1. “New NMR LWD Laboratory LAYOUT”
LEAN Project
By Cesar Javier Siles Saracho
Electronic Engineer
2. Table of Contents
1 Project Motivation
2 Project Objectives
3 Problem Definition
4 Measure
5 Analyze
6 Improve
7 Control
8 Project Cost and Benefits
9 Conclusions
10 Appendix
List of Tables and Figures
Table 1 SIPOC
Table 2 Old Layout Spaghetti
Table 3 Weighted Average Process time and process Efficiency
Table 4 Solutions to Kaizen Events
Table 5 New Weighted Average Process time and process Efficiency
Table 6 New Spaghetti Diagram
Table 7 Old Vs. New State
Table 9 Control Time Sheet
Table 8 Financial Impact
Fig 1 Old Spaghetti Diagram
Fig 2 Swinlane diagram & RACI Chart
Fig 3 VSM Old Layout
Fig 4 Time Spent in Process Lab and Service Levels
Fig 5 The New Layout
Fig 6 Mechanic WorkStation
Fig 7 Electronic workstations
Fig 8 Pedestal ,Flow Kits, Special Tools
Fig 9 Upper Chassis Electronics Rack
Fig 10 Turbines Rack
Fig 11 Magnets Rack
Fig 12 Loading - Unloading Area
Fig 13 Calibration Container
Fig 14 New Lead Time
Fig 15 VSM New Layout
Fig 16 New Spaghetti Diagram
Fig 17 Old vs New Layout
Fig 18 Control Process Time
3. 1.Project Motivation
Monitoring the actual proVISION work process , it is possible to observe that in most of
the sub processes , there is waste , like excessive motion, transportation , defect and waiting
time ,so there are several opportunities to optimize such process.
The company did the decision to built a new bigger laboratory at the base, thus it will give
the great chance to improve the actual Layout of the proVISION Laboratory, so the
mentioned problems related to non value added time could be minimized.
This project is going to use Lean Tools and techniques to minimize the waste in a process or
just reduce the activities that not add value in the process. The first step is going to be a
define phase, when all the main problems are going to defined, Then the process need to
be measure, It means that all sub process will be measure in time, so it will analyze the
bottlenecks and calculating the efficiency and maximum capacity of tools that could being
provided. The next step will be the proposal plan to improve the process using a new Layout
that plays a crucial role in determining the flow patterns, reduce the waste , organize the
workplace and impact the safety.
The new Layout will be consider as the main problem solving tool ,however it is also
necessary use a systematic method to improve and sustain workplace organization (5S),
standardize some of the sub process and get the habilitation
of equipment strongly necessary to perform important tests.
With the implementation of this project it will increase the efficiency and capacity to cover
the future client’s demand.
It will also reduce the non value added time , will be soft saving and it will improve the
service quality and safety.
Finally the motivation factors could be summarize in the following :
• Expansion due to activity increase
• Expected Job count from 3.9 to 6.5 during 2013 (Q1-Q4)
• Reduce the non value added time
• Reduce Costs
• Provide a better service quality
2.Project Objectives
• Design a layout to optimize the flow of proVISION Tools by minimizing the times
the tools have to go back to the same workstation, reduce the distance between
stations, reduce the barriers between stations, decrease the movement of heavy
equipment such as container and design a better path to get access to shared
equipment like ovens .
• Increase also the service Quality by organizing the workplace, so adding store
places for proVISION components , such as racks, cabinets, implementing trolleys
for move heavy items and fixing turbine test setup.
• Improve the safety by reducing the mechanical lifting operations, like moving
container with a forklift, loading electronics out of a yellow line for personnel and
4. Rack magnets out of compliance.
• Improve the efficiency of the proVISION Laboratory by 22% and the capacity by
23 %
3.Problem Definition
The problems have seen in the actual NMR work process are :
• Excessive motion of technicians, going to the Break Out Machine , Push or The
Surface area to get a container.
• Excessive transportation of the tool , it have to travel several times long ways. The
NMR Collar goes from PUSH Area to NMR Lab to be unloaded , then it have to
return to PUSH Area to be inspected and finally go back to NMR Lab to load the
electronic. After loading the electronics, some test are performed, then the tool goes
to the BOM to torque the wear bands to be ready for calibration, Then it goes to the
calibration container, later it have to return to the BOM for assembly (Turbine , Pony )
and finally the last test (Jackstand test ) need to be performed also in the
calibration container . This is difficult to move due the tool with the pony is longer and
heavier. ( Fig 1 Old Spaghetti Layout )
• There is no specific area to place the container. There is a lot of time consuming
and waiting time, to perform the task to move the container inside the workshop with a
forklift, the use of crane to move the container from the entrance to the push area ,
placing the tool inside the container and finally doing the setup by covering the holes
with aluminum.
• The actual NMR Lab is situated next to Xceed test area. This situation is one of the key
problems affecting NMR service time due to the noise affecting NMR tests, and the
waste related to "wait time" or rework. The longest test the could avoided is the PWO
test that usually takes 3hrs.
• Actually, using Xceed Turbine test set up for NMR Turbine test adds to the wait time as
the Technicians wait for Xceed test to be completed before they can set up NMR Turbine.
• The NMR tool is seriously affected by electrical noise, so the electrical grounding need
to be improved.
• The two Ovens are shared , so it derives in a lot of waiting time and extra time in
Setup.
• Actual layout doesn’t provide a good space for loading the upper chassis due it cross
the corridor and interrupt the normal transit of people.
• The rack magnets is too close to computer setup.
• The ProVISION area doesn’t provide enough room to perform some processes
simultaneously.
RIRs Related
• 20120903163758 Sep 01, 2012 SQ
• 20121203160050 Nov 30, 2012 HSE
• 20121229182212 Dec 27, 2012 SQ
• 20130225140537 Feb 22, 2013 SQ
• 20130306122618 Mar 01, 2013 Sug
• 20130319095118 Mar 19, 2013 SQ
• InTouch Ticket 6128184, 6179781
5. In order to help to determine the scope of the project we are going to use the SIPOC
LEAN tool (Supplier, Input, Process, Output, and Customer) , It is also a very high level map of
a process that help to identify any quick disconnects with the supplier inputs, and identify the
project customers and their outputs.
TABLE 1 proVISION SIPOC
!
4.Measure
The collected information will allow us to make important decisions and manage the
process by facts and evidence. It will also quantify the baseline and show the improvement
after the project is completed. So for this case the issue is to calculate the actual capacity
of the proVISION work process and the efficiency in order to have a start point to know
if we could comply with the future customer capacity.
From the Spaghetti diagram below Fig1 , it is possible to observe the waste of excessive
motion of the technician and also excessive transportation of the proVISION items (Collar,
pony collar , turbine ) in the actual work process. Two shift of mechanicals and electronics
technician working on the same tool from the Beginning to the end do the job in 51
Steps , with a total distance of 1219mts .From the Table 2 is possible quantify the distance
of each step and observe the highest distances to run are to get a borrowed container
for calibration , go to Break Out Machine (BOM ) and IST are (Incoming Sytem Test )
Technic
ian
R&M
Too
Push
deliver PULL
TEAM
7. Table 2 Old Layout Spaghetti Service Level 3
The Swinlane diagram Fig2 show the proVISION work process and help us to understand
the interactions of the proVISION work process through the different departments, some
departments like Push and Pull have a big contribution in the tool lead time , however
we are only focus to minimize the waste in the ProVISION Lab process ( total
time of 86hrs SL3).
OLD Spaghetti Service Level 3
# Step distance (Mts) Comments
ET1 0-1 105 Take setup to IST Area
ET1 1-2 105 Return from IST
ET1 2-3 11.38 Go out side with Trolley
ET1 3-4 4.87 Install power cord ,
Et1 4-5 4.87 Remove plugs and unsolder
MT1 2-3 6.5 Go out side to remove Jamnuts with splecial tool
MT1 3-4 5.46 Search for tube to remove jamnuts
MT1 4-5 5.46 Returning with tube to remove jam nuts
MT1 5-6 5.82 Remove the LC
MT1 6-7 3.69 Place the LC in the RACK
Et1 5-6 2 help the the MT place the LC
MT1 7-8 12 take special tool to remove UC
MT1 8-9 6.4 Place Special tool to remove UC and remove UC
ET1 6-7 13.54 Search Trolley to remove UC
ET1 7-8 7.62 place the Trolley y pull together with the MT1
ET1 9-10 7.5 Remove UC with MT1
MT1 9-10 6.5 search for trolley from TST area
MT1 10-11 6.9 return with trolley and pull the UC
ET1 9-10 7.8 Return trolley from TST
ET1 10-11 6 go back to lab to work in UC
MT1 11-12 64 Move Collar to Inspection Area
MT1 12-13 64 return from push
MT1 13-14 7.6 Take the crane to lift UC
MT1 14-15 4 Place the crane and remove NMR & Power Chassis
ET1 11-12 11.6 move to get ovens
ET1 12-13 17 ET1 Returns with one oven
ET1 13-14 7 Return to get secong oven
ET1 14-15 5.6 Takes the second oven
ET1 15-16 6.5 Connects the power cord
ET1 16-17 8.3 Returns to work heat test setup
MT1 15-16 147 MT goes to surface to coordinate the container
MT1 140 MT Goes to coordinate the forklift
MT1 16-17 90 MT Return from surface to the workshop entrance
MT1 17-18 14 Move container to Calibration Area
ET1 17-18 42 ET1 goes to help the MT to move the container
ET1 18-19 12 ET1 help the MT to place the container
ET1 19-20 26 ET goes to NMR Area to lift the tool
MT1 18-19 26 MT goes to NMR Area
MT1 19-20 26 MT Return with the tool
ET1 20-21 26 ET returns with the tool
ET1 21-22 18.5 Goes to BOM to assembly Pony and Turbine
MT1 20-21 23 Goes to BOM to assembly Pony and Turbine
MT1 21-22 30 Install Shield and move tool Pull
ET1 22-23 27 Install Shield and move tool Pull
Et1 23-24 10 goes to moves the container back
MT1 22-23 10 goes to moves the container back
MT1 23-24 11 moves container
ET1 24-25 11 moves container
1219.41 MTS
Total STEP of both ET &MT is 51
8. The RACI Chart Fig 2 should clarify roles, as well as ensure accountability and individual
levels of participation.
NMR Supervisor
ElectonicTechncian
MechanicalTechnician
Inspection Team
ARII
ARII
IR
IRR
IIIAR
IRR
AR
IRR
IR
IR
CRR
AssemblyToolandcompleteOSTARR
PerfomTestHeatTest
LoadUpperChassis
PerformVaccumTestonCollar
PerformUCTests
ACTIVITIES
QualityCheck
AlertTeamToolarrivalinPUSH
ExplainTCO,PriorityandSL
PerformtheIST
UnloadUpperChassis
Inspection
PerformR&M
Fig2SwimLaneDiagram&RACI
Chart
10. In the Value Stream Map Fig 3 (see previous page) for the actual is possible to measure
the timing of the entire ProVISION Laboratory process for the maximum service level 3 ,
taking in count that the lead time of each individual process is the sum of value added
time and non value added time. However this case is only for SL3 , so we have to do
similar Value Steam Maps for the rest of services levels 0,1,2 . (Appendix A).
*Note.In the VSM Fig 3, it was not consider the rework in all the process except of heat
test and also the time spent in Failure investigation
5.Analyze
In order to calculate the weighted average of the total process time and the efficiency
we need to consider the Timing of each service level and also the contribution of each
service levels according to the statistics (Qtrac between October 2012 to Jan 2013 ) .
So from the table 3 and figure 4 below we calculate the average time to produce one tool
including the service probability as per Service Level and the efficiency of the our process.
Table 3 Actual Weighted Average Process time and process Efficiency
Now From the data above we derive in the Maximum Capacity and Takt Time
Calculating the Actual Capacity and Efficiency
!
ServiceLevels Sep2012-Dec2013 SL MRT6 MRT8
Period
TotaL
Toolsper
month SL%
VA/T
(hrs)
L/T
hrs
L/Tx %
(hrs) VAx%
MRT6UC 6007 (including one time )
SL3 or
SL4 15 6 21 1.31 21.00 47.90 86.10 18.08 10.06
SL2 25 7 32 2.00 32.00 29.00 42.00 13.44 9.28
SL1 12 5 17 1.06 17.00 6.50 16.30 2.77 1.11
SL0 24 6 30 1.88 30.00 2.75 8.80 2.64 0.83
Total 76 24 100 6.25 100
Average
L/T (hrs) 36.93
Average
VA(hrs) 21.27
11. Fig 4 Time Spent in Process Lab and Service Levels %
! !
Bottle Neck is the process with the highest long term utilization, so if we see again the
VSM Fig 3 it would be the heat test with an average of 39hrs (calculate below), however
the process itself only take 18,5 hrs including shop failure , so the NVA 20.5 hrs (waste
time ) it is considerable
Heat Test 67 % no rework & 33 % rework (Heat Test Statistic 3failed and 6 passed)
no rework = 10work hrs + 17.5 waitoven = 27.5hrs
rework = norework + 16hrs troubleshoot + 10workhours + 8.75waitoven = 62.25hrs
Total = 0.67 x 27.5 + 0.33 x 62.25 = 39hrs
VA = 10hrs x 0.67 + (10 + 16 + 10) x 0.33 = 18.5 hrs
NVA = 0.67 x 17.5hrs + 0.33 x ( 17.5 + 8.75) = 20.5hrs
6.Improve
The improve plan will be using the following LEAN methods, Kaizen Events, Improve
Layout, 5S and Generate improvent ideas.
As we can see from the table 4 the solution to the problem is going to be time saving
projects that will impact the efficency and the quality of the overall process. Such projects
were created with ideas generated by teamwork.
The List of Kaizen event was taken from the VSM , and the time saved in each process
in order to minimize the Non Value adde time is in base of Layout solution,
5S ,changes in procedures and getting new standard equipment.
12. Table 4 Solutions to Kaizen Events
!
SOLUTIONES TO KAIZEN EVENTS
OLD NEW
PROCESS
Total C/T
(hrs)
VA
(hrs)
NVA
(hrs)
NVA
(hrs)
KAIZEN EVENT
EQUIPMENT NEEDED
IST 1.5 0.5 1 0.5
Electronic workstation and calibration KIT
in PUSH Area (future Layout)
DC power suplies ,TSIM
,computer , calibration Tanks
and shields , jackstands
UNSOLDER ANTENNA,
REMOVE JAMM NUTS,LC,UC 3.5 2.25 1.25 0.75
Unloading workStation in PUSH Area
(future Layout)
Portable soldering
workstation and special tools
to remove UC
REMOVE UPPER MAGNET 0.917 0.5 0.417 0.25
New Mechanical lifting Equipment
Trolley for Magnets and
Pallet Truck
SL UC (CHANGE BATT, ORING
MOD RECAP IF NEEDED 8.2 6.7 1.5 1
New Benches Layout , easy way to move
the Upper Chassis Electronics with a
trolley (Fig 7)
Soldering workstation, Rack
for UC , Pallet Truck for upper
magnet
SETUP FOR HEAT TEST
INSTALL TANK 1.5 1 0.5 0.25
5S for cables and wires
Kit of wires for Antenna ,
Battery,RPM simultator,
Termocouple
HEAT TEST 39 18.5 20.5 17.8
Less time spent to setup due to new
layout, Turbine Test jig for NMR only, and
decreased Xceed tests interference
New Turbine Test Setup , New
TurbinesRACK
CONNECT UPPER MAGNETS &
FINALIZING UC 3.75 3.5 0.25 0.1
New Layout, less distance to Racks, and
lifting Equipment
New Rack for Magnets, Pallet
Truck and Special Trolley
LOADING UPPER CHASSIS , LC
and Torque Jamm Nuts 4.25 2 2.25 2
Loading Chassis with Ratchet Strap Best
Practice 6218607,Improved Loadingarea
Cabinets for Special Tools
New Racks for Magnets, Special
Tool for Loading UC, Cabinets for
wearbands ,flow kits
SOLDERING & INSTALL ROPs 1.5 1.5 0 0
Soldering workstation Soldering workstation
TURBINE TEST 2.25 1 1.25 0.25
Turbine Test , RACKs and New Layout
New complete turbine Test ,
New TurbineRACK
UPDATE SOFTWARE ,PWO,
RBT LTB TESTS 6.75 5.5 1.25 0.5
With New Layout less interference from
Exceed,MRT8TankbestPractice6302142 LTB Wires KIT
TORQUE PONY & WEAR
BANDS , LOADING TURBINE 3.75 1.25 2.5 1.5
Less distance to BOM due new Layout and
changeintheProcessIT6128184
Turbines ,Pedestal Racks and
Cabinets
CALIBRATION IN CONTAINER 3.8 1.5 2.3 0.5
Container already in LAB Layout , no
need to move from surface Area ,
Best practice # 6237734
NEW owned Container
Design,
JACKSTAND 3.25 1.25 2 1
Improve procedure,Configuration File
readyinTCO QUEST 20130306122618
QTRAC,OST VALIDATION ,
INSTALL SHIELD, TO PUSH 2.25 1 1.25 0
Improve Layout, not necessary remove
container , Lifting Equipment ,
TIME (hrs) 86.167 47.95 38.217 26.4
14. The New Layout Fig 5
• The new Layout is designed to have a Linear Flow , so it follow as much as
posible the ProVISION work Process. This layout is designed to impact the
safety,quality, workplace organization and future expansion.
• After breaking the tool and washing the main components (Pony, turbine and MRT
collar) the turbine enter the lab first,IST is performed, then the UC have to be
unloaded in the same place, so the collar will have a shorter path to the inspection
area meanwhile the Upper Chassis enter in the lab to perform the required service
level. Later the collar enter in the laboratory and it is placed at the heat test are
were the Upper Chassis is going to be heat. (The UC have to go back a litte for
heat test)
• After heat the elecronics and at the same time the turbine could serviced , the
upper chassis is finalized, then load for testing and final calibration in container .
At last the MRT collar a the turbine leave the lab for assembly together wih the
pony in the Pull area.
• The there are two parallel long benches for the mechanic technicians Fig 6 , so it
could be placed two turbines in the 2 benches of 1.5mts x 0.7mts with easy
access of both sides and also there are two more benches for place two magnets.
Ther are also Two extra tables to place the computers technician in order to
prevent the computer damage due to magnets or vibration to hit on the same table.
• There are basically three benches for the Electronic workstation Fig 7 so it is easy
access and place the tool over the bench just using the trolley. It is also enough
space to perform maintenace of two upper chassis at the same time as in general
the trolley is used to perform this service. One extra bench is required for laptops.
• In The Fig 8, Fig 9 ,Fig 10 and Fig 10 is posible to observed to differents racks and
cabinets in order to organize the workplace ,comply with the SQ Standards by
segregating the NMR Equpment like , Pedestalls , Flow Kits , Electronics, Turbines
and Magnets . Such Racks were designed taking in mind the future activity (See
Apendix )
• The magnets have been placed away from the computer setups,far from tools and
isolated with its respective warning signs. Also a new rack for the the magnets have
been introduced in order to improve the segregation and minimize the risk of attraction
between them while are transported.Fig11
• The Loading area Fig 12 for the Upper Chassis avoid the safety issues of the
previous one where the movement of the electronics had to cross the corridor,so now
there is enough space between tools and it will be possible the perform processes
in parallel , like for example Heat Test , PWO RBT LTB and calibration and
Jackstand.
• With The Calibration container Fig 13 ( Appendix 10) inside the laboratory the use of
forklift was eliminated and also it was placed far enough to minimize the
interference between other tools. With The practical hole in the container it is
possible to setup the tool in less
time.
15. Fig 6 Mechanic WorkStation Before After
! !
Fig 7 Electronic workstations Before After
!
Fig 8 Pedestal & FlowKit Before After
! ! !
16. Fig 9 UC mixed with others Electronics Before After
! !
Fig 10 New Turbine Rack
!
17. Fig 11 Magnets Racks Before After
! !
Fig 12 Loading /Unloading Area Before After
! !
Fig 13 Calibration Container Before After
! !
18. After working in the new layout with all the required equipment it is possible to generate
a Future VSM SL3 Fig 15 (similar VSM are needed for SL0,1,2) , then we can make the
similar previous analysis in order to calculate the new efficency and maximun capacity of the
new layout. (Fig14)
Table 5 New Weighted Average Process time and process Efficiency
Fig 14 New Lead Time
Calculating the NEW Capacity
Qtrac SLevelsOct12-Aug 13 SL MRT6 MRT8
Period
TotaL
Average
per
month SL%
VA/T
(hrs)
L/T
(hrs)
L/Tx %
(hrs) VAx%
MRT6UC 6007 (including one time )
S3 or SL
4 15 6 21 1.3125 21 47.90 74.3 15.603 10.06
SL2 25 7 32 2 32 29.00 35.2 11.264 9.28
S1 12 5 17 1.0625 17 6.50 11.3 1.921 1.11
SL0 24 6 30 1.875 30 2.75 4 1.200 0.83
Total 76 24 100 6.25
Average
L/T (hrs) 29.99
VA (hrs) 21.27
New Lead Time
HRS
0
20
40
60
80
SL3 SL2 SL1 SL0
Lead Time = 30hrs (weigthed average time)
Efficiency = VA / Lead Time = 71 %
Capacity = Available time / Lead Time = 10.6 Tools/month
20. At same time we are going derive in a future Spaghetti Diagram Fig 16 & Table 6
Table 6 New Spaghetti Diagram
!
# Step distance (Mts) Comments
ET1 0-1 20 Take setup to IST Area
ET1 1-2 22 Return from IST
ET1 2-3 15 Goes to Unloading area with Trolley
ET1 3-4 8.5 Install power cord ,
ET1 4-5 3.5 Remove plugs and unsolder
MT1 0-1 6.6 Go outside to remove Jamnuts with special tools
MT1 1-2 2.5 Remove theLC
MT1 2-3 7 Place the LC in the RACK or bench
Et1 5-6 11 help the the MT place the LC
MT1 3-4 16.5 taks and Place Special tool to remove UC
Et1 6-7 21 Search Trolley to remove UC
MT1 4-5 11 Place UC collar to Inspection
ET1 7-8 26 Place UC inside the Lab for R&M
MT1 5-6 40 return to work in lab and then place the collar for heat test
ET1 8-9 14 Place the two ovens one by one
ET1 9-10 18 Place the UC inside de oven and perfrom heat
ET1 10-11 29.5 finalize ,Load Tool , Then perform calibration and tests
MT1 6-7 11 Load tool
MT1 7-8 32 Takes turbine to install the flow kit
MT1 8-9 49 Together with the ET place the tool inside container
ET1 11-12 34 Assembly tool in PULL BOM
MT1 9-10 38 Assembly tool in PULL BOM
436.1 MTS
22. After the improvement is extremely important compare the old state, versus the future
state in order to verify and prove the improvement in efficiency and capacity
Comparison Actual Vs Future State
Fig 17 Old vs. New Layout
!
Table 7 Old Vs. New State
!
23. 7.Control
The control is going to be implemented by :
• 5S Audit including the Layout
• Floor Lines to indicate the correct place of equipment
• Compare expected Lead Time vs. actual Lead Time . Figure 18 below shows
the Lead time of tools as per service levels during the period of Jun –July
2013. It is possible to observe that several tools the lead time was not as
expected.
• Control Time Sheet to sustaining and continuous improvement Table 9
Fig 18 CONTROL PROCESS TIME
!
!
24. Table 8 Control Time Sheet
!
SERVICE LEVEL CONTROLTIME SHEET
TOOl SN
UPPERCHASSISSERVICELEVEL 3
PROCESS
Expected
Time (hrs )
START TIME ENDTIME HRS DATE TECH COMMENTS
IST 1
REMOVE JAMNUT,LC,UNSOLDER
ANTENNA,UNLOAD UC 3
REMOVE UPPERMAGNET 0.75
SL UC(BATTERY,ORINGR,MR) 7.7
SETUP ForHeatTest 1.25
HEAT TEST 36.3
CONNECT UPPERMAGNETAND
FINALIZE 3.6
LOAD UC,LC,INSTALL JAMNUTS 4
SOLDERINGAND INSTALL ROP 1.5
TURBINE TEST 1.25
UPDATESOFTWARE, LTB,PWO,RBT 6
CALIBRATION 2
JACKSTAND 2.25
ASSEMBLYTOOLINBOM 2.75
INSTALLSHIELD ,CLOSEWO 1
74.35
25. 8.Project Cost and Benefits
Table 9 Financial Impact
BENEFITS
Financial
Soft Saving 100K$us/ year
Service Quality
• Increase the Efficiency by 24% and Capacity by 23 %
• Improve Capacity from 8.6 to 10.6 Tools/ Month with the same personal
• Reduced the Distance by 783mts
• Organize Workplace with new Racks and segregating the equipment
LABOR Description
Baseline
process
New
process
Hours Saved Hourly Rate Savings
Non-exempt time per year
Redution in Total Lead Time
(7hrs/Tool) x 6 Tool /Month x
12month
2664 2160 504 $ 100.00 50,400.00$
(Old LT 37hrs , New LT 30hrs ) -$
50,400.00$
COSTAVOIDANCE/RISKREDUCTION Description
Baseline
process
New
process
Value per Unit
Number of
units per
year
Savings
SQ Event reduction
Board damaged by Store
Electronics (every 2 year )
$ 6,000.00 0.5 3,000.00$
Job count increase (when there is
market)
Increased Tool Capacity by 2 $ 186,000.00 0.25 46,500.00$
RPJ(In K$) = 186 K$us -$
49,500.00$
EQUPMENT/SOFTWARE/FOOTPRINT Description
Baseline
process
New
process
Value per Unit
Number of
units per
year
Costs
New equipment (3)Racks and (1) Cabinets $ 8,362.00 1 (8,362.00)$
New equipment Fixing Turbine Test Setup $ 1,000.00 1 (1,000.00)$
-$
(9,362.00)$
$99,900.00
9,362.00$
$90,538.00
ACTUALSOFTSAVINGS
TOTALPROJECTSAVINGS-TOTALPROJECTCOSTS
ACTUALSOFTCOSTS
SOFTSAVINGS/COSTS
26. Safety
• Eliminate Mechanical Forklift Operations
• New Loading Area not crossing trough Yellow personnel corridor and doors
• Magnets Racks far from Electronic Workstations , Tools, and Magnetic
equipment
• Minimize Collar transportation
Client
Improve the Turn Around Time
9.Conclusions
• The new Lab Layout plays an important role to determine the Tools flow and need
to be done according to the proVISION work process, safety and future expansion in
mind.
• The combination of a new Lean Layout and workplace organization will improve the
efficiency and safety of the process.
• The project helped the whole team to understand the impact of a Lean Layout on your
daily work
