cellular manufacturing1
TRANSCRIPT
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Engineering
Management MSE507Lean Manufacturing
Cellular ManufacturingOne Piece Flow for Workteams
Chapter 1An Introduction to
Cellular Manufacturing
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Chapter 1 Overview
What Is Cellular Manufacturing?
One-Piece Flow
High-Variety Production
Understanding Process and Operations
Process
Operations
Benefits of Cellular Manufacturing
How It Helps Companies
How it Helps You
Summary
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What Is Cellular Manufacturing?
A lean manufacturing approach that helps companies build avariety of products with as little waste as possible
Equipment and workstations arranged in a sequence that
supports smooth material flow through the process, with minimal
transport or delay
Derived from the word Cell
A Manufacturing Cell consists of people and machines or
workstations required for performing the process steps
For example - if a process for a product requires cutting, followed
by drilling and finishing, the cell would include the equipment forperforming those steps, arranged in that order
Helps companies achieve two important goals of lean:
One-piece flow
High-variety production
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One Piece Flow
One-piece flowis the state that exists when products movethrough a manufacturing process one unit at a time, at a rate
determined by the needs of the customer
The opposite of one-piece flow is large-lot production
Goods produced in large lots build delays into the process
No items can move on to the next process until all items in the lot
have been processed
The larger the lot, the longer the items sit and wait between steps
One-piece flow is an ideal state
In daily operation, it is not always possible or desirable toprocess items just one at a time
The impor tant th ing is to promo te cont inuous f low of
products, with th e least amoun t of d elay and w ait ing
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One-Piece Flow Vs. Large-Lot Production
LARGE-LOT PRODUCTION CANLOWER A COMPANYS
PROFITABILITY
ONE-PIECE FLOW SOLVESTHESE PROBLEMS
Makes leadtime between
customers order and delivery of
product longer
Allows to deliver a flow of products
to customers with less delay
Requires labor, energy, and space
to store and transport products
Reduces resources required for
storage and transport
Increases chances of product
damage or deterioration
Lowers risk of damage,
deterioration, or obsolescence
Exposes other problems so they
can be addressed
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High-Variety Production
In the early days, a company could produce one type of product Customers would buy it even if it wasnt exactly what they liked
Today customers expect variety and customization
Specific quantities delivered at a specific time
If your company is not flexible enough to serve their needs
customers will go to your competitor
Cellular manufacturing offers flexibility to give customers the
variety they want
By grouping similar products into families that can be processed on
same equipment in the same sequence Encourages companies to shorten changeover time between
products
Eliminates a major reason for large-lot production
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Understanding Processes and Operations
Converting a factory to cellular manufacturing means
eliminating waste from processes as well as from operations How do Processes and Operations differ and intersect?
PROCESSES OPERATIONS
A process is a continuous flow through
which raw materials are converted into
finished products in a series of operations.
The focus is the path of the materials as
they are transformed into something to sell.
Manufacturing processes have four basic
types of steps or phases:
Transformation assembly, machining
Inspection comparison to standard
Transport change of location
Storage waiting period
Only Transformation adds value!
In contrast to process, which focuses on
flow, an operation focuses on action.
An operation is any action performed by
workers or machines on the materials.
Operational improvements focus on how
specific actions are carried out, and include
studying the motions required for a specific
action.
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Understanding Processes and Operations
To improve production for lean manufacturing, it is not enoughto improve operations
Companies must also improve their processes
Improving a process involves streamlining the flow of materials
to minimize obstacles and wastes such as:
1. Time spent in non-value-adding steps
Such as waiting and transport
2. Downtime caused by changeover and adjustments
3. Distance materials or WIP must travel between transformation
steps4. The need for inspection or rework
The cellu lar manufactur ing approach works on imp roving the
pro cess as well as specif ic operat ion s
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Benefits of Cellular Manufacturing
Promoting one-piece flow through cellular manufacturing canhelp make your company more competitive
Cut costly transport and delay from the manufacturing process
Shortens the production leadtime
Serves customer needs
Gives an earlier return on the investment in the product
Saves space in the factory
Can be used for other value-adding purposes
Promotes continuous improvement
By forcing solutions to problems that block low-inventory production
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Summary
Cellular Manufacturing Lean manufacturing approach that helps build a variety of products
with minimum waste
Equipment and workstations arranged in a sequence with a
smooth flow of materials and components through the process
Minimal transport or delays
One-piece flow
Products move through a manufacturing process one unit at a
time, at a rate determined by the customers needs
Cellular Manufacturing gives the flexibility to give customers thevariety they want
Converting a factory to cellular manufacturing means
eliminating waste from processes and from operations
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Engineering
Management
MSE507
Lean Manufacturing
Cellular ManufacturingOne Piece Flow for Workteams
Chapter 2Working in a Manufacturing Cell
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Chapter 2 Overview
Operating in a U-Shaped Cell
Becoming Multi-skilled, Multi-machine Operators
Cross-Training for Maximum Flexibility
Moving with the Work
Using Small, Flexible Machines
Using Autonomation (Jidoka) to Eliminate Machine Watching
Summary
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Operating in a U-Shaped Cell
Changing from an operation-based layout to manufacturingcells will change how people do their work in the factory
In a manufacturing cell, the equipment and workstations are
arranged close together in sequence of processing steps
Reduce unnecessary walking and transport to promote flow
The equipment in a cell is usually laid out in a curved shape
The operators path is like a U or C
These shapes bring the end point of the process close to the
beginning point
Minimizes distance the operator has to travel to begin the nextcycle
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Becoming Multiskilled/Multimachine Operators
Creating a manufacturing cell often changes the relationship
between people and and machines in the workplace Operators may need to learn how to run different types of
equipment to support the process
In cells where automatic machines are used, most of the operatorstime is spent watching the equipment run
Such waste is avoided by teaching people to operate several differentmachines in the process
Operators can be setting up a workpiece for step 2 while step 1machine is processing another workpiece
A cell may be run by one person or by several people working
together Depending on the size of the cell, cycle times, or production volume
Flexibility to change how people work together in a cell comes fromcross-training
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Cross-Training for Maximum Flexibility
Cross-training enables employees to perform different functionswithin a process
Lets teams take full responsibility for their processes.
Operator trained on several machines is qualified to respond to
changes in production needs by performing different tasks as
needed This versatility makes employees more valuable to their teams and
to their companies
Cross-training is a source of employee pride in many
workplaces Visual display charts are often used to recognize peoples skill
attainment in a public way
Cross-training metrics
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Moving with The Work
Running several machines in sequence An operator needs to work standing up rather than sitting down
To assist one-piece flow manufacturing
People stand and walk so that work moves smoothly through the
process
Working while standing
Enables people to respond more quickly if machine problems
occur
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Using Small, Flexible Machines
A cellular manufacturing process may use equipment different
from that used in large-lot production Works best with machines that are smaller and often slower than
large-lot equipment
Smaller machines save space
Placing them close together reduces walking distance
Leaves no space for excess WIP to accumulate
Slower machines are appropriate
They can produce one piece at a time at a speed determined by
customer requirements
Machines for cellular manufacturing Flexible and be easy to set up quickly
Used to make a greater variety of products during a single shift
Smaller machines are less expensive
Easier to operate and maintain
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Summary
Equipment and workstations arranged close together insequence of processing steps (U or C)
Relationship between people and machines changes
Operators may need to learn how to run different types ofequipment to support the process
Machine-watching is avoided Teaching people to operate several different machines
Flexibility to change how people work together in a cell comesfrom cross-training
Cellular manufacturing works best with smaller and often slower
machines Autonomation (jidoka) is an approach to automation that gives
equipment intelligence so people dont have to monitorautomatic operation
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Questions? Comments?