Manufacturing/Office Cells

1
Chapter 7

• Manufacturing/Office Cells

2
Cellular Layout

• Comprises a group of equipment or desks, usually
  laid out in a U shape.
• Dedicated to the complete production of a family
  of similar products or parts.
• Produce products one at a time.
• Start with raw material and end with a finished
  product.
• One Piece Flow Production

3
Current Process-Oriented (Department
Specialization)

• Problems
• Defects not detected until inspection
• Could take months to traverse the department
• Raw and WIP inventory on the floor occupied 25
  of the available manufacturing space.
• These problems then created others
• I.D. of the root cause of defects difficult
• Scheduling the Assembly Department impossible
• Long lead times, missed delivery schedules.

4
Benefits of Cells

• Cells and One Piece Flow Production provide
  benefits that drastically reduce
• Product defects
• Lead times
• WIP finished goods inventory
• Required business space
• Information/material handling
• While improving
• Company-wide productivity teamwork
• Company capacity flexibility

5
Empowerment

• With cells, the team will experience develop
• Improved communication and teamwork
• An understanding of the entire process from raw
  material to the finished product.
• An opportunity to meet discuss issues with
  customers
• An environment of greater control in how the cell
  is run
• Higher job satisfaction through increased job
  responsibility, ownership, and variety.

6
Cell Prerequisites

• Product Families
• Repetitive manufacturing/office processes
• Small, dedicated, moveable equipment
• Flexible, cross-trainable associates
• Additional manufacturing/equipment/machine
  capacity

7
Summary

• Manufacturing cells are powerful tools in
  improving
• Productivity
• Team empowerment business ownership
• Customer deliveries product lead times
• Product quality
• Available manufacturing space

8
Cellular ManufacturingPart I

• Outcomes
• Describe how to create flow
• Examine the features of a manufacturing cell

9
Lean Implementation

• The five steps of Lean Implementation
• Specify value
• Map the value stream
• Create flow
• Pull
• Pursue perfection

10
Lean Implementation
11
Individual vs. System Efficiency
12
Cellular Manufacturing Characteristics

1. Production paced to takt time
2. Machines in order of processes
3. Small and inexpensive equipment
4. Multi-process-handling workers

13
Five Step Cell Design Process

1. Group products
2. Establish takt time
3. Review work sequence
4. Combine work to balance process
5. Design the layout

14
Establishing Takt Time

• Net available time includes planned downtime
• Breaks, lunch, clean-up time, team meetings, TPM
• It does not include
• Material outages, breakdowns, tardiness,
  changeovers
• Takt time is used to synchronize pace of
  production with pace of sales

15
Takt Time Calculation

16
Takt Time Calculation
17
Takt Time

• Can only be changed if the available time or
  customer demand changes
• Must be re-calculated on a regular basis
• Drives staffing decisions cell layout
• Should not be adjusted to accommodate system
  problems
• Pace the process to a planned cycle time to
  accommodate system problems

18
Planned Cycle Time

• Cycle time calculated with factors that affect
  overall production
• Do not plan for waste

19
Review Work Sequence

• Current layout and material flow
• Observe work sequence of tasks each worker
  performs
• Collect current cycle times
• Identify value-added versus non-value-added
  elements
• Eliminate non-value-added elements

20
Material Flow
21
Current Work Sequence
22
Summary, Part I

• Group products
• Measure demands by establishing takt time
• Review work sequence

23
Cellular ManufacturingPart II

• Outcomes
• Discuss combining work to balance process
• Examine how to design cell layout

24
Time Observation Form

• Three types of Cycle Time
• Machine Cycle Time
• Time it takes for a machine to produce one unit,
  including the time taken to load and unload
• Machine Automatic Time
• The time it takes for a machine to produce one
  unit, exclusive of loading and unloading
• Operator Cycle Time
• The time it takes for a person to complete a
  predetermined sequence of operations, inclusive
  of loading and unloading exclusive of time spent
  waiting

25
Time Observation Form
26
Identifying Non Value-Add Waste

• Things not to include
• Walking
• Out-of-cycle work for operators
• Wait time for machines to cycle
• Time taken to remove finished parts where
  automatic ejection could be introduced

27
5 Step Cell Design Process
28
5 Step Cell Design Process
29
Design Cell Layout

• Physical location of machines should correspond
  to work sequence
• U-shaped designs are most efficient
• Movement should flow counterclockwise
• Benefits
• Improves flow
• Reduces inventory build-up

30
Guidelines

• Machines
• Use small dedicated equipment
• Introduce auto-eject
• Install one-touch automation
• Use sensors to signal abnormal conditions
• Design in maintainability
• Materials Management
• Keep parts near point of use
• Limit materials at machine to two-hour supply
• Use Kanban to regulate parts replenishment
• Use gravity to move parts and materials
• Use alternative methods to re-stock parts
• Dedicated location for stock
• Standardize amount on each shelf

31
Guidelines forWorkstation and Tools

• Eliminate spaces and surfaces where inventory can
  accumulate
• Bench height conducive to work being performed
  and operator
• Adequate lighting to perform task
• Minimize travel distance between operations
• Place fixtures and hand tools in order of use
• Install flexible utility drops to make layout
  adjustments easier
• Combined usage tools are recommended when more
  than one tool is required

32
Guidelines for Human Movement

• Minimize amount of motion
• Avoid sharp turns
• Standing position promotes flexibility
• Make movement instinctual
• Design movements to follow a rhythm
• Address ergonomic issues

33
Signal Kanban System
34
SummaryPart II

• Create flow through waste elimination
• Pace production to Takt time
• Utilize one-piece flow production
• Arrange machines in order of processes
• Small and inexpensive equipment
• U-shaped work flow, counterclockwise
• Multi-process-handling workers
• Ergonomically correct operations
• Standardized work
• Source inspection

35
Quick Response Manufacturing

• Outcomes
• Define quick response manufacturing(QRM)
• Discuss QRMs origins and concepts
• Examine ways to leverage QRM along with the body
  of knowledge

36
Quick Response Manufacturing

• Definition
• A strategy to cut lead times in all phases
• Developed by Rajan Suri
• Four Core Concepts
• The Power of Time
• Organizational Structure
• Understanding and Exploiting System Dynamics
• Enterprise-wide, Unified Strategy

37
QRM The Power of Time

• Lead time is key
• Three different types
• External lead time
• Internal lead time
• Supplier lead time
• Time drives most business decisions

38
QRM Organizational Structure

• Most effective for operations that make
• A large number of product specifications with low
  volume and highly variable demand
• Highly engineered products in small batches
• Challenges paradigm of focusing on cost and
  economies of scale
• Addresses People Side of operation by
• Moving toward cellular, flow production
• Cell-based teams owning the process
• Emphasizing cross-training
• Continually reducing process cycle time

39
Dynamics Unified Strategies

• Understanding System Dynamics
• Dynamics
• Result from interactions of various factors
• Interactions
• The effect of everything on everything else
• Enterprise-wide, Unified Strategies include
• Integration with other initiatives
• Materials Management planning of production
• Work control systems
• Supply chain management
• Support operations

40
Things Affecting Time

• Lean Six Sigma
• Continually attacks the sources of waste and
  reduces time in a process
• Promotes the idea of understanding and managing
  time
• Lean tools to minimize time in a process
• Kaizen
• Process mapping, SIPOC and value Stream Mapping
• Pull Systems
• Setup Reduction (SMED)
• Design for Six Sigma
• Takt time

41
Changing Organizational Structure

• The people own the process
• One-piece flow, Synchronized/Continuous Flow
• Rationalization of Process, Product and Design
• Learning organization
• Lean metrics
• Quality-at-the-source
• Team building and empowerment
• Versatility Matrix
• 5S

42
Unifying the Enterprise-wide Strategy

• Everything is linked to everything else
• Hoshin planning and policy deployment
• Design for manufacturing, assembly, maintenance,
  and quality
• Project Management
• Value Stream Mapping
• Balanced Score Card

43
Summary

• QRM is a focused approach to cut lead times in
  all phases of manufacturing and office operations
• Four core Concepts
• The Power of Time
• Organizational Structure
• Understanding and Exploiting System Dynamics
• Enterprise-wide, Unified Strategy