http://qbeonline.com

QUANTUM BE’S INTRODUCTION TO HEIJUNKA PLANNING:

Representation of the
“Toyota Temple”

Interpretation of Heijunka’s role
within the “Toyota Temple”

 

Heijunka Planning Techniques

3- Stock management

Example of a High Level Visual Quantum Heijunka KPI tracking set (Production line Level).

This KPIs are used to “pre-process” information prior to import into the Quantum Heijunka Planning algorithms.

The daily follow-up of these indicators is useful to Plan for Minimum Stock (rule Nb 3 of lean operations) and

-    measure the stock level effectiveness of the operational improvements

-    understand how operational constraints should evolve and when they require upgrades

-    understand rapid short term stock level trends shift independently from the “official” forecast

-    identify need for change in strategy & short term sales / operational tactics

-    measure the effectiveness of budget and marketing planning

-    more >>>

These KPI must typically be complemented by SKU-specific indicators following Sales / Production / Stock

The graph above shows KPIs measuring Heijunka in action, with, simultaneously:

1-     Reduction of stock (in days) for high stock items

2-     Reduction of the number of Skus having no stock

3-     Reduction of items in Back-order status

This graph must be read in conjunction with the graphs of 1- sales and 2 – production to see that Heijunka also features:

1-     Increased level of sales

2-     Increased level of production

 

Batch-to-Stock is the opposite of Heijunka.
The graphs below describe a real-case of decision events
forced by a strategic choice of building high stock levels and batching production.
 The graphs tell the simple story of why and how this approach invariably leads to severe
Marketing, Delivery and Financial difficulties for this world class manufacturer

 

Important Notes and Considerations regarding Heijunka

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)

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”)

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

Navigation to the next Heijunka KPI

To Heijunka Home

To Market Pull KPI

To Stock KPI

To Production KPI