For the introduction of these theses, the topic is Repair and Update of the KANBAN System, within all this information they will be shown how this system is managed in the company, what its functions are, if it is feasible or not feasible, what benefits are they will have towards the company and if it is actually complying with what should be done with this system.
We will talk about everything you need to carry out this system and how it works, examples will be given of what is used to follow this system, both the kanban cards and all the information given on this card; Cards and images will be shown as the thesis progresses.
kanban-system-your-repair-and-upgrade-in-a-factory
Over the course of this you will see everything that was done according to the project, you will see tables of the repaired circuit boards, new boards, updated circuits, damaged visuals, machines, stations, etc.
Before starting with all this, you will see some background of the AEES company such as its history, clients, products, recognitions, flow diagram, organization chart and its functions.
So I invite you to review this entire project with me.
Chapter I.- Background of AEES
1.1.- History
It was in August 1987 when operations began in our company, assembling automotive electrical harnesses or cables for the Ford company, being at that time a 30,000 square foot plant and 114 people in production. The following year we tripled the number of personnel, based on the results and goals achieved by Nigropetenses. In the same year, investors authorize a construction of 57,000 more square feet. Today Plant I is a 91,268 square foot warehouse with a total of 2,276 people. In 1995, new offices were built for the different departments as well as two functional Training Rooms with the purpose of providing their own environment to achieve maximum use of the personnel that needs to be trained.
In 1990 we were trusted to assemble Japanese Harnesses for the Subaru-Isuzu Company to be what we are today in Plant II, a 83,826 square foot construction with 1,051 people. In 1992, the Mazda company also placed its trust in us by increasing production schedules. In 1995, the production programs for our client Ford were increased, thus giving the opportunity to manufacture harnesses in Plant II incorporating new production lines.
In February 1997, what was known as the Plant II expansion was established as the Subaru Plant, with a total of 39,773 square feet with 750 Associates, manufacturing harnesses for Subaru-Isuzu.
In 1993, the warehouse building was built, measuring 59,608 square feet with a total of 123 people in order to receive and store all the raw material necessary to assemble automotive harnesses and also store all finished products from both Production Plants. This winery has modern and sophisticated forklift equipment, which are operated by trained personnel who carry out their work with the strictest safety rules required.
In November 1997, a 6543 square feet building was built where the offices that support our entire Company were concentrated, such as Payroll, accounts payable, draftsmen's room, Continuous Improvement Department and Engineering.
It has the most modern fire fighting equipment (extinguishers and stored water network for sprinklers with a capacity of 2 million liters of water) and also modern clinics built and equipped to provide medical care according to the needs of our Associates.. The safety of our personnel comes first and we never risk it in exchange for production; Giving them Continuous Training, Protective Equipment and forcing them to use it continuously, as security sensors in each of the machines. Also the conservation of the environment of our company and the community is our concern; For this, the "Ecology club" was formed, made up of personnel who work in our Plants. Also,Our Company is investing considerable amounts of money monthly in the storage and export of all waste such as oil and nursing materials among others; Not to mention the recent program that we started in 1998, calling it “1'000,000 Trees”, consisting that in 10 years we will meet this goal, planting them in all the Localities and countries that we have operations. To date we have planted 21,406 Trees in our Community.
AEES has its other companies around the American continent; both in the United States in the cities of San Antonio, Dallas, Nashville, Jeffersontown, Farmington Hills, Mattawan, Traverse City, St Thomas, Kirkland and Portland, as well as in Mexico in the cities of Cd. Juárez, Acuña, Piedras Negras and Keep; as well as shown in the following image:
AEES has a staff of:
Personnel
• 27 trusted
• 1,195 direct
• 137 indirect
• 1,359 total
It also has manufacturing process machines, which are:
Machines
• 8 Conveyors
• 16 Cutters
• 4 Molding Machines
• 32 Welding Machines
• 20 Presses
And with a series of Primary Products: Primary
Products
• Bodies (Harness)
• Transmission
• HVAC
• Overhead Console
• Doors
• Lighting
1.2.- Location
The red dot shows where the company is located on the sketch.
1.2.1.- Fiscal Address
AEES is located
Address: Bypass General Manuel Pérez Treviño
Col. Parque Industrial, PIEDRAS NEGRAS 26000, Coahuila De Zaragoza.
Telephone: Tel. 52 (878) 78 - 3- 00 - 61
CP 26070
1.3.- Policy, Mission and Vision
1.3.1.- Quality Policy
Achieve and maintain levels of quality of delivery and service that exceed the expectations of our customers.
1.3.2.- Mission
AEES, Ltd.'s mission is to become a world leader in quality products, systems and services for automotive electronic and electrical distribution systems and in select niches in the electricity and telecommunications public services markets.. We are dedicated to understanding our customers' needs and strive to exceed them by continually improving our products through innovation, creativity and operational experience.
1.3.3.- Vision
AEES aspires to be the best company in the world.
1.4.- Main Products
Harley Davidson
harness level 985 Harley Davidson
harness level 232 DENSO
harness level 6742 FORD harness level P-473
Allison harness level WT’S
1.5.- Clients
- Harley Davidson Destination: New York, Kansas City, TomahawkFord Destination: Kentucky LuJohnson Controls Destination: Dearborn, Holland, Shreveport, TolucaAllison Transmission Destination: Indianapolis, BaltimoreArtic Cat Destination: MinneapolisBEHR Destination: New Jersey, California, Illinois, TexasE Control Destination: New Jersey, California, Illinois, Texas
DENSO Destination: Indianapolis, Baltimore
1.6.- Awards and Recognitions
• Certification in the ISO / TS 16949 quality standard
• Certification in the ISO 14001 quality standard
AFL North America Automotive Operations 2000 Etis Achievement Award.
This distinctive Award is presented to:
Piedras Negras Plant 1 “ISO 14001 Registration”.
Reforestation Campaign
Municipal Presidency Villa Unión, Coah.
MACOELMEX S. de RL de CV
For improving our environment, I grant your valuable cooperation to carry out the reforestation campaign and thus maintain the areas of our municipality.
Villa Union, Coah. March 19, 2003.
Realization of Community Works
Jardín de Niños Piedras Negras.
Quien ha demostrado un gran compromiso con la niñez de esta comunidad y en especial con la de este Jardín de niños, dando su apoyo para realizar obras de mejoramiento y campana de reforestación las cuales permiten elevar la calidad en nuestras instalaciones que se reflejara en un aprovechamiento más eficiente en nuestros alumnos.
Piedras Negras, Coah. 29 de marzo del 2009.
1.7.- Flowchart of ARTIC CAT (See PDF)
1.8.- General
Organization Chart 1.9.- Organization Chart of the Engineering Department
1.9.1- Functions of the Engineering Department Engineering
Manager: Make capital budgets, programming for production programs, Cost reduction, inventory parts management, preventive, predictive and corrective maintenance, SREA (Supplier Request Engineer Approach) requisition for production and service order. Prepare installation of boards (Shelves, Racks, Hooks, Andons), identification and updating of circuits and components store, equipment dismantling by means of permission, quote equipment.
Engineering Secretary: Capture of assembly and cutting, conducting import and export questionnaires, assembly and cutting report, assembly and cutting report graphics.
Administrative Assistant: Provide the plant with work methods, visuals and identify machines in order to have a better vision of how the harness will be assembled.
Harley Davidson Manufacturing Engineer: Identify new components to be shipped to ACN, change of control, engineering specification library, equipment and tools, conduct capacity and equipment studies, dies, molds, model year change coordination, inventory of equipment, perform material requirements with master accessory support and new electrical programs and engineering change coordination.
JCI Manufacturing Engineer, HUMMER, PT, P-473: Identify new components that will be sent to ACN, change of control, engineering specification library, equipment and tools, make studies of capacity and equipment, dies, molds, coordination of model year change, equipment inventory, perform material requirements with master accessory support and new electrical programs and engineering change coordination.
Industrial Engineer: Identify new processes, deliver efficiency reports for production lines, carry out plant layouts, equipment capacity studies, routing, preparation of workstations for new processes, work instructions (Standardized Work), create flow diagrams, pre-assembly processes, adhere visuals, configure the speed of the conveyor, report curves, study of times and movements, cut (calculate equipment / follow-up new system, circuits at new levels, visuals, cards), calculations of the staff, feasibility studies, PPAP (CAR, Equipment, Flow Diagram), preparation and installation of boards (Shelving, Racks, Hooks, Andones), Identification and updating of circuit and component stores.
Cut / asset database technician: Perform coding for circuit cutting machines, make database of all circuits that arrive and leave the cut base, reports of cut base circuits, circuit updates for cutting base.
1.10.- LAY OUT PLANT
Chapter II.- Project Development
2.1.-Repair and Update of the KANBAN system (See PDF)
2.2 Objective
The objective of this project is to introduce into the KANBAN system the new circuits to make the new 2011 harnesses for one of the company's strongest customers, which has been Harley Davidson. By mentioning "introduce" it refers to giving a location, dimensions, characteristics, address, quantities and Oracle number to each of the new circuits. With these data it will be possible to know where the circuit is going, where it comes from, what its length is, what part number it has, the number of circuits in a bundle and its Oracle number to be able to identify the circuit with all its things and be able to enter it to the system in a database where the cards that go with each of these circuits will be made; cards that will be mentioned and will see later.These circuits will be stored in a station to place certain circuits according to their part number for each harness level.
Stations will be set up for circuits that do not yet have them; specific stations for the levels of these circuits. Stations and storage boxes for circuits and braids. (See annex 1, 2 and 3).
To conclude, the objective is to provide the material and circuits to the process area to know the areas where the 2011 harness will be made. And to give rise to the KANBAN system to these circuits. (See annex 4).
2.3 Scope
This project applies to the areas in which the KANBAN system is used the most and in the areas that are also involved by this system. It mainly applies to the areas of Harley Davidson which is one of the most affected in terms of visuals, cards and circuit updates. Also applies to the area of Ford P473, E Controls, Allison in which a variety of visuals are missing. This would benefit some departments such as Engineering and Quality who always care that the visual aid of the harnesses is the best in order to have a better production without errors or discrepancies.
The project is also aimed at all those people and readers who want to know a little more about the knowledge and applications of the KANBAN system in a company.
2.4 Theoretical Framework
Organization chart: An organization chart is the graphic representation of the structure of a company or organization. Represents the departmental structures and, in some cases, the people who direct them, make an outline of the hierarchical and competences relationships in force in the organization.
The organization chart is an abstract and systematic model, which allows obtaining a uniform idea about the formal structure of an organization.
KANBAN: is a term that is used in the manufacturing world to identify some cards that are linked to the intermediate or final products of a production line. The cards act as a witness to the production process. Kanban is a signal system. As its name suggests, Kanban historically uses cards to signal the need for an item. However, other devices such as plastic markers, balls, or an empty transport cart can also be used to trigger the movement, production, or supply of a unit in a factory.
The Kanban system was invented due to the need to maintain the level of improvements by Toyota. Kanban became an effective instrument to support the production system as a whole. In addition, it proved to be an excellent way to promote improvements, because restricting the number of Kanban in circulation highlights problem areas. (See annex 5 and 6).
Flow Diagram: It is a scheme to graphically represent an algorithm. They are based on the use of various symbols to represent specific operations, that is, it is the graphic representation of the different operations that have to be performed to solve a problem, expressly indicating the logical order in which they should be performed.
They are called flow charts because the symbols used are connected by arrows to indicate the sequence of operation. To make the diagrams understandable to everyone, the symbols undergo standardization; In other words, symbols were made almost universal, since, initially, each user could have their own symbols to represent their processes in the form of a flow chart. This brought as a consequence that only those who knew their symbols could interpret them. The symbology used for the elaboration of flow diagrams is variable and must conform to a previously defined pattern.
The flowchart represents the most traditional and durable way to specify the algorithmic details of a process. It is mainly used in programming, economics and industrial processes
ISO: ISO (International Organization for Standardization) is the body in charge of promoting the development of international manufacturing, trade and communication standards for all industrial branches except electrical and electronics. Its main function is to seek the standardization of product and safety standards for companies or organizations at an international level.
ISO / TS16949: The purpose of the ISO / TS 16949 standard is the development of a quality management system with the objective of continuous improvement, emphasizing the prevention of errors and the reduction of waste from the production phase. TS 16949 is applied in the design / development phases of a new product, production and, where relevant, installation and service of products related to the automotive world. It is based on the ISO 9000 standard.
The requirements are applicable throughout the entire production chain. Recently also vehicle assembly plants are being confronted with the ISO / TS 16949 certificate.
ISO 14001SO: 14001 is an internationally accepted standard that establishes how to implement an effective environmental management system (EMS). The standard is designed to manage the delicate balance between maintaining profitability and reducing environmental impact. With the commitment of the entire organization, it allows to achieve both objectives.
ISO 9000: ISO 9000 designates a set of standards on quality and ongoing quality management, established by the International Organization for Standardization (ISO). They can be applied in any type of organization or activity oriented to the production of goods or services. The standards include both the minimum content and the specific implementation guides and tools, as well as the audit methods. ISO 9000 specifies the way an organization operates, its quality standards, delivery times and service levels. There are more than 20 elements in this ISO standards that relate to the way systems operate.
Its implementation, although it involves hard work, offers numerous advantages for companies, including:
• Standardizing the activities of the personnel working within the organization through documentation
• Increasing customer satisfaction
• Measuring and monitoring the performance of the processes
• Reduce re-processes
• Increase the effectiveness and / or efficiency of the organization in achieving its objectives
• Continuously improve processes, products, effectiveness, etc.
• Reduce production or service delivery incidents
ABC system: The ABC control system shows us how to manage the inventory according to the priority classification, this can be done in three different ways; according to the cost of unit, according to the total cost of existence and according to the order of requirements without taking into account the cost.
Different techniques can be observed that improve working methods, especially in the production area, one of them is ABC analysis, also called stress response, response analysis or structure analysis of two phenomena. "This technique is used especially in stock management, product analysis, sales analysis, customer analysis, among others"
This system aims to reduce cost and inventory management. It can also provide a more frequent inventory turnover, increased sales and reduced work systems that will reduce costs.
System P and System Q: One of the main differences between systems Q and P is the magnitude of the security stocks required in each. Generally, the Q system requires less safety stocks than the P system because in the Q system the safety stock requirement depends on the fluctuations in demand during the lead time, while in the P system, the magnitude of Safety stock depends on the sum of the lead time and the interval between orders.
The following figure shows a schematic of the Q system. The solid lines (1 -
2-3-4-5) indicate a normal demand rate; the dotted lines (1 - 2 ′ - 3 ′ - 4 ′ - 5 ′) indicate a maximum demand rate. It should be noted that in this system the time between orders is shorter with a maximum demand rate than with a normal demand rate; in other words, the number of orders increases. Consequently, the remaining inventory at order points only needs to protect a peak demand in anticipation time.
System P is shown in the following figure. Solid lines indicate normal demand rate and dotted lines indicate maximum demand rate. In this model, the number of orders is the same for conditions of normal demand rate and maximum rate. The demand rate is assumed to have been normal up to point 1; then at this point an order can be placed that reflects normal demand.
If the demand rate becomes maximum in the time period between 1 and 4 (or 4 ′), this is equivalent to experiencing maximum demand during the lead time and during the interval between orders. Remember that the interval between orders and the time period between 2 and 4 are the same. The only order received in this period that reflects this maximum demand is the order received at point 4 (or 4 ′). Therefore safety stocks must protect against peak demand during the lead period and the interval between orders.
2.5 Work Plan
2.5.1.- Steps to carry out the Project
1. Gather information
To work with this project, an extensive search for damaged cards and visuals will be carried out to replace them and give it a better view (see Annex 7).
2.- Create stations and give them addresses
When the stations are completed, they will be given addresses, station number, levels, and positions, this to identify where the circuit is, and as part of this, a KANBAN card will be made to give it its Location. (See annexes 7 and 7A for cards and annexes 1, 4, 14 and 15 for stations)
3. Introduce updated circuits and information collected to the KANBAN system
Introduce to the KANBAN system the new circuits that will be located in new stations. For this we have to find a station to store and place the new circuits. And modify the information collected to later prepare all the cards and visuals.
4.- Prepare KANBAN Cards
After introducing the cards into the database, these cards are printed and prepared as shown in Annex 7.
5.- Place Cards and Visuals
The cards are placed in the stations with the bundles of circuits and visuals in the circuit position number to visualize that it is the correct circuit in that position. (See annexes 3 and 15)
6.- Verify that everything has been done correctly.
After all the steps, the latter is to verify that all the visuals and cards are in their correct place.
2.6 Current Situation
Sometimes customers complain that the harnesses have misplaced the circuits in the connectors, this is because there is no visual aid as a working method or these methods are wrong. Because of this the incorrect harnesses are returned and have to be reworked. These complaints are from external customers such as Harley Davidson, Ford, E control; and of the internal clients as well, that some due to the inspection or in the same operation realize that these harnesses are incorrect. As well as the following visual inspection discrepancies graphs are shown.
2.7 Alternative solutions
• Suspend the activities of machine movements, furniture, standardized work, visual control and perform KANBAN tasks.
• Utilize a newly admitted practitioner to perform all tasks of updating the KANBAN system and implementing improvements.
• Wait to finish all the activities of machine movements, furniture, standardized work and visual control and then start with the update of the system.
• Update when time is available.
• Implement a different system for Inventory control such as the ABC system, Q system or P system.
• Create a group of workers for a specified time to more quickly carry out the tasks of creating visuals, placing visuals, identifying machines, making cards, updating circuits.
2.7.1 Selected solutions
1. Use a newly recruited practitioner to perform all KANBAN system upgrade tasks and implement improvements.
2. Create a group of workers for a specific time to perform the tasks of creating visuals, placing visuals, identifying machines, making cards, updating circuits more quickly.
2.7.1.1.- Advantages and Disadvantages of Solution 1
2.7.1.1.1.- Advantages of solution 1:
• The practitioner will solve the incomplete tasks such as giving direction to circuits, positions, stations, visual repair and kanban system
• There will be a minor workload for tutors
• The practitioner will apply their theoretical knowledge to make them practical
• The company will win by having the practitioner perform the tasks mentioned above.
• The practitioner will gain learning by implementing knowledge learned in school and within the company.
2.7.1.1.2. - Disadvantages of solution 1:
• The practitioner will perform the tasks previously assigned only for his stay of 4 months.
• Not everything will be done with the necessary experience since the practitioner does not have it.
2.7.1.2.- Advantages and Disadvantages of Solution 2
2.7.1.2.1.- Advantages of solution 2:
• All the tasks mentioned in the solution will be carried out more quickly.
• Group workers will be distributed to the different areas in need of these visual, circuit and method improvements.
• There will be less workload for each of these workers since they will divide the work.
• The realization of all the visuals and methods will be done with greater attention to reduce errors.
2.7.1.2.2.- Disadvantages of Solution 2:
• After having carried out all the aforementioned tasks, the group disintegrated since it was only carried out because of time and the heavy workload that was had in the plant.
• Each worker in the group will return to their assigned work area as Quality, Engineering, Maintenance, Cutting area.
2.8.- Implementation
2.8.1.- Step 1.- Gather Information
First, a search was made for visuals and damaged circuits to repair them and replace them with new and improved visuals, this to give a better vision to the materialist who will distribute the bundles of the circuits. With this improvement, the materialist will be able to verify the Oracle number of the missing circuit bundle and the card fired to the circuit mailbox to supply the bundle.
2.8.2.- Step 2.- Create stations and give them Address
Workstations were created to place the new circuits such as the braid stations. These stations are given a position number, and level numbers so that the position in which the circuits will be found can be obtained from there and based on that information make the cards
2.8.3.- Step 3.- Enter the KANBAN system updated circuits and information collected
As shown in the following tables of circuits and components where all the information collected in the database was captured. Separating each of the sections that will be on the cards by columns and dividing the tables by color.
2.8.3.1.- Identification Codes.
The colors of the tables and their meanings for each are shown below.
Visual Green
Cards and Circuits Database Red
Circuits and Comp. in Maq. blue
This table shows damaged visuals that were repaired from Harley Davidson area circuits. (See PDF)
The following table shows the station circuits for the braids where an improvement was also made for that station and its visuals. (See annexes 1 and 2) (See annex 11, 15 and 16 for circuit station for braids).
The table shows a series of new circuits for 2011.
This table shows the cards for the new circuits for 2011.
Table with new Harley Davidson circuits of different section.
Replaced and upgraded boards from the HD area groups of Harley Davidson
New circuit board for braiding station. (Look at annex 1)
Below are tables of the components and circuits that are positioned on the machines or boards. These circuits and components were given improved visuals and positions. (See annexes 13 and 14 to see visual and positions of components and circuits. See from 27 to 32 to visualize connectors, circuits, spacing, shields, etc.)
The following table shows which circuits were made missing cards.
The following table shows the kanban cards for new level 7262511 circuits for the Fargos circuit group.
The next two tables also show a series of cards that were made for the new 72625-11 level circuits for braids, the first table is for station 5A and the second is for station 2B.
Cards for new circuits of level 69200038 from area 274
Cards for circuits of level 76477-10 directed towards braids.
2011 New Circuit Boards for HD Level 71071
New 2011 Circuit Boards for HD Level 83994 New 2011 Circuit
Boards for HD Level 71048
Missing Kanban Board Table for Process Area Station Number 8 for Levels 76477-10, 83334-09B, 72643-11
Table of missing component cards.
Damaged visual replacement table (To see results see annexes 17 to 26)
Visual replacement
Table of circuits for FARGOS (See annex 33)
CARDS FOR HD LEVEL 69200056 DE FARGOS
2.8.4.- Step 4.- Prepare the KANBAN Cards
The cards are prepared after having passed all the information to the database. When all the information is ready, these cards are printed and prepared with a paste and transparent tape to give them a longer life. (Annex 7 and
7A).
2.8.5.- Step 5.- Place Cards and Visuals
These already prepared cards are placed in the bundles of the circuits that are in the stations, if any of these circuits is not in their position or there is no assortment of circuits within that position then you have to send this card to the kanban box for the materialist to do his job. (Annex 8 and 9 for kanban mailbox and 3 for visual placement)
2.8.6.- Step 6.- Verify that everything has been done correctly.
After all the improvement activities, visual changes, repaired cards, new cards and their update had been carried out, it was verified that everything was in place and as planned. When this verification was carried out, some corrections were made but everything is as it should be; The cards are in place and everything is perfectly controlled by action to these cards, according to this, they will be given a monitoring of control and realization of more cards since each year and each cycle the harness models are updated and for that more new circuits will be needed, which will require a complete set of everything we have seen previously from visuals, cards and database updates.
2.9.- LAYOUT example to use Kanban Cards
To better understand what we are talking about with all these previous tables, we will show you an example of how to find the position of the circuit or component through the kanban cards.
Suppose we have a circuit at the following address:
Slot Side Section Station Level Position
1 A 1 1 1 1
Now that we have the address, the part of slot 1 of the LAYOUT of the Harley Davidson worked area will be observed.
The image shows us where the station is located. It is inside Slot 1, on side A of section 1, as shown by the arrow in the lower right corner. There is the station, now that we know where the station is, let's take a closer look, now with a more detailed image of this station.
STATION 1
Having found the station through LAYOUT, we now have the physical form of the station where a couple of arrows show us what is missing, which would be the level where the circuit is located and its position.
Doing the same process that we have just carried out, in this way the circuits will be searched through the kanban cards, first looking for the slot, then the side, section, station, level and position corresponding to the circuit. To have a better vision of what a simple circuit and a component are and how they are interlinked with each other, see annexes 27 to 32.
2.9.1.- Description of the Materialist operation
The materialist is the one who distributes the bundles when the kanban cards are triggered, these cards are very important since if one is lost or if it is not triggered in time it could affect the production time. That is why it is important to be aware of these cards, the time in which they are triggered and that they do not get lost.
When it speaks of "firing" it refers to placing the kanban card in a kanban mailbox, the card is placed in the mailbox at the end of a bundle of circuits. When the card is placed in the mailbox it means that more material needs to be supplied, that is, more circuits of that Oracle number, when firing it the materialist locates it, takes it and goes to the warehouse or circuit rack where from there he takes a tied according to position to restock the operator who requested the circuits. When the materialist goes and supplies the operator, the kanban card is attached to the circuit packer to signal that it is stocked again. When the circuit is to be used again, the card is removed from the bundle and placed back in the mailbox and all of the above is done.
(See annexes 8, 9 and 10).
2.10.- Results and Conclusions
In accordance with everything that was previously analyzed, and everything that was done to carry out this project, they realize that this KANBAN system is essential for the operation of the company, since through it a very important part of the process, without the kanban cards it would not be possible to supply the operators with the respective circuits and components that will be used to carry out their operation, without these cards it will not be possible to know where the circuits and components are located in their said location or station, thus that the system will continue to function through these cards. But also the visuals of circuits and components are important, before starting the project most of the visuals were damaged and it was not possible to verify which was the Oracle number of the circuit,With these visuals you can know according to the kanban card if it matches or does not match and if it is actually the circuit or component you are looking for; so an intensive search for damaged visuals was done and a whole set of new visuals was put back.
One of the most important parts is updating the tracks to the new model year. Each year the harnesses are modified for their new model year, this implies that there are changes in the entire process that this entails, circuits, components, pre-assembly, welding machines, braids, and everything that implies carrying out this new model year harness, So for this, new oracles have to be made, Id of the circuits and components, as well as kanban and visual cards, as these are new circuits, the system still does not handle any of them, so everything would have to be done to introduce them to the system, from reading the drawings of the harness with the circuits you need, their lengths, colors, gauges, terminals, to leaving the card with the new circuit bundle that comes from the cutting base.
Within this project, the changes and updates were made for the circuits and components of the new harnesses as seen in the previous tables of these, where it is mentioned which are repaired cards, which are visual and which are updates, all the previous information of The tables of the circuits updated to 2011 were captured in a database where from there all the information already shown was filled; With this information, the kanban cards were made for each circuit, after being done it was placed in its place and in its new station.
So, looking at all this, they realize that the system is actually feasible because compared to how it was managed years ago, each operator had to go and give a list of their missing circuits and it was a waste of time and sometimes not the circuit that was required was found, after implementing the kanban system a large amount of time was optimized, since with the card you can see if it is missing or not; as mentioned before kanban mailboxes, each card goes with two bundles of circuits, when a bundle is finished the card is placed in the mailbox, so when the materialist passes and sees that there is a card in the mailbox, they will notice that this circuit is missing, this materialist goes to the circuit rack, supplies himself with the bundles and returns them in place together with the card,With this, it was a lot of time savings and optimization of the process since all of the above affected the process.
The results of all this were as expected, all the visuals needed were renewed, the damaged cards were repaired, new visuals, cards and updates to the new model year 2011 were made and concrete with the project needed.
At the end of the project, it was observed that this kanban system is feasible and indispensable for this company, it does not mean that it is so for all companies, because it does not work for all of them, but it depends on the needs and how the company is managed. have, it is for those who need this system and know how to implement it.
Without more to say, this project is concluded, the results were good, and thank you for joining me in this project.
2.11.-Annexes (See PDF)
2.12.- Bibliography
www.virtual.unal.edu.co/cursos/sedes/manizales/4060015/Lecciones/Capitulo%20 III / abc.htm http://www.investigacion-operaciones.com/Diferencia_entre_P_y_Q.htm
Administration Of Production Systems / Production Systems Administration by Mastretta, Gustavo Velázquez;
Format: Rustic Binding (Paperback)
Theme: BUSINESS & ECONOMICS / Production & Operations Management
Editorial: Editorial Limusa Sa De Cv
Language: Spanish
2.13.- Glossary
Harness: It is a set of cables which can have different insulators, gauges or colors, which are protected by shields that are covered by vinyl tape or fiberglass as the case may be, these are made up of different lengths, in turn, these cables are fitted with different clips, retainers and / or some type of bracket as the case may be.
Terminals are placed at the ends of the cables by means of a press machine and / or an automatic termination machine which are used to be placed in components called connectors that protect from any short circuit that could happen, these connectors are used so that when they are attached to the car they are used for the electrical distribution that is directed to all the car accessories and makes them work. For example: the windows, the radio, the dash lights, and other different types of accessories that the vehicle carries.
Circuit: Copper cable with a certain length depending on the type of harness or level that is going to be made, most of these circuits have a terminal at the end of the circuit, some are soldered with others and the rest are simple, without soldering or terminal, with free limbs.
Braid: A set of circuits tangled together.
Component: Accessory that is included in the harness such as plastic sleeves, connectors where the circuits are placed, plugs, etc.
Id: Circuit identification number (several circuits can have the same Id number but not the same Oracle number).
Oracle: Unique identification number of the circuit.
Level: Type of harness that is made, there are many different types of levels, which means that there are many different types of harnesses. Each level represents a different harness.
Slot: Boxes throughout the plant where there are machines, production lines, stations, welding machines, boards, etc.
Section: Each slot has 15 sections along itself.
Side: Each slot has two sides, A and B
Station: Workplace where the circuits are placed to be taken by the operator and work on them. The circuits are placed according to the position of the kanban card.
Machines: Movable boards where the harness is placed to perform the assembly operations.
Fargos: A subassembly to be a part of the main harness as it is in the Harley Davidson harness in some of its levels; such as Harley Davidson levels 69200055 and 71071 that carry this type of headlights.
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