quarta-feira, julho 26, 2017

Seru (parte II)

Parte I.
"we define a lean operations strategy as one that prioritizes minimization of use of resources through reducing variability and minimizing buffers, and a responsive operations strategy as one that prioritizes the ability to respond to demand volatility (product and quantity), which then requires buffering either with capacity or inventory.
Seru is a type of cellular manufacturing (CM).
When demand is highly volatile, however, the value of smoothing demand tends to be lower than the value of responsiveness. Similarly, streamlining the operation of an assembly line through use of the takt time is possible when what is produced does not change, but a rapidly changing product mix eliminates such productivity gains. These practices are combined with the tradition within Toyota Production System of freezing the production schedule eight weeks before production begins, which substantially reduces responsiveness. Assembly lines organized according to Toyota Production System practices can be highly efficient when demand volatility is low. As demand volatility increases, however, assembly lines lack the needed responsiveness and lose the stability that is the source of their outstanding efficiency. Seru thus begins with the transformation of assembly lines into cells. Seru cells resemble biological cellular organisms in that they can be easily constructed, modified, dismantled, and reconstructed, hence the name seru, a Japanese word for cellular organism. In contrast to the fixed cells described elsewhere in the literature, seru cells are defined by their configurability, which plays a key role in their responsiveness. These assembly cells - designed to permit orders to flow seamlessly through the factory - represent a choice to prioritize responsiveness over efficiency.
[Moi ici: O trecho que se segue é tremendo, quando eu falo de Mongo e muita gente fala de automação. Recordar: "Não acredito nestas relações simplistas" e "In principle, the production of virtually any component or assembly operation could be robotized and moved to high-wage countries—but only so long as demand is great enough, and design specifications stable enough, to justify huge scale and hundreds of millions, if not billions, in upfront investments."] When production is organized into a single assembly line, the cost of large-scale automation may be justified by efficiency gains. When demand volatility is high enough to warrant cellular manufacturing, large and costly automated equipment needs to be replaced by small, flexible, and relatively inexpensive equipment that can be duplicated as needed."
Trechos retirados de "Lessons from seru production on manufacturing competitively in a high cost environment" publicado pelo Journal of Operations Management, 49-51 (2017) 67-76.


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