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Yamaha Assessment Plant #2 – Assembly Line

Yamaha Assessment Plant #2 – Assembly Line. September 15 – 23, 2005. The value to our client:. Knowledge Transfer Change agent to infuse a lean culture to achieve GREAT results!. Goals. Quickly identify opportunities to reduce non-value added activities on the assembly line.

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Yamaha Assessment Plant #2 – Assembly Line

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  1. Yamaha AssessmentPlant #2 – Assembly Line September 15 – 23, 2005

  2. The value to our client: • Knowledge Transfer • Change agent to infuse a lean culture to achieve GREAT results!

  3. Goals • Quickly identify opportunities to reduce non-value added activities on the assembly line. • Validate assembly line issues through qualitative and quantitative information. • Develop current state and future state maps. • Create an approach to improve line balance.

  4. Time Studies (Quick) • Measure of cycle times that captured all activities (NVA and VA). • Detailed Rhino Observations • Sampling of Golf Cart • Did not include waiting time

  5. Line Balance ObservationsTakt vs. Pitch Takt Time in November = 1.43 Pitch = 1.35 Takt Time in March = 1.33

  6. Line Balance ObservationsTakt vs. Pitch Takt Time in November = 1.43 Pitch = 1.35 Takt Time in March = 1.33

  7. Line Balance ObservationsTakt vs. Pitch Takt Time in November = 1.43 Pitch = 1.35 Takt Time in March = 1.33

  8. Line Balance ObservationsTakt vs. Pitch Takt Time in November = 1.43 Pitch = 1.35 Takt Time in March = 1.33

  9. Line Balance ObservationsTakt vs. Pitch Takt Time in November = 1.43 Pitch = 1.35 Takt Time in March = 1.33

  10. Line Balance ObservationsTakt vs. Pitch Takt Time in November = 1.43 Pitch = 1.35 Takt Time in March = 1.33

  11. Current State – Plant #2 Assembly

  12. Short Term Future State – Plant #2 Assembly

  13. Concept: • Weld, Paint, Assy to operate on two shift operation • Level Load (1-5unit) run sizes to minimize WIP & to maintain ‘std’ employee level for assy. line

  14. Next Steps • Line Balancing Kaizen Events • Total 11 projects (sections within zones) • 3 - 5 day events with a cross functional team dedicated for the week to improve a specific area. • Projects would include: • Detail time studies of NVA & VA activities per operator • Waste Reduction • 5S • Quality Improvements • New line balance work content for Rhino • Standard operating procedures

  15. Line Balance Kaizen Team • 2-3 Operators • Supervisor • ME • Quality • Material Handler • Support Staff

  16. Project Week

  17. Recommendations • Create a Business Unit organizational structure for plant #2. • Develop a Lean Strategy for Plant #2 • Select a Lean Champion to help lead and sustain improvements. • Kaizen events that involve employees to improve work area, reduce WASTE and sustain improvements. • Ergonomic Study

  18. Thank You to Plant #2!

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