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Leveling of production through the application of the Heijunka method

Article · January 2020

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Pedro Vieira Souza Santos

Federal University of Pernambuco
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 JOURNAL OF LEAN SYSTEMS
http://leansystem.ufsc.br/

Company: Gypsum manufacturing industry – Brazil Tools Used for Solution: To achieve the leveling of the production of the product mix marketed by
Author: Pedro Vieira Souza Santos the company, the Lean Heijunka tool was applied, with the aim of pulling the production to match
the demand. To support this methodology, we also used:
Title: Leveling of production through the application of the Heijunka method
• Pareto diagram to prioritize the most frequent and higher volume items;
• Takt time updated to establish the time in which a part or product, based on the rhythm of
sales, must be produced to meet customer demand;
Problem / Root Causes: It was noted the need to level the volume of items produced in the process • SMED so that setup times can be kept low;
over a month. It is expected to convert customer demand instability into a level and predictable • Plan of action to list the planning and monitoring of activities that will contribute to the
manufacturing process and thereby prevent excess batches, product types, and fluctuations in the Heijunka to be effective.
mix volume of items offered by the company.
Action Plan: The main actions adopted were described in the table below.

What Why Where Who When How

Current Situation Analysis: Currently, it employs five types of products: alpha type plaster, beta
type plaster, plasterboard (standart profile), cement sheets and drywall coatings. Each item has Determine Calculation between the volume of
different demands and, consequently, requires production scheduling to be adjusted periodically to time needed customer demand per shift for the
Studies on Production
match the manufacturing resources to the sales / order level of each product. Graph 1 shows the to produce Production 30 days available working time per shift,
takt time Management
relationship between demand versus production and capacity per product in a period of normal sales according to subtracting the times of losses,
and production conditions. demand interruptions, setups.

Demand Check items

Capacity x Demand x Production Elaborate
Capacity with higher Production Identify periodic registration by
Pareto Production 10 days
Production volume Management product based on volume
diagram
demanded
700

800
632
625

621
600

600

700
584

Conduct Reduce tool

574

544

Production
510
508

600 SMED changeover Production 15 days Through an educational campaign

498
480

Management
452

450
Product mix

training time
425

420

400

500
398
367

360

337

400
Results and Conclusions: With the adoption of timely actions along the production line and in
300 production scheduling, it was possible to notice, after 45 days of change in the internal culture of the
200 manufacturing, 82% of the actual production due to the attendance of demand. This result represents
100 a 47% improvement in customer service, that is, production started to have more balance in the use
of resources, a regular demand in previous processes, it was still observed the elimination of waste
0 and favoring the standardization of processes in general. In order to guarantee a better result in the
2…3…4…5…6…9…10…
11…
12…13…16…17… 18…19…
20…
23…
24…
25…
26…
27…
30…
31… leveling of production, other actions will be adopted in the next six months and with this it is expected
Production day
to level 100% of production.

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