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Process engineering

Process engineering. TAKT vs CYCLE. Objectives. Satisfy the customer schedules Maintain company reputation Improve productivity Apply lean initiatives Reduce manufacturing costs Improve house keeping Meet OHS requirements Reduce WIP Better utilisation of machinery Improved QA.

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Process engineering

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  1. Process engineering TAKT vs CYCLE

  2. Objectives • Satisfy the customer schedules • Maintain company reputation • Improve productivity • Apply lean initiatives • Reduce manufacturing costs • Improve house keeping • Meet OHS requirements • Reduce WIP • Better utilisation of machinery • Improved QA

  3. Balancing the sequence Balancing the manufacturing sequence allows production to flow smoothly and improves manufacturing performance. Balancing the manufacturing sequence reduces: • the amount of work in progress (WIP) • storage of parts • time wasting • QA issues • OHS.

  4. Sequencing Based on the TAKT time calculations we need to produce 60 cars per hour. To achieve a specified rate of production the sequencing for machine and man time needs to be balanced across all process steps.

  5. Process flow Units per hour 60 45 40 90 The flow of work from one machine operation to the next affects production quantities. In this example: • OP10 is producing 15 units more per hour • OP20 is not producing at the same rate as OP10 • Note there is no inspection requirement on a roughing operation.

  6. Capacity Units per hour 60 45 The capacity of: • OP10 is 60 units per hour • OP20 is 45 units per hour Total production is reduced to 45 units per hour. Work in progress is increasing by 15 units per hour. • 1 day = 120 units WIP • 5 days = 600 units WIP xxxxx xxxxxxxxxx xxxxx xxxxxxxxxx xxxxx xxxxxxxxxx xxxxx xxxxxxxxxx xxxxx xxxxxxxxxx xxxxx xxxxxxxxxx xxxxx xxxxxxxxxx xxxxx xxxxxxxxxx

  7. Assessing the process Units per hour 60 45 Balance is achieved by identifying and assessing the sequence of process steps, to meet the demand of the TAKT time. Improvements to the sequence can include: • modifying process steps • moving process steps • redistributing process steps to other machines.

  8. Assessing change to process Changes and modifications need to be assessed to identify how the manufacturing process may be affected. Cost, availability or time can effect the final solution. For example: • A fixtures ability to take extra load • Operator time • PFMEA/QA risk through changes • Costs.

  9. Process sequence Units per hour 60 45 90 One solution for balancing this manufacturing sequence is to move some sequence steps from OP20 to OP30.

  10. Modifying the sequence Units per hour 60 60 60 One step is moved from OP20 to OP30 = 20 seconds. • Now each of the three operations are balanced to operate in 60 second cycles.

  11. Process cycle times Units per hour 60 60 40 60 The capacity of: • OP10 is 60 units per hour – cycle time 60 secs • OP20 is 60 units per hour – cycle time 60 secs • OP30 is 60 units per hour – cycle time 60 secs • OP40 is 40 units per hour – cycle time 90 secs

  12. Introduce new OP Units per hour 60 60 60 60 60 • 30 seconds of the sequence is moved from OP40 to thenewly created OP50. A manual machine will incur time penalties ie. 50 seconds. • OP50 is placed beside OP10 operator due to available operator idle time.

  13. Summary • TAKT time calculations to meet customer needs. • Identify equipment that cannot achieve TAKT time. • Identify the equipment sequence and activity. • Relocate equipment to meet TAKT time. • Use PFMEA to assess risk. • Introduced new OP. • Outcome achieved by balancing line. • Manufacturing supports customer needs.

  14. End

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