Post on 17-Jan-2022
Lean Manufacturing Motivation
• Per the Avtech 2002 Business Plan: – “Improve product quality, schedule
performance, and cost through continuous improvement... by better utilizing planning, process flow methods, and systems”
Lean Manufacturing Motivation
• Lean manufacturing changes the focal point from the process to flow of value (value stream).
• Value Stream - all the actions (both value added and non-value added) currently required to bring a product from raw material into the hands of the customer.
Lean Manufacturing Motivation
• Value Stream Improvement - focuses on material and information.
• Process-Level Improvement - focuses on people and process flow and eliminating waste at the shop floor team level.
Lean Manufacturing Motivation
• One of the big advantages of creating flow teams is that it causes us to take a long, hard look at the processes and make improvements by reducing waste.
Lean Manufacturing Motivation
• Results:– Lead times are reduced– Flexibility increases and we can build the right
product at the right time– WIP on the manufacturing floor is reduced– Space requirements are reduced
Lean Manufacturing Motivation
• Results (cont):– Quality is improved by reducing process
variation and quality problems are eliminated before they grow
– Overproduction is reduced and, eventually, even eliminated (producing more, sooner, faster than is required by the next process)
Lean ManufacturingImplementation Steps
• Creating continuous flow teams involves four steps:– Define the product family– Evaluate the current state– Develop the future state – Implement
Define the Product Family
• A product family is defined as a group of products that pass through similar processing steps and over common equipment in our downstream processes.– Similar assembly procedures– Similar testing procedures– Similar work content– Similar material
Define the Product Family
• Demand Profile requirements– Predictable– Relatively stable rate– Volume high enough to sustain a work team
Evaluate the Current State
• Complete detailed time studies of each element of each process step for the product family.
• Complete detailed study of process flow for the product.
• Note non-value added activities and waste streams.
Evaluate the Current State
• Investigate document changes to improve manufacturing processes.
• Investigate process changes to improve cycle time.
• Create baseline metrics.
Create the Future State
• Create a Gantt chart and define the work team size.– A Gantt chart details the sequential process
flow to assist in balancing the production line– Standardizes work content
Process Gantt ChartPerson 1 6:00 6:15 6:30 6:45 7:00 7:15 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15 9:30 9:45 10:00 10:15 10:30 10:45 11:00 11:15 11:30 11:45 12:00 12:15 12:30 12:45 13:00 13:15 13:30Complete assy prior to cal (2) units BCal and install select(5) units BGroup B off to coating
-30 prep one side C
Install cover and finaltest A
Group A off to FI
-30 prep work C
Solder -30 comp (3)
Person 2 6:00 6:15 6:30 6:45 7:00 7:15 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15 9:30 9:45 10:00 10:15 10:30 10:45 11:00 11:15 11:30 11:45 12:00 12:15 12:30 12:45 13:00 13:15 13:30Complete assy prior to cal (3) units B
Assemble less covergroup A AGroup A off to inspect
Make diode assys CTouch up -50 CComplete -50 assy C
solder -30 comp (2)
crimp conn wires
Create the Future State
• Change drawings, processes, etc. as needed to support the Gantt chart.
• Create the POU warehouse.– Define common and unique parts– Determine kanban sizing– Coordinate intent to go POU with stores
Create the Future State
• Evaluate resources needed to support the future state.– Test equipment– Shared resources– Physical location – Available labor
• Evaluate the future state for improvement in metrics.
Implement
• Change all necessary drawing, procedures, routers, etc.
• Train new team members to the Gantt.• Physically set-up the work team.• Set up the warehouse in MMC and in the
work area.
Cycle Time Reduction
• The benefits of reduced cycle time include:– reduced lead time– improved ability to meet customer demand
changes– ease of management– less dependence on forecasts– less inventory required for same throughput
Team H Cycle TimeTeam H Work Order Cycle Time
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
01/11
/2001
02/05
/2001
02/05
/2001
02/07
/2001
03/02
/2001
04/09
/2001
05/04
/2001
05/17
/2001
05/23
/2001
06/15
/2001
06/27
/2001
07/23
/2001
07/27
/2001
08/20
/2001
08/28
/2001
09/25
/2001
10/09
/2001
10/18
/2001
11/09
/2001
11/19
/2001
11/27
/2001
01/22
/2002
02/05
/2002
02/21
/2002
02/27
/2002
03/11
/2002
03/26
/2002
4/30/0
24/1
9/02
work order #
work
ord
er c
ycle
tim
e (d
ays)
Series1 4 per. Mov. Avg. (Series1)
Team Y Cycle TimeTeam Y 6 Month Work Order Cycle Time
0
5
10
15
20
25
30
35
40
5483
-1-8
52
83-1-
1
5483
-1-8
54
83-1-
7
5483
-1-7
54
83-1-
8
5483
-1
5483
-1
5483
-1-8
54
83-1-
7
5283
-1-6
54
83-1-
7
5483
-1-7
54
83-1
55
83-1
52
83-1-
6
5483
-1
5483
-1-7
54
83-1-
8
5583
-1-2
55
83-1-
2
5483
-1-8
54
83-1-
7
5583
-154
83-1-
8
5483
-1-8
55
83-1
5483
-1-7
5583
-155
83-1
part number
wor
k or
der c
ycle
tim
e (d
ays)
Series1 15 per. Mov. Avg. (Series1)
Team D Cycle TimeTeam D Work Order Cycle Time
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
7E+0
5
work order #
work
ord
er c
ycle
tim
e (d
ays)
Series1 5 per. Mov. Avg. (Series1)
Cycle Time Reduction
• Average cumulative cycle time reduction across teams D, H, and Y is
• 116 days
WIP Turns and WIP $• The benefits of increased WIP turns and
decreased WIP $’s include:– Lower inventory levels (as upstream inventory levels
are decreased in conjunction with the reduction) – Less capital tied up in inventory (as upstream
inventory levels are decreased in conjunction with the reduction)
– Converts inventory into revenue more quickly – Quality issues or Engineering changes easier to
manage– Less dependence on forecast
Aggregate WIP TurnsAvtech Aggregate WIP Turns
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
Jun-9
6Nov
-96Apr-
97Sep
-97Fe
b-98
Jul-9
8Dec
-98May
-99Oct-
99Mar-
00Aug
-00Ja
n-01
Jun-0
1Nov
-01Apr-
02Sep
-02Fe
b-03
Jul-0
3Dec
-03
date
WIP
turn
s
Improved workplace organization
• The benefits of better workplace organization include:– Forces the question “do we really need this?”– Ease of movement of cells– PC’s on bench allow for easy access to
documentation and reduce workstation clutter– Efficient use of manufacturing floor space
Reduced Footprint50
Stev
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TS 5
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REU Test Tech Bench
REU
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REU TestTS 2000-1-1
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REU TestTS 2000-1
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REU
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Solde
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NetworkDrop
NetworkDrop
NetworkDrop
NetworkDrop
NetworkDrop
Air Drop
FumexDrop
Burn-in Shelf
Team H: Tech Bench
7513
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Team H: Assembly Bench
Team H: Double BayStock Trolley
Team H: PCB Storage Rack
REU
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REU
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REU
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REU Test PCCart
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Team
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Team V Double BayTrolley
Team D: DC Dimmers
Team H: Honeywell RCH
Team R: REUTest
Team V:Selcal
REU Set-up Table
ACP1 Storage Cabinet
ACP1 Storage Cabinet ACP1 Storage CabinetACP1 Storage Cabinet ACP1 Storage Cabinet
REU Test PCCart
REU Test PC
REU Test PCCart
REU Test PC
REU Test PCCart
REU Test PC
NetworkDrop
FumexDrop
NetworkDrop
NetworkDrop
Insp
ectio
n De
sk
Inspection Queue Rack
InspectionStation
NetworkDrop
File Cabinet
Team D & I Double Bay Stock
Trolley
Team D PCB Storage Rack
Team D Assembler Bench Team D Assembler Bench
NetworkDrop
Team I:Windshield
Temp.Controllers
400 HZpower
Fumex
Fumex
Fumex
REU
REU
Test
Tec
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Selcal Tech BenchTeam
V Assembler Bench
Team VSupply Cabinet
NetworkDrop
PCB
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ACP1 Storage ShelfFile
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File
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File
Cab
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REU Inventory
REU
REU
REUREU Fumex
Team R: REU Assembly
Team R Assembler BenchTeam R Assembler Bench Team R Assembler BenchTeam R Assembler BenchG
Team Y: Double BayStock TrolleyTeam Y: Double Bay
Stock Trolley
Team ?: Assembler BenchTeam ?: Tech Bench
Team Y: Double BayStock Trolley
Team ?: PCB Storage Rack
Team C: ACP1 (5145)NetworkDrop
Fumex
Team ?: Assembler Bench
NetworkDrop
400 Hz
Fumex
ACP1 Tech Bench
429
Sim
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r ACP1
ACP1
Sto
rage
She
lf
Inspection Desk
ACP1
ACP1 ACP1
ACP1
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ACP1
ACP1 Assembly Bench
ACP1 Assembly Bench
ACP1 Assembly Bench
ACP1
Ass
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Ben
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ACP1
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Asse
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PCB Storage Rack
E-server Tech Bench
NetworkDrop
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Team Y: Assembler BenchTeam Y: Tech Bench
Team Y: Double BayStock Trolley
Team
Y: P
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tora
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ack
H &
C Te
ster
Team Y: Handset & Cradle
Fumex
T eam
: Do
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T eam
: Do
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Team ?: Assembler Bench Team ?: Tech Bench
Team Y: Double BayStock Trolley
Team ?: PCB Storage Rack
Team T: ACP3 (5361)Network
Drop
Team ?: Assembler Bench
Team U: ACP4 (5701)
Team
: D o
uble
Bay
Stoc
k Tro
lley
390 square feet for future production
Improved Workplace Organization
• Cumulative effect of re-organizations– 460ft2 of free manufacturing space– Unoccupied work cells available for new teams– Eliminated a number of unnecessary pieces of
equipment
POU Inventory Management
• Benefits include:– Shorter cycle time– Reduction in overall product labor content– Ownership of inventory– Mobility– Skill-set proliferation– Better workplace organization– Reduction of non-value-added activity
POU Inventory Management
• Reduced Stores storage by 4.43 shelves.
• Reduced non-value added kitting labor by 807 hours per year or $4,462 per year.
POU Inventory Management
• Cumulative reduction of labor content across the products manufactured by teams D, H, and Y is
• Headcount reduction of 2.6 people• Labor content reduction of $64, 896
Operator Enrichment• Team members learn a broader set of skills
– Warehouse management– Inspection certification– Test stamp certification
• Increased accountability for team performance
• CRSO returns– Improved TAT – Closed feedback loop on product quality
Operator Enrichment
• Self-manage– Warehouse accuracy– Work order release
• Increased cross-training• Source inspection• Self-verification• Assembler - Tester Model• Modified application for batch teams
Future Applications
• Shared resource kanban• Supplier kanbans• Cross-training of team members and regular
rotation• Manufacturing Flow Documents (MFD’s)
Future Applications
• 5S programs• Incorporating more “shared resource
processes” into the small teams• EOQ application where appropriate• Value stream mapping and mixed model
continuous flow