cellular manufacturing by gemba academy

7/24/2019 Cellular Manufacturing by Gemba Academy

1/58

2013 Gemba Academy LLC. All rights reserved.

Cellular ManufacturingLean Manufacturing Series

Gemba Academy provides over 750 online Lean and SixSigma training videos to over 2,000 companies worldwide.

For more information visit GembaAcademy.com


2/58

2 2013 Gemba Academy LLC. All rights reserved.

Disclaimer and Approved Use

Disclaimer! This presentation is intended for use in training individuals within an organization. The

handouts, tools, and presentations may be customized for each application.

! THE FILES AND PRESENTATIONS ARE DISTRIBUTED ON AN "AS IS" BASIS WITHOUTWARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED.

Copyright

!

This presentation is copyrighted by Gemba Academy LLC.

Approved Use

! The presentation may not be re-sold or re-distributed without express written permissionof Gemba Academy LLC.

Current contact information can be found at: GembaAcademy.com


3/58


Contents

1. Introduction

2. Background and History

3. Components and Implementation

4.

Knowledge Check


4/58


Introduction

Cellular Manufacturing is a workplace design reflectingconcepts of lean manufacturing. Waste is reduced and

resources are combined to provide maximum efficiency.

Cellular manufacturing, sometimes called cellular or

cell production, is the idea of manufacturing an entire

product or small product line in the same work cell.Process and product changeovers are minimized and

part operations are linked to help reduce waste and

eliminate overproduction.


5/58


Background and History

At Toyota in the 1950s Taiichi Ohno and Shigeo Shingobegan to incorporate Ford production techniques into

what would become the Toyota Production System

Toyota soon discovered that factory workers had far

more to contribute than just muscle power. This

probably originated in the Quality Circle movement.

This culminated in team development and cellular

manufacturing.


6/58


Components & Implementation

Types of Factory Layouts

Fundamentals of Cellular Layouts

Advantages and Limitations

Advanced Cellular Manufacturing


7/58


Effective Facility Layout

Minimize material handling costs

Utilize space efficiently & effectively

Utilize labor efficiently & effectively

Eliminate bottlenecks Eliminate wasted or redundant movement

Incorporate safety & security measures


8/58


Basic Layouts

There are three basic types of layouts:! Process

! Product

! Fixed-position

Fixed-position! Flexible and Mixed-Model manufacturing systems

! Cellular


9/58


Process Layout

A layout that groups similar activities together indepartments of work centers according to process or

functions that they perform.

Advantages! Deep knowledge of the process

! Common tooling and fixtures

! Most Flexible -- can produce many different part types

Disadvantages! Spaghetti flow -- everything gets all tangled up

! Lots of in-process materials

! Hard to control inter-department activities

! Can be difficult to automate


10/58


Product Layout

A facility layout that arranges activities in a lineaccording to the sequence of operations that need to

be performed to assemble a product, while minimizing

material handling costs.


11/58


Product Layout

Layout corresponds to the sequence of operations, smoothand logical flow lines result

Work from one process is fed directly into the next, small in-

process inventories result

Total production time per unit is short

Machines are located as to minimize distances betweenconsecutive operations, material handling is reduced

Little skill is usually required by operators at the production

line; hence, training is simple, short and inexpensive

Simple production planning and control systems are possible

Less space is occupied by work in transit and for temporary

storage

Lower variable cost per unit


12/58


Product Layout

Advantages! Stable rate of output.

! Work-in-process inventory is low.

! Total production time/unit is reduced.

!

Space is effectively utilized.

! Labor pool is large

Disadvantages! If one machine fails the whole process stops.

! Changes in product design can render the layout obsolete.

!

Bottlenecks govern the speed.

! Large support staff required.

! High fixed costs.


13/58


Fixed Position Layouts

The product remains stationary for the entiremanufacturing cycle.

Equipment, workers, materials, and other resources are

brought to the production site.

Advantages! Material movement is reduced

! Promotes job enlargement by allowing individuals or teams the

perform whole job

! Continuity of operations and responsibility results from team

!

High flexibility; can accommodate changes in product design,

product mix, and production volume

! Independent of production centers allows scheduling to achieve

minimum total production time


14/58


Fixed Position Layout

Disadvantages! Increased movement of personnel and equipment

! Equipment duplication may occur

! Higher skill requirements for personnel

!

General supervision required

! Cumbersome and costly positioning of material and machinery

! Low equipment utilization


15/58


Hybrid Layouts

Flexible & Mixed-Model! High level of complexity

! Mathematically intensive

Cellular


16/58


Cellular Layouts

The cellular approach is to organize the entiremanufacturing process for particular or similar products

into one group of team members and machines known

as a "Cell".

These "cells" are arranged in a U-shaped layout to

easily facilitate a variety of operations.

Parts or assemblies move one at a time (or in small

batch sizes).

The parts are handed off from operation to operationwithout opportunity to build up between operations.


17/58


Cellular Layouts

Fast setup and quick changeovers are essential toCellular Manufacturing systems since production runs

are shorter.

Setup reduction principles are used to achieve one

piece flow and mixed model synchronization.

All cells concentrate on eliminating waste.


18/58


Work Cells - Advantages

Increased machine utilization

Team attitude and job enlargement tend to occur

Compromise between product layout and process

layout, with associated advantages

Supports the use of general purpose equipment

Shorter travel distances and smoother flow lines thanfor process layout


19/58


Work Cells - Advantages

Reduced work-in-process inventory

Less floor space required

Reduced raw material and finished goods inventories

required

Reduced direct labor costs

Heightened sense of employee participation

Increased utilization of equipment machinery

Reduced investment in machinery and equipment


20/58


Work Cells - Limitations

Higher skill levels required of employees than forproduct layout

Compromise between product and process layout, with

associated limitations

Depends on balanced material flow through the cell;

otherwise, buffers and work-in-process storage arerequired

Lower machine utilization than for process layout


21/58


Functional vs. Cellular Material Flow

Many

Element Functional Cellular

Moves

Travel Distance

Routings

Route Structure

Few

More Less

Complex Simple

Variable Fixed


22/58


Functional vs. Cellular People

Fragmented


Responsibility

Problem Solving

Quality

Focused

Difficult Team

Erratic Consistent


23/58


Functional vs. Cellular Inventory

Large


Lot Sizes

Queues

Stocking Policy

Scheduling

Small

More than 10 Less than 10

Make to Stock Make to Order

Complex Simple


24/58


Functional vs. Cellular Customer Service

Weeks


Response

Delivery Speed

DeliveryReliability

Hours

Weeks-Months Days

Erratic Consistent


25/58


Creating Cells

First, define the cells by the following criteria:! Processes required

! Part numbers and attributes

! Market segments / customers

!

Degree of automation

Good intuition

Careful study

Group Technology (GT)

Production Flow Analysis (PFA)


26/58


Creating Cells

Selecting the Products

Engineering the Process

Designing the Infrastructure

Layout the Workcell


27/58


Creating Cells

Team selection is crucial! Identify important skills needed such as teamwork and

leadership skills

! Create a process map

!

Develop a checklist for selecting members


28/58


Part Families

Part families withsimilarity in

manufacturing process

Part families withsimilarity in shape


29/58


Part Family Formation

Various levels macro and micro

Macro entire factories (focused factories) can

specialize in a particular type of part

Micro families can be based on similarities in part

geometry (group shafts, flat parts, gears, etc),

process requirements (castings, forgings, sheet metalparts, heat-treated parts, printed circuit boards)


30/58


Finding Part Families

Visual Inspection of physical parts or photographs toidentify similarities.

Coding and Classification of parts by examining design

and/or manufacturing attributes.!

OPITZ System

! MICLASS System

Here a code is assigned to specific features of the part.! Is the part cylindrical or prismatic?

! Does it have threads?

!

Does it have through slots?

! Does it require heat treatment?

This requires a large initial time investment in codingand classifying all parts.


31/58


Visual Inspection

Easiest and least expensive method

Classification takes place by looking at their

photographs or physical parts


32/58


Parts Classification And Coding

Coding is done by a system called OPTIZ SYSTEM

Digit sequence for the code is

12345 6789 ABCD

Form code SupplementaryCode

SecondaryCode


33/58


Production Flow Analysis

PFA is a technique that uses Operation RoutingSummaries as input. It clusters the parts that require

the same processes. These parts can then be

assembled into a part family. The processes can be

grouped into a cell to minimize material handlingrequirements.


34/58


PFA - Organizational View

1. Production Flow Analysis consists of 5 differentanalyses:

2. Company Flow Analysis

3. Factory Flow Analysis

4.

Group Analysis

5. Tooling Analysis


35/58


Company Flow Analysis

A Planning technique used for the division of largecompanies into factory components. It aims to simplify

the flow of materials between factories.

Uses FROM-TO charts and frequency charts and a flow

analysis

Is not a decision making model, but presents data in away that decisions can be made based on a companys

goal.


36/58


Factory Flow Analysis

An attempt is made at this stage to find major groupsof departments, and major families of components

which can be completely processed in these

departments

The goal is to change factories from process

organization to product organization and to minimizeinterdepartmental material flow


37/58


Factory Flow Analysis - Methodology

Study and map the existing flow system

Identify the dominant material flows between shops (or

buildings)

Determine the Process Route Number (PRN) for each

part

Analyze the part by PRN.

Combine closely associated processes at departments

that complete most of the parts they make

If parts are observed to backtrack then such flows areeliminated by minor redeployment of equipment


38/58


Group Analysis

The flows in each of the individual shops (identified byFFA) are analyzed.

Operation sequences of the parts that are being

produced in a particular shop are analyzed to identify

manufacturing cells.

Loads are calculated for each part family to obtain theequipment requirements for each cell


39/58


Group Analysis

Essentially, while forming and rearranging the PFAmatrix we were performing Group Analysis.

Those same algorithms are also employed in PFA

activities other than Group Analysis (namely CFA, FFA

etc..)

Choice of algorithm or technique that is best suited is,for the most part, a problem specific issue


40/58


Line Analysis

A linear or U-layout is designed for the machinesassigned to each cell.

The routings for each part assigned to the cell and the

frequency of use of each routing are used to develop a

cell for:! Efficient transport

! Minimum material handling and travel by operators.


41/58


Tooling Analysis

A Tooling Analysis helps to schedule the cell byidentifying families of parts with similar operation

sequences, tooling and setups.

It seeks to sequence parts on each machine to

sequence all the machines in the cell to reduce setuptimes and batch sizes.

This increases available machine capacity on

bottleneck work canters in the cell.


42/58


PFA: Assumptions

Each component is equally important in terms of cost

Lot size & its associated cost are not directly related to

grouping procedure

Routing is assumed to be optimal


43/58


PFA: Advantages

Reduces flow distances

Better suited to JIT and pull manufacturing as the

overall flow is much straighter

Simple and Easy to implement

Experience: Lots of Research and Background and

support software


44/58


PFA: Weakness

PFA is suitable mostly for small-sized applications, butit has difficulties coping with some large cell formation

problems when the Machine-Part Matrix becomes more

complex because of problem size


45/58


Line Balancing

Line balancing a important part in Cellular System

Improper balance leads to several effects! Excess Inventory

! Idle Equipment

!

Idle People! Individual Frustration


46/58


Empowered Employees in Cells

Goals and tracking charts are maintained and posted.

Problems are solved through daily cell meetings and

problem solving teams.

The inventory management system is a KANBAN instead

of a work order/kit picking system.

Cells are responsible for planning, scheduling andexpediting directly with vendors.

They establish and maintain a KANBAN system with the

vendors.


47/58


Advanced Cellular Manufacturing

The cell operates like an independent business withtotal responsibility for quality, manufacturing and

delivery of the product to the customer.

All cells have the resources within their organization to

accomplish their mission.

The requirements are known and goals are established

Cell members are flexible and work in teams to

accomplish their goals including continuous

improvement.


49/58


What are some results of effective facilitylayout? (Mark all that apply)

1. Minimize material handling costs

2. Utilize space efficiently &

effectively

3. Utilize labor efficiently &

effectively

4. Eliminate bottlenecks


50/58


What are the basic types of layouts? (Mark all thatapply)

1. Process

2. Product

3.

Fixed-position


51/58


What are some of the disadvantages of processlayout? (Mark all that apply)

1. Spaghetti flow -- everythinggets all tangled up

2.

Little in-process materials

3. Hard to control inter-

department activities

4. Can be difficult to automate


52/58


What are the advantages of product layout? (Markall that apply)

1. Stable rate of output.

2. Work-in-process inventory is

low.

3. Total production time/unit is

increased.

4. Space is effectively utilized.

5. Labor pool is large.


53/58


What are the disadvantages of fixed positionlayout? (Mark all that apply)

1. Increased movement ofpersonnel and equipment

2. Equipment duplication may

occur

3.

Higher skill requirements forpersonnel

4. Cumbersome and costly

positioning of material and

machinery

5.

Low equipment utilization


54/58


What are the advantages of cellular layouts overproduct and process layouts? (Mark all that apply)

1. Increased machineutilization

2. Team attitude and job

enlargement tend to

occur3. Supports the use of

general purpose

equipment

4. Shorter travel distances

and smoother flow lines

than for process layout


55/58


What is the purpose of the Ushape of a cell?(Mark all that apply)

1. Easily facilitate a varietyof operations.

2. Parts or assemblies move

one at a time (or in small

batch sizes).3.

The parts are handed offfrom operation to

operation without

opportunity to build up

between operations.


56/58


How can you determine which parts should be inwhich cell?

o

A) Company Flow Analysis

o B) Factory Flow Analysis

o C) Production Flow Analysis

o D) Group Analysis


57/58


How can you implement cellular manufacturing in yourcurrent organization?


58/58


Congratulations!!!

You have completed the course.

Visit Superfactory (www.superfactory.com) for more

information on manufacturing excellence.

cellular manufacturing by gemba academy

Documents