Principles of Layout and Line Design - ADDVALUE - Nilesh Arora

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“Layout and Line Design”

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I.1. Layout and Line Design

I. Production Flow• Introduction;

• P.Q. analysis;

• Process graph and time estimate;

• Functional vs. Process layout and number of lines;

• One Piece Flow lines;

• Large vs Small Lines;

• Takt time;

• Shojinka and multiskilled operators;

• Small in line machines;

• Line balancing;

• Workstation design.

• 20 principles of Layout and Line Design.

4. Smed

2. Border of Line

1. Layout and Line Design

3. StandardWork

5. Low CostAutomation

Introduction

• It is important to differentiate between PROCESS and OPERATION:

• PROCESS is flow (movement) of materials from dock to dock. It includes many operations:

• Material transportation;

• Material waiting batch size end;

• Material transformation;

• Material batch waiting;

• Material being inspected.

• OPERATION is flow of operator movements to perform above operations;

• TARGETS of Layout and Line Design:

• Elimination of operations other than Value Added;

• Creation of 1 piece flow value added operations.

P.Q. analysis

• Layout and Line Design always starts with a PQ analysis;

• The A references (high runners) are good candidates for semi automated lines (maintaining 1 piece flow);

• The B references are good candidates for manual, less automated lines;

• The C references (low runners) are good candidates for single bench/manual lines, flexible for many references.

Q:

Qu

an

tity

P: Product References

B (15)

A2

(10)

C (120)

(3 r

ef)

A1

• 3 references = 45% of the quantity sold in 1 year

• 10 references = 35% of the quantity sold in 1 year

• 15 references = 15% of the quantity sold in 1 year

• 120 references = 5% of the quantity sold in 1 year

Process Graph and Time Estimate

• It should be done for each A (high runners) reference;

• Starts with the main component (the one where all the others will be agregated, the grey body). Ex: the chassis of an automobile;

• No representation of Muda operations (only value added operations);

• Time should be estimated without Muda (net operation times);

• At this stage times represent a rough estimate of net operation times (be carefull with standard times given by time study departments, usually include too much Muda).

M1

M2

M3

M4

M5

M6

Grey Body

Central screw

Wing screws.

Cone

Final screw

16 s

6 s

3 s

12 s

16 s

3 s

25 s

Blue Disk

P2 4 s

Tubes

P1

Screws

Wings

Assembled Plug

• A Process graph represents a possible order of assembly or production;

• 3 types of information:

– Blue: components;

– Yellow: value added operations;

– Green: times.

Functional vs Process Layout

Work in Process Waiting

Functional Layout

Big Batch Production

Sub Assembly Assembly Control

WAREHOUSE

Work in Process Waiting

Functional Layout

Big Batch Production

Sub Assembly Assembly Control

WAREHOUSE

Functional vs Process Layout

Sub Assembly

Line Layout

Small Batch Production

WAREHOUSE

Material Flow

Assembly Control

One Piece Flow Lines

Sub Assembly

Cell Layout

One Piece Production

Su

pe

rma

rke

t

Material Flow

Assembly

ControlPack

One Piece Flow Lines

Layout before Kaizen

Layout after Kaizen

ResultsBefore After

Lead Time

Cycle Time

Workers Flexible

WIP

Area

Productivity

One Piece Flow Lines

Situation Before Kaizen (very poor FTQ/Efficiency)

Situation After Kaizen (excellent FTQ/Efficiency)

Transport distance = 28 m

Functional vs Process Layout

• The evolution of a Functional Layout (job shop type) to a Process Layout (flow shop type) at a Kawasaki Motorcycle machining plant;

• Step 1: one operator for each isolated machine;

• Step 2: one operator for 2/3 machines;

• Step 3: process flow cells;

• Step 4: process flow cells in-line and multi cell operators

Functional vs Process Layout

• Aluminium Die Casting plant;

• From a Functional Layout to ...

• ...Process Flow Layout...

• Check the savings in material flow (lines).

Functional vs Process Layout

X X X X

X X X X

X X X X

A

B

C

D

E

F

1 2 3 4 5 6 7

X X X X X X

X X X X X X X

X X X X X X

• Make a Process Graph for each of the A references;• Check the Product vs Process matrix to group similar

Process Products;• After, check B and C references (for the best fit within A

families or stand alone benches/lines).

Operations

A P

rod

uct

Ref

eren

ces Possible

product family for 1 process flow line

design

Product vs Process Matrix

Large vs. Small Lines

Number of Lines

New Models Imply:

• Design and modification of machinery and equipment;

• Training and preparation of workforce.

Models Variety Imply:• Frequent model

changovers;• Need to constantly change

size of workforce and rotate workers.

Large Multistaffed

Single Line (short cycle time, ex: <25 sec)

• Time required for preparation and trainning;

• This commitment impacts on manufacture of other products.

• Large loss due to changeover;

• One person seriously affects efficiency of entire workforce.

Several

Smaller Lines(longer cycle time, ex: >25

sec)

• Time needed for preparation shorthened, only one special line needs to be changed;

• No impact to other product lines during startup period.

• Number of setups reduced;

• Rotation of people simplified, small number of people involved;

• Less Muda of work balancing.

• Small number of product references flow on 1 or more automated lines (Low Cost Automation);

• Large number of product references flow on 1 or more smaller less automated lines.

Takt Time

Takt Time =Available Time for Production (1)

Customer Demand (2)

(1) Total Time without programmed stoppages.

(2) Number of units required in that period of time.

• The production cycle should obey the Takt Time, i.e., match the demand cycle;

• Usually the Line Design Cycle Time is smaller than the Takt Time (because of Efficiency Losses).

Example:

Time: 2 x 8 h (480 min)Breaks: 20 minutes / shift Takt time =Cleaning: 10 minutes / shiftDemand: 10.000 units/week = 0,45 min = 27 sec /unit

2 x (480-20-10)

10.000 / 5

Shojinka and Multiskilled Operators

• Shojinka = line is able to adapt output to Takt Time by changing nº of operators

Shojinka and Multiskilled Operators

1 2 3 4 5

1B

2B

3B

8

6

7

1 2 3 4 5

1B

2B

3B

8

6

7

• 3 operators cell.

• 2 operators cell.• “Daisy” Line Design:

– Operators work together in a common area;

– Operators don´t work inside isolated islands (with machines between);

– Machine Input and output position are side by side (this implies new machine designs);

– Automation is separated from manual work.

• Multiskilled operators:

– Supervisors are responsible for developing Multiskilled operators;

– Supervisors must be skilled in JI – Job Instruction training;

– Train operators using Training Plans and Breakdown Sheets.

Small In-line Machines

Parts feeder

• To change a Functional Layout to a Process based Layout, usually more machines are necessary;

• The “Small In-Line Machines” concept refers to smaller less universal machines;

• It is possible to develop this type of machines in-house;

• Usual in-house developed machines are;

– Cleaning and rinsing machines;

– Simple machining operations;

– Small presses;

– Use oil pans for cleansing;

– Use hair dryers and home use ovens for drying and heating.

• Looking at a universal automated centralized machine, the Kaizen eye tries to spot:

– What are the real value added operations done inside the machine;

– How can the machine be simplified to fit a one piece flow line.

High Speed Machines

Small In-lineMachines

Line Balancing

Work Team A(Regular Team)

• Responsible to operate a fixed number of operations in-line;

• Line balancing based on product family C Work Content;

• Constant workload, independent from product mix.

Work Team B(“Mura” Team)

• Responsible for off-line work ,or;

• Responsible for variable operations (Mura);

• Made up of fewer workers;

• Made up of most skilled wokers (work load varies according to product mix).

Product Work Contet

Pro

du

ct F

amili

es A

B

C

Line Balancing

«Mura» is spread all over the line = Operator Stress = «Muda»

Line Takt = Average Operator Takt

Tim

e (s

ec)

A B COperator 2Operator 1

A B C A B COperator 3

Std WS Std WS

Std WS Std WS Std WS Std WS Std WS

"MURA" WS

«Mura» concentrated WS (workstations)

Tim

e (s

ec)

A B COperator 2Operator 1

A B C A B COperator 3

Line Takt = Operator Takt

Line Balancing

• Balance operations using the process graph:– Workstation 1: P1+M1+P2+M2 = 29 seg

– Workstation 2: M3+M4 = 28 seg

– Workstation 3: M5+M6 = 28 seg

• Start on top of the graph (main component);

• 1st operation is P1 because is the 1st subassembly to go into the main component;

• Use “Balancing Charts” with magnets (yamazumi chart), in case of many operations;

• Use Excell worksheets.

M1

M2

M3

M4

M5

M6

Grey Body

Central screw

Wing screws.

Cone

Final screw

16 s

6 s

3 s

12 s

16 s

3 s

25 s

Blue Disk

P2 4 s

Tubes

P1

Screws

Wings

Assembled Plug

Workstation Design

WasteHole

• All components at operator's arm reach;

• Small containers and two bin system with frontal supply;

• Empty bin exit place (2nd level);

• 5 S.

WasteBin

• Many Muda of operator movement due to bad placement of containers;

• No fixed location for containers;

• Containers not prepared for frontal supply;

• No 5 S.

20 Principles of Layout and Line Design

1. Design the lines based on the types, volumes and life cycle of the products

2. Design small in-line equipment that can be moved around easily

3. Take into account the takt time of the customers

4. Make a 1 piece flow in the processing order

5. Say “No” to MUDA of transport. Minimize use of conveyors

20 Principles of Layout and Line Design

6. Design set-up time with Zero as a target

7. No isolated operator islands should be allowed

8. Separate man work from machine work

9. Combine entrance and exit of work pieces

10. Equipment should have a narrow width

11. Put only necessary materials within arms length

12. Work should flow from right to left (anti clock wise)

20 Principles of Layout and Line Design

13. Karakuri: subtle maneuverability is important

14. Lower the speed as much as possible

15. Machines should stop when abnormality occurs

16. Mechanical approach preferred to electrical approach

17. Do not automate parts supply without careful study

18. Do not process several part simultaneously

19. Simulate new equipment before installation

20. Organize layout by process and keep walls free

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