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QUANTUM BE’S INTRODUCTION TO HEIJUNKA
PLANNING: |
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Representation of the
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Interpretation of Heijunka’s role
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2- Maximize Production Output |
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Example of a High Level Visual Quantum Heijunka KPI tracking set (Production line Level). |
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These KPIs are used to monitor constraints set-up prior to import into the Quantum Heijunka Planning algorithms. |
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The daily follow-up of these indicators is useful to complete the PDCA cycle (rule Nb 2 of lean operations) and |
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- measure the operational effectiveness of the Lean Planning - understand how operational constraints should evolve and when they require upgrades - understand rapid short term production trends shift independently from the “official” reporting - identify need for change in strategy & short term production / operational tactics - measure the effectiveness of Heijunka planning on a daily basis - more >>> |
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These KPI must typically be complemented by SKU-specific indicators following Sales / Production / Stock |
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Important Notes and Considerations regarding Heijunka |
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Heijunka is a mandatory pre-requisite to any Lean Project implementation. It is one of the 4 foundational stones of the TPS )Toyota Production System), and Heijunka production leveling is necessary for the TPS pillar to deliver sustainable results (these 2 pillars are Just-In-Time and Jidohka (autoNOmation) |
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It is only the combination of efficient Heijunka planning with Jidohka, JIT and other Lean 6-sigmas tools that can deliver sustainable improvement over the long term (sustain is the 5th. S in “5S”) |
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If you wish to contact us to discuss how Lean 6-Sigma methodologies can be introduced in your business to improve your operations, please send us an email at lean-6-sigmas-info@qbeonline.com or visit our website http://qbeonline.com |
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Navigation to the next Heijunka KPI |
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