1. Lean Manufacturing Cellular Manufacturing One Piece Flow for Workteams
CSUN - Spring 2003
MSE608B Team 1 - Hiring Process
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
Production resources (shifts, hours, employees, volume)
Document Current Layout and Flow
Process Route Analysis: helps to identify processing similarities between different products and groups of products that could be made in a cell.
Process Mapping
Time The Process: Determine the value-added ratio. The value-added ratio is the time spent actually machining or working on the product divided by the total process lead time.
Calculate Process Capacity and Takt Time
Create Standard Work Combination Sheet

6. Document the Current Process
Create Standard Work Combination Chart:
Graphical display for each operation in the process.
Depict the relationship between manual work time, machine work time, and walking time for each step in an operation as well as the non-cyclical time.
Draw a solid line to indicate the Takt time.

7. Standard Work Combination Table - Definition
The Standard Work Combination Table combines human movement and machine movement based on takt time and is used as a tool to determine the range of work and work sequence for which a team member is responsible.
Read through the definition.

8. Human work and Machine work
The key notion (idea) for the elimination of waste and the effective combination of work on the shop floor is the separation of machine work and human work.
When we observe the work in which operators handle machinery, then that work can be classified into machine or human work.
Understanding the separation of human and machine work is the basis for understanding the interface between these two elements.
If operators are merely observing the machine working then this is the waste of “Waiting” and should be eliminated.

9. Human work
This refers to work that cannot be completed without human effort. For example,
picking up materials
putting materials onto a machine
operating the controls of a machine

10. Machine work
This refers to work or incidental work that equipment, which has been started by human hand, automatically performs operations.
Milling
Auto riveting / bolting
Auto inspection

11. Manual Automatic Walking Waiting Standard Symbols
The four basic symbols used in Standard work combination tables are:
Manual
Automatic
Walking
Waiting

12. HOW TO DISPLAY WORK ON THE STANDARDISED WORK COMBINATION TABLE
Manual Work
Takt
Time
Walk
Automatic Cycle
Wait

13. HOW TO DISPLAY WORK ON THE STANDARDISED WORK COMBINATION TABLETT 1
2,4
3,5
Returning to
the same process.

14. Part Number / Name 123ABC / Widget LH Manual Automatic Takt Time:162
Issue date
30/09/99
Part Number / Name
123ABC / Widget LH
STANDARDISED WORK COMBINATION TABLE
Manual
Automatic
Qty / shift:
Group Leader
Takt Time:162
Process
Machine and sub
assembly
Supervisor
Walking
Available time:480’
Cycle time
Waiting
Department: Machine
Prod/Engineer
WORK
SEQ’
TIME
OPERATION
OPERATING TIME IN MINUTES CT TT 5 15 25 35 45 55 65 75 85 95
105
115
125
135
145
155
MAN
AUTO
WALK 10 20 30 40 50 60 70 80 90
100
110
120
130
140
150
160 1
Select part A 2 5 3 2
Set into M/C 1 10 1 84 3
Start machine 2 4
Select part B 2 2 5
Set into jig 9 3 6
Select part C 2 3 7
Fit C to B 15 3 8
Set C/B to m/c 2 11 1 9
Start m/c 41 2 10
Remove A from m/c 1 5 3 11
Set A to jig 7 3 12
Remove C/B from m/c 5 3 13
Screw C/B to A 15 8 14
Check torque 2 15
Put in finished bin 2
Operator
Wait time
129
TOTALS 95
125 34 33

15. Phase 2: Converting to a Process-Based Layout
Evaluate the Options: how to improve the four basic element of production:
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

16. 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

17. Phase 3: Continuously Improving the Process…
Shorten Changeover Times
Single minute exchange of die (SMED) approach gives a three stage system for shortening setup:
Separate Internal and External Setup (can reduce setup time by %)
Internal setup refers to setup operations that can be done only with the equipment stopped
External setup can be done while the machine is working
Typical activities include:
Transporting all necessary tools and parts to the machine while it is still running the previous job
Confirming the function of exchangeable parts before stopping the machine for changeover
Convert Internal Setup to External Setup
Standardized functions such as die height to eliminate the need for adjustments.
Using devises that automatically position the parts without measurement

18. Phase 3: Continuously Improving the Process…
3. Streamline All Aspects of Setup
Using parallel operations, with two or more people working simultaneously
Using functional clamps instead of nuts and bolts
Using numerical setting to eliminate trial and error adjustments
Eliminate Product Defects
Mistake proofing/Zero Quality Control (ZQC)- zero defects
Reduce Equipment Failure
Total Productive Maintenance (TPM): is a comprehensive, company-wide approach for reducing equipment related losses such as downtime, speed reduction, and defects by stabilizing and improving equipment conditions.

19. 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

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

21. 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

22. 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

23. 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

24. 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

25. Using Visual Management for Production Control and Safety
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

26. 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

27. 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, 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

28. 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