Bài giảng Lean production systems - Chapter 4: Lean layout - Nguyễn Như Phong
8/13/2018
LEAN LAYOUT
GVC. ThS. Nguyễn Như Phong
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018
LEAN LAYOUT
Plant layout
Lean plan layout
Cell
Line
Buffer & Supermarket
Paper Kaizen
Ergonomics
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PLANT LAYOUT
Basic / traditional pLayout
Fixed position layout
Not-fixed position layout
Process-oriented / Function layout
Product-oriented layout
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Plant layout
Arrangement of physical plant facilities
Fixed-position layout
Product moving layout
Process layout
Product-flow layout
Cell layout
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Plant layout
Fixed-position layout
Product remain in one location,
because of size & weight
Equipment & material used brought to it
Project layout
Associated w. JS
Complex products fabricated in very low
quantities
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Plant layout
Process layout
Machines arranged into groups
according to general type of manu proc.
Flexible advantage
Different parts
Unique sequence of operations
Routed through the respective departments
JS & BP
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Plant layout
Product-flow layout
One product / class of product in large volume
Complex assembled
Long sequence of operations
Facilities arranged efficiently
Inflexible arrangement
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Plant layout
Cell layout
GT layout
Combine
the efficiency of product-flow layout
the flexibility of process layout
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LEAN PLANT LAYOUT
The plant builds in waste 4 many years
Schonberger
green field length/breadth ratio = 60:40
for flexibility & flow
Opportunity to question the VS map & inter-
facility spaghetti diagram
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Nguyeãn Nhö Phong
Lean plant layout
Avoid too-big & unfocused plant
Max 400 people
Several smaller focused plants,
each severving a particular cust.
Small focused self-contained factories
Own order entry,
production control,
dispatching,
meeting areas
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Lean plant layout
Supplier on site
Overall flow from one end 2 the other
no backtracking
multiple access points
multiple loading docks
max the no. ext. doors
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Lean plant layout
Central MH spine 4 some operations
Grouping of inventory into supermarket
Break up the VS map into pull segment / loops
Avoid 2 big warehouse
Establish a series of specific water-spider routes
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Lean plant layout
Avoid long line & conveyors.
Use compact cells
Think 3D
Not get hooked on using old facilities.
Better 2 demolish & move
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Lean plant layout
Locate design & engineering areas
close 2 manufacturing
Locate the PC in the middle of the plant floor
Foster communication & visibility
by open layout
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Lean plan layout design
Product family identification
Break the plant into lines & cells
Determine
what products
made in each cell / line
Line
Used 4 a class of products
Not 4 mixed products
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Lean plan layout design
VS mapping
Gain the picture of the overall flow
VS broken up into stages / sub-cells
Important in case of shared resources /
convergent operations
Capacity need 2 be checked
Dedicated resources considered
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Lean plan layout design
Strategic issues considered
What cell objectives
Efficiency – min cost
Reduced leadtime
Flexibility
Combination
Rajan Suri 2 approaches
Technical – calculations & waste elimination
Managerial – understanding market &
competitive advantage
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Lean plan layout design
The length of the line / cell
depends on inter-station buffer inventory.
One product nil desirable
Mixed model
Variable times & variation in mix
Some inventory kept in buffer location
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Lean plan layout design
Activity timings & sampling
Side-by-side activities
Separate m/c jobs/time from operator tasks/time
Operator – several m/c
Operator idle when m/c run – waste
Timings taken 4 each work element
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Lean plan layout design
Activity timings & sampling
Work element first studied & broken down into
VA,
NVA,
NVAU
Video at least 10 observation
Take actual times, no allowance 4 rest & delay
Min 200 observations at random intervals
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Lean plan layout design
Optimal / theoretical operations
Combine the paper kazen w. activity sample
Sum of the corrected VA & NVAU times
Theoretical min times.
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Lean plan layout design
Takt time
Weighted takt time 4 multiple product
Projected TT on future vol
Cell CT slightly below TT, eg. 95%
Used 4 balance
Allow 4 variation
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Lean plan layout design
Min no. operator
Theoretical min times / TT
>.25 Round up
<.25 Round down –
allow 4 the learning effect
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Lean plan layout design
Balance the work bw. the operator against cell CT
Allocating the timed work elements
bw. operators against the target TT
Some task inherently more difficult / variable
More allowance given
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Lean plan layout design
Balance the work
bw. the operator against cell CT
3 assembly station categories
Red – highly trained operator
Blue – mid range skills
Green – basic skills
+&-1 balance exercise
Cell balance 4 one more/less operator
TT change, adjustment made at short notice
Cell run w. reduced/additional time 2 gain the same output
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Lean plan layout design
Detailed w/s layout & ergonomics finalized
Operator –
Stand not sit,
except 4 accurate work & hand assembly
Max visibility, safety & communication
Avoid the need 2 bend / reach
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Lean plan layout design
Detailed w/s layout & ergonomics finalized
Automation
Not anti but cautious
Quality, ‘dull-dirty-dangerous’, hot heavy
hazardous
Not save people
Lock in waste
Not feasible
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Lean plan layout design
Standard work charts
Cell operators working in conjunction w. IEs
Work combination charts
Gantt type charts
Sequence of activities & times
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Lean plan layout design
Standard work charts
Cell layout charts
Cell geography / plan view
Operator routes
Moving back & forth
Walk around in a circle
More waits but less movement
Inventory location & quantities
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Lean plan layout design
Pull sys / Heijunka
Regulate the cell flow
Mixed model, pitch, runner considerations
Runner
Card board sim.
important cell
Fine tuning & operator buy in
Simulate the cell full scale operations
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CELL
Wider organizational arrangement
Cell as self contained as pos.
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Cell
Balancing mixed model lines
Line balance board
TT established
Target CT
Set below TT
Allow 4 general operator variation
Operator target time
Individual station time
Relative complexity & uncertainty at each w/s
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Cell
Balancing mixed model lines
Green zone
Common elements assemble
Done 4 every product
Variable 4 each w/s
Zone limit approximate
Red zone
Work elements unique 2 each prod. Accumulated
Total prod assembly time can exceed the OTT
Weighted average time not exceed
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Cell
Plant layout & supermarkets form the skeleton 4 cells
Supermakets remain in place 4 longer
Carrying RM in multiple locations around –
bad idea
Material hander establish the rhythm of delivery
The basic cell layout considered
U shape
Line
S shape.
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Cell
Cell operators not have 2 fetch & & deliver part used
Waste activity grouped together
Single runner working bw. several cells & supermarket.
Operator working directions & allocations
Working in the same /opposite direction as prod. flow
2/more operator
1 operator in the first & last operations of U cell
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Cell
Check 4 constrains / bottlenecks
CT near 2 / exceed TT
In-cell activity exceeding takt need
Additional shift
Before & after buffer
Tight constraint
Run near continuously
Avoid having 2 run 4 an additional shift
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Cell
Check 4 constrains / bottlenecks
CT near 2 / exceed TT
Resource
Protected by a time buffer (x hours of stock)
Prioritized 2 ensure continuous operation
DBR arrangement
Work fed into the cell at the rate in accordance w. the
bottleneck
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Cell
Check 4 constrains / bottlenecks
Off line activity
Exit & entry buffer
OPF before & after the stage – one at a time
Feeding into the outbound buffer
Withdrawing from the inbound buffer
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Cell
Reference cost 4 a week
Operator & inventory savings
Space & quality savings
Wake up call 2 management
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Cell
Cell layout - Detailed re-layout
M/c access
Design as if one operator run the cell
Gravity feeds
Mat runner
Deliver all parts 2 the cell & Remove complete products
Work regular, standard circuits.
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