Seven Flows in Manufacturing - ADDVALUE - Nilesh Arora

1. “Flow Management” by Best Performing Consulting Organization AddingValueInTotality!!

2. The World of Batch-and-Queue • In traditional manufacturing, there is a tendency to run large lots, or batches. This occurs for a variety of reasons—large distances between processes, long setup times, or simply poor processes. • When the batch is transferred to the downstream process, it sits in line, the part of batch and queue. • Batching and queuing tends to drive up inventory and lead time, and creates inefficiency in an operation. It also increases the space needed for production.

3. Traditional Method

4. The World of Batch-and-Queue • What happens when you go to your doctor? • Make appointment days ahead • Arrive on time and wait in waiting room • Doctor behind schedule • Referral to a specialist • Laboratory tests • Wait for results • Treatment or medication given • Trip to pharmacy or to specialist • Hospitalization – whole new disconnected processes and waiting • What happens when you take a flight? • What happens when you build a custom home? • As the customer, you pay for all the waiting and rework

5. Evils of Batch-and-Queue • Increases work-in-process inventory • Hides inefficiencies, lost opportunities • Lengthens replenishment cycle • Creates finished good inventory • Slows customer response time • Risks obsolete products

6. Think about ways in Flow? • Line up all of the essential steps needed to get a job done • Obtain a steady, continuous flow • No wasted motions • No interruptions • No batches • No queues

7. The Ultimate Factory

8. Continuous Flow • Producing and moving one item at a time (or a small and consistent batch of items) through a series of processing steps as continuously as possible, with each step making just what is requested by the next step.It is also called the one-piece flow, single-piece flow, and make one, move one. • The intent of flow production is to increase the velocity of products and make the production cycle predictable.

9. Traditional:Batch Production (like a meandering stream with many stagnant pools, waterfalls, and eddies) FLOW:Production:Pipeline with fast-flowing water or product The right Job and it must keep moving Steady Velocity When do we get our Parts? 2 WEEKS!

10. Continuous Flow Production • Remember! • Make It Flow • Feed the Flow • Link the Flow

11. What to Flow ?.....

12. Seven Flows in Manufacturing • The flow of raw material • The flow of work-in-process • The flow of finished goods • The flow of operators • The flow of machines • The flow of information • The flow of engineering

13. Waste VSM - to identify Value in Stream Ideal Value Stream Analysis Future State One Piece Flow Standard Work Current State 6S Pull

14. Value Stream Mapping • Value stream mapping is the process of mapping the current and future status of process. • It maps both material and information flow. • This mapping is very clear and can be used as an aid to develop implementation plan for installing a lean system.

15. VSM – current state

16. VSM – Future state

17. Value Stream Mapping It helps to • Visualize flows • Identify areas of work • Create a common language for talking about the manufacturing process • Pull together lean thinking principles • Illustrate relationships between information and physical flows

18. Steps : Flow Process • Redesign layout for flow • Link operations • Balance workstation capacities • Emphasize preventive maintenance - TPM • Reduce lot sizes • Reduce setup/changeover time

19. 1. Redesign layout for flow This complicated flow becomes a much improves and simpler flow between areas that are adding value

20. 2. Link operations Cellular Manufacturing : • Manufacturing in a work cell is termed as cellular manufacturing. • A cell is a self contained manufacturing/ service unit for a family of components where all the facilities required for manufacture are placed in a convenient manner. • A work cell is a focused manufacturing unit .

21. Drive SlotMilling HoleDrilling Lube SlotMilling Blank Machining Bore Honing GearHobbing Hob Honing CNC Mill Drill Mill Dbur. Chamfer Boring GearShaver CNC Lathe Dbur. Chamfer Boring GearShaver CNC Lathe After ManualDeburring ToothChamfer Blank Machining HoleBoring Gear Shaving CNC Mill Boring Drill Honing Mill Dbur. Hob CNC Lathe Chamfer GearShaver CNC Lathe Layout change Before GearHobbing ManualDeburring ToothChamfer HoleBoring Gear Shaving In Out

22. 3. Balance workstation capacities Balancing is important in practice and must take into following in to account. • Model mix • Volume • Scheduling system • Labour • Fixed facilities • Capacities • Cycle time

23. 4. Total Productive Maintenance • TPM aims to achieve zero breakdowns & stoppages. • TPM aims to solve all the consequences of equipment problems. • TPM aims to maximise equipment effectiveness. • TPM establishes a thorough system of preventive maintenance for the equipment’s entire life span.

24. 5. Reduce Lot size JIT produces same amount in same time if setup times are lowered JIT Small Lots C A A B B B C A A B B B Time Small lots also increase flexibility to meet customer demands Large-Lot Approach C A A A A B B B B B B C Time

25. Kanban Is a “signal” that: • The signal can be a: • Card • Square / Box • Light • Electronic Signal • Racks • Shopping Carts • MRK ( Manufacturing Ready Kit) • Authorizes production • Authorizes movement • Limits inventory • Drives continuous improvement

26. Kanban System Kanban helps: • To deliver right (needed) item at the right time in the right place and required Quantity. • To sequence production by clarifying how much of a specific item must be produced and transported. • To control the location of material.

27. 6. Quick setup / changeover • Reducing setup cost ≈ reducing setup time • Setup reduction time is a prerequisite to lot size reduction • SMED (Single Minute Exchange of Dies) method • The method has proven its effectiveness in many companies by reducing changeover times (non-value added times) from hours to a less than 10 minutes

28. Continuous Flow Method

29. Summary of Benefits • Information flow and decision making enhanced • Value-added ratio improved • Reduces transportation waste • Reduces material handling • Helps to identify root causes of quality problems • Allows for equipment dedication

30. Summary of Benefits • Work flow levels are reduced and progress is visible at a glance • Work team members take ownership of full process and can help each other • Quick problem identification and feedback • Reduced Cycle Time • The ability to cross train is enhanced

31. Question ???

32. ADDVALUE Services VALUE ADDED COACHING-VAC® BUSINESS COACHING LIFE COACHING Operation Excellence Counselling Team Excellence Therapy AddingValueInTotality!! Business Excellence Astrology

33. AddValue at a glance Best Performing Consulting Organization Business Coaching Life Coaching

34. Thank You