP
Customer demand per period
• In the case of low customer demand parts, the quantity of WIP may become negligible, and in some
cases it becomes appropriate to make-to-order
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Look Out For & Identify Gaps: ➢ How are work queues prioritised?
➢ How well is the segregation and storage of ➢ Are fixtures stored locally and easily
WIP around the facility? identified?
➢ Is asset planning effective? ➢ How well is the labour deployed?
➢ Is asset performance reviewed or understood? ➢ Are assets seem to idle for long periods of
➢ Look there overproduction, large/variable time?
batch sizes ➢ How well are the sub-contract providers
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Delivery process
➢ From the information flow
from the value stream map,
what is the delivery
preparation and delivery
process?
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Gate checklist 2: Production control and BACK Map
deliver process
Production control aim is understood
Production control system is analysed, with opportunities identified for improvement
Asset planning and management in place at the bottleneck
Work is visually organised at the bottleneck with appropriate control in place (eg. FIFO)
Delivery process is understood, with opportunities identified for improvement
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