2. Team Kathryn Sardini, Diana Ronan, Doug Tegtmeier, Toby Justice, Chris Lucas, Andy Scott (Team Leader)
3. Charter Business Case: TVC a KPI for the Utica plant. The TVC goal is $143. The implementation of the Tugger System will improve TVC by $1.65 The purpose of the event is to establish Standard Work using a Tugger system to pick up and deliver needed materials to the Assembly cells. Currently, each group of cells has a Material Handler servicing only those cells. The Tugger will pick up and deliver materials to all Assembly cells on a regular route.
6. Standard Work Elements Work Elements 0.6 Seconds Each step the tugger operator takes (2.5 feet per step) 3.66 Feet per Seconds Tugger Travel Time estimated 2.5 miles per hour 3.9 Seconds Get on tugger 3.9 Seconds Get off tugger 7 Seconds per container Deliver container/ Pick up empty
7. Standard Work Calculation Total= 154.9 sec. (93.1sec. delivery and pick up of empty bins + 7.8 sec. to get on and get off tugger + walk time around cell) PART# STANDARD PACK PIECES PER UNIT Daily Usage Daily Total Usage # of containers per day # of containers per hour # of containers per hour * 7 secs per container (pickup/delivery) GA-1054 50 1 72 72 1.4 0.2 1.4 SC-2951 100 2 72 144 1.4 0.2 1.4 SC-989 100 2 72 144 1.4 0.2 1.4 SC-641 200 2 72 144 0.7 0.1 0.7 SC-2944 100 2 72 144 1.4 0.2 1.4 SC-456 1000 5 72 360 0.4 0.0 0.3 MI-3054 200 3 72 216 1.1 0.1 1.0 93.1+7.8+54 sec.
8. Standard Work Calculation Delivery Route Standard Work Stop ID Action Stop Time Drive Time 1 Travel from stop 7 at market to first stop 8. Deliver parts, pick up empty containers and pull signals 181.2 30.1 2 Travel from stop 8 to stop 9. Deliver parts, pick up empty containers and pull signals 152.8 13.1 3 Travel from stop 9 to stop 10. Deliver parts, pick up empty containers and pull signals 179.2 12.8 4 Travel from stop 10 to stop 11. Deliver parts, pick up empty containers and pull signals 154.9 14.8 5 Travel from stop11 to stop 12. Deliver parts, pick up empty containers and pull signals 199.7 15.3 6 Travel from stop 12 to stop 13. Deliver parts, pick up empty containers and pull signals 390.8 12.3 7 Travel from stop 13 to stop 1. Return to Market 63.7 8 Travel from stop 1 to stop 7 Market Time 54.4 Total: 21 3.6 Total Delivery Route Time: 24 min. 36 sec. per hour
9. Time Study Delivery Route Standard Work Stop ID Action Stop Time Actual Time Variance Drive Time Actual Time Variance 1 Travel from stop 7 at market to first stop 8. Deliver parts, pick up empty containers and pull signals 181.2 68.3 112.9 30.1 31.0 -0.9 2 Travel from stop 8 to stop 9. Deliver parts, pick up empty containers and pull signals 152.8 144 8.8 13.1 14.0 -0.9 3 Travel from stop 9 to stop 10. Deliver parts, pick up empty containers and pull signals 179.2 142 37.2 12.8 18.0 -5.2 4 Travel from stop 10 to stop 11. Deliver parts, pick up empty containers and pull signals 154.9 517 -362.1 14.8 17.0 -2.2 5 Travel from stop11 to stop 12. Deliver parts, pick up empty containers and pull signals 199.7 35 164.7 15.3 17.0 -1.7 6 Travel from stop 12 to stop 13. Deliver parts, pick up empty containers and pull signals 390.8 150 240.8 12.3 12.0 0.3 7 Travel from stop 13 to stop 1. Return to Market 63.7 57.0 6.7 8 Travel from stop 1 to stop 7 Market Time 54.4 54.4 0.0 Total: 21 18 3 3.6 3.7 -0.1 Total Delivery Route Time: 24 min. 36 sec. per hour
10. 1 Hour Coupled Route Parameters Actual Max load time 33% of total time 20 min. (0.33 x 60 min.) Under 20 min. Max travel time 33% of non load time 13 min. 12 sec. (.33 x 40 min.) 3 min. 36 sec. *If load time were less than 33% (20 min.), maximum travel time could be greater. Total Stop Time 27 min. available if travel time is 13 min. 12 sec. 21 min. Total Time 1 hr. 1 hr. 44 min. 36 sec.
11. Kaizen Title Kaizen Sheet 1. No Defined Delivery Route. Marshaller’s took random routes. Defined Tugger Route and added delivery stops. Reduced travel distance by 37% (reduction of 4 miles in walking distance). A spaghetti diagram showed that one marshaller for one out of the 12 cells walked 9575 feet = 1.8 miles of walk distance. (1.8*12= 21.5 miles) 13104 feet (2.5 miles) of travel distance for all 12 cells. Next page Next page Operator No. Problem Measures Taken Results Remarks Name
12.
13.
14. Kaizen Title Kaizen Sheet 2. There were items not on the tugger route. Added one of the items to the supermarket. Spacers are now on the tugger route. Before Kaizen After Kaizen Operator No. Problem Measures Taken Results Remarks Name
15. Kaizen Title Kaizen Sheet 3. Not all lines had empty bin return chutes. Installed 26 empty bin return chutes throughout assembly. Each cell has a way to signal the replenishment of their empty totes. After Kaizen After Kaizen Operator No. Problem Measures Taken Results Remarks Name
16. Kaizen Title Kaizen Sheet 4. 10% of items in the part presentation racks do not have permanent locations because of high variation (i.e. sockets). Developed a kitting procedure for the high variation items. Now tugger will have a replenishment signal. Before Kaizen After Kaizen Operator No. Problem Measures Taken Results Remarks Name
17. Kaizen Title Kaizen Sheet 5. Used forklifts, walk behind forklifts, and push carts (Safety issues, inefficient material movement methods). Starting using a tugger vehicle that pulls a string of carts. Optimal material delivery method. Before Kaizen After Kaizen Operator No. Problem Measures Taken Results Remarks Name
18. Kaizen Title Kaizen Sheet 6. No defined address system or visual controls. Added visual signs above each part category and rack level indicators. Easier to find material. After Kaizen After Kaizen Operator No. Problem Measures Taken Results Remarks Name
