Lean Continuous Flow vs Batch Production

January 12, 2017by Julian Kalac, P.Eng

Lean Six Sigma Master Black Belt

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HURRY UP AND WAIT

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Hidden Factory

Shipped on time and customer happyWe Made $$$$

ProductionMaterialShip order CUSTOMER

• No Wasted Time• No Wasted Money• No Wasted Resources• No Wasted Material

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99% Customer Quality

The truth

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The Hidden Factory

$50000-material scrap costs

$350,000 transportation costs

Lost orderWrong order shipped

ProductionMaterial Ship order CUSTOMER

Hidden Factory

SLOW DOWN FOR OVERTIME ?

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CUSTOMER ---> SUPPLIER

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CUSTOMER SUPPLIER

The systematic elimination of waste and re-alignment of resources to deliver value to the customer faster, better, & more consistently

Lean also is:◦ Pursuit of excellence◦ Continuous Improvement of performance and quality◦ .

◦ Increasing inventory “turns” and throughput◦ Simplifying and redefining processes◦ Measuring & monitoring processes◦ Empowering the workforce (80%)

Lean Overview: What is Lean?

Leading to Leading toEliminate

WasteReduced Cycle

TimesIncreased Capacity

Focus: Eliminate waste, non-value add steps, process constraints and bottle necks that cause problems in work

Eliminating the WastesValue Added

Typically 95% of all lead time is non-value added

1. Overproduction2. Waiting3. Transportation4. Non-Value Added Processing5. Excess Inventory/Material6. Defects7. Excess Motion8. Underutilized People

Non-Value Added

5%

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The 8th WasteNot utilizing operators to their full potential

Lack of cross-functional training

Over relying on a select few while others are Inadequately trained

Operators are unable to rotate and help each other out to balance the work-load

High overtime, increased pressure stress

Workers can do each others work, help out when someone is sick, on holidays, quit

Workers help improve bottleneck operations by helping out each other

Variety in work making it more full-filling

Training new workers

Benefits of cross functionally trained workers

TYPES OF PRODUCTIONBATCH & QUE

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THE PERFECT FACTORY

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Cycle Time is dictated by the slowest (bottleneck) operation in the cell.

40 min

20 min25 min

15 min

30 min

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• What operation controls the cycle?• How can you relieve the bottleneck?

Basic Lean Concepts

Bottleneck◦The point which is currently reducing the flow or slowing the entire process

◦A managed buffer before a bottleneck is necessary

◦A bottleneck WILL exist in every process◦Bottlenecks move !◦High WIP can mask the bottleneck◦The people working at the bottleneck take breaks, not the bottleneck

Source: Improve Phase 26jul07

Bottleneck Management

Process/Material Flow

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COMPONENTS Cell Layout for Ultra-Spin Collar/DMPR Assy

Optimum Number Operators= 4 Lead Hand packing

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Hardware Assy

2 Pcs/HrBatch & Que Cycle Time= 33.6 Sec/Pc 107

Roll-Forming1-Piece Cont Flow Cycle Time= 22.6 Sec/Pc 159

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Clinching

Damper3 Collar 4

Assy

22.6 Sec/Pc

9 Sec/Pc

10.8 Sec/Pc

Comb= 30 Sec/Pc

33 Sec/Pc

Productivity Gain Pcs/Hr =

PPMH=40

2 10Pcs

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Batch vs 1 Pc Continuous Flow

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CONTINUOUS FLOW CYCLE TIME

30 min

20 min25 min

25 min

30 min

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• What is the process cycle time?• What is the process bottleneck?

New Cycle Time = 30min

GET ALL YOUR NEEDED MATERIAL BEFORE YOU START!!

Set-up equipment as close as possible together so you can pass parts without using boxes

Eliminate WIP BOXES Set-up a white board and record hourly

PPMH compared to target. List any issues you have during the run Run 1 order at a time in the cell until it’s

completed and then next order23

HOW TO SET-UP 1-PC FLOW?

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COMPONENTS Cell Layout for Ultra-Spin Collar/DMPR Assy

Optimum Number Operators= 4 Lead Hand packing

1

Hardware Assy

2 Pcs/HrBatch & Que Cycle Time= 33.6 Sec/Pc 107

Roll-Forming1-Piece Cont Flow Cycle Time= 22.6 Sec/Pc 159

52

Clinching

Damper3 Collar 4

Assy

22.6 Sec/Pc

9 Sec/Pc

10.8 Sec/Pc

Comb= 30 Sec/Pc

33 Sec/Pc

Productivity Gain Pcs/Hr =

PPMH=40

2 10Pcs

Remember this set-up

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Next we set-up 1-pc flow in components

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QUESTIONS?