cellular manufacturing1

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Engineering

Management MSE507Lean Manufacturing

Cellular ManufacturingOne Piece Flow for Workteams

Chapter 1An Introduction to

Cellular Manufacturing


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Chapter 1 Overview

What Is Cellular Manufacturing?

One-Piece Flow

High-Variety Production

Understanding Process and Operations

Process

Operations

Benefits of Cellular Manufacturing

How It Helps Companies

How it Helps You

Summary


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What Is Cellular Manufacturing?

A lean manufacturing approach that helps companies build avariety of products with as little waste as possible

Equipment and workstations arranged in a sequence that

supports smooth material flow through the process, with minimal

transport or delay

Derived from the word Cell

A Manufacturing Cell consists of people and machines or

workstations required for performing the process steps

For example - if a process for a product requires cutting, followed

by drilling and finishing, the cell would include the equipment forperforming those steps, arranged in that order

Helps companies achieve two important goals of lean:

One-piece flow

High-variety production


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One Piece Flow

One-piece flowis the state that exists when products movethrough a manufacturing process one unit at a time, at a rate

determined by the needs of the customer

The opposite of one-piece flow is large-lot production

Goods produced in large lots build delays into the process

No items can move on to the next process until all items in the lot

have been processed

The larger the lot, the longer the items sit and wait between steps

One-piece flow is an ideal state

In daily operation, it is not always possible or desirable toprocess items just one at a time

The impor tant th ing is to promo te cont inuous f low of

products, with th e least amoun t of d elay and w ait ing


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One-Piece Flow Vs. Large-Lot Production

LARGE-LOT PRODUCTION CANLOWER A COMPANYS

PROFITABILITY

ONE-PIECE FLOW SOLVESTHESE PROBLEMS

Makes leadtime between

customers order and delivery of

product longer

Allows to deliver a flow of products

to customers with less delay

Requires labor, energy, and space

to store and transport products

Reduces resources required for

storage and transport

Increases chances of product

damage or deterioration

Lowers risk of damage,

deterioration, or obsolescence

Exposes other problems so they

can be addressed


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High-Variety Production

In the early days, a company could produce one type of product Customers would buy it even if it wasnt exactly what they liked

Today customers expect variety and customization

Specific quantities delivered at a specific time

If your company is not flexible enough to serve their needs

customers will go to your competitor

Cellular manufacturing offers flexibility to give customers the

variety they want

By grouping similar products into families that can be processed on

same equipment in the same sequence Encourages companies to shorten changeover time between

products

Eliminates a major reason for large-lot production


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Understanding Processes and Operations

Converting a factory to cellular manufacturing means

eliminating waste from processes as well as from operations How do Processes and Operations differ and intersect?

PROCESSES OPERATIONS

A process is a continuous flow through

which raw materials are converted into

finished products in a series of operations.

The focus is the path of the materials as

they are transformed into something to sell.

Manufacturing processes have four basic

types of steps or phases:

Transformation assembly, machining

Inspection comparison to standard

Transport change of location

Storage waiting period

Only Transformation adds value!

In contrast to process, which focuses on

flow, an operation focuses on action.

An operation is any action performed by

workers or machines on the materials.

Operational improvements focus on how

specific actions are carried out, and include

studying the motions required for a specific

action.


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Understanding Processes and Operations

To improve production for lean manufacturing, it is not enoughto improve operations

Companies must also improve their processes

Improving a process involves streamlining the flow of materials

to minimize obstacles and wastes such as:

1. Time spent in non-value-adding steps

Such as waiting and transport

2. Downtime caused by changeover and adjustments

3. Distance materials or WIP must travel between transformation

steps4. The need for inspection or rework

The cellu lar manufactur ing approach works on imp roving the

pro cess as well as specif ic operat ion s


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Benefits of Cellular Manufacturing

Promoting one-piece flow through cellular manufacturing canhelp make your company more competitive

Cut costly transport and delay from the manufacturing process

Shortens the production leadtime

Serves customer needs

Gives an earlier return on the investment in the product

Saves space in the factory

Can be used for other value-adding purposes

Promotes continuous improvement

By forcing solutions to problems that block low-inventory production


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Summary

Cellular Manufacturing Lean manufacturing approach that helps build a variety of products

with minimum waste

Equipment and workstations arranged in a sequence with a

smooth flow of materials and components through the process

Minimal transport or delays

One-piece flow

Products move through a manufacturing process one unit at a

time, at a rate determined by the customers needs

Cellular Manufacturing gives the flexibility to give customers thevariety they want

Converting a factory to cellular manufacturing means

eliminating waste from processes and from operations


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Engineering

Management

MSE507

Lean Manufacturing

Cellular ManufacturingOne Piece Flow for Workteams

Chapter 2Working in a Manufacturing Cell


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Chapter 2 Overview

Operating in a U-Shaped Cell

Becoming Multi-skilled, Multi-machine Operators

Cross-Training for Maximum Flexibility

Moving with the Work

Using Small, Flexible Machines

Using Autonomation (Jidoka) to Eliminate Machine Watching

Summary


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Operating in a U-Shaped Cell

Changing from an operation-based layout to manufacturingcells will change how people do their work in the factory

In a manufacturing cell, the equipment and workstations are

arranged close together in sequence of processing steps

Reduce unnecessary walking and transport to promote flow

The equipment in a cell is usually laid out in a curved shape

The operators path is like a U or C

These shapes bring the end point of the process close to the

beginning point

Minimizes distance the operator has to travel to begin the nextcycle


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Becoming Multiskilled/Multimachine Operators

Creating a manufacturing cell often changes the relationship

between people and and machines in the workplace Operators may need to learn how to run different types of

equipment to support the process

In cells where automatic machines are used, most of the operatorstime is spent watching the equipment run

Such waste is avoided by teaching people to operate several differentmachines in the process

Operators can be setting up a workpiece for step 2 while step 1machine is processing another workpiece

A cell may be run by one person or by several people working

together Depending on the size of the cell, cycle times, or production volume

Flexibility to change how people work together in a cell comes fromcross-training


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Cross-Training for Maximum Flexibility

Cross-training enables employees to perform different functionswithin a process

Lets teams take full responsibility for their processes.

Operator trained on several machines is qualified to respond to

changes in production needs by performing different tasks as

needed This versatility makes employees more valuable to their teams and

to their companies

Cross-training is a source of employee pride in many

workplaces Visual display charts are often used to recognize peoples skill

attainment in a public way

Cross-training metrics


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Moving with The Work

Running several machines in sequence An operator needs to work standing up rather than sitting down

To assist one-piece flow manufacturing

People stand and walk so that work moves smoothly through the

process

Working while standing

Enables people to respond more quickly if machine problems

occur


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Using Small, Flexible Machines

A cellular manufacturing process may use equipment different

from that used in large-lot production Works best with machines that are smaller and often slower than

large-lot equipment

Smaller machines save space

Placing them close together reduces walking distance

Leaves no space for excess WIP to accumulate

Slower machines are appropriate

They can produce one piece at a time at a speed determined by

customer requirements

Machines for cellular manufacturing Flexible and be easy to set up quickly

Used to make a greater variety of products during a single shift

Smaller machines are less expensive

Easier to operate and maintain


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Summary

Equipment and workstations arranged close together insequence of processing steps (U or C)

Relationship between people and machines changes

Operators may need to learn how to run different types ofequipment to support the process

Machine-watching is avoided Teaching people to operate several different machines

Flexibility to change how people work together in a cell comesfrom cross-training

Cellular manufacturing works best with smaller and often slower

machines Autonomation (jidoka) is an approach to automation that gives

equipment intelligence so people dont have to monitorautomatic operation


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cellular manufacturing1

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