1. Manufacturing/Office Cells
Chapter 7
Manufacturing/Office Cells

2. IT-465 Lean Manufacturing
Cellular Layout
Comprises a group of equipment or desks, usually laid out in a “U” shape.
Dedicated to the complete production of a family of similar products or parts.
Produce products one at a time.
Start with raw material and end with a finished product.
One Piece Flow Production
IT-465 Lean Manufacturing

3. Current Process-Oriented (Department Specialization)
Problems
Defects not detected until inspection
Could take months to traverse the department
Raw and WIP inventory on the floor occupied 25% of the available manufacturing space.
These problems then created others
I.D. of the root cause of defects difficult
Scheduling the Assembly Department impossible
Long lead times, missed delivery schedules.
IT-465 Lean Manufacturing

4. IT-465 Lean Manufacturing
Benefits of Cells
Cells and One Piece Flow Production provide benefits that drastically reduce:
Product defects
Lead times
WIP & finished goods inventory
Required business space
Information/material handling
While improving:
Company-wide productivity & teamwork
Company capacity & flexibility
IT-465 Lean Manufacturing

5. IT-465 Lean Manufacturing
Empowerment
With cells, the team will experience & develop:
Improved communication and teamwork
An understanding of the entire process from raw material to the finished product.
An opportunity to meet & discuss issues with customers
An environment of greater control in how the cell is run
Higher job satisfaction through increased job responsibility, ownership, and variety.
IT-465 Lean Manufacturing

6. IT-465 Lean Manufacturing
Cell Prerequisites
Product Families
Repetitive manufacturing/office processes
Small, dedicated, moveable equipment
Flexible, cross-trainable associates
Additional manufacturing/equipment/machine capacity
IT-465 Lean Manufacturing

7. IT-465 Lean Manufacturing
Summary
Manufacturing cells are powerful tools in improving:
Productivity
Team empowerment & business ownership
Customer deliveries & product lead times
Product quality
Available manufacturing space
IT-465 Lean Manufacturing

8. Cellular Manufacturing Part I
Outcomes
Describe how to create flow
Examine the features of a manufacturing cell
IT-465 Lean Manufacturing

9. IT-465 Lean Manufacturing
Lean Implementation
The five steps of Lean Implementation
Specify value
Map the value stream
Create flow
Pull
Pursue perfection
IT-465 Lean Manufacturing

10. IT-465 Lean Manufacturing
Lean Implementation
IT-465 Lean Manufacturing

11. Individual vs. System Efficiency
IT-465 Lean Manufacturing

12. Cellular Manufacturing Characteristics
Production paced to takt time
Machines in order of processes
Small and inexpensive equipment
Multi-process-handling workers
IT-465 Lean Manufacturing

13. Five Step Cell Design Process
Group products
Establish takt time
Review work sequence
Combine work to balance process
Design the layout
IT-465 Lean Manufacturing

14. Establishing Takt Time
Net available time includes planned downtime:
Breaks, lunch, clean-up time, team meetings, TPM
It does not include:
Material outages, breakdowns, tardiness, changeovers
Takt time is used to synchronize pace of production with pace of sales
IT-465 Lean Manufacturing

15. IT-465 Lean Manufacturing
Takt Time Calculation
IT-465 Lean Manufacturing

16. IT-465 Lean Manufacturing
Takt Time Calculation
IT-465 Lean Manufacturing

17. IT-465 Lean Manufacturing
Takt Time
Can only be changed if the available time or customer demand changes
Must be re-calculated on a regular basis
Drives staffing decisions cell layout
Should not be adjusted to accommodate system problems
Pace the process to a planned cycle time to accommodate system problems
IT-465 Lean Manufacturing

18. IT-465 Lean Manufacturing
Planned Cycle Time
Cycle time calculated with factors that affect overall production
Do not plan for waste
IT-465 Lean Manufacturing

19. IT-465 Lean Manufacturing
Review Work Sequence
Current layout and material flow
Observe work sequence of tasks each worker performs
Collect current cycle times
Identify value-added versus non-value-added elements
Eliminate non-value-added elements
IT-465 Lean Manufacturing

20. IT-465 Lean Manufacturing
Material Flow
IT-465 Lean Manufacturing

21. IT-465 Lean Manufacturing
Current Work Sequence
IT-465 Lean Manufacturing

22. IT-465 Lean Manufacturing
Summary, Part I
Group products
Measure demands by establishing takt time
Review work sequence
IT-465 Lean Manufacturing

23. Cellular Manufacturing Part II
Outcomes
Discuss combining work to balance process
Examine how to design cell layout
IT-465 Lean Manufacturing

24. IT-465 Lean Manufacturing
Time Observation Form
Three types of Cycle Time
Machine Cycle Time
Time it takes for a machine to produce one unit, including the time taken to load and unload
Machine Automatic Time
The time it takes for a machine to produce one unit, exclusive of loading and unloading
Operator Cycle Time
The time it takes for a person to complete a predetermined sequence of operations, inclusive of loading and unloading; exclusive of time spent waiting
IT-465 Lean Manufacturing

25. IT-465 Lean Manufacturing
Time Observation Form
IT-465 Lean Manufacturing

26. Identifying Non Value-Add Waste
Things not to include:
Walking
Out-of-cycle work for operators
Wait time for machines to cycle
Time taken to remove finished parts where automatic ejection could be introduced
IT-465 Lean Manufacturing

27. 5 Step Cell Design Process
IT-465 Lean Manufacturing

28. 5 Step Cell Design Process
IT-465 Lean Manufacturing

29. IT-465 Lean Manufacturing
Design Cell Layout
Physical location of machines should correspond to work sequence
U-shaped designs are most efficient
Movement should flow counterclockwise
Benefits:
Improves flow
Reduces inventory build-up
IT-465 Lean Manufacturing

30. IT-465 Lean Manufacturing
Guidelines
Machines:
Use small dedicated equipment
Introduce auto-eject
Install one-touch automation
Use sensors to signal abnormal conditions
Design in maintainability
Materials Management
Keep parts near point of use
Limit materials at machine to two-hour supply
Use Kanban to regulate parts replenishment
Use gravity to move parts and materials
Use alternative methods to re-stock parts
Dedicated location for stock
Standardize amount on each shelf
IT-465 Lean Manufacturing

31. Guidelines for Workstation and Tools
Eliminate spaces and surfaces where inventory can accumulate
Bench height conducive to work being performed and operator
Adequate lighting to perform task
Minimize travel distance between operations
Place fixtures and hand tools in order of use
Install flexible utility drops to make layout adjustments easier
Combined usage tools are recommended when more than one tool is required
IT-465 Lean Manufacturing

32. Guidelines for Human Movement
Minimize amount of motion
Avoid sharp turns
Standing position promotes flexibility
Make movement instinctual
Design movements to follow a rhythm
Address ergonomic issues
IT-465 Lean Manufacturing

33. IT-465 Lean Manufacturing
Signal Kanban System
IT-465 Lean Manufacturing

34. IT-465 Lean Manufacturing
Summary Part II
Create flow through waste elimination
Pace production to Takt time
Utilize one-piece flow production
Arrange machines in order of processes
Small and inexpensive equipment
U-shaped work flow, counterclockwise
Multi-process-handling workers
Ergonomically correct operations
Standardized work
Source inspection
IT-465 Lean Manufacturing

35. Quick Response Manufacturing
Outcomes
Define quick response manufacturing(QRM)
Discuss QRM’s origins and concepts
Examine ways to leverage QRM along with the body of knowledge
IT-465 Lean Manufacturing

36. Quick Response Manufacturing
Definition
A strategy to cut lead times in all phases
Developed by Rajan Suri
Four Core Concepts
The Power of Time
Organizational Structure
Understanding and Exploiting System Dynamics
Enterprise-wide, Unified Strategy
IT-465 Lean Manufacturing

37. IT-465 Lean Manufacturing
QRM – The Power of Time
Lead time is key
Three different types:
External lead time
Internal lead time
Supplier lead time
Time drives most business decisions
IT-465 Lean Manufacturing

38. QRM – Organizational Structure
Most effective for operations that make:
A large number of product specifications with low volume and highly variable demand
Highly engineered products in small batches
Challenges paradigm of focusing on cost and economies of scale
Addresses “People Side” of operation by:
Moving toward cellular, flow production
Cell-based teams owning the process
Emphasizing cross-training
Continually reducing process cycle time
IT-465 Lean Manufacturing

39. Dynamics & Unified Strategies
Understanding System Dynamics
Dynamics
Result from interactions of various factors
Interactions
The effect of everything on everything else
Enterprise-wide, Unified Strategies include:
Integration with other initiatives
Materials Management planning of production
Work control systems
Supply chain management
Support operations
IT-465 Lean Manufacturing

40. IT-465 Lean Manufacturing
Things Affecting Time
Lean Six Sigma
Continually attacks the sources of waste and reduces time in a process
Promotes the idea of understanding and managing time
Lean tools to minimize time in a process:
Kaizen
Process mapping, SIPOC and value Stream Mapping
Pull Systems
Setup Reduction (SMED)
Design for Six Sigma
Takt time
IT-465 Lean Manufacturing

41. Changing Organizational Structure
The people own the process
One-piece flow, Synchronized/Continuous Flow
Rationalization of Process, Product and Design
Learning organization
Lean metrics
Quality-at-the-source
Team building and empowerment
Versatility Matrix 5S
IT-465 Lean Manufacturing

42. Unifying the Enterprise-wide Strategy
Everything is linked to everything else
Hoshin planning and policy deployment
Design for manufacturing, assembly, maintenance, and quality
Project Management
Value Stream Mapping
Balanced Score Card
IT-465 Lean Manufacturing

43. IT-465 Lean Manufacturing
Summary
QRM is a focused approach to cut lead times in all phases of manufacturing and office operations
Four core Concepts:
The Power of Time
Organizational Structure
Understanding and Exploiting System Dynamics
Enterprise-wide, Unified Strategy
IT-465 Lean Manufacturing