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A Look at Lean-

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Emily McNider

on 10 February 2014

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Transcript of A Look at Lean-

A Look at Lean-
a study of work cell methods

02/10/2014
AGENDA
A Look at the 8 Wastes
Lean Continuous Improvement Cycle
Cellular Flow and Advanced Work Cell Methods
Lean Workflow Methods
Case Studies and Current Staffing
Benefits
Challenges
Further Plans
What is Lean?
"An organization wide approach to creating an environment...with as little waste as possible"
The Reduction of D.O.W.N.T.I.M.E
2. Overproduction
1. Defects
3. Waiting
4. Non-Engaged
Employees
90%
70%
100%
5. Transportation
6. Inventory (in excess)
7. Motion
8. Extra Processing
6S and
Kaizen Events
Reduced Changeover
Time and Setup

Quality at the
Source and
Preventative
Maintenance
Standardized Work
Kanbans/
Reduced WIP
Cellular Flow-
Advanced Work Cell Methods
Static One Piece Flow:

The opposite of batching, the goal of one piece flow is for each operator on the line to process one product at a time with no interruption or build up of parts between each job on the line.


Sewing System:

When one operator begins processing a part at a particular station and travels until they meet the operator in front of them. When they meet the operator in front of them, they travel back with no part until they meet the operator behind them. When they meet this operator behind them, they retrieve the part from this person and begin processing forward through the line until they meet the operator in front of them. This process continues with each operator “weaving” between stations similar to a relay race.


Operator in Motion (Rabbit Chase):

Multiple operators “Chasing” each other through a defined work loop. When the operator has traveled through the work loop, they start from the beginning of the work loop and begin again through the loop.

Good
Better
Best
CASE STUDIES – WHERE DID STUDIES TAKE PLACE?
Particular work cell methods may be easier to implement in a short time span without Cell Re-design, Machine Automation, or Training.
IMMEDIATE IMPROVEMENTS
REALIZED CHALLENGES
FURTHER PLANS
Operator Engagement
Hands on simulations-Mock Cardboard Layouts
Modified Layouts for Improved Flow
Advanced Parts Delivery and Material Handling
QUESTIONS?
LEAN CONTINUOUS IMPROVEMENT
2S, RD, 3.1 Scrap
1 = -$28.41
100 = -$2,841
1 x 1 = $19.78
10 x 10 = $1,978
Production Square Footage
What if each part is bad?

This could include waiting for parts, information, resources, tools, etc.
TIME = MONEY

$0.10 per every second wait is created by the Switch Met Line for a 2S, RD meter

1 HOUR WAIT = $376
Say these people make $30,000/year
$27,000
-$3,000
$21,000
-$9,000
$30,000
-$0
1 Baseplate = $1.36
1,000 Baseplates = $1,360
+ the cost to store and handle
10 s travel for 10 covers = $0.006/meter

60 trips per hour = $0.36

480 trips per day = $2.88

This may not sound like much, but how much non-value added travel is taken each person, every day?
Double Handling, transferring documents to the computer, any excess work that is not required.

This will equate 2 times the cost it would require to do something only 1 time
10 minutes to move boards from PCB to C&I = $3.68 per move

Imagine the number of board moves from PCB to the rest of the factory per year...
2013 Impact = $74,346 Labor Savings from Centron Kaizen Event from May - December
2013 Savings = $11,868 square footage savings from Centron Kaizen Event and $30,700 WIP reduced on the floor
2013 Impact = $22,594 Labor Savings in ICS by improved packaging, allowing for Standard Work from September to December
This equates to savings on the front end of the process. By having quality at the source, we prevent errors before they occur.
Layouts to accommodate lean work cells
Advanced Material Handling Systems - Creform
Lean Development in International
CARDBOARD MOCKUP LOCATION
Currently, core washing is being analyzed to reduce setup time and eliminate double handling.

Divergence in meter type challenges us to reduce changeover time and setup as product mix shifts in 2014
D.efects
O.verproduction
W.ait
N.on Engaged Employees
T.ransportation
I.nventory
M.otion
E.xtra Processing
6S/ KAIZEN
EVENTS
KANBANS/
REDUCED WIP
STANDARDIZED WORK
REDUCED CHANGEOVER AND SETUP
QUALITY AT THE SOURCE AND PREVENTATIVE MAINTENANCE
ADVANCED WORK CELL METHODS
SAVINGS
Full transcript