A short introduction to the process of line balancing in production/manufacturing environments that use many people on a line. This is a very valuable tool to allow people to increase capacity whilst reducing labour costs.
Bayonne Packaging is experiencing operational issues in several key areas:
- Dependability is poor, with 20% of orders late in October 2011 compared to a target of 5%.
- Quality is also an issue, with 6% of products found defective internally and 1% rejected by customers due to gluing problems.
- Costs are up, with a net loss of 7.2% in October 2011 and cost of goods sold reaching 90.7% of net sales that month.
- The Heidelberg printing press, running at 100.29% capacity utilization, is the bottleneck in the production process, limiting overall throughput and speed.
- Lack of an integrated ERP system
This document provides an overview of the operations of Bayonne Packaging, a small growing job shop manufacturing company. It describes their production process, which begins with design and quoting and involves composition, sheeting, printing, die cutting, folding and gluing. It notes several key problems Bayonne is facing: 20% of orders are now late compared to 5% previously, 6% of products are defective, and profits are down 7.2%. The Heidelberg press is operating at over 100% capacity utilization and is a bottleneck. Recommendations are provided to improve speed, dependability, cost and flexibility metrics through measures like reducing rush orders, implementing ERP, and incentivizing bulk orders.
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
Nestle is a leading nutrition company with over 8,000 brands of products including cereals, juices, milk, water, and chocolate. It has a mission to enhance quality of life. The document discusses Nestle's juice, dairy, and filling production processes. It describes the types of pumps used like centrifugal and positive displacement pumps. It also covers instrumentation calibration procedures for pressure and temperature sensors. Standard work and Jidoka concepts are introduced for process improvement. Overall the document provides an overview of Nestle's production processes and initiatives to increase efficiency.
Ask the Expert: Lean Leadership - Can We Talk About OEE?MileyJames
This document discusses how to calculate Overall Equipment Effectiveness (OEE) and factors like set-up time, utilization, efficiency, and first-pass yield. It recommends measuring set-up times separately to better understand their impact on machine throughput. An example calculation shows an OEE of 59% based on 75% utilization, 90% efficiency, and 88% first-pass yield. It outlines collecting OEE data by machine to identify improvement opportunities, educating operators, and holding supervisors accountable for addressing issues to improve effective use of resources.
Effective ways to improve productivity in garment production include:
1. Conducting motion studies and correcting faulty motions to reduce operation cycle times and improve labor productivity up to 100%.
2. Checking hourly operator capacity to keep operators productive and identify ways to reduce cycle times.
3. Using the best possible line layouts to reduce transportation time and improve line productivity.
Paragon Apparel is a garment manufacturing company that started in 1998 with 15 sewing machines. It has since expanded to include 4 factories with over 700 machines. The company produces garments for international brands like Reebok. It has implemented lean manufacturing principles like kanban cards, visual management tools, and kaizen to minimize waste and improve efficiency. Lean aims to produce only what is needed when it is needed to reduce inventory levels and waste.
Tharstern CEO, Keith McMurtrie, delves into the reasons why automated workflows don't work for printing companies and how you can adopt a Shift Left culture to stop problems from occurring.
Bayonne Packaging is experiencing operational issues in several key areas:
- Dependability is poor, with 20% of orders late in October 2011 compared to a target of 5%.
- Quality is also an issue, with 6% of products found defective internally and 1% rejected by customers due to gluing problems.
- Costs are up, with a net loss of 7.2% in October 2011 and cost of goods sold reaching 90.7% of net sales that month.
- The Heidelberg printing press, running at 100.29% capacity utilization, is the bottleneck in the production process, limiting overall throughput and speed.
- Lack of an integrated ERP system
This document provides an overview of the operations of Bayonne Packaging, a small growing job shop manufacturing company. It describes their production process, which begins with design and quoting and involves composition, sheeting, printing, die cutting, folding and gluing. It notes several key problems Bayonne is facing: 20% of orders are now late compared to 5% previously, 6% of products are defective, and profits are down 7.2%. The Heidelberg press is operating at over 100% capacity utilization and is a bottleneck. Recommendations are provided to improve speed, dependability, cost and flexibility metrics through measures like reducing rush orders, implementing ERP, and incentivizing bulk orders.
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
Nestle is a leading nutrition company with over 8,000 brands of products including cereals, juices, milk, water, and chocolate. It has a mission to enhance quality of life. The document discusses Nestle's juice, dairy, and filling production processes. It describes the types of pumps used like centrifugal and positive displacement pumps. It also covers instrumentation calibration procedures for pressure and temperature sensors. Standard work and Jidoka concepts are introduced for process improvement. Overall the document provides an overview of Nestle's production processes and initiatives to increase efficiency.
Ask the Expert: Lean Leadership - Can We Talk About OEE?MileyJames
This document discusses how to calculate Overall Equipment Effectiveness (OEE) and factors like set-up time, utilization, efficiency, and first-pass yield. It recommends measuring set-up times separately to better understand their impact on machine throughput. An example calculation shows an OEE of 59% based on 75% utilization, 90% efficiency, and 88% first-pass yield. It outlines collecting OEE data by machine to identify improvement opportunities, educating operators, and holding supervisors accountable for addressing issues to improve effective use of resources.
Effective ways to improve productivity in garment production include:
1. Conducting motion studies and correcting faulty motions to reduce operation cycle times and improve labor productivity up to 100%.
2. Checking hourly operator capacity to keep operators productive and identify ways to reduce cycle times.
3. Using the best possible line layouts to reduce transportation time and improve line productivity.
Paragon Apparel is a garment manufacturing company that started in 1998 with 15 sewing machines. It has since expanded to include 4 factories with over 700 machines. The company produces garments for international brands like Reebok. It has implemented lean manufacturing principles like kanban cards, visual management tools, and kaizen to minimize waste and improve efficiency. Lean aims to produce only what is needed when it is needed to reduce inventory levels and waste.
Tharstern CEO, Keith McMurtrie, delves into the reasons why automated workflows don't work for printing companies and how you can adopt a Shift Left culture to stop problems from occurring.
Process Mapping is one of the most important lean tools in identifying wastes, spot on areas that need improvement, improve lead times, and develop a new standard.
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
The document discusses various lean manufacturing concepts and techniques including:
- Cellular layout which groups related processes together to facilitate one-piece flow.
- Standard work which clearly defines tasks and establishes consistency.
- Pull systems using kanbans to signal replenishment needs and limit work-in-process.
- Point-of-use material storage to reduce waste from transport and storage.
- Total productive maintenance which emphasizes preventative maintenance through employee involvement.
- Continuous improvement is emphasized as lean thinking requires an ongoing pursuit of perfection through techniques like kaizen events and the elimination of waste from all processes.
Supply Chain Management Fundamentals & Implication During RecessionPremKumar Badragiri
The document discusses supply chain management fundamentals and implications during a recession. It covers topics like goals of organizations and departments, financial measures like net profit, return on investment, and cash flow. It also discusses operational goals, identifying and optimizing bottlenecks, just-in-time production, and implications of a recession on supply chains like changing forecasts and manufacturing strategies. Effective communication is emphasized as important throughout supply chain management.
The Raymond Group was incorporated in 1925 and has since become a leading global producer of suiting fabrics and garments. It operates manufacturing facilities in India through subsidiaries like Silver Spark Apparel Ltd., which produces suits, jackets, and trousers for export markets. While Silver Spark has extensive production capabilities, the document identifies some non-value added activities merchandisers currently perform like sample packing and shipping, that could be reassigned to improve efficiency. Opportunities are discussed to streamline processes through improved IT systems and reduce unnecessary paperwork.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
Generic Lean Overview For Future Employer Of Alan S DesrocherAlan Desrocher
The document provides an overview of lean manufacturing concepts, including:
- Distinguishing between mass and lean manufacturing approaches.
- Key concepts of lean manufacturing including eliminating waste, just-in-time production, continuous flow, and visual management techniques.
- The goals of a lean transformation are to reduce costs, improve quality, and shorten lead times through process improvements and engaging employees.
- A lean culture emphasizes problem solving over blame, standardized work, respect for people, and continuous improvement.
This document discusses key performance indicators (KPIs) for the garments industry. It identifies several important KPIs to measure at each stage of production including cutting, sewing, finishing, and shipping. Some key KPIs mentioned are cutting and sewing efficiency, defects per hundred units, production rates, and on-time delivery. Maintaining optimal levels of these KPIs helps garment businesses maximize productivity and ensure quality and timely delivery for customers.
This document discusses applying lean principles to optimize the production system design for a fishing net manufacturing company. It identifies key controllable factors like production unit size, pacemaker process, order batching, and production sequence. Through simulation and optimization, it evaluates different scenarios and identifies an optimal future state design that increases service level from 68% to 90% while decreasing work-in-process from 63,971 kg to 42,269 kg. This future state map can help the company implement lean manufacturing practices with no additional investment needed.
Which of the following is considered a primary report in an mrp systemramuaa130
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
This document discusses engineering management concepts including takt time, cycle time, pull production, and establishing production flow. It defines takt time as the rate of production needed to match customer demand, while cycle time is the actual time it takes to produce one unit. Push production is based on forecasts, while pull production builds products based on actual demand. One-piece flow is described as the ideal method to create connected flow with no work-in-process between steps, allowing defects to be identified quickly and requiring problems to be addressed.
To assess the condition of your press brake and whether retrofit is worth, evaluate the machines and components, learn about your applications, assess pain points, and implement a solution.
S U C C E S S S T R A T E G I E S by John MautnerTen Princ.docxagnesdcarey33086
S U C C E S S S T R A T E G I E S by John Mautner
Ten Principles to Evaluate Operations
w hat does the word "opera-tions" mean to you? If I ask20 business owners, I'llprobably get 20 different
answers. I might get answers such as "It's
how we do what we do," or "It has to do
with making it and then shipping it," or
"It's the overall way the company runs."
Those are good ideas, but in truth, oper-
ations is simply people and processes. If
you have 100 people in your company,
and each person does five repetitive tasks
weekly, then you have 500 processes
going on each week. Does each process
have a cost associated with it for labor,
materials and other manufacturing
costs? And if so, how much is each oper-
ation costing you? Costs for operations
are $.70-.90 for each $1 that enters your
company, so it is important to see how
well your operations are performing.
Take a Good Look
We often find that business owners
know and understand these principles;
they just have a hard time properly
implementing them. Use all 10 of these
tests as they apply to your company.
1. Value of Management Staff. Your man-
agement team should bring at least dou-
ble their salary to the bottom line. In
other words, your return on investment
(ROI) for management compensation
should be 2:1. For example, if compen-
sation for your management staff (all
managers, excluding the owners) amounts
to $400,000 per year, then net profit
should be at least $800,000 per year.
Remember, the ONLY reason for man-
agement is to create profit.
2. Inventory Management. To get a quick
idea of how your inventory is being
managed, use the following formula for
the past year:
Cost of goods sold X 2
Inventory value at first of the year +
Inventory value at last of the year
This formula gives you your inventory
turns. The proper level of this value
varies by the type of business, but a good
rule of thumb is no less than seven. The
cost for improperly managed inventory
is too great to ignore.
3. Reportitig. Can you answer "yes" to the
following five quesfions? If not, then you
have a problem in your operations
reporting.
• Do your managers know how to
budget on a weekly basis so they can
make smart decisions as the month
progresses?
• Are your management meetings held
around the results of your reports
(causing information to flow up the
chain, rather than down}?
• Do you know where your cash fiow
is on a daily or weekly basis in case
an emergency or opportunity sud-
denly arises?
• Are your inventory levels reported on
at least a monthly basis?
• Can you identify problems in orders/
projects due to lateness, rework or
bidding errors?
4. job Management. If you handle jobs
that take longer than a week from order
placement to shipping, try the following
test on them:
• Length of time into job/Total expected
length of job - X
• Dollars spent on job/Total budgeted
dollars for job - Y
This X/Y ratio should be close to the
value 1. If the ratio is greater than 1,
then the job may be .
This document discusses standard costs and variances. It begins by defining quantity and price standards, and how ideal versus practical standards are established. It then discusses variances as the difference between planned and actual results. Price variances focus on input price differences while quantity variances concern input amount differences. Management by exception and separating variances by responsibility are also covered. The document provides examples of calculating and analyzing different types of variances. It concludes by discussing how standards should be used to improve performance rather than find fault.
In hau lee's uncertainty framework to classify supply chainsramuaa127
This document provides a guide to the OPS 571 Final Exam, including 29 multiple choice practice questions covering topics like operations and supply chain management, production processes, inventory management, project management, forecasting, and more. The questions assess understanding of key concepts and tools used in operations, supply chain, and project management.
1. The document provides an OPS 571 final exam guide with 30 multiple choice questions covering operations management topics.
2. Key concepts covered in the questions include measures of operations efficiency, types of production processes, inventory models, learning curves, queuing theory, and lean production principles.
3. Correct answers are provided for each question to help students prepare for the exam.
What Workplace Decision-Makers Can Learn from Lean Manufacturing TechniquesMileyJames
Lean manufacturing techniques developed for streamlining production processes can also benefit office environments and workflows. Some key lean strategies include eliminating waste, creating a culture of continuous improvement, respecting employees, mistake-proofing work, implementing just-in-time production, and leveling production schedules. Office managers can look for ways to reduce transport, inventory, motion, waiting times, over-processing and defects. They can also engage employees in submitting process improvement ideas and make business decisions with employee impact and satisfaction in mind.
Why business modelling is different to just forecasting or financial projectionsFinidhyn
This is an explanatory pack explaining how business modelling is different to the commonly held beliefs that it is either a financial forecast or a commercial forecast.
Reflection or meditation is not something we get a lot of time to do in business, but it can be very easy to do and is incredibly valuable as a skill. This is a short presentation on the subject.
More Related Content
Similar to A guide to optimising hand lines in manufacturing
Process Mapping is one of the most important lean tools in identifying wastes, spot on areas that need improvement, improve lead times, and develop a new standard.
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
The document discusses various lean manufacturing concepts and techniques including:
- Cellular layout which groups related processes together to facilitate one-piece flow.
- Standard work which clearly defines tasks and establishes consistency.
- Pull systems using kanbans to signal replenishment needs and limit work-in-process.
- Point-of-use material storage to reduce waste from transport and storage.
- Total productive maintenance which emphasizes preventative maintenance through employee involvement.
- Continuous improvement is emphasized as lean thinking requires an ongoing pursuit of perfection through techniques like kaizen events and the elimination of waste from all processes.
Supply Chain Management Fundamentals & Implication During RecessionPremKumar Badragiri
The document discusses supply chain management fundamentals and implications during a recession. It covers topics like goals of organizations and departments, financial measures like net profit, return on investment, and cash flow. It also discusses operational goals, identifying and optimizing bottlenecks, just-in-time production, and implications of a recession on supply chains like changing forecasts and manufacturing strategies. Effective communication is emphasized as important throughout supply chain management.
The Raymond Group was incorporated in 1925 and has since become a leading global producer of suiting fabrics and garments. It operates manufacturing facilities in India through subsidiaries like Silver Spark Apparel Ltd., which produces suits, jackets, and trousers for export markets. While Silver Spark has extensive production capabilities, the document identifies some non-value added activities merchandisers currently perform like sample packing and shipping, that could be reassigned to improve efficiency. Opportunities are discussed to streamline processes through improved IT systems and reduce unnecessary paperwork.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
Generic Lean Overview For Future Employer Of Alan S DesrocherAlan Desrocher
The document provides an overview of lean manufacturing concepts, including:
- Distinguishing between mass and lean manufacturing approaches.
- Key concepts of lean manufacturing including eliminating waste, just-in-time production, continuous flow, and visual management techniques.
- The goals of a lean transformation are to reduce costs, improve quality, and shorten lead times through process improvements and engaging employees.
- A lean culture emphasizes problem solving over blame, standardized work, respect for people, and continuous improvement.
This document discusses key performance indicators (KPIs) for the garments industry. It identifies several important KPIs to measure at each stage of production including cutting, sewing, finishing, and shipping. Some key KPIs mentioned are cutting and sewing efficiency, defects per hundred units, production rates, and on-time delivery. Maintaining optimal levels of these KPIs helps garment businesses maximize productivity and ensure quality and timely delivery for customers.
This document discusses applying lean principles to optimize the production system design for a fishing net manufacturing company. It identifies key controllable factors like production unit size, pacemaker process, order batching, and production sequence. Through simulation and optimization, it evaluates different scenarios and identifies an optimal future state design that increases service level from 68% to 90% while decreasing work-in-process from 63,971 kg to 42,269 kg. This future state map can help the company implement lean manufacturing practices with no additional investment needed.
Which of the following is considered a primary report in an mrp systemramuaa130
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
This document discusses engineering management concepts including takt time, cycle time, pull production, and establishing production flow. It defines takt time as the rate of production needed to match customer demand, while cycle time is the actual time it takes to produce one unit. Push production is based on forecasts, while pull production builds products based on actual demand. One-piece flow is described as the ideal method to create connected flow with no work-in-process between steps, allowing defects to be identified quickly and requiring problems to be addressed.
To assess the condition of your press brake and whether retrofit is worth, evaluate the machines and components, learn about your applications, assess pain points, and implement a solution.
S U C C E S S S T R A T E G I E S by John MautnerTen Princ.docxagnesdcarey33086
S U C C E S S S T R A T E G I E S by John Mautner
Ten Principles to Evaluate Operations
w hat does the word "opera-tions" mean to you? If I ask20 business owners, I'llprobably get 20 different
answers. I might get answers such as "It's
how we do what we do," or "It has to do
with making it and then shipping it," or
"It's the overall way the company runs."
Those are good ideas, but in truth, oper-
ations is simply people and processes. If
you have 100 people in your company,
and each person does five repetitive tasks
weekly, then you have 500 processes
going on each week. Does each process
have a cost associated with it for labor,
materials and other manufacturing
costs? And if so, how much is each oper-
ation costing you? Costs for operations
are $.70-.90 for each $1 that enters your
company, so it is important to see how
well your operations are performing.
Take a Good Look
We often find that business owners
know and understand these principles;
they just have a hard time properly
implementing them. Use all 10 of these
tests as they apply to your company.
1. Value of Management Staff. Your man-
agement team should bring at least dou-
ble their salary to the bottom line. In
other words, your return on investment
(ROI) for management compensation
should be 2:1. For example, if compen-
sation for your management staff (all
managers, excluding the owners) amounts
to $400,000 per year, then net profit
should be at least $800,000 per year.
Remember, the ONLY reason for man-
agement is to create profit.
2. Inventory Management. To get a quick
idea of how your inventory is being
managed, use the following formula for
the past year:
Cost of goods sold X 2
Inventory value at first of the year +
Inventory value at last of the year
This formula gives you your inventory
turns. The proper level of this value
varies by the type of business, but a good
rule of thumb is no less than seven. The
cost for improperly managed inventory
is too great to ignore.
3. Reportitig. Can you answer "yes" to the
following five quesfions? If not, then you
have a problem in your operations
reporting.
• Do your managers know how to
budget on a weekly basis so they can
make smart decisions as the month
progresses?
• Are your management meetings held
around the results of your reports
(causing information to flow up the
chain, rather than down}?
• Do you know where your cash fiow
is on a daily or weekly basis in case
an emergency or opportunity sud-
denly arises?
• Are your inventory levels reported on
at least a monthly basis?
• Can you identify problems in orders/
projects due to lateness, rework or
bidding errors?
4. job Management. If you handle jobs
that take longer than a week from order
placement to shipping, try the following
test on them:
• Length of time into job/Total expected
length of job - X
• Dollars spent on job/Total budgeted
dollars for job - Y
This X/Y ratio should be close to the
value 1. If the ratio is greater than 1,
then the job may be .
This document discusses standard costs and variances. It begins by defining quantity and price standards, and how ideal versus practical standards are established. It then discusses variances as the difference between planned and actual results. Price variances focus on input price differences while quantity variances concern input amount differences. Management by exception and separating variances by responsibility are also covered. The document provides examples of calculating and analyzing different types of variances. It concludes by discussing how standards should be used to improve performance rather than find fault.
In hau lee's uncertainty framework to classify supply chainsramuaa127
This document provides a guide to the OPS 571 Final Exam, including 29 multiple choice practice questions covering topics like operations and supply chain management, production processes, inventory management, project management, forecasting, and more. The questions assess understanding of key concepts and tools used in operations, supply chain, and project management.
1. The document provides an OPS 571 final exam guide with 30 multiple choice questions covering operations management topics.
2. Key concepts covered in the questions include measures of operations efficiency, types of production processes, inventory models, learning curves, queuing theory, and lean production principles.
3. Correct answers are provided for each question to help students prepare for the exam.
What Workplace Decision-Makers Can Learn from Lean Manufacturing TechniquesMileyJames
Lean manufacturing techniques developed for streamlining production processes can also benefit office environments and workflows. Some key lean strategies include eliminating waste, creating a culture of continuous improvement, respecting employees, mistake-proofing work, implementing just-in-time production, and leveling production schedules. Office managers can look for ways to reduce transport, inventory, motion, waiting times, over-processing and defects. They can also engage employees in submitting process improvement ideas and make business decisions with employee impact and satisfaction in mind.
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1. Optimising hand
lines
A guide to best practise in line balancing
Andrew Wilson
Finidhyn ltd.
17 March 2021
Finidhyn ltd. Guide to line balancing, Page

1
2. Line balancing
Line balancing is a core skill in manufacturing. It is not always obvious
how this works, and sometimes it can seem contradictory. For example
it is not unknown to increase the labour on a line and see the “per-
packet” cost of the item plummet as the average speed of the line
increases. This is a genuine productivity and ef
fi
ciency improvement.
Hand-lines tend to need close management in order that they function
to there optimum. It is all too easy to set up a line with a standard crew
and just leave them alone. This is a sure
fi
re way to lose money.
Very simply a “hand-line” must be making product almost constantly
throughout a shift and be optimised, either for capacity or productivity.
Every minute and every bowl which does not get put into a slot on the
line is lost money.
It is therefore vital that each station is loaded with the correct amount
of work, and that the people servicing the line ensure that they have all
the materials necessary for them to do their job without moving off
station.
You will
fi
nd that if your staff on the line are uncomfortable, cold or
bored, they will seek any opportunity to get away from the line and do
something to warm up or overcome their discomfort. It is therefore
important that you do anything you can to ensure that they are happy,
warm and content to work for a full shift on the line.
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3. Setting a standard
The following points are to be used as a guide to setting the correct
standards for new products or existing products within your company.
You need to have been trained in order to take a standard, if you have
not been trained then please alert a manager, and seek guidance on the
subject.
Map out the number of different activities that take place in order to
create a product. For example:
Dinesting
Salad leaf
Onion
Red Peppers
Tomato
Tamping
Once you have identi
fi
ed the major operations, you need to arrange to
take a timing. A stop watch will be necessary for taking an accurate
timing. You will need to take at least 20 timings of each operation in
order to get an accurate average speed for each operation.
In order to get an accurate time for an operation, stand in clear view of
the end of the line and
fi
nd a
fi
xed point where an activity ends for the
operator in question.
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4. For example if an operator is depositing salad
you might want to pick the point at where the
salad is placed in the bowl as the
fi
nal point in
the timing loop. Focus on this point and nothing
else, and stop the watch when the salad is
deposited. A modern phone is ideal for this
operation as you can time a lap each time the
salad is deposited and the stop watch will then
continue timing, so there is no need to stop and
start the watch for each operation.
Before you start to take a timing, check that the line is running at the
correct speed by checking the number of packets per minute coming off
the end of the line.
Watch the production line for a minute before you start, to ensure you
can count adequately. Ideally you want the line to have settled down
into a regular rhythm where the operators are comfortable, it is no good
trying to do measurements if the operators are moving around on the
line or if the line is stopping and starting.
Once you are sure you can count accurately, start to count the chosen
operation and take timings. Remember you are looking for a minimum
of 20 readings. Taking more than 20 readings will not affect anything
and will only increase the accuracy of the data
you will use later to balance the line.
Work your way down the line measuring each
operation individually and storing your timings.
When you have a set of timings on your stop
watch or phone, it is worth writing these down
on a piece of paper with the time and date you
took the readings and the details of the product
you were timing and the station number on the
line and the item you were timing. This will allow
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5. you to remember what timings were for which product when you return
to the of
fi
ce.
Once you have collated all your readings, put the timings into Excel and
take an average time.
It is important at this stage to test the data you have recorded.
Sometimes you may have inadvertently recorded timings on the line
whilst the line is running slowly or whilst the line is using temporary
labour. These factors may lead to you recording a slow speed where a
higher speed would have been recorded if a permanent operator was
working on the line running at the right speed.
Make sure that you have captured all of your readings in Excel. It is
important to do this, as it is almost impossible to describe the difference
you have made to the line after you physically change the line layout.
One of the weird things about line balancing is that after you make the
changes, it all looks so normal you cannot describe the changes you
made.
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6. Line balancing
In the line balancing Excel spreadsheet you will
fi
nd a model which has
been designed to take all of the maths out of line balancing. If you
populate the spreadsheet in the correct way you will
fi
nd that line
balancing is quick and easy.

What the model does is allocate labour to positions on the line to
increase the throughput. When a cell turns pink, that will be a rate-
limiting-step. Clearly you cannot make a line run faster than the
machinery on the line as this on the whole tends to have a maximum
speed that it can run at. In the case of salad bowls the sealer will have a
maximum theoretical throughput which will be constrained by gas
fl
ushing. There is no point in adding any more labour once the rate of
the line is equal to the machine speed achievable.
You can see in the example above that the machine in position 7 is rated
at 30 packs per minute. Therefore once the speed at stations 1 and 2
reach 30, there can be no further bene
fi
t in adding people. Instead you
should look to see if some of the stations can be combined. Notice in the
model that stations 3,4,5,6, all have cycle time of 1.5 seconds or 40 per
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7. minute. By combining two of these stations, so for example, tomato and
cucumber become one persons job, you will load that station to 20 packs
per minute. This on the face of it might seem too slow, but you tend to
fi
nd that where people are “under-loaded” on t a line, they slow down to
the speed they need to operate at. You might
fi
nd that if you combine a
station like this that they are capable of achieving the 30 packs per
minute rate comfortably and you have reduced the labour cost of the
line.
Another thing to consider is that not all products have the same
ingredients and therefore do not require the same labour layout. If for
example you
fi
nd that a number of your products require less labour, it
might be worth scheduling these to be the last things you make in a
shift. This way you can send people home early once you move on to
these items. This way you incur less labour cost over the shift.
For further information and help is how to improve your process
performance contact Andrew Wilson MBA
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