lean implementation guide
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Lean
manufacturingimplementation
guide
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Paretoanalysis
Resourcecapacity
analysis
Processanalysis
7typesof wasteanalysis
4Mstability
Cell layout design
Workingmethoddesign
Productionschedule
designand
implementation
Performancemeasures
Visual production
management
Cellular layoutimplementation
5S
Leanassessment
Productionplanningand
control analysis
Lean manufacturing implementation process flow
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Step 1. Lean assessment
Carry out lean assessment by analysing following:
Culture and Awareness
Workplace Organisation and Visual Management
Standardised Work
Flexible Operations
Continuous Improvement
Error Proofing
Quick Changeover Total Productive Maintenance
Material Control
Level Production
Lean assessment can be carried out for a complete organisation or for specific
production cells.
A recommended lean assessment questionnaire is shown in appendix A.
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Step 2. Pareto analysis
Pareto analysis is required in order to identify significant products. Subsequent
improvement initiatives should be focused on the significant products in order to
maximise the benefits. For example, reducing the walking distance for a product
which is 60% of the total production volume would be far more beneficial than
reducing the walking distance for a product which is only 5% of the total
production volume.
To complete a Pareto analysis complete following steps:
Step 1 - take a set of data and calculate the combined total:
PART N
3502 033506 04
3532 03Step 2 Calculate the percentage contribution for each part number by dividing
its quantity by the combined total:
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PART NU
3502 03 143506 04 09
3532 03 02
Step 3 sort individual percentages in descending order, i.e. from highest to lowest:
PART NUM
3570 03 063564 04 01
3546 02 02
5
(152 / 20910) X100= 0.73%
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Step 4 Calculate cumulative percentage:
P a rt n u
3 5 7 0 0 3 0
3 5 6 4 0 4 0Pareto analysis can be carried out for any type of information although the production
quantity and the sales value are considered to be the most significant in a manufacturing
environment. Blank Pareto analysis form is shown below:
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ADD
=
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Part Number
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Step 3. Resource capacity overview
In order to ensure that the relevant resources, e.g. machines, have enough
capacity to produce the required quantities it is necessary to complete the
resource capacity analysis. Resource capacity analysis consists of the following
steps:
Step 1 Determine the required production quantity for each part number
Step 2 Obtain relevant process information for each part number i.e. process
steps and the corresponding cycle times
Step 3 Multiply the required production quantity for each part number by the
cycle time for each individual process step
Step 4 Calculate the total required time for each resource
Step 5 Calculate the total available time for each resource. The
estimated/calculated changeover time should be deducted from the total available
time
Step 6 Compare the total required time against the total available time in order
to highlight any capacity shortages
For shared resources the analysis needs to include all part numbers which are to
be produced on that particular resource.
Sample calculation is shown below:
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Part Number De
4440 03 02
4440 03 02
4440 03 024440 03 02
4440 03 02
Equals:
Part Number Des
4440 03 02
4440 03 02
4440 03 02
4440 03 02
4440 03 02
Therefore, to complete 1000 sockets part number 4440 03 02 we would require
20 work hours on Kitako and 28.6 hours on Gildemeister. If there is more than
one part number required then same process should be repeated for other part
numbers and the required time per machine(s) added together to calculate total
required time.
For example, if we add another two part numbers (4562 04 03 and 4636 03 03)
and assume that their volumes are 600 and 800 respectively, tables would look
as follows:
Part num berD es
4562 04 03
4562 04 039
Qty X Process time
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P a r t n u m b e rD e s
4 6 3 6 0 3 0 3
4 6 3 6 0 3 0 34 6 3 6 0 3 0 3
4 6 3 6 0 3 0 34 6 3 6 0 3 0 3
4 6 3 6 0 3 0 34 6 3 6 0 3 0 3
4 6 3 6 0 3 0 3
By adding the times for individual machines we can come to the conclusion that
to produce 1000 4440s, 600 4562s and 800 4636s well need 42 hours on
Kitako and 58.36 hours on Gildemeister.
In order to calculate a realistic available time on any machine it is important to
take into the consideration the time that will be required for the changeovers.
Time required for the changeovers is classed as downtime and has to be
deducted from the total available time in order to establish time available for the
production.
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Step 4. Process analysis
The purpose of the process analysis is to create a detailed map of a particular
process, which is showing all of the steps undertaken in order to convert the raw
materials into a finished product. The analysis should focus on the following five
aspects:
Operation/Cycle time
Delay/Waiting
Inspection
Transport or movement (distance and time)
Storage
Process steps need to be recorded in the order in which they are performed.
Three methods for process mapping that are recommended are:
Value stream mapping
o For detailed instructions on how to create value stream maps refer
to appendix B. Process flow diagram
Spaghetti diagram
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Meaning of the icons used for the value stream maps is as follows:
( Strategos Inc.)
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Bevel box machining/assembly process flow diagram
G o o d s In w a r d
I n s p e c t i o n
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G o o d s In w a r d
Comparison of the lead times for different batch sizes shows that the overall lead time
increases proportionally. Therefore, larger the batch size longer it would take for the parts
to reach the next stage of the process. Potential solution is to split the batch i.e. transfer
the parts to the next station more often rather than wait fir the whole batch to be complete.
This would result in the complete assemblies being completed quicker and thus being
delivered to customer in less time as well.
Spaghetti diagram
Purpose of the spaghetti diagram is to illustrate the route that the product takes while
being processed as well to record the distance travelled. A sample of a spaghetti diagram
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showing the route and distance that the ball pins had to travel before the introduction of
lean manufacturing is shown below:
Spaghetti diagram is a very effective tool in identifying how much time is taken up by
transporting the part while it is being processed. It is important to note that the customers
will normally only pay for the value added work e.g. CNC, milling drilling, assembly etc.
while the walking and transportation of parts is considered as non-valued adding and as
such is unlikely to be paid for by the customers. Reducing the non-value added content of
the production would help to ensure that the products that the company is producing are
competitively priced.
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Step 5. Production planning and control
analysis
The purpose of this stage is to understand how the work is planned,scheduled and controlled. During this stage following questions need to be
answered:
What method is used to calculate/set the required production quantities?
How often are finished products delivered to customers?
What method is used to determine the order in which different part
numbers are produced?
Are all process steps carried out in-house or are there external sub-con
steps?
Is the quantity that each cell is required to produce per week/month
levelled, i.e. are there fluctuations in volume from one month to another?
What scheduling method is used to schedule the following:
o Machines
o People
o Sub-con operations
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How much involvement do shop floor operators have in the planning,
scheduling and control process?
Are there any performance measurement tools in place?
How often is the information relating to the performance communicated to
the production planning department?
How are the adjustments to the original plans communicated to the
relevant departments?
Are the missed deliveries recorded? (How late and in what quantities)
Are the root causes of late deliveries determined and recorded?
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Step 6. Seven types of waste analysis
The main objective of lean manufacturing is to minimise or completely eliminatewaste from the manufacturing process. The most significant seven types of waste
found in manufacturing are:
Rejects
o Determine the number of rejected parts
o Determine the cost of the rejected parts
o Determine the root cause
o Analyse the root causes in order to establish potential patterns
Rework
o Determine how much time was spent reworking faulty products
o Determine the root cause
o Analyse the root causes in order to establish potential patterns
Inventory
o Determine the quantity of products in stores
o Determine the amount of space required to store products
o Determine the cost of handling inventory
o Determine the root cause(s) for the inventory
o If possible calculate the financial value of inventory
Transportation
o Determine the distance that the product has to travel while being
converted into a finished product
o Determine the frequency, i.e. every time, 1/10 etc.
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o Calculate the total amount of time spent transporting products. If
possible calculate the cost of transporting the products
o Determine the root cause(s) of transportation
Overproduction
o Determine if more products have been produced than what the
customers require
o Determine the root cause(s) for the overproduction
o Determine what happens to the excess products
o Determine the effect of the overproduction in terms of:
Machine time
Operator time
Raw materials
Excessive processing
o Determine if any additional process steps have been carried out
other than those specified on the route card/works order/standard
operating procedure or any other official documents stating the
required process steps
o Determine the route cause for the additional process steps
o Determine the overall duration of the additional process steps
Queuing
o Determine how long does a part have to wait between arriving at the
machine and being fully processed
o Determine the root cause for the waiting, e.g. waiting for the
machine/operator to become available or the product is a part of a
batch of products
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Following form can be used to record the different types of waste that are found
within the process:
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Step 7. Create stability within 4M
For any improvement initiative to be effective there has to be a basic level ofstability within 4M Machines, Manpower, Materials and Methods (processes).
Machines:
Adequate capacity to produce required volume
Adequate capability to produce good quality parts in required volumes
Adequate up-time, i.e. no unplanned stoppages such as breakdowns
Preventive maintenance procedures in place
Manpower:
Sufficient number of operators
Operators trained to carry out all required tasks
Multi skilled operators capable of performing a variety of tasks
Operators trained in tools and techniques of lean manufacturing
Materials:
Sufficient level of raw materials to produce the required production volume
Raw materials need to be fit for purpose i.e. no quality issues
Methods:
Define the most effective and efficient way to convert a raw material into
finished product
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Standardise the most effective and efficient way to convert a raw material
into finished product
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Step 8. Design cell layout
For the conditions in which Pailton Engineering Ltd. operates, product family
based cell layout is considered to be the most suitable. Product family based
cell layout means that the machines required to machine a family of products
are grouped together and therefore products do not need to be moved or
transported excessively as all required machines are placed relatively close to
each other. Product families are normally formed of products with similar:
Manufacturing processes
Required equipment
Material
Required surface finish
Size and shape of the product
Or
Belonging to the same assemblies
Additionally, it is recommended that the machines within the cell are positioned in
a U shape and that the machines are positioned in line with the process flow.
Other important rules of cell design are:
All parts should follow generic flow, i.e. travel in the same direction
Backtracking should be avoided
All process steps should be contained within the cell
o If all process steps are contained within a cell than the travelling
distance and the time is reduced
o Single piece flow is only applicable where machines are short
distance away from each other
o Multitasking is only applicable where machines are short distance
away from each other.
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o If possible relocate additional machines into the cell. If for example
the machine is a shared resource but a large proportion of its
capacity is dedicated to one product family then that machine
should be located in the cell that is dedicated to the product family.
It is more beneficial that parts which only use the machine for
example 5% of the time are transported to the machine rather than
the parts which use 60% of the capacity.
o If additional machine is not available consider purchasing additional
machine. To justify the purchase, calculate the cost of transporting
the parts to be processed. General rule is that if the cost of the new
machine is matched by savings that the new resource will bring
within two years, then purchasing new resource is recommended.
Additional benefit is that, by having a dedicated resource, the
amount of time spent scheduling work is reduced. Also having a
dedicated resource will reduce the amount of time that the part has
to wait to be processed.
o Dedicated resources also reduce the number of changeovers.
o It may be possible to contain all process steps within the cell by
changing product design thus enabling the existing machines to fullyprocess the part. A good example is the bevel gear cell, by
standardising gear design it was possible to process all gears on
the machines that were already within the bevel gear cell. Following
the design change it was no longer necessary to transport gear to
shaft cell for the second CNC op.
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Step 9. Working method design
To design a most effective and efficient working method, the following four step
methodology is recommended:
(Source: Art of Lean Inc.)
Step I Break down the job
List all details of the job exactly as done by the present method
Be sure details include all:
o Material handling
o Machine work
o Hand work
Step II Question every detail
Use these types of questions:
o Why is it necessary?
o What is its purpose?
o Where should it be done?
o When should it be done?
o Who is best qualified to do it?
o
How is the best way to do it?
Also question the materials, machines, produce design, layout, work place, safety
and house keeping.
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Step III Develop the new method
Eliminate unnecessary details
Combine details when practical
Rearrange for better sequence
Simplify all necessary details
o Make the work easier and safer
o Pre-position materials, tools, and equipment at the best places in
the proper work area
o Use gravity feed hoppers and drop delivery chutes
o Let both hands do useful work
o Use jigs and fixtures instead of hands for holding work
Work out your ideas with others
Write up your proposed new method
Step IV Apply the method
Sell your proposal to the boss
Sell the new method to the operators
Get final approval of all concerned on safety, quality, quantity and cost
Put the new method to work. Use it until a better way is developed
Give proper credit where due
While designing the new working method it is important to keep the original
objective of the lean manufacturing in mind elimination of seven types of waste.
Any recommended working method is required to deliver the required volume of
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products, at the required quality standard, in the required time and to ensure that
the seven types of waste are either minimised or eliminated.
In addition to the listed four steps, it is also recommended that a new working
method should be founded on the use of takt time. Takt time calculates the rate at
which the parts should be produced in order to meet the customer demand. Takt
time is calculated using the following formula: Available time / Customer demand.
For example, if available time per day is 485 minutes and the customer demand
is 190 products then the takt time or the rate at which parts must be produced is
as follows: 485 (minutes) / 190 (products) = 2.55 minutes.
Therefore, in order to meet the customer demand one part must be produced
every 2.55 minutes.
Final step of the work method design stage is to standardise the most effective
work method steps. This is normally done by issuing a standard operating
procedure which outlines all of the required steps as well as the sequence in
which each of the steps is performed. Following example is a standard operating
procedure for the bevel gear cell (issue level 1):
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Once the working method has been clearly defined, a decision concerning the
shape of the cell can be made.
Two of the most common shapes are line and u shape cell:
M/C 1
Line
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M/C 2
M/C 1
U shape
Although these cell formations are considered to be the most common, they are
not the only ones. Cell formation should be such that it delivers the most efficient
process while at the same time adhering to the cell layout design
recommendations listed in the Step 8 Design cell layout.
Number of the operators manning the cell will depend on the manual work
content. If the takt time is used, the manual content for any operator should not
exceed the takt time as this would mean that the required rate is not achieved. In
situations where it is possible for one operator to operate more than one machine
the U shape cell layout is recommended. For example, the walking distance
between any of the machines within the U shape layout would not be too great
so the operators could operate various combinations of machines, although it is
not recommended for operators to cross other operators paths. On the other
hand, within the line shaped layout, it would be difficult for an operator to operate
machines 1 and 5 due to the potential distance between them. Additionally, the
operator would have to cross the working space of the other operators which is
not recommended.
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Step 10. Cellular layout implementation
In order to successfully introduce a cellular layout it is important to create a plan
which will take into the account several key aspects:
Tasks
A detailed list of all required tasks, which will lead to the successful layout
implementation, must be created. Additionally, a process flow diagram
highlighting the order in which the tasks are performed is also required.
Resources
For each listed task there must be allocated a person responsible for the
completion of the task in line with the project requirements. Timing
Each task of the layout implementation must have a due date.
Training
Any identified training activities need to be performed before the new
layout is introduced.
Facilities
The requirements of the new cell in terms of facilities such as electricalinstallations, air supply, storage racking, health and safety equipment,
display boards and material transfer equipment should be in place prior to
the implementation.
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Step 11. 5S
The philosophy behind the 5S is that a tidy and organised work place wherethere is a place for everything and everything is in its place is a good foundation
for a number of lean tools and techniques such as visual management and
standard operating procedure among others. 5S has also been proven as a waste
reducing technique. For example, if required tooling and parts are easily located
and accessed it would take less time to retrieve them than if the same parts or
tools are not correctly identified, are mixed with other parts and tools and are
located on the other side of the factory.
5S technique is comprised of the following five steps:
Sort
Red tag and remove all unnecessary items from the work area. Only parts
that are planned to be used frequently should be kept within the work area.
Red tag
Straighten
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N:
TION:
BY:
ION:
ROPRIATE BOX)
D BY:
SCRAP
MOVETOCENTRAL LOCATION
OTHER
(SPECIFYBELOW)
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Place all items in their optimal position, in accordance with the process
flow and health and safety guidelines, among others. All locations should
be correctly identified and labelled.
Shine
Maintain a clean working area.
Standardise
Create easy to follow standard operating procedures in order to ensure
that required 5S standards are maintained. Having detailed 5S standard
operating procedure will ensure that there is no ambiguity regarding the
required standards and the steps required to achieve it.
Sustain
As reported frequently, sustain stage is possibly one of the most difficult to
achieve. Initial results are often impressive but over time standards do tend
to slip as the workers lose the motivation or the focus shifts elsewhere.
Benefits of 5S can be significant and it is therefore important to maintain
the same standards in order to maximise the benefits.
Examples of poor 5S practices are shown below:
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Examples of good 5S practices:
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In order to maintain high standard of 5S it is recommended to introduce 5S audits, which
will be carried out by both the operators and supervision. By regularly assessing the
various aspects of the cell, a generally safe and healthy, efficient and clean working
environment can be achieved with very little effort.
Pailton Engineering Ltd has piloted the 5S audit sheet on the bevel gear and the ball pin
cells and will be introducing the same throughout the company progressively. A sample
of the piloted audit sheet is shown on the next page.
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Step 12. Production schedule design and
implementation
Purpose of the production scheduling is to create a plan of how to produce therequired number of components and in the required time. In addition to the variety
of rules that have to be followed while creating a production schedule there are
also several guidelines suggested by the principles of lean manufacturing:
Small batch sizes
Size of the batches produced should be as small as economically viable. By
running smaller batches it is possible to produce higher mix of products while at
the same time keeping the inventory level low. Large batches take up the large
amounts of production capacity, could possibly mask potential quality issues and
the excess products (above what the customers require for a given period) need
to be stored and managed. Storage and management of stock requires storage
space as well as operators to manage it.
Levelled production
If possible, monthly production should be levelled i.e. quantities produced each
month should be as similar as possible. Producing significantly different volume of
products from one month to another means that while one month the production
cell may be under utilised, in another month the required quantity may exceed the
available cell capacity. Scheduling similar production quantities each month also
means that each month a similar number of work hours is required in order to
produce the required quantity
Load levelling can be demonstrated by using the monthly production table for the
socket cell (2005):
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From the table it can be seen that the volumes for individual part numbers
differed significantly from one month to another and therefore the total quantity
that the cell had to produce was significantly different as well. In some months
cell had produced just over 4000 socket while in some months it had produced
over 10000 sockets. Additionally, there appears to be no established pattern of
production.
The alternative to this production schedule is the levelled production schedule,
which is created by calculating average monthly production volumes and then
producing that same volume every month. This method was tested on the bevel
gears cell and it has proven itself to be successful. It is still likely that the
customer requirements may vary from month to month, i.e. they can order less
than average one month and more than average in another month. However, the
experience from the bevel gears cell has proven that customer requirements
usually balance out over the period of 1-3 months. Therefore, if the customers
order less than average one month, the excess stock is kept and is used to
supplement the average produced quantity when the customer demands exceeds
the monthly production. Additionally, it is important to run the levelled schedule in
conjunction with the MRP system and to consult it before the monthly production
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quantities are set. MRP may just confirm the original schedule but it also may
identify unexpected peaks or troughs which may call for an adjustment to the
original schedule. Example of a levelled schedule for a socket cell is shown
below:
From the table it can be seen that the total production for each month is very
similar, production quantity for individual part number is the same every time and
the different parts are produced at regular intervals i.e. every month or every two
months. Additional benefit of the levelled schedule is that the number of hours
required to produce the planned quantities is similar each month which makes the
managing of the resources easier as well each month you require similar
number of both the machine and operator hours.
Minimise the changeover duration through product sequencing
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P N F o r g i n4 4 4 0 0 34 1 6 9 0S
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Significant time saving could be made by simply scheduling similar products
together. For example, products that use same forgings could be produced one
after the other and, as the changeover from one part to another that uses the
same forging may only mean a quick program change, the changeover duration is
minimal. On the other hand if a product is followed by another that uses a
distinctly different forging, the changeover duration might be several hours.
Although it may not be always possible to completely minimise the changeover
duration, by scheduling parts with similar characteristics in sequence significant
time savings could be achieved. Following table illustrates the recommended
monthly product mix for the socket cell:
o
o
Product sequence in this case is based on the raw forgings. If two part numbers
are produced from the same forging then the changeover duration when changing
from one part number to the other is minimal, normally just a machine program
change. On the other hand if two part numbers that use different forgings are
scheduled one after the other then the changeover may take up to 8 hours.
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Therefore, when the production sequence for a period of time (week, month etc.)
is planned, part numbers should be sequenced in such way that the changeover
duration is minimised. In the case of the socket cell, part numbers that are
produced using the same or similar forging should be sequenced together. From
the table it can also be seen that some part numbers are produced every two
months but in larger quantities. This is because these part numbers cant be
successfully sequenced with other part numbers and their changeovers will
always be fairly long. In order to minimise the negative impact, these parts are
therefore produced less often but in higher quantities.
It is strongly recommended that changeovers should be reduced in all areas of
the production. Reducing the changeovers will enable production cells to produce
smaller batches more often. This will result in lower inventory levels, less work in
progress to manage and the parts will be transfer more often to the final
assembly. Transferring parts more often to the assembly will also mean that the
assembly area will not need large amounts of space to store incoming parts. If the
parts are delivered to the assembly area more often and in smaller quantities then
the final assembly can be performed more often as and when the parts arrive -
finished products can then be moved out of the assembly area and sent to the
customers. On the other hand, if assembly receives 1000 parts and only 100 are
required then the remaining 900 will have to be stored somewhere on the
assembly area. If assembly receives 100 parts and 100 parts are required there is
nothing left to store no need for the storage space and no need to manage the
parts at a later date.
Production should be scheduled in easy to manage time intervals
As the performance measurements are drawn from the production schedule,
scheduling the production in short time intervals means that any potential
problems will be detected very early and can therefore be easily fixed. On the
other hand, if the progress is only assessed once a month, by the time the
potential problem is detected it may already be too late to correct it.
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Production schedules should be co-ordinated
In cases where there are multiple components that make up an assembly, the
production of the individual components should be co-ordinated so that they are
available for the assembly at relatively similar times. For example if socket
assembly requires a ball pin and a socket, the matching ball pin and the socket
need to be available at the same time in order for the assembly to be completed.
If only one of the parts is available the assembly can not be completed until the
other part is available as well.
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Step 13. Performance measurement
In order to effectively control the production process it is important to measurea number of important aspects. The most important benefit of the performance
measurement activities is that they highlight the progress against the intended
target. Frequent and focused measurement of the performance will help to
establish whether the intended target will be achieved as well as identifying
issues that, if unattended, will result in the company failing to meet its targets.
It is recommended that the performance should be measured frequently in
order to identify any potential problems before they escalate to the point
where there isnt enough time to bring the production back on track.
One of the simplest forms of performance measurement is hourly output
measurement table, as shown below:
StartThe objective of the table is to measure the output hour by hour and compare
it against the target value. Based on the results the company can then decide
if any further actions, overtime for example, are required to bring the
production back on track. The same principle can be used to create weekly,
monthly and so on, performance measurement tables. The principle is that
you set the target production quantities for a given period of time and then
compare the actual performance against the targets.
Performance measurement is a very important aspect of the production
control as without it is very difficult to establish whether the company is
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meeting its targets. Additionally, if the performance is not assessed in a timely
manner, by the time problems are highlighted it may already be too late to fix
them.
Performance measurement can be applied to a variety of production aspects:
Operator skills matrix
o Skill level
o Ability to perform variety of tasks
o Job rotation
Output per employee
Total monthly output
Delivery performance
Schedule adherence
5S performance
Rejects
Rework duration
Changeover duration
Work in progress level
Inventory level
Product lead time
Machine downtime
o Planned
o Unplanned
Warranty claims Customer complaints
Absenteeism
Accidents at work
Example of a performance measuring chart used within Pailton is shown below:
(Bevel gear cell, August 2006, week 1)
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Inc
rease
De
crease
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Same type of information can be shown in following format:
Monthly production - August
0
500
1000
1500
2000
2500
3000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Day
Quanti
Required Total
Actual Total
By frequently monitoring the production of bevel gear it was possible to spot
problems very early and then put corrective measures in place overtime, night
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shift, quality inspection, quarantine poor quality raw material, change the
production sequence etc. Performance measurement, combined with some
additional improvements, has resulted in the bevel gear cell completely
eliminating the production arrears.
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Step 14. Visual management
The purpose of the visual management is to communicate important information
to relevant people but in a quick and easy to understand manner. In order to
demonstrate this concept we will use an example from the bevel gear cell. In
order to communicate the production schedule a simple storage rack was used:
In addition to the storage rack a following chart was also created:
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Wednesday
3564
Thursday
3546
Wednesday
3564 (2)
Friday 3546
(2)
Wednesday
3564
Thursday
3546
Wednesday
3564Friday 3546
Tuesday
3564
Thursday
3546
Wednesday
3564Friday 3546
Tuesday
3564
Thursday
3546
Wednesday
3564
Thursday
3546
Tuesday
3564
Tuesday
3564 (2)
Monday
3534
Monday
3534
Tuesday
3564
Monday
3564
Tuesday
3534
Tuesday
3534
Monday
3564
Monday
3564
Tuesday
3534
Monday
3564
Monday
3564
week 3 as per schedule
week 4 as per schedule
Week 4
Week 3
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Each box on the chart represents a location for the plastic box in which bevel
gears are stored after they are complete. At the beginning of the week the
operator will load the rack with the required number of the boxes. Each box
will also have a corresponding label which specifies the gear part number.
During the production the operator will remove a plastic box as specified by
the diagram, i.e. on Monday the operator will produce bevel gear part number
3564. If the production is on target, at the end of working day on Monday the
four locations on the rack marked as Monday will be empty. If the marked
locations are not empty it will be a clear sign that the production is behind. On
the other hand, if the location marked as Tuesday is empty that will mean that
the production is ahead. So, the rack and the diagram tell the operator what to
produce and when to produce it. Also, they tell the production management
whether the production is on target or not simply just by comparing the
planned diagram against what is physically on the rack. Visual management
on the bevel gear cell has also been extended beyond the one week period:
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Monthly production - August
0
500
1000
1500
2000
2500
3000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Day
Quantity
Required Total
Actual Total
Just by comparing the planned against actual line, production management
can determine if the production for the month is on target and then can decide
if any further measures are required.
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