Large-Area Identification of Wind Projects and Optimization of Farm Layout
Line Layout and Workstation Identification
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Transcript of Line Layout and Workstation Identification
Line Layout and Workstation Identification
Presented by
Aayush Kad (91061)
Ankit Kasera (91069)
Anuj Mangal(91073)
Rahul Gupta(91099)
Ruchi Varma(91103)
MRP
Assumes infinite capacity in the
manufacturing process/department.
Orders are periodically issued as
per master schedule.
Uses Bill of Materials to get
dependency in demand.
Imbalance in Line
Additional orders often requested.
Release orders in advance.
Causes shortages leading to
expediting activities.
Late orders or overtime.
Increased Inventory as buffer.
Little or no type of muda (waste)
Differentiate between Value adding and Non value adding steps
Lean Manufacturing
Line balancing with Lean Manufacturing
•Utilize only the resources necessary to meet customer demand.
•Pull based production system.
•All resources located at one place.
•Eliminate the need for batching or grouping the resources.
•Product manufactured one unit at a time.
Lean Manufacturing
Sequence of events (SOE) labor and
machine times divided into parts
equal to a Takt time.
Reduces inventory and cycle time.
Steps to implement
1. Calculate Resource Requirements
2. Defining Resource Attributes
3. Physical layout of resources
4. Maintaining workstation balance
1. Calculating Resource Requirements
# Resources = Standard Time SOE/Takt Numerator
Sum of all labor and machine categories of work individually.
Includes non value adding time like dynamic setups.
Denominator Takt= Work minutes per shift * No. of shifts Throughput volume per day
Seq #
Description Set Up
Required
Move
Quality Information
10 Retrieve dolly and unit frame
2.75 Match frame to sales order
20 Set Frame on Stand 1.3
20 Seal all weld joints on back of frame
with sealant
2.1 Seal must cover all areas
30 Place bolts through frame and dolly
0.6
40 Attach torque gun and tighten bolts
1.3 Torque 40 PSI
Total 4.05 4
Sequence of Events (Labor)
∑ All Times = 8.05
Multi Product Line
When one process used for producing more than one product we use a weighted standard time as follows:
Standard Time Weighted (STW) = ∑Vc*SOE Standard Time/∑Vc
Products Volume Process F SOE
Standard Time
Weighted
Product 1 25 30 750
Product 2 31 27.5 852.5
Product 3 50 25 1250
Product 4 6 32 192
Product 5 12 29.5 354
Product 6 6 31 186
Total 130 3585
STW=3585/130 = 27.6 minutes
Takt Time= 7 hours x 60 minutes x 1 shift = 420 =3.23 minutes Total Process F Volume 130
Resources = 27.6/3.23=9 approx
2. Defining Resources
Define physical attributes of
individual resources. SOE labor time results in number of
people required. The number of resources calculated
for future must be in proportion to current resources and volume.
2. Defining Resources
Physical location from which work to be
performed must also be defined including
space for supporting equipment.
Thus, number of physical workstations also
determined.
For each workstation, its attributes and
dimensions on the shop floor must be defined.
Reduce excess workstation space.
Balancing a Machine to Takt Time
Build additional inventory equal to:
Cycle Time of Machine = Units of Inventory Process Takt Time
Eg: A machine process requires 60 minutes to travel the conveyer length in a tunnel and Takt time is 3.23 minutes.
Inventory = 60/3.23=19 units.
Additional 19 hooks will be added and spaced such that each unit takes 60 minutes on conveyer and exit tunnel every 3.23 minutes.
3. Physical Layout of Resources
Reduce Move and Wait time. Use paper simulation as it involves:
Team Participation Low Cost
Work upstream. Leave space for material movement. Keep environment and safety needs
in mind.
4. Assigning Tasks for Each Workstation
After the resources have been determined and processes balanced, define the exact work quality inspection at each workstation.
Use SOE to document the sequence of tasks.
Summation of time of work tasks should be equal to Takt time.
In-Process Kanban Signaling Methodology
IPKs are used to remove the imbalances IPK provides a temporary “parking space” IPK signals the next unit No stack up “Pull” system is evident It controls speed of the line FIFO priority sequencing of customer orders Sales order configuration document
attached to configure-to-order custom products
Discipline For Workstation Balance Nest Building Stash Cache I’m Special The Better Idea Speed Trumps Takt- 1 unit at a time Management Indifference to Warning
Signs Silence is Acceptance Lean Manufacturing – A Way Of Life
Balance By Workstation
WS 1 WS 2 WS 3 WS 4 WS 5 WS 60%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Techniques to Overcome Imbalances
Look for Work That Can Be Eliminated
Relocate Work From Workstation to Workstation
Add IPKs to the Imbalanced Workstations
Add Resources Sequence Properly
Designing 5 S Into The Line Design
Sifting (Seiri) Removing Unnecessary Items Sorting (Seiton) Identify and arrange: a place for
everything Sweeping (Seiso) Maintain order, sweep and clean Standardize (Seiketsu) Practice management discipline Sustain (Shitsuke) Reinforce and demonstrate leadership
THANK YOU