091812 Md Faro Webinar

7/31/2019 091812 Md Faro Webinar

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Presented By

Lean Manufacturing andPortable Metrology:

Improving ManufacturingEfficiencies

Chad Crisostomo

Technical Product Manager (FaroArm)

FARO Technologies

09/18/2012


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Purpose

Lean Manufacturing and Portable Metrology:Improving Manufacturing Efficiences

To define what is Lean Manufacturing and its core principles

To provide an understanding of Lean Manufacturing and its benefits to our industry

To show how FARO can help contribute to Lean Manufacturing


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Agenda


What is Lean Manufacturing?

Guiding principles of Lean Manufacturing

What are the Seven Deadly Wastes?

Lean Tools and Common Practices

What are Portable CMMs?

Practical Applications and Case Studies


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-The Gold Mine, byMichael and FreddyBalle

Lean is not simply a toolbox, but a totalperspective.


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Production practice and management philosophy focused on:

Optimizing customer value

Eliminating waste (unnecessary activities that do not contribute to customer value)

Increasing efficiency

Achieving manufacturing excellence

In other words, making more with LESS!


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The Guiding Principles of Lean


1. Specify Value

What is the value of a specified product from the customers perspective?

2. Identify Value Stream

What steps will create this value? What steps will create no value? What steps canbe eliminated?


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3. Create Flow

Can we make our work elements flow continuously with minimal queues, no reworks,and no stoppages?

4. Establish Pull

Can we deliver a value product desired by our customer exactly how they desire itand when they desire it?


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5. Seek Perfection!

Now that weve identified value and produced a value product for our customer, isthere room for improvement? Can the process evolve? Can we eliminate morewaste?

Of course!!!


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"For improvement to flourish it must be carefullycultivated in a rich soil bed (a receptiveorganization), given constant attention (sustainedleadership), assured the right amounts of light

(training and support) and water (measurement anddata) and protected from damaging*.

*What kind of damage is Dr. Shortell referring to?

-Stephen Shortell, Ph.D.,Organizational BehaviorProfessor


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The Seven Deadly Wastes


The most dangerous kind of wasteis the waste we do not recognize.

-Shigeo Shingo, Toyota


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The Seven Deadly Wastes (TIM WOOD)


The Seven Deadly Wastes areactivities that have beenidentified as non-value addingevents or processes that hinderprofitability in a company. Theyinclude:


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The Seven Deadly Wastes (TIM WOOD!)


The Seven Deadly Wastes are activities that have been identified as non-value addingevents or processes that hinder profitability in a company. They include:

TransportationUnnecessary movement of valued goods from one process to the next

InventoriesExcess product (raw material or finished goods) waiting to be processed

Motionunnecessary movement or transportation of people and equipment due to aninefficient layout or process


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The Seven Deadly Wastes (TIM WOOD!)


The Seven Deadly Wastes are activities that have been identified as non-value addingevents or processes that hinder profitability in a company. They include:

Waitingtime spent waiting idly for a process or task to finish

OverprocessingUsing more energy than is required to produce a product (poor tooldesign)

OverproductionExcessive operations necessary to produce a product, makingsomething before it is truly needed

Defects/mistakestime spent repairing or reworking material that could cause customerdissatisfaction

Now that we know what kind of activities to avoid,what are some of the lean tools at our disposal?


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Lean Tool Example: 5S (Workplace Organization)


Sustain!

Sort

Straighten

Shine

Standardize

What is 5S?

A series of activities for organizing awork space for effectiveness andeliminating wastes that contribute toerrors, defects and injuries

The stages are:

1. Sort: Clearly distinguishing what isnecessary and disposing of theunnecessary

2. Straighten: Organizing thenecessary items so that they canbe used and returned easily


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3. Shine: Cleaning floors, equipment,and furniture in all areas of theworkplace

4. Standardize: Maintaining andimproving the standards of the first

3 Ss

5. Sustain: Achieving the discipline ofproperly maintaining the correct 5Sprocedures and striving forcontinual improvement

Sustain!

Sort

Straighten

Shine

Standardize


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Examples

Before After


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Examples

Before After


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Examples

Before After


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More of Examples of


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More of Examples of


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Lean Tool Examples: Kaizen


What is Kaizen?

Focuses on eliminating waste,improving productivity and achievingsustaining improvement in processes ofan organization

Relies on analytical techniques (suchas the 5 Whys) to identify opportunitiesto eliminate waste in a specific process

Often considered to be the buildingblock of all lean production methods


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Shewhart Cycle

One of the major components ofKaizen is the Shewhart Cycle.

The 4 stages are:

PlanCreate a plan for change,defining the steps you need to taketo make the change

DoCarry out the plan in a testenvironment, under controlledconditions

Shewhart Cycle


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Shewhart Cycle

CheckExamine the results of thetrial. Verify the process improved. Ifnot, try again!

ActImplement the changes on abroader scale and update thestandard operating procedures.

Shewhart Cycle


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Key Elements of Kaizen include:

Quality

Effort

Employeeparticipation

Communication

Willingnessto change


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Lean Tool Examples: Cellular Manufacturing


What is Cellular Manufacturing?

Arranging workstations in a sequencethat promotes a smooth flow ofmaterials through the productionprocess with minimal wait or transport

Helps to eliminate overproduction,reduce defects and save floor space

Proven to be more flexible andresponsive than the traditional mass-production line


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Shopfloor Flow (before CM)

1

3

5

6

Queue

Bench

4


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Shopfloor Flow (After CM)

1

3 4

6

U-Shaped Solution

1 3

456

Parallel Solution


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Lean Tool Examples: In-line Inspections


What are In-line Inspections?

Removes the need for separate testing andinspection labs

Allow workers to perform inspections directlyon the line (in-process)

Decreases rework time and eliminates scrap


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Typical Batch Manufacturing (Before Lean):

Opn 1 Opn 2 Opn 3 Opn 4 Inspect

Queue Queue Queue Queue


Test and Inspection Lab

Finished

Goods

Rework Area


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Finished

Goods

Rework Area Test and Inspection Lab

Typical Batch Manufacturing (Before Lean):


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Batch Manufacturing (After Lean):

Opn 1 Opn 2 Opn 3 Opn 4


Finished

Goods

In-Line Inspection =


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Batch Manufacturing (After Lean):



Finished

Goods



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Finished

Goods





Finished

Goods

Rework Area Test and Inspection Lab


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So how do portable CMMs fit into all of this?

Wh t i C di t M i M hi (CMM)?


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What is a Coordinate Measuring Machine (CMM)?


Device for measuring physicalgeometries of a part in 3 dimensions

Accurate up to one-millionth of a meter

Various sizes depending on theapplication

Limitations include:

Cost

Size of the CMM in a facility

Working volume limited to the size of the CMM bed

What is a Portable CMM?


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Typically 6 or 7 degrees ofarticulation resulting in flexibilitywithin a volume

Quick and simple to use

Can work in a wide range ofenvironments

Accurate up to 0.0125 millimeters

Wireless (Wi-fi/Bluetooth) capabilities

Various compatible probe sizes, includingRenishaw Touch Probes



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Available in multiple lengths/ranges (from 4feet to 300 feet)

Multiple mounting options

Compatible with leading inspection softwarepackages such as Polyworks, Spatial Analyzer,Metrologic and Geomagic

Benefits include:

Efficient compared to hand tools = lessmeasurement time

Portable device = less space

Check defects faster = less re-working

Increased productivity and efficiency = less wasteand less downtime

Practical Applications


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Reverse Engineering

CAD to Part Analysis

Alignments

3D Modeling

Rapid Prototyping



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Reverse Engineering


Alignments

3D Modeling

Rapid Prototyping



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Reverse Engineering


Alignments

3D Modeling

Rapid Prototyping



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Reverse Engineering


Alignments

3D Modeling

Rapid Prototyping



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Reverse Engineering


Alignments

3D Modeling

Rapid Prototyping

Case Studies: Express Manufacturing


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Case Studies: Express Manufacturing


Custom, small quantity machine shop in the Aerospace industry

Would remove parts from machine to an off-line inspection station

Moved to on-machine inspection

First project using Lean technique reduced time from 5 weeks to 3 weeks.

Case Studies: Oil States


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Case Studies: Oil States


Manufactures winches, cranes, and mooring systems for offshore oil drilling

Unable to accurately model very large pieces of equipment using standard hand tools

Portable CMMs now used in incoming and in-process inspection

Reduced inspection time up to 75%

Case Studies: Sun Country


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Case Studies: Sun Country


Manufacturers of jet engine and airframe components

Were seeing inconsistent measurements with hand tools from one operator to another duringon-line measurement, and extreme delays using off-line CMM

On-line portable CMM installedeliminated variation and expensive off-line CMM costs, andreduced inspection time by 60%

Case Studies: Suzuki


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Case Studies: Suzuki


Manufactures four-wheel ATV

Originally used stationary, off-line CMM and hand tools, but had troubles with accuracy anddata reporting

Implemented articulating arm on-line CMM to improve consistency, shorter time, and costsavings

QC Tech quoted: I can measure faster, and I dont have to break my back doing it.

Case Studies: BAE Systems


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Case Studies: BAE Systems


Awarded 155mm Advanced Gun System contract for US Navy destroyers

No solution was available to accurately position the Gun System in 3D spacesystem is 24by 13 and needed 0.002 degrees of accuracy on all angles.

Installed a Laser Tracker systemcollected 5000 positioning points within 30 minutes versususing a theodolite which would take weeks, according to BAE Mfg. Engineering

More Case Studies


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More Case Studies


Boeing Cable AssembliesCycle reduction 85%

Floor space reduction 65%

Kimberly-ClarkCustomer complaint reduction 50%

Allied Signal

Defect rate reduction 29%WIP reduction 42%

Productivity improvement 32%

Pella CorporationWIP reduction 56%

Order to ship cycle time 60%

Productivity improvement 50%

Capital spending reduction 66%

Zellweger Analytics

First pass yields from 88% to 99.5%

Nacom Corporation

Scrap reduction 92%

Summary


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Summary


Lean Manufacturing is a production process that can help save

time, labor and money by eliminating waste

Lean tools such as 5S (workplace organization), cellularmanufacturing and in-line inspection can help reduce harmfulwaste, thus improving product efficiency

Brainstorm with other departments and evaluate every aspect ofa process with the 5 Whys

Portable CMMs can help streamline both the manufacturing andquality aspect of a product, benefitting both the manufacturer

and the customer

Dont forget: Lean Manufacturing is a continual process. Alwaysstrive for perfection!

Thanks for Attending


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Thanks for Attending

For questions about todays webinar:

Chad CrisostomoE: [email protected]

Find FARO on the web:

Website: faro.com

Facebook: facebook.com/FAROTechnologies

Twitter: twitter.com/FARO_HQ

Blog: farotechnologies.blogspot.com

YouTube: youtube.com/user/FAROTechnologies

091812 Md Faro Webinar

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