Our Philosophy
Factory Logic believes that the pinnacle of the “Lean Journey” is planning, scheduling, and executing all areas in all plants according to the principles of the Toyota Production System (TPS)…and doing it in a standardized, automated manner. That is, creating level production schedules at the Pacemaker, pulling materials from upstream work centers and suppliers in-sync with consumption at the pacemaker via kanban, and using strategic inventory buffers ahead of and behind the pacemaker to insulate operation schedules from known, inevitable variability in customer demand and production performance.
Even when the underlying lean disciplines are in place (5S, Problem Solving, Kaizen, Work Standards, Production Cells, etc.), the fact is that achieving and maintaining level schedules is difficult: the algorithms to calculate a level schedule are sophisticated, the effort required to gather inputs to a leveling calculation is time consuming and can be impractical, and the ability to quickly re-calculate level schedules in response to very dynamic conditions is nearly impossible. The challenging nature of “leveling” is a primary reason for companies to lose sight of their lean vision and never achieve the true design of TPS.
How is Factory Logic Different from Traditional Lean Services?
The traditional Lean transformation approach is to start with a combination of: top-down executive sponsorship, Lean 101 training for the masses, and execution of a number of “low hanging fruit” process and discipline changes (Kaizen Events) on the shop floor. Often, this results in a “flash in the pan” or “program of the day” situation where management sees clean, organized factories with a culture of standardization, repeatability, continuous improvement, and even high quality. But, the business too often sees relatively little improvement in customer service, responsiveness to demand changes, and improved inventory performance. As a result of this approach, many “lean” plants could even be characterized as “more efficient producers of inventory that nobody really needs” because deploying the necessary tools to synchronize production with demand at all points in the value stream was not part of the transformation.
The Factory Logic approach is different in that it begins with a very
specific future state in mind – automated leveling and pull planning
and execution, continuously driving toward one-piece flow. We know
that some plants are closer to this future today than are other plants,
so we have developed a framework for any line, focused factory, or
plant to drive toward this ideal. However, every project begins with
automated leveling as the goal and operates under the following tenets:
Simplify the journey by focusing on those lean/TPS processes and
techniques that get you to the end game faster: automated leveling
and pull management processes. Start with “pilots” in
sub-segments of the factory to minimize risk, get maximum benefit
for the investment, and prove the process before extending the solution
into other areas.
Standardize the transition to lean/TPS with leveling, pull, and one-piece-flow using our Lean Execution Assessment and Needs™ (LEAN) methodology and a solution deployment methodology that we call Factory Logic Lean People, Processes, and Systems™ (LPPS).
Sustain the process improvements by delivering superior training, tools, and support to end-users: developing in-house expertise by building internal Competency Centers; and ensuring that every line, cell, and plant is a leveling showcase for other departments to see, learn, and use as the incentive for being successful in making the change themselves.
Simplify the Journey
Our approach to lean transformation is simpler than other approaches because, with the goal being to achieve automated level scheduling, pull, and one-piece flow, the focus is clear and the steps to get there are prescribed. We first assess the plant’s current capability to level production as a means to better synchronize the factory with demand. By first understanding the takt time, production cycle time, and changeover times by product family, we have an initial indication of the plant’s EPEI (Every Product Every Interval, or how frequently a given product can be produced within the capacity and changeover constraints). Next, we measure and understand the plants level of stability, repeatability, and control of all operating parameters (demand patterns, production to plan performance, cycle time attainment, changeover time, etc.). Finally, using our high-level EPEI analysis, our stability/repeatability/control findings, and our proprietary Lean Execution Assessment and Needs™ evaluation tools, we establish the plant’s readiness to implement automated leveling tools today and define needs in training, process, standardization, data, etc. activities to be addressed as part of the project before the solution is deployed.
Standardize the Transition
The Factory Logic transition approach starts with a focused initial deployment of a line, cell, or work group (i.e., pilot line) to demonstrate and prove the future state operating model, followed by rollout to other lines, focused factories, and plants using the Pilot success and deployment steps as the “model”. Our proprietary Lean Execution Assessment and Needs (LEAN)™ tools ensure that every line and department is ready to deploy the integrated Factory Logic tools for leveling the pacemaker and synchronizing production and supplier material flow.
For lines deemed to be not ready, our lean methodology prescribes the specific transformation activities that must be accomplished to ready the area for using the tools.
To guide the system configuration, integration, testing, and training activities that are necessary to successfully deploy the Factory Logic system and operate the plant, we provide the Lean People, Processes, and Systems™ (LPPS) methodology as part of our standard services delivery process. LPPS is defined by six project phases, with accompanying standard deliverables and templates, spanning Kick-Off through Go-Live, and Rollout.
Sustain the Change
Factory Logic understands that systems by themselves don’t solve
problems or make business improvements… only the proper combination
of people, processes, and effective change management will ensure the
solution is adopted and that the change is sustained. Factory Logic
has designed an approach that not only considers the end-user’s
training and support needs; it includes a comprehensive, effective
strategy to equip your deployment and rollout team members with the
tools they need to implement and sustain the change. For end-users,
Factory Logic offers a world-class suite of training programs and training
tools to ensure that the adoption is successful and that the expected
value of the system is realized. For the project team, we offer a Competency
Center Development Program to train super-users, trainers, help desk,
lean experts, and project leaders to effectively, self-sufficiently
implement, operate, and support the solution and drive the transition.
For each phase, site, and region involved in your transition to lean/TPS with automated leveling and pull execution, Factory Logic offers the full compliment of Solution Experts, Change Experts, and Lean Partners to help you through the change and achieve the benefits.
