The document discusses cellular manufacturing as a lean manufacturing technique. Cellular manufacturing involves organizing production into work cells where an entire product or small product line is manufactured. This reduces waste and improves efficiency by minimizing changeovers and linking part operations. The document outlines the types and components of cellular layouts, advantages like increased utilization and job satisfaction, limitations such as higher skill requirements, and how to create effective work cells through analysis and empowering employees.

1. Cellular Manufacturing Superfactory Manufacturing Excellence Series Lean Overview 5S & Visual Factory Cellular Manufacturing Jidoka Kaizen Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams

2. Contents © 2007 Superfactory™. All Rights Reserved. Introduction Background and History Components and Implementation Knowledge Check

3. Introduction © 2007 Superfactory™. All Rights Reserved. Cellular Manufacturing is a workplace design reflecting concepts of lean manufacturing. Waste is reduced and resources are combined to provide maximum efficiency. Cellular manufacturing, sometimes called cellular or cell production, is the idea of manufacturing an entire product or small product line in the same work cell. Process and product changeovers are minimized and part operations are linked to help reduce waste and eliminate overproduction.

4. Components & Implementation © 2007 Superfactory™. All Rights Reserved. Types of Factory Layouts Fundamentals of Cellular Layouts Advantages and Limitations Advanced Cellular Manufacturing

5. Work Cells - Advantages © 2007 Superfactory™. All Rights Reserved. Increased machine utilization Team attitude and job enlargement tend to occur Compromise between product layout and process layout, with associated advantages Supports the use of general purpose equipment Shorter travel distances and smoother flow lines than for process layout

6. Work Cells - Limitations © 2007 Superfactory™. All Rights Reserved. Higher skill levels required of employees than for product layout Compromise between product and process layout, with associated limitations Depends on balanced material flow through the cell; otherwise, buffers and work-in-process storage are required Lower machine utilization than for process layout

7. Functional vs. Cellular – Material Flow © 2007 Superfactory™. All Rights Reserved. Many Few More Less Complex Simple Variable Fixed Element Functional Cellular Moves Travel Distance Routings Route Structure

8. Creating Cells © 2007 Superfactory™. All Rights Reserved. First, define the “cells” by the following criteria: Processes required Part numbers and attributes Market segments / customers Degree of automation Good intuition Careful study Group Technology (GT) Production Flow Analysis (PFA)

9. Empowered Employees in Cells © 2007 Superfactory™. All Rights Reserved. Goals and tracking charts are maintained and posted. Problems are solved through daily cell meetings and problem solving teams. The inventory management system is a KANBAN instead of a work order/kit picking system. Cells are responsible for planning, scheduling and expediting directly with vendors. They establish and maintain a KANBAN system with the vendors.

10. Advanced Cellular Manufacturing © 2007 Superfactory™. All Rights Reserved. The cell operates like an independent business with total responsibility for quality, manufacturing and delivery of the product to the customer. All cells have the resources within their organization to accomplish their mission. The requirements are known and goals are established. Cell members are flexible and work in teams to accomplish their goals including continuous improvement.