Line Layout and Workstation Identification

Presented by

Aayush Kad (91061)

Ankit Kasera (91069)

Anuj Mangal(91073)

Rahul Gupta(91099)

Ruchi Varma(91103)

MRP

Assumes infinite capacity in the

manufacturing process/department.

Orders are periodically issued as

per master schedule.

Uses Bill of Materials to get

dependency in demand.

Imbalance in Line

Additional orders often requested.

Release orders in advance.

Causes shortages leading to

expediting activities.

Late orders or overtime.

Increased Inventory as buffer.

Little or no type of muda (waste)

Differentiate between Value adding and Non value adding steps

Lean Manufacturing

Line balancing with Lean Manufacturing

•Utilize only the resources necessary to meet customer demand.

•Pull based production system.

•All resources located at one place.

•Eliminate the need for batching or grouping the resources.

•Product manufactured one unit at a time.

Lean Manufacturing

Sequence of events (SOE) labor and

machine times divided into parts

equal to a Takt time.

Reduces inventory and cycle time.

Steps to implement

1. Calculate Resource Requirements

2. Defining Resource Attributes

3. Physical layout of resources

4. Maintaining workstation balance

1. Calculating Resource Requirements

# Resources = Standard Time SOE/Takt Numerator

Sum of all labor and machine categories of work individually.

Includes non value adding time like dynamic setups.

Denominator Takt= Work minutes per shift * No. of shifts Throughput volume per day

Seq #

Description Set Up

Required

Move

Quality Information

10 Retrieve dolly and unit frame

2.75 Match frame to sales order

20 Set Frame on Stand 1.3

20 Seal all weld joints on back of frame

with sealant

2.1 Seal must cover all areas

30 Place bolts through frame and dolly

0.6

40 Attach torque gun and tighten bolts

1.3 Torque 40 PSI

Total 4.05 4

Sequence of Events (Labor)

∑ All Times = 8.05

Multi Product Line

When one process used for producing more than one product we use a weighted standard time as follows:

Standard Time Weighted (STW) = ∑Vc*SOE Standard Time/∑Vc

Products Volume Process F SOE

Standard Time

Weighted

Product 1 25 30 750

Product 2 31 27.5 852.5

Product 3 50 25 1250

Product 4 6 32 192

Product 5 12 29.5 354

Product 6 6 31 186

Total 130 3585

STW=3585/130 = 27.6 minutes

Takt Time= 7 hours x 60 minutes x 1 shift = 420 =3.23 minutes Total Process F Volume 130

Resources = 27.6/3.23=9 approx

2. Defining Resources

Define physical attributes of

individual resources. SOE labor time results in number of

people required. The number of resources calculated

for future must be in proportion to current resources and volume.

2. Defining Resources

Physical location from which work to be

performed must also be defined including

space for supporting equipment.

Thus, number of physical workstations also

determined.

For each workstation, its attributes and

dimensions on the shop floor must be defined.

Reduce excess workstation space.

Balancing a Machine to Takt Time

Build additional inventory equal to:

Cycle Time of Machine = Units of Inventory Process Takt Time

Eg: A machine process requires 60 minutes to travel the conveyer length in a tunnel and Takt time is 3.23 minutes.

Inventory = 60/3.23=19 units.

Additional 19 hooks will be added and spaced such that each unit takes 60 minutes on conveyer and exit tunnel every 3.23 minutes.

3. Physical Layout of Resources

Reduce Move and Wait time. Use paper simulation as it involves:

Team Participation Low Cost

Work upstream. Leave space for material movement. Keep environment and safety needs

in mind.

4. Assigning Tasks for Each Workstation

After the resources have been determined and processes balanced, define the exact work quality inspection at each workstation.

Use SOE to document the sequence of tasks.

Summation of time of work tasks should be equal to Takt time.

In-Process Kanban Signaling Methodology

IPKs are used to remove the imbalances IPK provides a temporary “parking space” IPK signals the next unit No stack up “Pull” system is evident It controls speed of the line FIFO priority sequencing of customer orders Sales order configuration document

attached to configure-to-order custom products

Discipline For Workstation Balance Nest Building Stash Cache I’m Special The Better Idea Speed Trumps Takt- 1 unit at a time Management Indifference to Warning

Signs Silence is Acceptance Lean Manufacturing – A Way Of Life

Balance By Workstation

WS 1 WS 2 WS 3 WS 4 WS 5 WS 60%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Techniques to Overcome Imbalances

Look for Work That Can Be Eliminated

Relocate Work From Workstation to Workstation

Add IPKs to the Imbalanced Workstations

Add Resources Sequence Properly

Designing 5 S Into The Line Design

Sifting (Seiri) Removing Unnecessary Items Sorting (Seiton) Identify and arrange: a place for

everything Sweeping (Seiso) Maintain order, sweep and clean Standardize (Seiketsu) Practice management discipline Sustain (Shitsuke) Reinforce and demonstrate leadership

THANK YOU