Turbo Flow: Using Plan for Every (PFEP) to Turbo Charge Your Supply Chain

Overview

A Plan for Every Part (PFEP) is all about determining the right part at the right time, in the quantity needed. Turbo Flow: Using Plan for Every Part (PFEP) to Turbo Charge Your Supply Chain explains how to take this detailed inventory plan from the manufacturing arena and apply it to boost performance and cost efficiencies in your supply chain. It explains how to use PFEP to improve management of your raw materials, WIP, and finished goods inventories.

Tapping into two decades ...

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Overview

A Plan for Every Part (PFEP) is all about determining the right part at the right time, in the quantity needed. Turbo Flow: Using Plan for Every Part (PFEP) to Turbo Charge Your Supply Chain explains how to take this detailed inventory plan from the manufacturing arena and apply it to boost performance and cost efficiencies in your supply chain. It explains how to use PFEP to improve management of your raw materials, WIP, and finished goods inventories.

Tapping into two decades of combined experience at Toyota Motor Manufacturing, the authors explains how to use PFEP to determine how much you need to build, the proper frequency for deliveries, how often you need to pick up from suppliers, and how much inventory you require.

  • Presents an overview of PFEP for finished goods
  • Discusses internal route planning and design using PFEP data
  • Details external logistics and synchronization of manufacturing, logistics, and inventory cycles

For those willing to fundamentally change the way they do business, this book will light the path to more efficient and profitable supply chain management.

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Product Details

  • ISBN-13: 9781439820674
  • Publisher: Taylor & Francis
  • Publication date: 11/12/2010
  • Pages: 144
  • Sales rank: 1,119,986
  • Product dimensions: 7.00 (w) x 9.90 (h) x 0.60 (d)

Meet the Author

Tim Conrad serves as Director of Operational Excellence for Gates Corporation, one of the world’s leading manufacturers of industrial and automotive products, systems, and components, and a subsidiary of Tomkins PLC, a world-class global engineering and manufacturing group. Conrad oversees projects that link Gates Corporation’s manufacturing plants and distribution centers with key customers.

Conrad served previously from September 2004 to August 2007 as Lean Implementation Manager of Gates World Wide Power Transmission operations. Prior to that Conrad spent nine years with Toyota Motor Manufacturing Kentucky, located in Georgetown, Kentucky. At Toyota, Conrad held positions in production planning, materials, and internal and external logistics.

Conrad holds a bachelor’s degree from Northwood University in Midland, Michigan, and a master’s in business administration with a specialty in international management from the University of Maryland.

Robyn Rooks is founder and president of MPnL Solutions, Inc., and has been helping companies in the United States, Canada, Mexico and Europe for the past 10 years to develop and implement Lean production systems with great success. He has created a culture change within nonunion and union organizations by working with management and the shop floor. He emphasizes building a “doing it with you” not a “doing it to you” culture.

Rooks started his Lean career in 1988 at Toyota Motor Manufacturing, Inc. (TMMK) in Georgetown, Kentucky, where he was one of the original 1,700 employees hired to start the facility. Rooks spent two years on the production floor learning the material flow of TPS. He spent six years in the pilot “new model prototype” organization designing inter-departmental, external and internal assembly route delivery systems and balancing work content, writing standard work, designing supermarket layouts, setting kanban standards, ensuring flow and performing packaging approvals for new models.

Rooks spent four years in the production control and conveyance department, as a specialist, where he performed monthly planning for overseas suppliers, was North American engineering change implementation coordinator, was build-out and start-up coordinator, and as a North American parts ordering specialist was responsible for ordering components for the assembly lines. Rooks worked directly with suppliers to develop a Lean environmentto support the needs of TMMK.

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Table of Contents

Toyota Practiced Lean before It Was Called "Lean"
Origins of a New Idea
Improving on the New Paradigm
Moving on Toward PFEP

Understanding Plan for Every Part
Inventory Buffers Explained
Understanding Waste
What Should I Build Today?
How Much Inventory Do I Need?
When and Where Do I Need the Inventory?

Management of PFEP
Who Owns the PFEP?
Every Part
Breaking Down the "Every"
The Toyota Cost Reduction Model
Ownership of the PFEP
What Do I Need to Build What I Need?
Takt Time
Takt Time Calculation Example
The Role of the Supplier
What Do Suppliers Need?
Understanding the Bill of Material to Populate the PFEP

Managing Loops
Value Stream Mapping
ABCs of the Part Number
Life Cycle Code
The Right Quantity—Daily Usage Rate
Why Do I Need All This Stuff?

Finished Goods Planning
Manufacturing Planning Time
Manufacturing Frequency
Transportation Time
Put-Away Time
Buffer (Safety)
Supply Chain Cycle Time

Using PFEP for Internal Planning
Internal Route Planning
Layout
Coupled versus Decoupled Delivery Routes
Address System
A Pull-Card Market
Rules for Supermarket and Usage Point Flow Racks
Call Market
Receiving/Shipping Address System
Other Areas
Safety First—If It Is Not Safe, Do Not Do It!

Delivering Parts to the Operators’ Fingertips
Small Part Delivery (Known Time—Unknown Quantity)
Kanban Calculation Examples
Understanding the Breakdown of the Product Mix
Planning at the Cell Level
Delivering the Parts to the Cell
Calculating Delivery Frequency
Calculating the Number of Kanban Delivered
Making Your Routes More Efficient
Call Part Delivery (Known Quantity—Unknown Time)
Sequence Part Delivery (Known Time—Unknown Quantity)

Planning: Supporting Processes
Modeling Our Scheduling Process
Just-in-Time Scheduling
True Assembly-Based Production
Batch-Supporting Process
The Role of Production Control
Budgeting

Supply Chain Complexity
Supply Chain Integration
Inventory Impact
Logistics Cost
Other Supply Chain Considerations

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