Productivity Press
144 pages | 61 B/W Illus.
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.
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.
This book defines the role of production control and supply chain management from both a broad view and a ‘nuts-and-bolts, how-to’ perspective. The Plan for Every Part (PFEP) process will help your organization cut across the traditional silos of distribution, manufacturing, purchasing and logistics to create a transparent process that will enable you to truly supply the right part at the right time in the quantity needed.
—Mike Hoseus, Co-Author of Toyota Culture, Former General Manager, Toyota Motor Manufacturing Kentucky
Tim and Robyn have taken the PFEP to another level. Their detailed approach of applying PFEP principles to the entire supply chain will help any company eliminate waste and make progress on their lean journey.
—Earl D. Wilson, Co-Author of Making Materials Flow, President, Wilson Lean Concepts, Inc.
Robyn and Tim so humbly point out that every part has a story, and you have to listen to that story. This is a subtle, but very important point…. Plan for Every Part (PFEP) builds the foundation for supply chain excellence and if truly embraced, will lead to a sustainable competitive advantage with your customers.
—John Bohenick, Executive, Consultant, Board Director, & Former President of the Gates Corporation
A must read for any organization creating a lean enterprise by improving speed in the supply chain.
—Tribby Warfield, Gates Corporation, President, Power Transmission Division North America
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
