What are the most effective ways to implement a continuous flow system?

Entender o estado atual é de suma importancia. Assim, uma análise livre de pré-conceitos e inferências torna-se indispensável.

O diagnóstico da situa??o atual é fundamental para definir qualquer dire??o de transforma??o. A partir do diagnóstico é possível avaliar fortalezas e vulnerabilidades, além de oportunidade e fraquezas. Porém quero fazer o alerta sobre a escolha da metodologia do diagnóstico, precisa ser uma profunda escuta ativa, que vá além de olhar os números, e alcan?a as pessoas. Essa combina??o torna diagnósticos poderosas fontes de conhecimento e quando temos clareza da situa??o atual o futuro n?o amedronta, pelo contrário, se coloca como um desafio a ser vencido.

Understanding your customer requirements entails identifying lead time, takt time and cycle time from order placement to delivery. This can be a very complex exercise, as many variables and bottlenecks may be hidden below the water line. One way to address this situation is to map out the process from start to finish. Building strong relationships with suppliers can also improve Lead time, and simplifying your processes, by reducing your takt time builds better flexibility and time to respond to your customers changing demands. Some of the tools used are VSM, JIT, SMED, and Single piece Flow. It's important not to overproduce as in today's environment our customers needs change frequently and quickly.

1. Value Stream Mapping (VSM): - Map current processes to identify inefficiencies. - Use VSM to visualize and improve the flow of materials and information. - Update VSM regularly for dynamic process optimization. 2. Kanban System: - Implement visual boards to monitor work progress. - Set WIP limits to prevent overproduction. - Adopt a pull system for task management based on actual demand. 3. Cross-Functional Teams: - Organize teams for collaboration across production stages. - Foster shared responsibility and a continuous improvement mindset. - Establish regular feedback loops for quick issue resolution.

Understand your current state with either VSM or Lean Admin, identify your roadblocks, rework, queries and issues, and after identifying the hotspots, put in actions to sequentially smooth out the process.

How to identify wastes while creating a Continuous Flow System: 1. Analyse the cycle times of all the processes 2. if the variation in CT is less than 10%, Continuous Flow line can be created 3. If the variation is more than 10%, Waiting waste and OverProduction waste will increase (smooth flow of products will not happen; WIP will increase) 4. Line Balancing is required. In some cases line balance cannot be achieved 5. In those cases, Supermarket System with Kanban can solve the problem 6. Creating Stable Processes with the right quality products is essential for establishing the Continuous Flow

My 2 cents. No right or wrong. Everybody has their own skill application flow. 1. 5S always the fundamental. No 5S, everything could become hidden bomb. 2. Review all cycle time 3. Do line balancing 4. Perform VA NVA Analysis - Identify value added & eliminate NVA 5. Pull system Material flow - make sure the line is not congested with too much material 6. SMED

To enable all of the steps and activities to take place and sustainable outcomes to be achieved, an organisation has to develop a strategic plan to create the required culture needed. It starts at the top with leadership that understands their role in implementing and maintaining momentum, lives and breathes the philosophy and puts their people at the forefront. Train your people, identify and develop SME’s and provide resource. It will take years to embed the correct culture, so succession planning that develops the right mindset, promotes the right people and recruits the right people is key. Play the long game!

Most important thing for continous Production flow is to eliminate all variations in processes. It will help us to achieve stable and predictable processes without any stopages and quality compromise in continous Production flow.

Make sure to evaluate the 8 Wastes: (1) movement (of both operators and machinery); (2) waiting; (3) defects; (4) transport; (5) overproduction; (6) unused talent; (7) inventory; (8) extra processing or double-touching. Inspect all points of your process to look for these wastes. For example: Do your machine operators have to move several steps from one station to another? How can materials be placed closer to point of use? All those movements eat up time, and that time costs money and slows down throughput.

Poor Layouts will increase Transportation Waste. Here are 5 major impacts of this waste. 1. Since the machines/process are at a distance from each other, Continuous Flow is not possible. We need more bins / storage systems 2. Since the product is moved in bins, we need to have material handling equipment like Conveyors, Forklifts, trolleys, etc.,which are expensive, occupy space and require manpower to operate 3. WIP: Batch Production leads to overproduction resulting in high WIP and more space. 4. Poor Quality: When we have a high WIP, following First-In-First-Out is a challenge leads to Poor Quality 5. Fire-Fighting: High WIP creates confusion in the shop floor and this leads to poor productivity, Parts mixup, rejections, etc

Visualize Flow -how to understand normal / abnormal (Visual Management and 5S) - Next step of the process - line stopping - cycle (Actual vs target) -customer demand standardized Work, including confirmation Compare New Design (VSD) with current conditions (VSM). -Clear actions how to get from current to target condition - Link to customer Use of Signals (e.g. Kanban, “pull where you cannot flow) - Standard inventory to secure flow

To achieve this, first step is to?layout the production process for continuous flow where it allows the product to flow through the production process and eliminate wasteful steps. Implement 5S or Work Place Organization and install visual Management to show abnormalities in the workplace.

When I purchased my steel fab manufacturing company, the first step was to arrange the equipment in such a way as to have an unloading dock for raw materials in, and through the most efficient and effective steps leading to the output dock at opposite end of plant, happy employees taking few steps

Quais s?o os 4 pilares básicos da metodologia Kanban? O método Kanban segue alguns princípios básicos: Visualizar o trabalho. Metodologia kanban é, acima de tudo, uma ferramenta de gest?o visual. ... Limitar o trabalho em andamento. ... Explicitar as políticas. ... Medir e gerenciar o fluxo. ... Identificar oportunidades de melhoria.Quais s?o os 4 pilares básicos da metodologia Kanban? O método Kanban segue alguns princípios básicos: Visualizar o trabalho. Metodologia kanban é, acima de tudo, uma ferramenta de gest?o visual. ... Limitar o trabalho em andamento. ... Explicitar as políticas. ... Medir e gerenciar o fluxo. ... Identificar oportunidades de melhoria.

I think the best method to balance the work is DBR. Drum buffer rope (DBR) is a method for managing the flow of work in a system with a constraint or bottleneck. It is based on the theory of constraints (TOC), which states that the output of a system is limited by its weakest link. DBR aims to improve the system’s performance by focusing on the drum, optimizing the buffer, and regulating the rope. It helps to reduce lead times, inventory, and costs, while increasing throughput, quality, and profitability

Gemba kaizen. Mais do que planilhas e escritório. é preciso estar ali no processo e ter real vontade de eliminar os desperdícios que est?o quase sempre na cara. E no gemba, ter muita escuta ativa e ter discernimento para aplicar filtros em tudo que escuta. Depois de tudo isso, procurar formas criativas de solucionar os problemas e otimizar os processos: think outside the box.

Através de uma metodologia, o fluxo contínuo, aplicado em um layout, prop?e a organiza??o nos processos de produ??o, reduzindo esperas, acúmulo de estoques em processos, eliminando filas e trabalhando exatamente de acordo com o ritmo da demanda da empresa.

I also like kanban systems to help level load work. Keeps the process moving smoothly without sacrificing OTD due to unforeseen circumstances. My personal favorite (and one I'm currently trying to implement) is Single Piece Flow. It's not for every shop but for the shops it works in, it's so much easier to move parts thru multiple processes.

Para evitar sobrecarregar o sistema, podemos usar WIP limit, nas etapas já mapeadas do fluxo de entrega de valor. Nesse caso, será necessário experimentar até achar o valor correto de limite para as etapas.

Implementing a continuous flow system involves several key steps. First, analyze the current processes to identify bottlenecks and inefficiencies. Streamline workflow by rearranging workstations, balancing workload, and optimizing layouts to minimize waste and improve flow. Employ Just-in-Time (JIT) and Kanban principles to synchronize production with demand, ensuring a smooth and steady workflow. Train and empower employees to adapt to this new system, emphasizing cross-functional collaboration and problem-solving. Continuously monitor and refine processes, encouraging a culture of continuous improvement to sustain and enhance the efficiency of the continuous flow system.

continuous flow is about creating a smooth, uninterrupted flow of work from one stage to the next. Necessary steps for continuous flow - 1-Value Stream Mapping: Analyze and map the entire production process. 2-Waste Elimination: Remove non-value-added activities. 3-Work station Design: Arrange workstations for optimal material flow. 4-Standardized Work: Establish standard operating procedures. 5-Pull System: Produce based on customer demand. 6-Kanban System: Use visual signals for material flow control. 7-Continuous Improvement. Kaizen events.. 8-Cross-Training: provide OJT to all workers 9-Quality Control:focus on CTP & ctq. Ensure high-quality output at each stage. 10-Visual Management: Use visual aids.....

O processo passa inevitavelmente em analisar o status atual e onde é possível diminuir a burocracia n?o necessária. Além do conhecimento, uma ferramenta essencial é o design adequado de um sistema que elimina passos, que leva inevitavelmente a uma maior produtividade. Os velhos e atuais PDCA e Ishikawa continua a ter um papel fundamental nesta prospe??o!

No debemos de perder de vista al personal, debemos concientizar y entrenar a todo el personal involucrado para que ellos ayuden a mantener los procesos e incluso aportar ideas.

Absolutely. QCD ( quality, cost and delivery) remain key parameters to be looked at to be able to sustain the business with optimal investments.

1. **Standardized Work Procedures:** Establish clear and standardized procedures to ensure consistency and reduce variability in operations. 2. **Efficient Equipment:** Invest in flexible and efficient equipment to support a seamless flow of materials. Minimize setup times and downtime. 3. **Lean Principles:** Apply lean principles such as 5S to maintain an organized workspace and eliminate waste, improving overall efficiency. 4. **Real-time Monitoring:** Implement monitoring systems to track key performance metrics and identify bottlenecks promptly. 5. **Flexibility:** Design the system to be adaptable to changes in demand, allowing for quick adjustments in production.

A continuous flow system is such that materials and information flow with very minimal interruptions to ensure delivery on time, in full with no errors. To achieve this, it is primarily important to define, measure, and analyze current state of material and information flow for bottlenecks, wastes, and opportunity areas to determine a future continuous state. Clear and well articulated actions to resolve these are taken and measures put in place to sustain and control new flow. Continuous improvement process is pivotal to maintaining continuous flow systems.

Na minha opini?o um outro fator importante é como manter o fluxo contínuo sem perdas por n?o qualidade. Por isso se faz necessário ter um padr?o de trabalho para tratar problemas de n?o qualidade gerados pelo processo e pela cadeia de suprimento.Este padr?o deve garantir que a atividade n?o pare e ao fim do turno o objetivo do dia seja alcan?ado.

In fact ,most of point has figured out here already. And people have share few amazing thought too. I would also like to add few of my point here. Which are also one of factor. ?? Top Management Involvement is highly contributing factor if really want to see the impact of continuous improvement. Because sometime Organization needs major change in existing system to make the things better which require some investment . Which is not possible without Management interests. ?? Each Individual Involvement is also parallel important to make better change in existing system. Everyone has to take the accountability instead of giving free advice to others or remain ideal There is one proverbe if you heared about "????? ??? ???? ???? ???? ???? "

Implementing a continuous flow system involves optimizing processes to achieve a steady and uninterrupted workflow. -Analyze existing processes to identify bottlenecks and areas of inefficiency. -Streamline and simplify workflows, eliminating unnecessary steps. -Introduce pull-based systems (Kanban), to align production with customer demand. -Employ techniques such as Heijunka to level production and minimize fluctuations. -Invest in cross-training to enhance workforce flexibility, enabling teams to adapt to changing demands. -Foster a culture of continuous improvement, encouraging teams to regularly review and refine processes. These strategies can help to a more responsive, efficient, and continuous flow system.