MSE507 Lean Manufacturing: Basic Elements of Cell Design

Engineering Management
MSE507 Lean Manufacturing
Cellular Manufacturing One Piece Flow for Workteams

Chapter 3 Basic Elements of Cell Design
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 Evaluate the Options Plan Possible New Layouts Move the Machines Document the New Operating Procedures Test to Confirm Improvement Shorten Cycle Times Shorten Changeover Times Eliminate Product Defects Reduce Equipment Failures
Phase 2 Converting to a Process-Based Layout

Phase 3 Continuously Improving the Process

Summary
Converting Work Area into A Manufacturing Cell
Understanding the current conditions Converting to a process-based layout
Continuously improving the process
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
Phase 2: Converting to a Process-Based Layout
Collect Product Data and Production Data

Evaluate the Options Methods Machines Materials People Layout in the process steps is the basic principle Machines placed close together U or C shape Often Counterclockwise (R/H next to machine)
Plan Possible New Layouts

Move the Machines Document the New Operating Procedures Test to Confirm Improvement
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 Mistake proofing/Zero Quality Control (ZQC)
Eliminate Product Defects
Reduce Equipment Failure
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. B. C. D. Convince management to spend more money for improvements Reduce resources needed to perform the work Give a baseline for measuring improvement Collect data so people can stay busy
Quiz 2
3. Phase 2 is used to:
A. B. C. D. Evaluate ways to improve methods, machines, materials, and people. Time the process steps of one cycle of each machine Measure distances travelled to perform the work 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
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 Evaluate the Options Plan Possible New Layouts Move the Machines Document the New Operating Procedures Test to Confirm Improvement
Phase 2 Converting to a Process-Based Layout

Phase 3 Continuously Improving the Process

Shorten Cycle Times Shorten Changeover Times Eliminate Product Defects Reduce Equipment Failures
Questions? Comments?
Engineering Management
MSE507 Lean Manufacturing
Cellular Manufacturing One Piece Flow for Workteams

Chapter 4 Teamwork Tools for Cellular Manufacturing
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
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
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
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
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
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
Quiz 1
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
Quiz 2
3. Visual management techniques express information in a way that can be:
A. B. C. D. Understood quickly by management Understood quickly by customers Can be understood quickly by everyone Can be understood quickly by only the cell employees
4. Autonomous maintenance refers to shop floor team activities:

A. B. C. D. To help stabilize basic equipment conditions and spot problems To help the maintenance crew when one of them is sick To control what is done on the machines they have in the cell To give autonomy to the maintenance of each machine
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
Homework Assignment
What did you learn from chapter 3 that stands out as particularly useful or interesting? 2. What did you learn from chapter 4 that stands out as particularly useful or interesting?
1.
Finalize Project Presentation & Report Complete Research Assignment Peer Review Report Start to study for final exam
Questions? Comments?

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Engineering Management

MSE507 Lean Manufacturing

Cellular Manufacturing One Piece Flow for Workteams

Phase 1 Understanding the Current Conditions

Phase 2 Converting to a Process-Based Layout

Phase 3 Continuously Improving the Process

Converting Work Area into A Manufacturing Cell

Understanding the current conditions Converting to a process-based layout

Continuously improving the process

Phase 1: Understanding the Current Conditions

Document Current Layout and Flow

Phase 2: Converting to a Process-Based Layout

Collect Product Data and Production Data

Plan Possible New Layouts

Phase 3: Continuously Improving the Process

Shorten Cycle Times Shorten Changeover Times

Eliminate Product Defects

Reduce Equipment Failure

2. Phase 1 is used to:

4. One of the actions taken in phase 3 is:

Phase 1 Understanding the Current Conditions

Phase 2 Converting to a Process-Based Layout

Phase 3 Continuously Improving the Process

MSE507 Lean Manufacturing

Cellular Manufacturing One Piece Flow for Workteams

Performing Autonomous Maintenance Activities

Standardizing Workplace Conditions through 5S

Using Visual Management for Production Control and Safety

Visual location indicators help keep order in the workplace

Visual information can also prevent to make mistakes

Performing Autonomous Maintenance Activities

Using Activity Boards and One-point Lessons

2. The 5S system is a set of five basic principles:

4. Autonomous maintenance refers to shop floor team activities:

Standardizing Workplace Conditions through 5S

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