Transcript CAP Tools for Six Sigma Notes

The Lean Enterprise
TAKT Time / J.I.T. / Cellular Concepts
Lean Foundations
Continuous Improvement Training
Learning Objectives
 Learn philosophy of ‘Cellular’ production
and understand 3 basic components of
Just-In-Time (JIT)
 List 7 production characteristics of a JIT
oriented Cell layout
 Review the steps to identify and remove
waste and design a sample work cell to
meet takt time
 Generate ideas to improve flow within
your work area
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A Focused Factory supports ‘Just-In-Time’
A focused factory is ‘Lean’:
- self-paced, - self controlling, - self-cleaning
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The Philosophy of ‘Just-in-Time’ (JIT)
Manufacture most economically:



Only what is needed/ sold now
Only in the amount needed now
Only when it is needed
Costs will eventually drop by relentlessly addressing these,
in succession
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3 Components of
Just-in-Time Production
J
I
T
A
u
t
o
Level Production
Identified by:
1. Continuous process flow
“Fake flow”
2. Production according to TAKT time
3. Pulling subsequent processes
(Refer to module on “Kanban”)
“Continuous flow”
One piece/one set flow with no WIP between processes
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Cellular Production Characteristics
Sample
‘U-shaped’
Cell
Machines in order of process
Small and inexpensive equipment
One piece flow production
Multi process handling workers
Easy moving/ standing operations
U-cell layout (Counterclockwise)
Production paced (JIT) to TAKT time
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“TAKT” Time Is The Beat Of Production
Production paced to TAKT time
- Output requirements determine TAKT time
- Most important measurement in manufacturing
- Operations must be constructed around TAKT time
* 8 hours minus ½ hour lunch
and two 15-minute breaks
TAKT time example:
Available hrs* = 7 hrs.
Daily quantity required = 40
TAKT Time = 7 hrs X 60 min/hr = 10.5 min/pc
40 pcs
1 unit must ship every 10.5 minutes
Need to perform each operation only once every 10.5 minutes
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Business Process TAKT Time - example
1. Net operating time - Normal day
- One shift @ 8 hours
- Breaks: 2 @ 15 min
- Available working time
=
=
=
480 min
30 min
450 min
2. Customer requirements
The number of completed transactions per time
period
- Orders per month
- Working days per month
- Average customer orders/day
=
=
=
360
20
18
TAKT Time = 450 min = 25 min per order
18 Orders
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Standardized Operations/ Standard Work
Drive and Support JIT
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Standardized Operations = Best Methods
The combination of people, materials, machines, and
methods required to produce in such a way as to
minimize waste
It is composed of five elements:
1. Work sequence
Sample
Cell layout
2. Equipment used
3. Operation description
4. TAKT time
5. Workers required
Need to know the time it takes to process the task
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Work Sequence
… the order in which an operator performs a series of
repetitive tasks (light blue lines).
It should be differentiated from the processing
sequence which is the order the part or “unit” is
processed.
2
3
1
B
A
4
3
2
4
11
2
1
Raw
Material
In
5
6
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Finished
Goods
Out
How to Remove Waste

Walk the process

Process Map (refer to Mapping modules)

Collect process data

Label as value-added or non-value added

Calculate TAKT time

Graph Operational times classified as
value-added and non-value added
8 hr
Nonvalue
added
Value
added
Activity Bar Chart
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How To Remove Waste


Remove or reduce non-value added steps
Challenge whether value-added steps are really
value-added (refer to Mapping Analysis modules)

Develop new layout or process

Level the load and determine the work sequence
8 hr
8 hr
Non value
added
traditional process
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lean process
Start Evaluating Waste (example)
What forms of waste are obvious in this example?




Correction
Transportation and
conveyance
Inventory
Unnecessary
processing

Overproduction

Unnecessary motion
What could be done to eliminate waste?
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What Can Be Done To Eliminate This Waste?

Transportation and Conveyance

Inventory

Waiting

Overproduction
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What Can Be Done To Eliminate This Waste?

Transportation and Conveyance
– Move processes adjacent to each other
– Let the exit of each process be the entrance to
the subsequent process

Inventory

Waiting

Overproduction
– Produce continuously one piece at a time with
no WIP between processes and as a result, no
waiting
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A New Layout (Cell) To Reduce Waste
030
D201
drilling
040
010
020
M103
M101
boring
turning
Raw
Material
In
D300
spot facing
050
W94
cleaning
060
B100
de-burring
070
080
Finished
Goods
Out
090
B405
B205
I101
packing
assembly inspection
Proposed layout
How many people?
What would they do?
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Process Time For Operations (example)
TAKT time =
(2 shift/day) (7.5 hours/shift)
(150 pc / wk) / (5 days / wk)
= 30 minutes
TAKT time / Cycle time
40
35
TAKT
30
25
20
12
15
7
10
5
3
12
6
5
3
6
4
0
TURN
BORE
DRILL
SP'FACE
CLEAN
DEBURR
ASSY.
INSPECT
*Assume these are the value-added operations
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PACK
Balance The Load and Keep Waste Low
Total Manpower = Tot. Cycle Time* = 58 = 2
TAKT Time
30
TAKT time / Cycle time
40
35
Combine operations for each operator
TAKT
30
25
20
which will meet TAKT time
5


12
7
10
But 
12
15
3
5
3
6
6
4
0
TURN
BORE
DRILL
SP'FACE
CLEAN
DEBURR
ASSY.
keep person working in a close area to avoid waste
try to have person who “starts” the job, “finish” the job to help
facilitate working only on what is needed
have person “work with the flow” as much as possible
*Note: “cycle time” refers to “touch time” not “lead time” or voucher time
An iterative process with some solutions better than others
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INSPECT
PACK
New Layout And Better Alignment of Work
Assignments (red lines)
030
020
D201
010
M101
M103
040
D300
1
2
3
050
W94
4
060
B100
1
2
3
070
4
080
Kanban
5
090
B405
B205
Raw
Material
In
I101
Finished
Goods
Out
Proposed staffing plan
30
TAKT time can be met
If TAKT time cannot be met for a given operation -work to remove WASTE
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90
60
80
50
70
40
20
10
30
A
Person
B
JIT/ Cell Concepts – Best Practices

Balance the Work Load Among Associates

Reduce the Walking Distances
(refer to Value Stream Mapping)

Keep Only the Necessary Quantities of In-Process
Stock at the Work Station (refer to Kanban/ Flow)

Automate Machine Feed and Ejection (refer to TPM)

Change the Height, Angle or Location of the Part
Racks (Refer to Kaizen)
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JIT/ Cell Concepts – Best Practices

Change the Work Sequence (Refer to Kanban/ Flow)

Use “Two-Handed” Work Where Possible
(refer to Standardized Operations/ Standard Work)

Reduce the Manual Adjustments Necessary to Make
Different Parts (refer to Set-up reduction)

Use Specialized Tools (refer to Visual Management)

Find Countermeasures to Prevent Defects
(refer to Mistake-proofing / Poka-Yoke)
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SCAMPER is a Checklist Of
Idea-Spurring Questions*
(Useful when looking at new layouts…)
S
C
A
M
P
E
R
=
=
=
=
=
=
=
Substitute?
Combine?
Adapt?
Modify? Or Magnify?
Put To Other Uses?
Eliminate Or Minimize?
Reverse? Or Rearrange?
* Some of the Questions Were First Suggested by Alex Osborn, a Pioneer Teacher of Creativity.
They Were Later Arranged by Bob Eberle Into This Mnemonic (Memory Jogger)
Generating Solution Ideas
Sample Questions For “SCAMPER”
What procedure can be Substituted in the current process?
How can work be Combined?
What can be Adapted or copied from another process’ methods?
What/ How can work be Modified?
What/ How can work be Magnified or added?
How can steps in the process be Put to other uses?
What can be Eliminated?
What is the Reverse of the procedures?
What Rearrangement of the work might be better?
Summary

The Just-In-Time (JIT) concept is used within Lean
Manufacturing. The idea in this philosophy is to
manufacture most economically:
- only what is needed/ sold now,
- only in the amount needed now,
- and only when it is needed

Each operation should ‘produce’ to TAKT time.
TAKT time is determined by:
Amount of available production time
Demand
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Summary
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A value-added activity is an activity that transforms or
shapes raw material or information to meet customer
requirements
A non-value-added activity (or waste) takes time,
resources or space, but does not add to the value of the
product or service itself
Waste can take many forms; some of the most common
are: unnecessary approvals or signatures, reviews of
reviews, multiple hand-offs, transportation, correction,
over-production, mass inspection
In most cases, inventory is wasteful; more importantly,
inventory hides all sorts of problems in the company
Mapping the process and evaluating different work flow
layouts is one of the keys to reducing waste
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JIT – Breakout Activity (Optional)
Within a small group,
Based on the concepts in this module , decide on
several new ideas and work flow improvements to
put into place in your area. Utilize the ‘SCAMPER’
technique (previous pages) to begin brainstorming…
Determine at least 3 new layouts/ work flow concepts
to adopt to support JIT.
Present your plans to Supervision.
Implement and track progress.
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The Lean Enterprise
TAKT Time/ J.I.T. / Cellular Concepts
Lean Foundations
Continuous Improvement Training