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Lego Simulation Instructions Part3

The document outlines instructions for a Lego simulation focused on Lean manufacturing principles, specifically emphasizing changeover reduction, Takt Time, and the Pull System. Participants will engage in multiple runs to learn about workload balancing, visual control, and inventory management, while evaluating performance and financials after each run. The simulation aims to improve productivity and reduce Work-In-Process inventory, ultimately achieving 100% delivery performance and desired profits.

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kornenkoann
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13 views3 pages

Lego Simulation Instructions Part3

The document outlines instructions for a Lego simulation focused on Lean manufacturing principles, specifically emphasizing changeover reduction, Takt Time, and the Pull System. Participants will engage in multiple runs to learn about workload balancing, visual control, and inventory management, while evaluating performance and financials after each run. The simulation aims to improve productivity and reduce Work-In-Process inventory, ultimately achieving 100% delivery performance and desired profits.

Uploaded by

kornenkoann
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as TXT, PDF, TXT or read online on Scribd
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Instructions tor the Lego

Simulation Using Standard Blocks

® “Process B has just developed a changeover reduction solution to balance work


load.
The process has now utilized SMED (represented by a multicolored change over).”

@ Lead Facilitator - bring attention to the front


® Review the delivery performance and financials and point out the contrasts
between all
3 runs.

® show diagram of work content for each operator and how it changed for each run.

® Introduce the notion of Takt Time (show overhead).

RUN 4:

® This run will primarily teach about the Pull System and Visual Control.
® Preparations
® Changeover is no longer necessary at Operator B.

@ To balance work load Shipper will now place 2-peg block on the assembly and load
finished
assembly on trucks.

® Place new Truck schedule at Shipper.

@® Between Operator B and Shipper place the Kanban sheet and load each square with
an as-
sembly. These will serve as a “store” to supply Shipper and the Visual Controls for
Pull Schedul-
ing signals between Operator B and Shipper. When Shipper needs a particular color
finished as-
sembly, he pulls from the “store” after Process B and completes the assembly.
Operator B pulls
from the “store” after Process A and completes his portion of the assembly to fill
the now empty
square. As soon as Operator A sees an empty square, that serves as his instruction
to produce
another sub-assembly of that color - that is to produce in accordance with what his
customer
needs or “Make To Use”.

® Instructions from Lead Facilitator

® “Our customers will now let us mix shipments so we have a new truck schedule.”

® “Kanban worked well between A and B so we will implement between B and Shipper.
Shipper
will now use truck schedule as the factory production schedule.”

® “Place strategic inventory on each square.”


(The 3 squares between Operators A and B, and operator B and Shipper should contain
partial assemblies.)

® Once the participants understand the rules, start the run.


Let the team overbuild finished goods if time remains (all teams should achieve
excess
finished goods). Utilize raw material inventory if necessary.
_—

Instructions for the Lego


Simulation Using Standard Blocks

® Review the delivery performance and financials and point out the contrasts
between all
runs.

® Review Takt Time and point out how long 8 seconds truly is in a Lean environment.
. OTHER PROBLEMS THAT HAVE BEEN ENCOUNTERED:

e Operator B may try to pre-assemble by combining 2-peg and 4-peg blocks into ready
to
add-on units to then attach to the subassemblies coming from Operator A. This
should not
be allowed, because it significantly departs from the intended work. Explain to the
Operator that
the sequence of the process is to add a 4-peg to the subassembly and only then to
add the 2-
peg.

® In Run 1 the Operators may start organizing the work before the Run start. This
should
not occur.

@® In Run 1 the Operators may dump their boxes to get at the blocks more readily.
This
should be allowed. It will affect their material costs, as each block outside the
container is now
WIP when the shift ends.

¢ Participants may want to try other conditions “on the fly” during the simulation.
This
can include different batch sizes, different withdrawal sequences in Run 3 (e.g.,
Pull 3
Reds, 1 White, 4 Blues), etc. Such experiments are strongly discouraged, because
they intro-
duce unknown conditions and consequences to the simulation. If you want to be
responsive and
try any other ideas, then add them as a separate Run after the five establish runs.

Instructions for the Lego


Simulation Using Standard Blocks

® Evaluating the run and discussion


e Stop the run at 4 minutes.
® Record all the results on Financial sheet. Be sure to capture all finished goods
expense
beyond the 30 units of customer demand. (Turn in your results to the Lead
Facilitator as
quickly as possible.)
® Debrief the team. Chances are slim that all goals have been reached and the run
was profit-
able. Note productivity improved, Work-In-Process inventory was greatly reduced,
and delivery
performance was 100%. Stress the impact of finished goods cost. Compare this run to
traditional manufacturers attempting to use Lean Tools only, not Lean Strategy. Ask
for
their ideas that would make even further improvements.
® Lead Facilitator - bring attention to the front
@® Review the delivery performance and financials and point out the contrasts
between all
runs.
® Reinforce the notion of Takt Time (show overhead) and point out that to match the
workload to the time available, we really needed to operate at a “rhythm” of about
8 sec-
onds per assembly.

RUN 5:

® This run will primarily teach about TAKT time and customer demand.

e Preparations

Oi available, use the timer function on a stopwatch to pace every 8 seconds.

® Make sure operators only build one part every eight seconds to visualize the time
available.
® Once the participants understand the rules, start the run.

¢ Evaluating the run and discussion

® Stop the run at 4 minutes.

® Record all the results on Financial sheet. Note the even production. (Turn in
your results
to the Lead Facilitator as quickly as possible.)

® Debrief the team. Depending on the number of participants, each team will achieve
the same
results: improved productivity, Work-In-Process inventory was greatly reduced, and
delivery per-
formance was 100%, and desired profit attained.

® Lead Facilitator - bring attention to the front

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