Line Layout and Workstation Identification
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This document discusses line layout and workstation identification for lean manufacturing. It covers calculating resource requirements based on takt time, defining resource attributes, developing the physical layout, and maintaining workstation balance. Key aspects include determining the standard time for each process, defining physical workstation locations and dimensions, conducting a paper simulation to reduce waste, and assigning tasks to each workstation balanced to the takt time. The document also discusses techniques like in-process kanban signaling and 5S to overcome imbalances and maintain workstation discipline.
Line Layout and Workstation Identification
- 1. Line Layout and Workstation Identification Presented byAayushKad (91061)AnkitKasera (91069)AnujMangal(91073)Rahul Gupta(91099)RuchiVarma(91103)
- 2. MRPAssumes infinite capacity in the manufacturing process/department.Orders are periodically issued as per master schedule.Uses Bill of Materials to get dependency in demand.
- 3. Imbalance in LineAdditional orders often requested.Release orders in advance.Causes shortages leading to expediting activities.Late orders or overtime.Increased Inventory as buffer.
- 4. Lean ManufacturingLittle or no type of muda (waste)Differentiate between Value adding and Non value adding steps
- 6. Line balancing with Lean ManufacturingUtilize only the resources necessary to meet customer demand.
- 7. Pull based production system.
- 8. All resources located at one place.
- 9. Eliminate the need for batching or grouping the resources.
- 10. Product manufactured one unit at a time.Lean ManufacturingSequence of events (SOE) labor and machine times divided into parts equal to a Takt time.Reduces inventory and cycle time.
- 11. Steps to implementCalculate Resource RequirementsDefining Resource AttributesPhysical layout of resourcesMaintaining workstation balance
- 12. 1. Calculating Resource Requirements# Resources = Standard Time SOE/TaktNumeratorSum of all labor and machine categories of work individually.Includes non value adding time like dynamic setups.Denominator Takt= Work minutes per shift * No. of shifts Throughput volume per day
- 13. Sequence of Events (Labor)∑ All Times = 8.05
- 14. Multi Product Line When one process used for producing more than one product we use a weighted standard time as follows:Standard Time Weighted (STW) = ∑Vc*SOE Standard Time/∑Vc
- 15. STW=3585/130 = 27.6 minutesTakt Time= 7 hours x 60 minutes x 1 shift = 420 =3.23 minutes Total Process F Volume 130Resources = 27.6/3.23=9 approx
- 16. 2. Defining ResourcesDefine physical attributes of individual resources.SOE labor time results in number of people required.The number of resources calculated for future must be in proportion to current resources and volume.
- 17. 2. Defining ResourcesPhysical location from which work to be performed must also be defined including space for supporting equipment.Thus, number of physical workstations also determined.For each workstation, its attributes and dimensions on the shop floor must be defined.Reduce excess workstation space.
- 18. Balancing a Machine to Takt Time Build additional inventory equal to:Cycle Time of Machine = Units of Inventory Process Takt TimeEg: A machine process requires 60 minutes to travel the conveyer length in a tunnel and Takt time is 3.23 minutes. Inventory = 60/3.23=19 units. Additional 19 hooks will be added and spaced such that each unit takes 60 minutes on conveyer and exit tunnel every 3.23 minutes.
- 19. 3. Physical Layout of ResourcesReduce Move and Wait time.Use paper simulation as it involves:Team ParticipationLow CostWork upstream.Leave space for material movement.Keep environment and safety needs in mind.
- 20. 4. Assigning Tasks for Each WorkstationAfter the resources have been determined and processes balanced, define the exact work quality inspection at each workstation.Use SOE to document the sequence of tasks.Summation of time of work tasks should be equal to Takt time.
- 21. In-Process Kanban Signaling MethodologyIPKs are used to remove the imbalancesIPK provides a temporary “parking space”IPK signals the next unitNo stack up“Pull” system is evidentIt controls speed of the lineFIFO priority sequencing of customer ordersSales order configuration document attached to configure-to-order custom products
- 22. Discipline For Workstation BalanceNest BuildingStash CacheI’m SpecialThe Better IdeaSpeed Trumps Takt- 1 unit at a timeManagement Indifference to Warning SignsSilence is AcceptanceLean Manufacturing – A Way Of Life
- 24. Techniques to Overcome ImbalancesLook for Work That Can Be EliminatedRelocate Work From Workstation to WorkstationAdd IPKs to the Imbalanced WorkstationsAdd ResourcesSequence Properly
- 25. Designing 5 S Into The Line DesignSifting (Seiri) Removing Unnecessary ItemsSorting (Seiton) Identify and arrange: a place for everythingSweeping (Seiso) Maintain order, sweep and cleanStandardize (Seiketsu) Practice management disciplineSustain (Shitsuke) Reinforce and demonstrate leadership
- 26. THANK YOU