Find seven flows in Manufacturing by AddValue Consulting. Get details about Flow Process Management, Continuous flow operations etc.

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“Flow Management”
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2. The World of Batch-and-Queue
• In traditional manufacturing, there is a tendency to run
large lots, or batches. This occurs for a variety of
reasons—large distances between processes, long
setup times, or simply poor processes.
• When the batch is transferred to the downstream
process, it sits in line, the part of batch and queue.
• Batching and queuing tends to drive up inventory and
lead time, and creates inefficiency in an operation. It
also increases the space needed for production.

3. Traditional Method

4. The World of Batch-and-Queue
• What happens when you go to your doctor?
– Make appointment days ahead
– Arrive on time and wait in waiting room
– Doctor behind schedule
– Referral to a specialist
– Laboratory tests
– Wait for results
– Treatment or medication given
– Trip to pharmacy or to specialist
– Hospitalization – whole new disconnected processes and
waiting
• What happens when you take a flight?
• What happens when you build a custom home?
– As the customer, you pay for all the waiting and rework

5. Evils of Batch-and-Queue
• Increases work-in-process inventory
• Hides inefficiencies, lost opportunities
• Lengthens replenishment cycle
• Creates finished good inventory
• Slows customer response time
• Risks obsolete products

6. Think about ways in Flow?
– Line up all of the essential steps needed to get a
job done
– Obtain a steady, continuous flow
– No wasted motions
– No interruptions
– No batches
– No queues

7. The Ultimate Factory

8. Continuous Flow
• Producing and moving one item at a time (or a small and
consistent batch of items) through a series of processing
steps as continuously as possible, with each step making
just what is requested by the next step.
It is also called the one-piece flow, single-piece flow, and
make one, move one.
• The intent of flow production is to increase the velocity
of products and make the production cycle predictable.

9. Steady Velocity
Traditional: Batch Production (like a meandering stream with many stagnant pools, waterfalls, and eddies)
FLOW:Production: Pipeline with fast-flowing water or product
The right Job and it must keep moving
2 WEEKS!
When do we get our Parts?

10. Continuous Flow Production
• Remember!
• Make It Flow
• Feed the Flow
• Link the Flow

11. What to Flow ?.....

12. Seven Flows in Manufacturing
• The flow of raw material
• The flow of work-in-process
• The flow of finished goods
• The flow of operators
• The flow of machines
• The flow of information
• The flow of engineering

13. Waste
VSM - to identify
Value in Stream
Ideal
One
Piece
Flow
Standard
Work
6S Pull
Future
State
Current
State

14. BVN 14
Value Stream Mapping
• Value stream mapping is the process of
mapping the current and future status of
process.
• It maps both material and information flow.
• This mapping is very clear and can be used
as an aid to develop implementation plan
for installing a lean system.

15. BVN 15
VSM – current state

16. BVN 16
VSM – Future state

17. BVN 17
Value Stream Mapping
• Visualize flows
• Identify areas of work
• Create a common language for talking
about the manufacturing process
• Pull together lean thinking principles
• Illustrate relationships between
information and physical flows
It helps to

18. Steps : Flow Process
1. Redesign layout for flow
2. Link operations
3. Balance workstation capacities
4. Emphasize preventive maintenance - TPM
5. Reduce lot sizes
6. Reduce setup/changeover time

19. 1. Redesign layout for flow
This complicated flow becomes a much improves and
simpler flow between areas that are adding value

20. BVN 20
2. Link operations
Cellular Manufacturing :
• Manufacturing in a work cell is termed as
cellular manufacturing.
• A cell is a self contained manufacturing/
service unit for a family of components
where all the facilities required for
manufacture are placed in a convenient
manner.
• A work cell is a focused manufacturing unit .

21. Layout change
Before Gear
Hobbing
CNC Lathe
Boring Chamfer
Gear
Shaver
Dbur.
Hole
Boring
Manual
Deburring
Tooth
Chamfer
Gear
Shaving
After
CNC Lathe
CNC Mill
Mill Drill
Boring
Gear
Shaver
CNC Lathe
Honing
CNC Mill
Mill
Drill
Boring
Hob
Chamfer
Gear
Shaver
Dbur.
Blank Machining
Blank Machining
Bore Honing
Drive Slot
Milling Lube Slot
Milling
Hole
Drilling
Hole
Boring
Manual
Deburring
Gear
Hobbing
Tooth
Chamfer
Gear
Shaving
In Out

22. BVN 22
3. Balance workstation capacities
• Model mix
• Volume
• Scheduling system
• Labour
• Fixed facilities
• Capacities
• Cycle time
Balancing is important in practice and must
take into following in to account.

23. BVN 23
4. Total Productive Maintenance
• TPM aims to achieve zero breakdowns &
stoppages.
• TPM aims to solve all the consequences of
equipment problems.
• TPM aims to maximise equipment effectiveness.
• TPM establishes a thorough system of
preventive maintenance for the equipment’s
entire life span.

24. A
A A B B B C
JIT Small Lots
Large-Lot Approach
Time
Time
A A B B B C
A A A B B B B B B C C
JIT produces same amount in same
time if setup times are lowered
5. Reduce Lot size
Small lots also increase flexibility to meet
customer demands

25. 25
Kanban
Is a “signal” that: The signal can be a:
• Card
• Square / Box
• Light
• Electronic Signal
• Racks
• Shopping Carts
• MRK ( Manufacturing
Ready Kit)
• Authorizes production
• Authorizes movement
• Limits inventory
• Drives continuous
improvement

26. BVN 26
Kanban System
Kanban helps:
– To deliver right (needed) item at the right time
in the right place and required Quantity.
– To sequence production by clarifying how
much of a specific item must be produced and
transported.
– To control the location of material.

27. 6. Quick setup / changeover
• Reducing setup cost ≈ reducing setup time
• Setup reduction time is a prerequisite to lot
size reduction
• SMED (Single Minute Exchange of Dies)
method
• The method has proven its effectiveness in
many companies by reducing changeover
times (non-value added times) from hours to a
less than 10 minutes

28. Continuous Flow Method

29. Summary of Benefits
• Information flow and decision making
enhanced
• Value-added ratio improved
• Reduces transportation waste
• Reduces material handling
• Helps to identify root causes of quality
problems
• Allows for equipment dedication

30. Summary of Benefits
• Work flow levels are reduced and progress
is visible at a glance
• Work team members take ownership of full
process and can help each other
• Quick problem identification and feedback
• Reduced Cycle Time
• The ability to cross train is enhanced

31. Question ???

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