2017 1-piece flow training
TRANSCRIPT
Lean Continuous Flow vs Batch Production
January 12, 2017by Julian Kalac, P.Eng
Lean Six Sigma Master Black Belt
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HURRY UP AND WAIT
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Hidden Factory
Shipped on time and customer happyWe Made $$$$
ProductionMaterialShip order CUSTOMER
• No Wasted Time• No Wasted Money• No Wasted Resources• No Wasted Material
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99% Customer Quality
The truth
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The Hidden Factory
$50000-material scrap costs
$350,000 transportation costs
Lost orderWrong order shipped
ProductionMaterial Ship order CUSTOMER
Hidden Factory
SLOW DOWN FOR OVERTIME ?
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CUSTOMER ---> SUPPLIER
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CUSTOMER SUPPLIER
The systematic elimination of waste and re-alignment of resources to deliver value to the customer faster, better, & more consistently
Lean also is:◦ Pursuit of excellence◦ Continuous Improvement of performance and quality◦ .
◦ Increasing inventory “turns” and throughput◦ Simplifying and redefining processes◦ Measuring & monitoring processes◦ Empowering the workforce (80%)
Lean Overview: What is Lean?
Leading to Leading toEliminate
WasteReduced Cycle
TimesIncreased Capacity
Focus: Eliminate waste, non-value add steps, process constraints and bottle necks that cause problems in work
Eliminating the WastesValue Added
Typically 95% of all lead time is non-value added
1. Overproduction2. Waiting3. Transportation4. Non-Value Added Processing5. Excess Inventory/Material6. Defects7. Excess Motion8. Underutilized People
Non-Value Added
5%
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The 8th WasteNot utilizing operators to their full potential
Lack of cross-functional training
Over relying on a select few while others are Inadequately trained
Operators are unable to rotate and help each other out to balance the work-load
High overtime, increased pressure stress
Workers can do each others work, help out when someone is sick, on holidays, quit
Workers help improve bottleneck operations by helping out each other
Variety in work making it more full-filling
Training new workers
Benefits of cross functionally trained workers
TYPES OF PRODUCTIONBATCH & QUE
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THE PERFECT FACTORY
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Cycle Time is dictated by the slowest (bottleneck) operation in the cell.
40 min
20 min25 min
15 min
30 min
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• What operation controls the cycle?• How can you relieve the bottleneck?
Basic Lean Concepts
Bottleneck◦The point which is currently reducing the flow or slowing the entire process
◦A managed buffer before a bottleneck is necessary
◦A bottleneck WILL exist in every process◦Bottlenecks move !◦High WIP can mask the bottleneck◦The people working at the bottleneck take breaks, not the bottleneck
Source: Improve Phase 26jul07
Bottleneck Management
Process/Material Flow
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COMPONENTS Cell Layout for Ultra-Spin Collar/DMPR Assy
Optimum Number Operators= 4 Lead Hand packing
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Hardware Assy
2 Pcs/HrBatch & Que Cycle Time= 33.6 Sec/Pc 107
Roll-Forming1-Piece Cont Flow Cycle Time= 22.6 Sec/Pc 159
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Clinching
Damper3 Collar 4
Assy
22.6 Sec/Pc
9 Sec/Pc
10.8 Sec/Pc
Comb= 30 Sec/Pc
33 Sec/Pc
Productivity Gain Pcs/Hr =
PPMH=40
2 10Pcs
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Batch vs 1 Pc Continuous Flow
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CONTINUOUS FLOW CYCLE TIME
30 min
20 min25 min
25 min
30 min
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• What is the process cycle time?• What is the process bottleneck?
New Cycle Time = 30min
GET ALL YOUR NEEDED MATERIAL BEFORE YOU START!!
Set-up equipment as close as possible together so you can pass parts without using boxes
Eliminate WIP BOXES Set-up a white board and record hourly
PPMH compared to target. List any issues you have during the run Run 1 order at a time in the cell until it’s
completed and then next order23
HOW TO SET-UP 1-PC FLOW?
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COMPONENTS Cell Layout for Ultra-Spin Collar/DMPR Assy
Optimum Number Operators= 4 Lead Hand packing
1
Hardware Assy
2 Pcs/HrBatch & Que Cycle Time= 33.6 Sec/Pc 107
Roll-Forming1-Piece Cont Flow Cycle Time= 22.6 Sec/Pc 159
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Clinching
Damper3 Collar 4
Assy
22.6 Sec/Pc
9 Sec/Pc
10.8 Sec/Pc
Comb= 30 Sec/Pc
33 Sec/Pc
Productivity Gain Pcs/Hr =
PPMH=40
2 10Pcs
Remember this set-up
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Next we set-up 1-pc flow in components
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QUESTIONS?