Production leveling in the scope of Bosch Production System

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

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.