Escolar Documentos
Profissional Documentos
Cultura Documentos
Principles of Supermarket
Marek.Piatkowski@rogers.com
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Introduction - Marek Piatkowski
Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario
from 1987-1994
TPS/Lean Transformation Consulting - since 1994
Professional Affiliations
TWI Network – John Shook, Founder
Lean Enterprise Institute (LEI) – Jim Womack
Lean Enterprise Academy (LEA) – Daniel Jones
LEI Poland – Tomasz Koch, President
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Supermarkets – Future State Objectives
One Purchased Parts Supermarket near Receiving
Small WIP Mini-Markets at Point of Use
One Finished Goods Supermarket near Shipping
WIP Mini-Markets located along main delivery aisles to allow timely
delivery of parts
Visual management in place – address locations, min/max levels
identified, parts shortage indicators, inventory controlled by Kanban
cards
All ergonomic and safety rules followed
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Who designs Supermarkets?
Materials
Management
Design Team
Industrial
Engineering Manufacturing
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Design Considerations
There are several basic activities that need to be understood in order
to develop a material movement/supermarket plan
Concepts Enablers
Layout Materials Organization
Categorization Location / Layout
Storage / Racking PFEP – Plan-for-Every-Part
Addressing Standard Work
Stock Rotation WPO – Work Place Organization
Couple/De-couple Tugging Receiving Window Compliance
Rightsizing / Repacking Escalation Plans
Information Flow System
Visual Controls
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Supermarket Design Principle # 1
Design
Principle All parts, materials and components must be delivered to and stored in
#1 single centralized warehouse locations – called Supermarkets
Current Storage
State Storage
Storage
Storage
Storage
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Supermarket Current State Layout Legend
Design
Principle IM-11 IM-9 IM-7 IM-5 IM-3 IM-1
Receiving
IM
Assembly Cell
Injection Molding
#1 IM-12 IM-10 IM-8 IM-6 IM-4 IM-2 Dock DC
Die Cast
MC
Machining Center
PB
Paint Booth
Value Stream Market Inventory Location
DC-1 MC-1
Molded Molded
Value stream inventory
Parts
Value stream area
DC-2 MC-2
Painted Purchase
Parts Parts
Open Space
Cell #3 Cell #2 Cell #1 Open Space
Paint
Booth
Shipping
Dock
Finished Goods
Storage
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Supermarket Future State Layout
Design Legend
Principle
Raw Material
IM-11 IM-9 IM-7 IM-5 IM-3 IM-1 Receiving WIP - Die Cast
#1
Resin store WIP - Molded
for molding Dock WIP - Paint
IM-12 IM-10 IM-8 IM-6 IM-4 IM-2
Purchase Parts
Finished Goods
Assembly Cell
Die cast / IM
Injection Molding
DC-1 MC-1 machined parts
Purchased Painted DC
Die Casting
WA parts store product store
DC-2 MC-2 Molded Parts MC
Machining
(non painted)
WA
Washer
Aisle Way
Raw ingot
area for die
cast area Cell #4 Cell #3 Cell #2 Cell #1
Open
Overflow
area Paint
Shipping
Finished Goods Storage Area Dock
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Supermarket Supermarket Design at Donnelly
Design
Principle
#1
Start: 9:50
Stop: 21:00
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Supermarket Supermarket Layout
Design
Principle Supermarket layout must optimize Man/Machine/Material flow
#1 Material - overflow, safety stock, normal, stock rotation, parts
utilization, cardboard, empty containers
Man /Machine - minimize walk patterns (shopping), minimize mixing
of Tugger (Milk Run) and forklift traffic, create “one-way streets”,
information flow management
Stocking Aisle
1 2 3 4 5 6 7 8 9 Traffic Flow
Picking Aisle
2 3 4 5 6 7 8 9
1 Stocking Aisle
1 2 3 4 5 6 7 8 9
Traffic Flow
Picking Aisle
1 2 3 4 5 6 7 8 9
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Supermarket Design Principle # 2
Design
Principle All parts, materials and components must be grouped into some sort of
#2 logical fashion:
Either by family type, frequency of use, destination or suppliers
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Supermarket Design Principle # 3
Design
Principle Each part (container) must have a unique, designated, well identified
#3 storage location and address
Good Bad
#3 N4 1 1311333332 25 29 33
N3 2 6 14 22 26 30 34
N2 3 7 11 154 198 27
N1 4 8 12 16 20 24 28 32 36
1 2 3 4 5 6 7 8 9
This part 1 2 3 4 5 6 7 8 9 10 11
1 2 3 4 5 6 7 8 9 10 11 number’s
D D
address is D10 C
C
B B
A A
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Supermarket Storage Address System
Design
Principle
#3
Location Indicator
Level Indicator
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Supermarket Storage Address Labels
Design
Principle
#3
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Supermarket Rack Labeling System
Design
Principle
#3
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Supermarket Design Principle # 4
Design
Principle All boxes and containers stored in the Supermarket must be “Line or
#4 Customer Ready”:
meaning right size and weight
100% Quality acceptable
any re-packing, to make boxes Customer Ready must be done in a centralized
location outside the Supermarket.
Good Bad
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Supermarket Repacking
Design
Principle
#4
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Supermarket Repacking
Design
Principle
#4
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Supermarket Single Box Flow Rack
Design - Racks
Advantages:
Maximum utilization of storage
space Full skids stored
on upper levels Full
Skid
Full
Skid
Disadvantages: Rollers
Individual Boxes -
Double handling of boxes Hand loaded
Safety / Ergonomics
Best application:
Low volume consumption Fork Truck
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Supermarket Single Box Flow Rack
Design - Racks
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Supermarket Single Box Flow Rack
Design - Racks
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Supermarket Bulk Flow Racks
Design - Racks
Advantages:
Elimination of unnecessary double Full Full
Skid Skid
Disadvantages: Rollers
Open skids stored
on a floor level
Best application:
Fork Truck
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Supermarket Bulk Flow Racks
Design - Racks
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Supermarket Bulk Flow Racks
Design - Racks
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Supermarket Bulk Shelf Storage
Design - Racks
Advantages:
Elimination of double handling of
boxes
Full skids stored
on upper levels
Disadvantages:
Material Handler (Tugger) and
Full Full
Full
Skid Skid
Skid
Best application:
Low volume consumption (ex.
Service Parts)
Heavy boxes
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Supermarket Bulk Shelf Storage
Design - Racks
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Supermarket Bulk Shelf Storage
Design - Racks
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TPS - 5S Process
• Well organized material storage
• Timely material deliveries
5. SHITSUKE
• Reduced inventory levels
• Zero down time due to parts shortage DISCIPLINE
4. SEIKETSU Disciplined
application of the
STANDARDIZE previous steps to
maintain a well
Standardize work organized
3. SEISO procedures in order to Supermarket
assure correct material
CLEAN deliveries and
withdrawals (pulls).
2. SEITON Clean thoroughly
Define inventory levels
the relevant work
ORGANIZE – Min/Max
items and the
Organize each item surrounding
1. SEIRI in its optimal environment
position in the
SEPARATE storage area and
Separate the label it.
necessary items
from the
unnecessary
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Supermarket - Design Principles
All materials must be delivered to and stored in centralized
warehouse locations – called Supermarkets.
All parts must be stored in a unique (designated) storage locations.
All boxes and containers stored in the Supermarket must be
“Customer Ready” - meaning right size and weight and 100% Quality
acceptable
Any re-packing, to make boxes Customer Ready must be done in a centralized
location outside the Supermarket.
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Supermarket - Design Principles
Once parts are produced and identified with a Master Label
(Pallet/Skid Label) they are immediately moved to the Supermarket
The system must be designed so the oldest parts are moved first –
FIFO.
A very strong effort should be made to eliminate any unnecessary
pedestrian traffic in the Supermarket.
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Master Shipping Label
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Master Shipping Label –
Production Week Number
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Supermarket Purpose of a Supermarket
Design -
Conclusion The purpose of a Supermarket is to create a Buffer of inventory
(Purchased Parts, WIP or Finished Goods) in order to safeguard
against process or delivery variations
Process variation can be caused by:
Batch (large lot) production process
Variation in working hours
Equipment breakdown or problems
Etc …
Delivery variation can be caused by:
Large lot and non-frequent deliveries
Transportation costs and distance
Delivery schedule changes
Weather
Etc …
Marek.Piatkowski@rogers.com
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Supermarket Supermarket and Lean Transformation
Design -
Conclusion Supermarket is NOT a final stage of Lean Transformation
Supermarkets are constructed at the beginning of Lean
Transformation in order to:
Stabilize the operation by eliminating parts shortages
“Protect the Customer” – short Lead Time and 100% on time Customer
deliveries
Gain control of inventory problems – not enough of what we need and too
much of what we do not need
Ideal State is - No Supermarket !!!
Supply chain able to move at pace of manufacturing in component model,
sequence, and mix.
Therefore, the little inventory that exists would be a ‘rolling inventory”
delivered frequently to point of use in the manufacturing facility
Marek.Piatkowski@rogers.com
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Lean Transformation Solutions
This presentation is an intellectual property of F.S.P. Consulting Inc.
No parts of this presentation can be copied or reproduced
without a written permission from:
Marek Piatkowski
F.S.P. Consulting Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
www.TWI-Network.com
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