MSE507 Lean Manufacturing

1. MSE507Lean Manufacturing Cellular Manufacturing One Piece Flow for Workteams Chapter 3 Basic Elements of Cell Design

2. Chapter 3 Overview • Phase 1 – Understanding the Current Conditions • Collect Product and Production Data • Document Current Layout and Flow • Time the Process • Calculate Process Capacity and Takt Time • Create Standard Work Combination Sheets • Phase 2 – Converting to a Process-Based Layout • Evaluate the Options • Plan Possible New Layouts • Move the Machines • Document the New Operating Procedures • Test to Confirm Improvement • Phase 3 – Continuously Improving the Process • Shorten Cycle Times • Shorten Changeover Times • Eliminate Product Defects • Reduce Equipment Failures • Summary

3. Converting Work Area into A Manufacturing Cell • Understanding the current conditions • Converting to a process-based layout • Continuously improving the process

4. Phase 1: Understanding the Current Conditions Helps the conversion team determine what process to convert, and a base line to measure improvement. • Collect Product Data and Production Data • Product mix (momentum parts) • Production resources (shifts, hours, employees, volume) • Document Current Layout and Flow • Process Route Analysis • Process Mapping • Time The Process • Calculate Process Capacity and Takt Time • Create Standard Work Combination Sheet

5. Phase 2: Converting to a Process-Based Layout • Collect Product Data and Production Data • Evaluate the Options • Methods • Machines • Materials • People • Plan Possible New Layouts • Layout in the process steps is the basic principle • Machines placed close together • U or C shape • Often Counterclockwise (R/H next to machine) • Move the Machines • Document the New Operating Procedures • Test to Confirm Improvement

6. Phase 3: Continuously Improving the Process • Rearranging the layout into a manufacturing cell is not really an end point - it is the beginning of continuous improvement • Look for problems that keeps the process from flowing: • Long cycle times • Product defects • Long changeover times • Equipment failures • Shorten Cycle Times • Shorten Changeover Times • Separate Internal and External Setup • Convert Internal Setup to External Setup • Streamline All Aspects of Setup • Eliminate Product Defects • Mistake proofing/Zero Quality Control (ZQC) • Reduce Equipment Failure

7. Quiz 1Circle the best answer 1. The conversion from an operation-based factory layout to cell manufacturing has the following three basic phases: A. Understanding current conditions, converting to process-based layout, and continuously improving B. Understanding current conditions, converting to operation-based layout, and continuously improving C. Learning from the past, keeping tribal knowledge, and resisting change D. Understanding future goals, converting to process steps, and documenting them 2. Phase 1 is used to: A. Convince management to spend more money for improvements B. Reduce resources needed to perform the work C. Give a baseline for measuring improvement D. Collect data so people can stay busy

8. Quiz 2Circle the best answer 3. Phase 2 is used to: A. Evaluate ways to improve methods, machines, materials, and people. B. Time the process steps of one cycle of each machine C. Measure distances travelled to perform the work D. Interview the employees to understand their problems 4. One of the actions taken in phase 3 is: A. Shorten cycle times B. Reduce headcount of employees needed C. Creation of Standard Work Combination Sheet for each operation in the process D. Creation of control charts to track attendance and performance

9. Summary • Phase 1 – Understanding the Current Conditions • Collect Product and Production Data • Document Current Layout and Flow • Time the Process • Calculate Process Capacity and Takt Time • Create Standard Work Combination Sheets • Phase 2 – Converting to a Process-Based Layout • Evaluate the Options • Plan Possible New Layouts • Move the Machines • Document the New Operating Procedures • Test to Confirm Improvement • Phase 3 – Continuously Improving the Process • Shorten Cycle Times • Shorten Changeover Times • Eliminate Product Defects • Reduce Equipment Failures

10. Questions? Comments?

11. MSE507Lean Manufacturing Cellular Manufacturing One Piece Flow for Workteams Chapter 4 Teamwork Tools for Cellular Manufacturing

12. Chapter 4 Overview • Working in Teams • Standardizing Workplace Conditions through 5S • Using Visual Management for Production Control and Safety • Performing Autonomous Maintenance Activities • Using Activity Boards and One-Point Lessons • Summary

13. Working in Teams • Success depends on teamwork • In a cell, people work together in new ways • Several operations are combined in a sequence, and the main job of the people working in the cell is to maintain a smooth flow through the operations • Work must be coordinated • A group of employees has more creative potential and energy than any person working on a problem alone

14. Standardizing Workplace Conditions through 5S • Cellular manufacturing cannot succeed in a workplace that is cluttered, disorganized or dirty • Establishing basic workplace conditions is essential in creating a manufacturing cell • The 5S system is a set of five basic principles that have names beginning with S: • Sort • Set in Order • Shine • Standardize • Sustain

15. Using Visual Management for Production Control and Safety • Visual management is an important support for cellular manufacturing • Visual management techniques express information in a way that can be understood quickly by everyone • Sharing information through visual tools helps keep production running smoothly and safely • One form of visual management in manufacturing cells is the andon system: • Individual machines or assembly stations are equipped with call lamps • If the machine breaks down or run out of parts, the operator or the machine turns on a light to call attention • Visual location indicators help keep order in the workplace • Lines, labels, and signboards • Visual information can also prevent to make mistakes • Color coding • Matching color marks

16. Performing Autonomous Maintenance Activities • Activities carried out by shopfloor teams in cooperation with maintenance staff • Element of Total Productive Maintenance (TPM) • Changes old view that operators just run machines and maintenance people just fix them • Operators learn how to clean the equipment daily and how to inspect it for trouble signs as they clean • Learn the equipment and assist with repairs • Team-based activity: work with maintenance technicians and engineer

17. Using Activity Boards and One-point Lessons • Two useful approaches for making information public • A bulletin board or wall chart • Displays information about team activities and the results achieved • Chart improvement measures such as quality rate, On Time Delivery, First Time Yield, Overtime, Takt Rate, etc. • Helps keeping track of issues to follow up in the future • A one-point lesson • An easy to read poster to teach others about a particular problem • An improvement example, or • Basic knowledge that everyone should have • Kept short and focused on one point • Often illustrated with photos or drawings

18. Quiz 1Circle the best answer 1. The main job of people working in a cell is to: A. Ensure there is always one person resting while others work B. Maintain a smooth flow through the operations C. Keep the equipment and machines in good shape D. Keep producing parts and be busy all the time 2. The 5S system is a set of five basic principles: A. Sort, Set in Order, Shine, Stabilize, Sustain B. Sort, Set in Order, Self-Control, Stabilize, Sustain C. Sort, Set in Order, Shine, Standardize, Sustain D. Sort, Set in Order, Simulate, Standardize, Sustain

19. Quiz 2Circle the best answer 3. Visual management techniques express information in a way that can be: A. Understood quickly by management B. Understood quickly by customers C. Can be understood quickly by everyone D. Can be understood quickly by only the cell employees 4. Autonomous maintenance refers to shop floor team activities: A. To help stabilize basic equipment conditions and spot problems B. To help the maintenance crew when one of them is sick C. To control what is done on the machines they have in the cell D. To give autonomy to the maintenance of each machine

20. Summary • Working in Teams • Standardizing Workplace Conditions through 5S • Using Visual Management for Production Control and Safety • Performing Autonomous Maintenance Activities • Using Activity Boards and One-Point Lessons

21. Homework Assignment • What did you learn from chapter 3 that stands out as particularly useful or interesting? • What did you learn from chapter 4 that stands out as particularly useful or interesting? • Finalize Project Presentation & Report • Complete Research Assignment Peer Review Report • Start to study for final exam

22. Questions? Comments?