Principles of Layout and Line Design - ADDVALUE - Nilesh Arora

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I.1. Layout and Line Design I. Production Flow

• Introduction; • P.Q. analysis; • Process graph and time estimate;

5. Low Cost Automation 4. Smed

• Functional vs. Process layout and number of lines; • One Piece Flow lines; • Large vs Small Lines;

3. Standard Work

• Takt time;

2. Border of Line

• Small in line machines;

1. Layout and Line Design

• Shojinka and multiskilled operators; • Line balancing; • Workstation design.

• 20 principles of Layout and Line Design.

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

• 10 references = 35% of the quantity sold in 1 year A1

• 15 references = 15% of the quantity sold in 1 year (3 ref)

Q: Quantity

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

A2 (10)

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

B (15) C (120) P: Product References

• 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.

Process Graph and Time Estimate • A Process graph represents a possible order of assembly or production; • 3 types of information:

Tubes Blue Disk

Screws

Wings

Grey Body P1

16 s

– Blue: components; – Yellow: value added operations;

P2

4s M1

6s

M2

3s

M3

12 s

M4

16 s

M5

3s

M6

25 s

– Green: times.

Central screw

• 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).

Wing screws.

Cone

Final screw

Assembled Plug

Functional vs Process Layout

Functional Layout Big Batch Production

Sub Assembly

Assembly

W A R E H O U S E

Work in Process Waiting

Control

Functional vs Process Layout Line Layout Small Batch Production

WAREHOUSE

Sub Assembly

Material Flow

Assembly

Control

One Piece Flow Lines

Cell Layout One Piece Production

Pack

Control

Supermarket

Material Flow

Sub Assembly

Assembly

One Piece Flow Lines Layout before Kaizen

Layout after Kaizen Before

After

Lead Time Cycle Time Workers WIP Area Productivity

Flexible

Results

One Piece Flow Lines Situation Before Kaizen (very poor FTQ/Efficiency)

Transport distance = 28 m

Situation After Kaizen (excellent FTQ/Efficiency)

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 Product vs Process Matrix

A Product References

Operations

1

2

3

A

X

X

X

B

X

X

X

C

X

X

D E

X

F

X

5

6

7

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X X

4 X

Possible product family for 1 process flow line design

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).

Large vs. Small Lines New Models Imply:

Models Variety Imply:

• Training and preparation of workforce.

• Frequent model changovers; • Need to constantly change size of workforce and rotate workers.

• Time required for preparation and trainning;

• Large loss due to changeover;

• This commitment impacts on manufacture of other products.

• One person seriously affects efficiency of entire workforce.

• Number of setups reduced;

Several Smaller Lines

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

(longer cycle time, ex: >25 sec)

• No impact to other product lines during startup period.

Number of Lines

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

• Design and modification of machinery and equipment;

• 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 â&#x20AC;˘ The production cycle should obey the Takt Time, i.e., match the demand cycle; â&#x20AC;˘ Usually the Line Design Cycle Time is smaller than the Takt Time (because of Efficiency Losses).

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.

Example: Time: Breaks: Cleaning: Demand:

2 x 8 h (480 min) 20 minutes / shift 10 minutes / shift 10.000 units/week

2 x (480-20-10) 10.000 / 5 = 0,45 min = 27 sec /unit

Takt time =

Shojinka and Multiskilled Operators

โ ข Shojinka = line is able to adapt output to Takt Time by changing nยบ of operators

Shojinka and Multiskilled Operators • 2 operators cell.

• “Daisy” Line Design:

6 1

2

3

4

– Operators work together in a common area;

5 7

1 B

2 B

8

– Operators don´t work inside isolated islands (with machines between); – Machine Input and output position are side by side (this implies new machine designs);

3 B

– Automation is separated from manual work.

• 3 operators cell.

• Multiskilled operators: 6 1

2

3

4

5 7

1 B

2 B

– Supervisors are responsible for developing Multiskilled operators;

3 B

8

– Supervisors must be skilled in JI – Job Instruction training; – Train operators using Training Plans and Breakdown Sheets.

Small In-line Machines • 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;

High Speed 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.

Parts feeder

Small In-line Machines

Line Balancing

Product Families

Product Work Contet

A B C Work Team A

Work Team B

(Regular Team)

(“Mura” 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.

• 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).

Line Balancing «Mura» is spread all over the line = Operator Stress = «Muda» Time (sec)

Line Takt = Average Operator Takt

A

B

Operator 1

C

A

B

C A

Operator 2

B

Operator 3

C

Time (sec)

«Mura» concentrated WS (workstations)

A

Line Takt = Operator Takt

B

Operator 1

C A

B

Operator 2

Std WS

Std WS

C

"MURA" WS

Std WS

Std WS

A Std WS

Std WS

Std WS

B

Operator 3

C

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;

Tubes Blue Disk

Screws

Wings

Grey Body P1

P2

16 s

4s M1

6s

M2

3s

M3

12 s

M4

16 s

M5

3s

M6

25 s

Central screw

• Use Excell worksheets.

Wing screws.

Cone

Final screw

Assembled Plug

Workstation Design • Many Muda of operator movement

due to bad placement of containers;

• No fixed location for containers; • Containers not prepared for frontal supply;

• All components at operator's arm reach; • Small containers and two bin system with frontal supply; • Empty bin exit place (2nd level); • 5 S.

• No 5 S.

Waste Hole

Waste Bin

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 â&#x20AC;&#x153;Noâ&#x20AC;? 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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