Line Balance

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Line Balance

• Training Pack

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Course agenda

• Introduction What is line balancing?
• Where do we use line balancing?
• Example
• Line Balance A simple example
• Pre-requisites for line balancing
• The benefits of the pre-requisites
• Method
• Visual management
• Summary - flowchart

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Introduction What is line balancing?
What is Line balancing?
Everyone is doing the same amount of work
Doing the same amount of work to customer
requirement
Variation is smoothed
No one overburdened
No one waiting
Everyone working together in a BALANCED fashion
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Example Line Balance Chart
This is a VISUAL production tool that enables the
planning and organisation of individual, TIMED
items of work to create the foundation for a
balanced production line.
It is used as a tool to continuously drive out
waste from operations and processes and it is
also a valuable tool in implementing changes in
customer demand,
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Line Balance Simple Example
25 mins
5 mins
15 mins
10 mins
1
2
3
4
This operator must WAIT for operator 2
This operator must WAIT for operator 3
Constraint Overburden
25
20
15
mins
10
5
1
2
3
4
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Line Balance Simple Example
Minimises the 7 wastes
Reduces Variation
Avoids overburden
Promotes one-piece FLOW
15 mins
15 mins
10 mins
15 mins
1
2
3
4
Redistribute the work
25
20
15
10
5
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Pre-requisites to line balancing
Calculate Takt
Understand the drumbeat of the CUSTOMER
Achieve CONSISTENCY in operations Enabling us
to achieve our customers requirements by
managing our production effectively Variation
in our operations demands more human intervention
which, increases the risk of HUMAN ERROR
Standardise
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Takt Time
Takt is a German word
It describes the metronome
It is the principal that all activity within a
business is synchronised by a pulse, set by the
customer demand
Takt total time available
total customer demand
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Takt time
Customer demand 10 units / month Total time
available 20 days Drumbeat 1 part every 2
days
Takt total time available total
customer demand
Each process needs to complete one unit every 2
days
Every 2 days
Every 2 days
Every 2 days
Every 2 days
Every 2 days
Process 1
Process 2
Process 3
Customer
Process 4
Process 5
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Standardise
Standard work layout
Operation sequence
From
Cell/ Area
To
Description Part No.
Capture the layout
PPE MUST BE WORN AT ALL TIMES
Scale
stores
Indicate how the work flows
Highlight key information
Quality check
Safety precaution
Std in process stock
Qty of SIPS
Takt Time
Cycle time
6
Name / position
Date
Name / position
Date
Name / position
Date
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Standardise
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The benefits of the pre-requisites
What do you think are the benefits?
Takt time
Standard Operations
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The benefits of the pre-requisites

• Takt time maximises the productivity due to
• Easily managed processes
• Output of each process matches customer demand
• Standard Operations provide
• Capable and repeatable processes
• Process control at source
• Improves accuracy of planning
• Better adherence to plans
• A platform from which continuous improvement can
  be made
• Reduced costs
• Improved quality
• Basis for training

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Method - capture current state
Calculate TAKT
Customer demand 19 units a month
Time available 20 days a month
TAKT 25 hrs
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Method - capture current state
Calculate TAKT

• Why video?
• Used to visually record activity
• - Accurate method of recording
• - Irrefutable and unambiguous
• - Modern approach to establishing method

Time the process

1. Capture a representative sample of the process

• Review the video with the operators present

1. Break down the elements of work and record a
   time for each one

1. Identify which of the elements are Value-added
   and which are non-value added

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Method capture current state

• The operators cycle is broken down into elements
• These elements are put into three main
  categories, these being
• Working (man or machine)
• Walking
• Waiting

Calculate Takt time
Time the process
Break down the work elements
g
16 of 43
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Method - capture current state
Constraint customer demand not being met
Draw current state Line Balance
Calculate total work content (stacked time)
15 30 17 62 hrs
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Method - capture current state
Or alternatively ..
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Method - capture current state
Calculate TAKT

• Lay all the post its out in sequence so that
  all of the processes are visible
• Draw on the TAKT line (or use string)

3
2
2
1
1
10hrs
5hrs
Time the process
Break down the work elements
Draw current state Line Balance
TAKT
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Method - capture current state
Target Manpower Total Work Content
Takt time
Calculate Takt time
Time the process
Break down the work elements
Draw current state Line Balance
Calculate target manpower
2.48 3 operators
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Method capture current state
Calculate Takt time
Time the process
Break down the work elements
Draw current state Line Balance
Calculate target manpower
Line Balance Ratio 62 hrs
X 100
69
(3 x 30)
Calculate Line Balance Ratio Efficiency
What could be achieved without reducing waste and
still meeting TAKT simply REBALANCING!!
Line Balance Efficiency 62 hrs
X 100
83
(3 x 25)
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Method balance to TAKT
Target 83 Efficiency
example
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Method balance to TAKT

1. Identify the elements of work that exceed TAKT

Balance to TAKT
Reduce Non Value Added and eliminate waste
Re-allocate work re-balance
Update calculations

1. Refer to Standard Work Combination table

Can this be improved?
Yes
No
No
Complete work instruction (standardise)
implement

1. Identify where work can be re-allocated

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Method balance to TAKT
Or alternatively

1. Refer to the post it notes on the wall

1. Use magnetic strips to signify the post it
   notes (elements of time)

1. Using the experience of the team leaders/
   operators, invite them to rebalance the work to
   below TAKT

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Method Identify value added and non-value added
time
What is Value added and non-value added time?
And dont forget !!
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Method Identify value added and non-value added
time

• Traditional Focus
• Work Longer-Harder-Faster
• Add People or Equipment

• Lean Manufacturing
• Improve the Value Stream to Eliminate Waste

Value Added
Waste
LEAD TIME
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Method reduce non-value added time and
eliminate waste
So, identify the category of work on the standard
work combination table
Balance to TAKT
Reduce Non Value Added and eliminate waste
Re-allocate work re-balance
Update calculations
Can this be improved?
Yes
No
No
Complete work instruction (standardise)
implement
27 of 43
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Method balance to TAKT
Or alternatively
Balance to TAKT
Reduce Non Value Added and eliminate waste
Re-allocate work re-balance
Update calculations

• Detail each process step (on format above)
• Indicate whether the work is
• Wait
• Walk
• Work

Can this be improved?
Yes
No
No
Complete work instruction (standardise)
implement
Now you can split the operations on the board
into elements of Value added and non value added
work
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Method reduce non-value added time and
eliminate waste
Highlight the Value added and the non-value added
work elements on the line balance board
Takt (25 hrs)
Use red strips to signify non-value added work
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Method - reduce non-value added time and
eliminate waste
30
Takt (25 hrs)
25
20
15
10
5
1
2
3

• Reduce the NVA activity by applying waste removal
  tools (changeover reduction, 5C, process mapping
  etc)

Attack the red, redistribute the green !!
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Method re-allocate re-balance
Balance to TAKT
30
Takt (25 hrs)
Reduce Non Value Added and eliminate waste
25
20
15
10
5
Re-allocate work re-balance
1
2
3
Update calculations
Operator freed up for other process or
improvement team
Can this be improved?
Yes
No
No
Complete work instruction (standardise)
implement
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Method - update the calculations
Balance to TAKT
Reduce Non Value Added and eliminate waste
30
Takt (25 hrs)
25
Re-allocate work re-balance
20
15
10
5
Update calculations
1
2
Can this be improved?
Yes
Line Balance Ratio 44 hrs
X 100
92
(2 x 24)
Previous balance ratio 69 Improvement of 23
No
No
Complete work instruction (standardise)
implement
Line Balance Efficiency 44 hrs
X 100
88
(2 x 25)
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Method - Continuous Improvement
Balance to TAKT
Reduce Non Value Added and eliminate waste
Re-allocate work re-balance
Continuously use waste elimination tools
Update calculations
Can this be improved?
Yes
Value Added
Waste
No
Complete work instruction (standardise)
implement
LEAD TIME
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Method - standardise
Standard work layout
Operation sequence
From
Cell/ Area
To
Description Part No.
Capture the NEW layout
PPE MUST BE WORN AT ALL TIMES
Scale
Scale
stores
stores
Indicate how the work flows
Tool cabinet
Highlight key information
Quality check
Safety precaution
Std in process stock
Qty of SIPS
Takt Time
Cycle time
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Name / position
Date
Name / position
Date
Name / position
Date
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Method - standardise
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Method - standardise
Task Description
Cycle Time
Work Package Progress Tracker
WORKPACKAGE 1 PACKAGE PROGRESS TRACKER
Work Package example
Unit
Start date
Start Time
Target finish
Standard work packages
Takt Time
Operator
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Visual Management
The new line balance chart should be displayed on
the cell The impact of changes in resource or
Takt on operator cycle times can be seen
instantly Opportunities for Kaizen activities
can be easily identified
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Summary
Balance to TAKT eliminate waste
Capture the current state