Implementing Heijunka usually includes the implementation of production leveling and the implementation of a kanban pull system. This process, in the scope of the Bosch Production System, will be part of the following thesis. After a short introduction of the Robert Bosch GmbH and particularly of Bosch in China in chapter two, a theoretical part will follow in chapter three. In this paragraph the author of this thesis wants to introduce some basic elements and core principles about the Toyota- and the Bosch Production System. Moreover, some production control methods will be explained.
Chapter four, the practical and main part of this thesis, is devoted to the whole Heijunka implementation process in the respective plant of Bosch, Wujin plant. At the beginning, the current state of the value stream and the target state of the value stream are compared with each other. The next step will cover the preparations and finally the selection of a suitable value stream. The supermarket calculation and future steps are also included in chapter four. However, chapter four also contains some theoretical explanations to provide a bigger picture and to link theory to the practical implementation.
Finally, the author will move to the last chapter of this thesis, which shall deal with a short review of this project.
Table of Contents
1 Introduction
2 Robert Bosch GmbH and Bosch in China
2.1 Bosch in China
2.2 The Chinese market, BRIC countries and other rising countries
2.3 Bosch’s five locals
3 Theoretical Part
3.1 Classification into Business Administration
3.2 Toyota Production System
3.2.1 Milestones of TPS
3.2.2 Pillars of the Toyota Production System
3.2.3 Muda, Mura and Muri: The 3M principle
3.2.4 Production planning and production control with Heijunka
3.3 Bosch Production System
3.4 Production control
3.4.1 Central versus local control
3.4.2 Order Entry
3.4.2.1 Planning and controlling with cumulative figures
3.4.2.2 MRP and MRP II
3.4.2.3 Kanban
3.4.3 Order release
3.5 Implementation of Heijunka
3.6 One-piece-flow
4 Practical Part
4.1 Current state of the SB12 value stream
4.2 Target state of the SB12 value stream
4.3 Prerequisites for applying leveling and process of choosing value stream
4.4 Different levels of leveling
4.4.1 Current state of SB12 value stream
4.4.2 Level 1 leveling: Push leveling
4.4.3 Level 2 leveling: 1-loop leveling
4.4.4 Level 3 leveling: 2-loop leveling
4.4.5 Level 4 leveling: Just-in-sequence
4.5 Preoperational steps
4.5.1 Classification into high runners and exotics
4.5.2 Overall Equipment Effectiveness
4.5.3 Required capacity
4.5.4 Available capacity
4.5.5 Determination of planning intervals
4.5.6 Customer analysis
4.5.7 Leveling pattern
4.5.8 Lot size, numbers per kanban and packing unit
4.6 Calculation of Kanban controlled loops
4.6.1 Replenishment time coverage (RE)
4.6.2 Production lot size (LO)
4.6.3 Demand peaks (WI)
4.6.4 Safety stock (SA)
4.7 Leveling board and production planning with the board
5 Conclusion
5.1 Accomplishments and next steps
5.2 Summary
Objectives and Research Themes
The primary objective of this thesis is to implement a lean production leveling concept (Heijunka) within the Bosch Production System for the SB12 hydraulic block value stream at the Wujin plant in China, aiming to reconcile fluctuating customer demand with stable, efficient production.
- Analysis of current production inefficiencies and fluctuations (bullwhip effect) in the SB12 value stream.
- Application of Toyota-based lean principles to optimize material flow and production control.
- Calculation of specific supermarket levels and Kanban loops to achieve stable production cycles.
- Standardization of production planning processes through a dedicated leveling board.
Excerpt from the Book
3.4.2.3 Kanban
Kanban is part of the TPS. Kanban (English: signboard) is a method for production scheduling. It was developed by Toyota in the 1950’s in order to easily control decentralized material flow. Downstream stations only receive material when material is needed (Syska, 2006, p. 68).
A single kanban itself is a simple visual signal in order to initiate a process. In the following there will be described a kanban system which is responsible for replenishment in the production. Single kanbans are part of the kanban system, as mentioned before.
Conventional production planning and production control usually consumes much effort as well as many resources in order to plan and control manufacturing and assembly. Typically there are complex software solutions in place in order to be able to manage the production (Geiger & Hering, 2002, p. 11). Kanban is an independent control loop which does not need control from a central authority or system. These control loops exist between supplier and consumer. The material flow goes from supplier to consumer whereas the information flow takes place the other way round, from consumer to supplier (Geiger & Hering, 2002, p. 13). This is what is called pull system.
According to Taiichi Ohno, “kanban is the basis for just-in-time production and the Toyota Production System is the production method, kanban is the method by which it is managed” (Ohno, Kellogg School of Management, Northwestern University, 1978).
Summary of Chapters
1 Introduction: Provides an overview of global automotive competition, the importance of lean production, and the specific focus on Bosch and the Wujin plant.
2 Robert Bosch GmbH and Bosch in China: Outlines the history, corporate structure, and the strategic importance of localizing production within China.
3 Theoretical Part: Establishes the foundational knowledge regarding the Toyota Production System, the Bosch Production System, and various production control methodologies.
4 Practical Part: Details the actual implementation of the leveling project at the Wujin plant, including current state analysis, target state definition, and the calculation of Kanban and supermarket parameters.
5 Conclusion: Reflects on the project results, summarizes achieved improvements, and suggests potential future steps for the SB12 value stream.
Keywords
Bosch Production System, Toyota Production System, Heijunka, Kanban, Leveling, Pull System, Lean Production, SB12, Wujin Plant, Supply Chain, Production Control, Supermarket, Replenishment, Just-in-Time, Bullwhip Effect
Frequently Asked Questions
What is the core focus of this thesis?
The thesis focuses on implementing a production leveling system, known as Heijunka, within the Bosch Production System to improve efficiency and flexibility at the Bosch Wujin plant in China.
What are the primary themes covered in this work?
The study covers lean manufacturing principles, production control methods, supply chain stabilization, and the practical application of Kanban systems and supermarket buffers.
What is the main research objective?
The goal is to transition from a push-based production system to a stable, pull-based leveling system to reduce inventory and better manage demand fluctuations in the SB12 hydraulic block value stream.
Which scientific methodology is utilized?
The research combines theoretical analysis of Lean Production and the Toyota Production System with a practical case study approach, utilizing specific mathematical formulas for Kanban calculations and demand analysis.
What does the practical section address?
The practical part describes the complete implementation process: analyzing the current state, defining the target state, selecting the appropriate value stream, and designing the leveling board and Kanban-controlled loops.
How is this research characterized by keywords?
The work is characterized by terms such as Heijunka, Kanban, pull systems, Bosch Production System, supply chain optimization, and production leveling.
Why was the SB12 value stream selected for this project?
The SB12 value stream was selected because it is a key hydraulic block product with manageable part varieties, stable demand outlooks, and clear potential for improvement via the ABC/XYZ analysis classification.
What role does the leveling board play in the plant?
The leveling board serves as a visual control tool that displays the production schedule, manages Kanban cards, identifies backlogs, and helps shift leaders monitor real-time adherence to the production plan.
- Quote paper
- Johannes Köck (Author), 2013, Production leveling in the scope of Bosch Production System, Munich, GRIN Verlag, https://www.grin.com/document/377822
