Continuous Flow Operations - ADDVALUE - Nilesh Arora

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Flow Management
by
Best Performing Consulting Organization
Adding Value In Totality !!
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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 reasonslarge 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.

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Traditional Method
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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

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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

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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

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The Ultimate Factory
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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.

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Steady Velocity
2 WEEKS!
When do we get our Parts?
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Continuous Flow Production

• Remember!
• Make It Flow
• Feed the Flow
• Link the Flow

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What to Flow ?.....
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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

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

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VSM current state
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VSM Future state
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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

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Steps Flow Process

1. Redesign layout for flow
2. Link operations
3. Balance workstation capacities
4. Emphasize preventive maintenance - TPM
5. Reduce lot sizes
6. Reduce setup/changeover time

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

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Layout change
Before
GearHobbing
ManualDeburring
ToothChamfer
HoleBoring
Gear Shaving
In
Out
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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

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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 equipments entire life span.

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

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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.

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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

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Continuous Flow Method
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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

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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

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Question ???
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