Line Balance

8/6/2019 Line Balance

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Line Balance

Training Pack


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Course agendaCourse agendaCourse agendaCourse agendaCourse agendaCourse agendaCourse agendaCourse agenda

Introduction : What is line balancing?

Where do we use line balancing?

Example

Line Balance A simple example

Pre- requisites for line balancing The benefits of the pre- requisites

Method

Visual management

Summary - flowchart


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What is Linebalancing?

Everyone is doing the sameamount of work

Doing the same amount of work tocustomer requirement

No one overburdened

No one waiting

Everyone working together in a

BALANCED fashion

Variation is smoothed


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Example :Example :Example :Example :Example :Example :Example :Example : Line Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance Chart

This is a VISUAL production tool that enables the planning andorganisation of individual, TIMED items of work to create thefoundation for a balanced production line.

It is used as a tool to continuously drive out waste from operationsand processes and it is also a valuable tool in implementingchanges in customer demand,


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Line Balance : Simple Example

1 2 3 4

25 mins5 mins 15 mins 10 mins

ConstraintOverburden

This operatormust WAIT for

operator 2

Overproduction whichcauses the other 6 wastes

Waiting

Over-processing

InventoryRework

Transportation Motion

This operatormust WAIT for

operator 3

5

10

15

20

25

1 2 3 4

mins


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Line Balance : Simple Example

5

10

15

20

25

Redistribute the work

1 2 3 4

15 mins15 mins 15 mins 10 mins

Promotes one-piece FLOW

Avoidsoverburden

Minimises the 7wastes

ReducesVariation


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Pre-requisites to line balancing

StandardiseStandardise

CalculateCalculate TaktTakt

Achieve CONSISTENCY inoperations

Enabling us to achieve our

customers requirements bymanaging our production effectively

Variation in our operations demands

more human intervention which,increases the risk of HUMAN ERROR

Understand the drumbeatof the CUSTOMER


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Takt Time

Takt is a German word

It is the principal that all activity within a business issynchronised by a pulse, set by the customer

demand

It describes the metronome

Takt = total time available*total customer demand


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Customer demand = 10 units / month

Total time available = 20 days

Drumbeat = 1 part every 2 days

Each process needs to complete one unit every 2 days

Process 1 Process 2 Process 3 Customer

Every 2days

Process 4 Process 5

Takt time

Takt = total time availabletotal customer demand

Every 2days

Every 2days

Every 2days

Every 2days


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Standardise

Highlight keyinformation

Operationsequence

From:

To:

Cell/ Area

Description: Part No.

Quality check Safety precaution Std in process stockQty of SIPS Takt Time Cycle time

Standard work layout

Name / position Date Name / position Date Name / position Date

Scale:

stores

Workstation 1

Workstation 2

Toolcabinet

PPE MUST BE

WORN AT ALLTIMES

6

Workstation 3

Capture the layout

Indicate how thework flows


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StandardiseNO REVISION DATE LOCATION: SHEET..OF

DEPT: DATE:

PREPARED BY:

AUTHORISATION:

WORK INSTRUCTION SHEETOPERATION NO. OPERATION DESCRIPTION

NO MAIN STEPS Q S E KEY POINTS EXPLANATION/ EXAMPLES/ DIAGRAMS

P.P.E. JIGS/ TOOLS REQUIRED CHECKS TRAINING COMMENTS

TIME

MEPUM

WP HRS

PEGS REF:

TL TL TL PUM ME

OPERATING DESCRIPTIONNO

As per PEGS requirement


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The benefits of the pre-requisites

Takt time

Standard Operations

What do you thinkare the benefits?


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Takt time maximises the productivity due to:

Easily managed processes

Output of each process matches customer demand

Standard Operations provide:

Capable and repeatable processes

Process control at source Improves accuracy of planning Better adherence to plans

A platform from which continuous improvement can be made

Reduced costs Improved quality Basis for training

The benefits of the pre-requisites


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Method - capture current state

Customer demand = 19 units a month

Time available = 20 days a month

TAKT = Available timeCustomer demand

TAKT = 25 hrs

TAKT = 20 days19 units

( x 24 hrs in a day)

TAKT

Total workcontent

Line BalanceRatio

Line BalanceEfficiency

25hrs

Current State

Ops 3

Calculate TAKT


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Why video?

- Used to visually record activity- Accurate method of recording

- Irrefutable and unambiguous

- Modern approach to establishing method

4. Identify which of the elements are Value-addedand which are non-value added

1. Capture a representative sample of the process

2. Review the video with the operators present

3. Break down the elements of workand record a time for each one

Calculate TAKT

Time the process


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Method capture current state

Calculate Takt time

Time the process

Break down thework elements

g

The operators cycle is broken down into elementsThese elements are put into three main categories, these being :

1. Working (man or machine)2. Walking3. Waiting

COMPANY DATE ORIGINATOR CHECKED

PART NAME SECTION

PART NUMBER VOLUME

PROCESS TAKT TIME SEC

WORKING

SEQUENCE MANUAL AUTO WAIT WALK

KEY:Manual Walk

ISSUER COORDINATOR MGR ISSUER Auto Waiting

TIMEOPERATION TIMEOPERATION NAME

STANDARDISED WORKCOMBINATION TABLE

TOTAL

10 3 4

1

10 4 2

15

2

0 0 0

1 Fit bracket A

Walk to bench

Inspect

1

Machine 2 10 5

TAKT

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Calculate total workcontent (stacked time) : 15 + 30 + 17 = 62 hrs

Takt

Line BalanceRatio


25 hrs

62 hrs

Current State

Ops 3

Total workcontent

Constraint customerdemand not being met

30

25

20

15

10

1 2 3

5

Takt (25 hrs)

15

30

17

Draw current stateLine Balance

Calculate Takt time

Time the process


M h d


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Method - capture current stateOr alternatively ..

1. Identify the business area to be balanced

Machining Treatments Assembly

4. Agree estimated time for each job andnumber of operators involved

i. Estimate a time for each sub elementii. Add up all the elements

iii. Write on the main post it the total time and total operators

Is it 1, 5 or 10 hours(use a rough guide)

Total estimated time

Number of operators

1

5 hrs

2

2

5hrs

1

3

1

5 hrs

2

2

5hrs

1

1

5 hrs

2

2

10hrs

1

1

5 hrs

2

21hr

1

3. Break down each process by task

i. Use post it notesii. Write on the process nameiii. Place on a board in sequence

Op1

Op 2Subelementsof work

Mainprocesssteps

2. Form small group with team leaders/operators

M th d t t t t


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1

5 hrs

2

2

5hrs

1

3

1

5 hrs

2

2

5hrs

1

1

5 hrs

2

2

10hrs

1

1

5 hrs

2

21hr

1

Lay all the post its out insequence so that all of theprocesses are visible

Draw on the TAKT line (or usestring)

TAKT

Calculate TAKT

Time the process



2

5hrs

1


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M th d t t t t


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Method capture current state

Line balance ratio = Total work content

No. of stations x longest operation

Line balance Efficiency = Total work content

Target manpower x Takt

Line Balance Ratio = 62 hrs(3 x 30)

X 100 = 69%

Line Balance Efficiency = 62 hrs

(3 x 25)

X 100 = 83%

Takt

Stackedtime

Line BalanceRatio


25 hrs

62 hrs

Current State

Targetmanpower 3

69%

83%

What could be achieved withoutreducing waste and still meeting

TAKT simply REBALANCING!!

30

25

20

15

10

1 2 3

5

Takt (25 hrs)

15

30

17

Calculate Takt time

Time the process


Calculate LineBalance Ratio &

Efficiency

Calculate targetmanpower


Method balance to TAKT


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example

Target 83%Efficiency

30

25

20

1510

1 2 3

5

Takt (25 hrs)

15

30

17

1 2 3

25 25

12

Takt (25 hrs)30

25

20

15

10

5



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Update calculations

Balance to TAKT

Reduce Non ValueAdded and

eliminate waste

Re-allocate work &re-balance

Can this beimproved?

No

Yes

Complete workinstruction

(standardise) &implement

No

30

25

20

15

10

1 2 3

5

Takt (25 hrs)

15

30

17

1. Identify the elements of work that exceed TAKT

2. Refer to Standard Work Combination table

3. Identify where work can be re-allocated

COMPANY DATE ORIGINATORCHECKEDPART NAME SECTIONPART NUMBER VOLUMEPROCESS TAKT TIMESECWORKINGSEQUENCE MANUALAUTOWAITWALK

KEY:Manual WalkISSUER COORDINATOR MGR ISSUER Auto Waiting

TIME OPERATION TIMEOPERATION NAME


TOTAL

10 3 4 1

10 4 2

152

0 0 01 Fit bracket A

Walk to benchInspect

1Machine

2 10 5

TAKT



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Or alternatively

1. Refer to the post it

notes on the wall

3. Using the experience of the teamleaders/ operators, invite them to

rebalance the work to below TAKT

2. Use magnetic strips to signify the postit notes (elements of time)

1

5 hrs

2

2

5hrs

1

3

1

5 hrs

2

2

5hrs

1

1

5 hrs

2

2

10hrs

1

1

5 hrs

2

2

1hr

1

Update calculations

Balance to TAKT


eliminate waste



No

Yes



No

Method Identify value added and non-value added


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y

time

What is Value added and non-valueadded time?

Value Adding:Any process that changes thenature, shape or characteristicsof the product, in line with

customer requirements e.gmachining, assembly

Non-Value Adding,but unavoidablewith current technology or methods.Any work carried out that does not increaseproduct value e.g inspection, part movement,tool changing, maintenance

WasteAll other meaningless, non-essentialactivities that do not add value to theproduct you can eliminate immediately e.g.looking for tools, waiting time

And dont forget !!

Method Identify value added and non-value added


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y

time

ValueValueValueValue

AddedAddedAddedAddedWaste

Traditional Focus

Work Longer-Harder-Faster

Add People or Equipment

Lean Manufacturing

Improve the ValueStream to Eliminate

Waste

LEAD TIME

Method reduce non-value added time and eliminate


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waste

Update calculations

Balance to TAKT


eliminate waste



No

Yes



No

COMPANY DATE ORIGINATOR CHECKED

PART NAME SECTION

PART NUMBER VOLUME

PROCESS TAKT TIME SEC

WORKING

SEQUENCE MANUAL AUTO WAIT WALK

KEY:

Manual Walk

ISSUER COORDINATOR MGR ISSUER Auto Waiting

TIMEOPERATION TIMEOPERATION NAME


TOTAL

10 3 41

10 4 2

152

0 0 0

1 Fit bracket A

Walk to bench

Inspect

1

Machine 2 10 5

TAKT

So, identify the category of work on thestandard work combination table

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Detail each process step (on format above)Indicate whether the work is :

Wait

Walk Work

Now you can split the operations on

the board into elements of Value

added and non value added work

Update calculations

Balance to TAKT


eliminate waste



No

Yes



No

Or alternatively

Method reduce non-value added time and eliminate


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waste

Update calculations

Balance to TAKT


eliminate waste



No

Yes



No

Highlight the Value added and the non-valueadded work elements on the line balance board

Non value added activity

Value added activity

Takt (25 hrs)

1 2 3

5

30

25

20

15

10

Use red strips tosignify non-valueadded work

Method - reduce non-value added time and eliminate


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waste

Takt

Stackedtime

Line BalanceRatio


27 hrs

57 hrs

Future State

Ops 2

Non value added activity

Value added activity

Reduce the NVA activity by applyingwaste removal tools (changeoverreduction, 5C, process mapping etc)

Attack the red,redistribute

the green !!

1 2 3

5

30

25

20

15

10

Takt (25 hrs)

Update calculations

Balance to TAKT


eliminate waste



No

Yes



No

Method re-allocate & re-balance


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Method re allocate & re balance

1 2 3

5

30

25

20

15

10

Takt (25 hrs)

1 2 3

5

30

25

20

15

10

Takt (25 hrs)

Operator freed upfor other process

or improvementteam

Update calculations

Balance to TAKT


eliminate waste



No

Yes



No

Method - update the calculations


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Method update the calculations

Update calculations

Balance to TAKT


eliminate waste



No

Yes



No

Line balance ratio = Total work content

No. of stations x longest operation

Line balance Efficiency = Total work content

Target manpower x Takt

Line Balance Ratio = 44 hrs

(2 x 24)

X 100 = 92%

1 2

5

30

25

20

15

10

Takt (25 hrs)

Line Balance Efficiency = 44 hrs

(2 x 25)

X 100 = 88%Previous balance ratio = 69%Improvement of 23%

Takt

Total workcontent

Line BalanceRatio


25 hrs

44 hrs

Future State

Ops 2

92%

88%

Method - Continuous Improvement


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Method Continuous Improvement

Update calculations

Balance to TAKT


eliminate waste



Yes



No ValueValueValueValueAddedAddedAddedAdded Waste

LEAD TIME

Continuously use waste

elimination tools

P

DC

A

Plan

DoCheck

Act

Method - standardise


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Method standardise

Highlight keyinformation

Operationsequence

From:

To:

Cell/ Area

Description: Part No.

Quality check Safety precaution Std in process stockQty of SIPS Takt Time Cycle time

Standard work layout

Name / position Date Name / position Date Name / position Date

Scale:

stores

Workstation 1

Workstation 2

Toolcabinet

PPE MUST BE

WORN AT ALLTIMES

6

Capture the NEW

layout

Indicate how thework flows

Scale:

storesToolcabinet

Workstation 3

Method - standardise


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NO REVISION DATE LOCATION: SHEET..OF

DEPT: DATE:

PREPARED BY:

AUTHORISATION:

WORK INSTRUCTION SHEETOPERATION NO. OPERATION DESCRIPTION

NO MAIN STEPS Q S E KEY POINTS EXPLANATION/ EXAMPLES/ DIAGRAMS

P.P.E. JIGS/ TOOLS REQUIRED CHECKS TRAINING COMMENTS

TIME

MEPUM

WP HRS

PEGS REF:

TL TL TL PUM ME

OPERATING DESCRIPTIONNO

As per PEGS requirement


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Visual Management


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g

The new line balance chart should bedisplayed on the cell

The impact of changes in resource orTakt on operator cycle times can beseen instantly

Opportunities for Kaizen activities canbe easily identified

Summary


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y

Capture the current state Balance to TAKT & eliminate waste

Update calculations

Balance to TAKT

Reduce Non Value

Added andeliminate waste



Yes


(standardise) &

implement

No

Balance to TAKT

Reduce Non Value

Added andeliminate waste


Update calculations



(standardise) &

implement

Takt

Total workcontent

Line BalanceRatio


25 hrs

44 hrs

Ops 2

92%

88%

Future State

Takt

Total workcontent


Line Balance

Ratio

25 hrs

62 hrs

Current State

Operators 3

69%

83%

Calculate Takt time

Time the process



Efficiency

Calculate target

manpower


Calculate Takt time


Efficiency

Time the process



Calculate target

manpower

2

5hrs

1

Line Balance

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