Today’s Lean Manufacturing Challenges

–Culture Change—Leanmanufacturingisnotatechniqueoramethod,itisanentire

philosophyaboutmanufacturingthatcanbecounter-intuitive,generatingresistanceand

non-compliance.

–Deployability—Itisdifficulttodeploy/maintainleanprocessesandtechniquesacrosslarge,

dynamic,complexvaluestreams.

–Applicability—Traditionalleantechniquesweredevelopedforaspecificenvironment,

builtonassumptionsofstabilityandsimplicity.Innovationanddiscretionarerequiredto

adaptleanmethodologiestomorecomplex,dynamicenvironments.

–Responsiveness—Traditionalpullsystemsaregenerallyunresponsivetovolatiledemand.

–Mixed Mode Manufacturing—Isbecomingstandard,requiringmoreplanningsophistication

thanavailableintraditionalleanapplications.

–Diversification—Traditionalleansystemsgenerallyhandlediversityinproductmix

inefficiently,requiringinnovationandplanningautomationtoenablecompetitiveness.

–Planning—Traditionalleansystemsfocusmoreonexecutionthanplanning,makingthem

morereactiveandinefficientindynamicenvironments.Theabilitytoreplanefficientlyand

intelligentlyisakeyenablerincomplexenvironments.

Making Lean

Manufacturing Happen

–Culture Change—Doesyour

organizationunderstandand

acceptthebasictenetsoflean?

–Deployability—Canyourollout

andmaintainleanprocesses

acrossyourorganization?

–Applicability—Canyou

innovativelyapplylean

principleswithoutcompro-

misingprofitability?

–Responsiveness—Doyour

leanprocessesrespondquickly

toadynamicdemandsignal?

–Mixed Mode Planning—Can

youplanbothmake-to-stock

andconfigure/build-to-order?

–Diversification—Areyou

abletoefficientlyhandle

varietyandcomplexityin

yourproductmix?

–Assessment—Canyou

quicklydevelopalternative

plansandevaluateimpact

onkeymetrics?

If not...how can you make

lean manufacturing happen?

Figure 1

LLM Workflow

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

i2 Product Sheet

i2LeanLIfecycleManagement

Lean Lifecycle Management

�

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

i2 Product Sheet

i2LeanLIfecycleManagement

2

What is Lean Lifecycle Management?

LeanLifecycleManagementisacomprehensivesolutionspecificallydesignedtoenablelean

manufacturingdeploymentindynamic,complexsupplychains.LLMiscomprisedofdomain

expertise,aninnovativeapplicationthattightlyintegratesplanningandexecution,automating

numerousleanplanningfunctions,andindustry-specificleantraining.LLMenablesplanners,

operators,andsupervisorstocreate,evaluate,publish,andexecutepull-basedproduction

plansinchallengingproductionenvironments.

Benefits

Inventory Reduction—Typical Benefit: 15–30%

–Intelligentinventorybuffermanagement

–Supermarketkanbansizingbasedontruedemand

–Dateeffectivitytoreduceobsoletepartinventory

Supply Coordination—Typical Benefit: 10–20%

–Kanbanloopsizingbasedontruedemand

–Stablescheduletosuppliers

–Exceptionmanagementofschedule/

receiptdiscrepancies

Premium Freight Reduction—Typical Benefit: 50–75%

–Inventorycoveragesynchronizedtotruedemand

–Rapidre-planningtosynchronizesupplytodemand

–Earlywarningtomanageexceptions

Planner Productivity Improvement—Typical Benefit: 50%

–Managementbyvisibilityintoexceptions

–Rapidre-planningtosynchronizedemand

withsupply

–Scenariomanagementbycomparingvariousplans

Solution Differentiators

Level Planning and Scheduling

–Capacity/mix-leveledplanwithlotsizeand

setupoptimization

–Problemidentification,what-if,plan,andpublish

in1dashboard

Visual Interactive Execution Dashboards

–PacemakerPlanning,HeijunkaScheduling,

OperatorandSupervisorTaskList,Supplier

ReceivingDashboards

“Thereisalargeperformance

gapbetweencompanies

simplyusingLeantechniques

ontheshopfloorversusthose

thathavebuiltaculturebased

onLeanthinking.”Source: Aberdeen Group— March 2006:“The Lean Benchmark Report: Closing the Reality Gap”

Oftherespondentstoan

AberdeenGroupSurvey:

–67%useLeantechniques

sporadically

–87%haveLeanknowledge

infewindividuals

–93%relyonspreadsheets/

papersolutionstoperform

high-valuefunctions,such

aslinedesignandload

levelingproduction

Figure 2

Positioning LLM: When Does

it Make Sense?

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

i2 Product Sheet

i2LeanLIfecycleManagement

�

–Executiondatadrivingfocusedcontinuousimprovementrecommendations

–Designedforeffectiveexecution:“OneScreentoAction”

Value-Stream Control, Autonomy, and Flexibility

–Excel-likeformat,planneroverride,exception-basedworkflow

–Supportformultiplepullschemes

–Completemanagementofvaluestreammasterdata

Comprehensive Lean Deployment Methodology

–Rightmixofsupplychainandleanmanufacturingprocessandtechnologyexpertise

–Corecapabilitiestoimprovequalityofdemand,supply,allocation,andpromiseplanning

–Supplychainandshop-flooroperationsbestpractices

Key Capabilities

Role Base Dashboards—Live visibility into plans, key metrics, data

–Management—Keymetrics—historical/projected

–Pacemaker Planner—Create/publishlevelplan

–Heijunka Execution—Scheduleexecution/conformance

–Kanban Planning—Kanbanparametercalculation

–Operator—Supermarketworkcenterprioritizedjobs

–Receiving—Tracksupplierkanbanperformance

Value-Stream Data Management

–Save,retrieve,andmanageas-is

andfuturevaluestreamdata

–Continuoussynchronizationof

planningandexecutiondata

Lean System Design and Planning

–CalculateandanalyzeTakt-time,

cycletime,FGbuffers

–Calculatelevelingbuffer,forecast

errorbuffer,safetystock

–Inventorytargetsmayvaryweekly,overrideasdesired

Pacemaker Level Planning

–Createrepeatableplanineach

periodforMTS,BTO,ATOparts

–Enablesrepeatablesequencevia

attribute-basedchangeover

–Balancecapacity,targetinventory,

setupstooptimizeEPEI

Figure 3

Planning Dashboards

Figure 4

Interactive Execution

Dashboards

Onei2Place

11701LunaRoad

Dallas,Texas75234,USA

Phone1.877.926.9286

Emailinfo@i2.com

Webwww.i2.com

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

i2 Product Sheet

i2LeanLIfecycleManagement

�

–“Excel-like”usability,planneroverride,andfastre-planning

–Considerproductionoffloading,resourcebalancing,calendarswithvariabletimes,

anddateeffectivity

–Buildahead,full,andpartialoffloading

–Scenariocomparisonforwhat-ifanalysis

–Enablescollaborativereviewandpublishingofplan

Pacemaker Heijunka scheduling and execution

–Real-timeHeijunkaboardenablesoperatorexecutionworkflow

–Scheduleinstandardpackquantitiesacrosspaceintervals

–Monitorpitchattainmentbycomparingplanvs.actual

–Escalationlevelstoreportmissedpitches

–Enablesplanattainmentdisciplinevianon-compliancecodes

–Suggestskaizenviahistoricalproductionnon-compliancedata

–Sort/aggregatebypartnumber,familiesset-uppreference

Kanban Planning

–Dynamicupdateofkanbandaysofcovervalues

–Supportsfixedtime/variablequantity,variabletime/fixedquantity

–Visual,exceptionreportingexposesloopsneedingattention

Kanban Management and Execution

–Supportskanban,CONWIP,andPOLCAsignalingtechniques

–OperatorDBshowspriorities,production/materialauthorizations

–Report/trackjobcompletionstatus

–Tracksupplierkanban:open,in-transit,in-stock,andconsumed

–Editloopsizes,add/removesupermarketkanban

Alerts and Exceptions

–Inventoryalerts:stock-out,under/overtarget

–Pulllooptoleranceexceptionviaopenloopthresholdvalues

–Takttimevs.cycletimeandcapacityviolation

–Pacemaker/supplyingoperationscapacityutilization

–Kanbantoleranceparametersforsupermarkets

Metrics and Analytics

–ComparescurrentandpastschedulesandKPIs

–Providesreal-timeleanmetricstodriveKaizen

i2andi2Technologiesareregisteredtrademarksofi2TechnologiesUS,Inc.Allothercompanynamesaretrademarksoftheirrespectiveowners.©Copyright2008i2TechnologiesUS,Inc.PrintedintheUnitedStatesofAmerica.PDS-7430(02/08)