1 Piece Flow
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Transcript of 1 Piece Flow
![Page 1: 1 Piece Flow](https://reader036.fdocuments.in/reader036/viewer/2022082807/553db2d94a79597c258b4719/html5/thumbnails/1.jpg)
1 Piece Flow (a.k.a. Single Piece Flow)
for Lean ManufacturingPage Contents
What is it How Does it Work Resources Required Symptoms indicating that it is needed Example/Case Study
1. What is it?
a. Single piece flow is the ideal state where parts are manufactured one at a time, and flow throughout the manufacturing and supply chain as single unit, transferred as customer’s order.
b. Manufacturing large batches of parts simultaneously, or accumulating parts in a bin for shipping or transferring 2 or more parts at the same time is opposite or contrasted to the definition of Single Piece Flow.
c. Single Piece Flow (SPF) supports Just-in-Time, Toyota Production Systems, Lean Manufacturing, Theory of Constraints (Drum, Buffer, Rope), and similar types of philosophies and systems
2. How Does it Work ?
![Page 2: 1 Piece Flow](https://reader036.fdocuments.in/reader036/viewer/2022082807/553db2d94a79597c258b4719/html5/thumbnails/2.jpg)
a. Batch sizes are recorded for historical system (baseline).
b. Optimum batch size and transfer sizes are calculated, starting with:
i. The most critical work centres
ii. The largest inventory carrying costs
iii. The highest risk processes
iv. The most unpredictable process
v. Other controlling factors
c. Action is taken for improvement at the work centres, rules, methods that have the greatest impact on the throughput, customer satisfaction, risk, cost, or inventory carrying charges. These actions can include:
i. SMED
ii. Kanban
iii. Process re-design
iv. Production sequence
v. JIT
vi. Etc.
3. Resources Required
a. Process Map
![Page 3: 1 Piece Flow](https://reader036.fdocuments.in/reader036/viewer/2022082807/553db2d94a79597c258b4719/html5/thumbnails/3.jpg)
b. Calculator
c. Process comprehension
d. Value mapping
e. Authority to make process improvements
f. Process operating date (ie. flows, batch sizes, inventory, etc.)
g. Lean process understanding
4. Symptoms indicating that it is needed
a. Long delivery lead times (customers will consider paying more to defeat them)
b. Obsolete inventories
c. Large batches of defects & rework, all with the same or similar defect.
d. High product velocity ratios (3 is excellent, 60 is poor)
e. Low inventory turns (100 is excellent, 3 is poor)
f. Slow changeovers
g. Left-overs at beginning & end of production run
5. Example/Case Study
a. Penny Lane game
![Page 4: 1 Piece Flow](https://reader036.fdocuments.in/reader036/viewer/2022082807/553db2d94a79597c258b4719/html5/thumbnails/4.jpg)
Penny Lane Game
1 Start
2 3 4 5 6 7 Done
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