1. MSE507 Lean Manufacturing
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
MSE507 Lean Manufacturing
Cellular Manufacturing
One Piece Flow for Workteams
Chapter 3
Basic Elements of Cell Design

2. Chapter 3 Overview Phase 1 – Understanding the Current Conditions
Collect Product and Production Data
Document Current Layout and Flow
Time the Process
Calculate Process Capacity and Takt Time
Create Standard Work Combination Sheets
Phase 2 – Converting to a Process-Based Layout
Evaluate the Options
Plan Possible New Layouts
Move the Machines
Document the New Operating Procedures
Test to Confirm Improvement
Phase 3 – Continuously Improving the Process
Shorten Cycle Times
Shorten Changeover Times
Eliminate Product Defects
Reduce Equipment Failures
Summary

3. Converting Work Area into A Manufacturing Cell
Understanding the current conditions
Converting to a process-based layout
Continuously improving the process

4. Phase 1: Understanding the Current Conditions
Helps the conversion team determine what process to convert, and a base line to measure improvement.
Collect Product Data and Production Data
Product mix (momentum parts)
Production resources (shifts, hours, employees, volume)
Document Current Layout and Flow
Process Route Analysis
Process Mapping
Time The Process
Calculate Process Capacity and Takt Time
Create Standard Work Combination Sheet

5. Phase 2: Converting to a Process-Based Layout
Collect Product Data and Production Data
Evaluate the Options
Methods
Machines
Materials
People
Plan Possible New Layouts
Layout in the process steps is the basic principle
Machines placed close together
U or C shape
Often Counterclockwise (R/H next to machine)
Move the Machines
Document the New Operating Procedures
Test to Confirm Improvement

6. Phase 3: Continuously Improving the Process
Rearranging the layout into a manufacturing cell is not really an end point - it is the beginning of continuous improvement
Look for problems that keeps the process from flowing:
Long cycle times
Product defects
Long changeover times
Equipment failures
Shorten Cycle Times
Shorten Changeover Times
Separate Internal and External Setup
Convert Internal Setup to External Setup
Streamline All Aspects of Setup
Eliminate Product Defects
Mistake proofing/Zero Quality Control (ZQC)
Reduce Equipment Failure

7. Quiz 1 Circle the best answer
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Quiz 1 Circle the best answer
1. The conversion from an operation-based factory layout to cell manufacturing has the following three basic phases:
A. Understanding current conditions, converting to process-based layout, and continuously improving
B. Understanding current conditions, converting to operation-based layout, and continuously improving
C. Learning from the past, keeping tribal knowledge, and resisting change
D. Understanding future goals, converting to process steps, and documenting them
2. Phase 1 is used to:
A. Convince management to spend more money for improvements
B. Reduce resources needed to perform the work
C. Give a baseline for measuring improvement
D. Collect data so people can stay busy
Answers:
1. B
2. C

8. Quiz 2 Circle the best answer
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Quiz 2 Circle the best answer
3. Phase 2 is used to:
A. Evaluate ways to improve methods, machines, materials, and people.
B. Time the process steps of one cycle of each machine
C. Measure distances travelled to perform the work
D. Interview the employees to understand their problems
4. One of the actions taken in phase 3 is:
A. Shorten cycle times
B. Reduce headcount of employees needed
C. Creation of Standard Work Combination Sheet for each operation in the process
D. Creation of control charts to track attendance and performance
Answers:
3. A
4. D

9. Summary Phase 1 – Understanding the Current Conditions
Collect Product and Production Data
Document Current Layout and Flow
Time the Process
Calculate Process Capacity and Takt Time
Create Standard Work Combination Sheets
Phase 2 – Converting to a Process-Based Layout
Evaluate the Options
Plan Possible New Layouts
Move the Machines
Document the New Operating Procedures
Test to Confirm Improvement
Phase 3 – Continuously Improving the Process
Shorten Cycle Times
Shorten Changeover Times
Eliminate Product Defects
Reduce Equipment Failures

10. Questions? Comments?

11. MSE507 Lean Manufacturing
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
MSE507 Lean Manufacturing
Cellular Manufacturing
One Piece Flow for Workteams
Chapter 4
Teamwork Tools for Cellular Manufacturing

12. Chapter 4 Overview Working in Teams
Standardizing Workplace Conditions through 5S
Using Visual Management for Production Control and Safety
Performing Autonomous Maintenance Activities
Using Activity Boards and One-Point Lessons
Summary

13. Working in Teams Success depends on teamwork
In a cell, people work together in new ways
Several operations are combined in a sequence, and the main job of the people working in the cell is to maintain a smooth flow through the operations
Work must be coordinated
A group of employees has more creative potential and energy than any person working on a problem alone

14. Standardizing Workplace Conditions through 5S
Cellular manufacturing cannot succeed in a workplace that is cluttered, disorganized or dirty
Establishing basic workplace conditions is essential in creating a manufacturing cell
The 5S system is a set of five basic principles that have names beginning with S:
Sort
Set in Order
Shine
Standardize
Sustain

15. Using Visual Management for Production Control and Safety
Visual management is an important support for cellular manufacturing
Visual management techniques express information in a way that can be understood quickly by everyone
Sharing information through visual tools helps keep production running smoothly and safely
One form of visual management in manufacturing cells is the andon system:
Individual machines or assembly stations are equipped with call lamps
If the machine breaks down or run out of parts, the operator or the machine turns on a light to call attention
Visual location indicators help keep order in the workplace
Lines, labels, and signboards
Visual information can also prevent to make mistakes
Color coding
Matching color marks

16. Performing Autonomous Maintenance Activities
Activities carried out by shopfloor teams in cooperation with maintenance staff
Element of Total Productive Maintenance (TPM)
Changes old view that operators just run machines and maintenance people just fix them
Operators learn how to clean the equipment daily and how to inspect it for trouble signs as they clean
Learn the equipment and assist with repairs
Team-based activity: work with maintenance technicians and engineer

17. Using Activity Boards and One-point Lessons
Two useful approaches for making information public
A bulletin board or wall chart
Displays information about team activities and the results achieved
Chart improvement measures such as quality rate, On Time Delivery, First Time Yield, Overtime, Takt Rate, etc.
Helps keeping track of issues to follow up in the future
A one-point lesson
An easy to read poster to teach others about a particular problem
An improvement example, or
Basic knowledge that everyone should have
Kept short and focused on one point
Often illustrated with photos or drawings

18. Quiz 1 Circle the best answer
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Quiz 1 Circle the best answer
1. The main job of people working in a cell is to:
A. Ensure there is always one person resting while others work
B. Maintain a smooth flow through the operations
C. Keep the equipment and machines in good shape
D. Keep producing parts and be busy all the time
2. The 5S system is a set of five basic principles:
A. Sort, Set in Order, Shine, Stabilize, Sustain
B. Sort, Set in Order, Self-Control, Stabilize, Sustain
C. Sort, Set in Order, Shine, Standardize, Sustain
D. Sort, Set in Order, Simulate, Standardize, Sustain
Answers:
1. B
2. C

19. Quiz 2 Circle the best answer
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Quiz 2 Circle the best answer
3. Visual management techniques express information in a way that can be:
A. Understood quickly by management
B. Understood quickly by customers
C. Can be understood quickly by everyone
D. Can be understood quickly by only the cell employees
4. Autonomous maintenance refers to shop floor team activities:
A. To help stabilize basic equipment conditions and spot problems
B. To help the maintenance crew when one of them is sick
C. To control what is done on the machines they have in the cell
D. To give autonomy to the maintenance of each machine
Answers:
3. A
4. D

20. Summary Working in Teams Standardizing Workplace Conditions through 5S
Using Visual Management for Production Control and Safety
Performing Autonomous Maintenance Activities
Using Activity Boards and One-Point Lessons

21. CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
Homework Assignment
What did you learn from chapter 3 that stands out as particularly useful or interesting?
What did you learn from chapter 4 that stands out as particularly useful or interesting?
Finalize Project Presentation & Report
Complete Research Assignment Peer Review Report
Start to study for final exam

22. Questions? Comments?