1. CSUN - Prof. David Shternberg
MSE595LM - Lean Manufacturing
Lean Manufacturing
Cellular Manufacturing
One Piece Flow for Workteams
Chapter 1
An Introduction to

2. 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

3. What Is Cellular Manufacturing?
A lean manufacturing approach that helps companies build a variety 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 for performing those steps, arranged in that order
Helps companies achieve two important goals of lean:
One-piece flow
High-variety production

4. One Piece Flow
One-piece flow is the state that exists when products move through 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 to process items just one at a time
The important thing is to promote continuous flow of products, with the least amount of delay and waiting

5. One-Piece Flow Vs. Large-Lot Production
LARGE-LOT PRODUCTION CAN LOWER A COMPANY’S PROFITABILITY
ONE-PIECE FLOW SOLVES THESE PROBLEMS
Makes leadtime between customer’s 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

6. High-Variety Production
In the early days, a company could produce one type of product
Customers would buy it even if it wasn’t 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

7. 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.

8. Understanding Processes and Operations
To improve production for lean manufacturing, it is not enough to improve operations
Companies must also improve their processes
Improving a process involves streamlining the flow of materials to minimize obstacles and wastes such as:
Time spent in non-value-adding steps
Such as waiting and transport
Downtime caused by changeover and adjustments
Distance materials or WIP must travel between transformation steps
The need for inspection or rework
The cellular manufacturing approach works on improving the process as well as specific operations

9. Benefits of Cellular Manufacturing
Promoting one-piece flow through cellular manufacturing can help 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

10. How Cellular Manufacturing Helps You?
Cellular manufacturing also helps you as a company employee
By straightening the company’s competitiveness, it helps support job security
Makes daily production work go smoother by:
Removing clutter of excess WIP inventory
Reducing transport and unnecessary handling
Reducing walking required to complete processes
Addressing causes of defects and machine problems that cause delays
You may have to learn a process sequence you have not done before.
Raise your skill and flexibility, and may change how you think about your role in the company
Learning about and participating in a JIT transformation ultimately will make you more employable!

11. 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 customer’s needs
Cellular Manufacturing gives the flexibility to give customers the variety they want
Converting a factory to cellular manufacturing means eliminating waste from processes and from operations

12. CSUN - Prof. David Shternberg
MSE595LM - Lean Manufacturing
Lean Manufacturing
Cellular Manufacturing
One Piece Flow for Workteams
Chapter 2
Working in a Manufacturing Cell

13. 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

14. Operating in a U-Shaped Cell
Changing from an operation-based layout to manufacturing cells 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 operator’s 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 next cycle

15. Typical Manufacturing Cell

16. Working in a Cell

17. Operating in a U-Shaped Cell
Cell Lay-Out
input
output

18. Becoming Multiskilled/Multimachine Operators
Creating a manufacturing cell often changes the relationship between people 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 operator’s time is spent watching the equipment run
Such waste is avoided by teaching people to operate several different machines in the process
Operators can be setting up a workpiece for step 2 while step 1 machine is processing another workpiece

19. Becoming Multiskilled/Multimachine Operators..
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 from cross-training

20. Cross-Training for Maximum Flexibility
Cross-training enables employees to perform different functions within 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 (flexibility) makes employees more valuable to their teams and to their companies

21. Cross-Training for Maximum Flexibility
Cross-training is a source of employee pride in many workplaces
Visual display charts are often used to recognize people’s skill attainment (achievement) in a public way
Cross-training metrics

22. 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

23. 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

24. Using Small, Flexible Machines…
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

25. Using Autonomation (Jidoka) to Eliminate Machine Watching
Autonomation - an approach to automation that gives equipment “intelligence” so people don’t have to monitor automatic operation
“Autonomated” machines - semi-automatic machines that autonomously (independently) support one-piece flow processing:
Stop and signal when a cycle is complete or when problems occur
Often loaded by operators
Often set up to unload automatically after processing
Many companies invest in automation
People don’t have to perform difficult, dangerous, or repetitive work

26. Summary
Equipment and workstations arranged close together in sequence of processing steps (U or C)
Relationship between people and machines changes
Operators may need to learn how to run different types of equipment 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 comes from 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 don’t have to monitor automatic operation