The document discusses using a Six Sigma design methodology called DMADV to coordinate cellular assembly with product design, reviewing how design impacts assembly and ensuring designs can be built in a cellular format. It provides examples of analyzing design concepts, establishing design requirements, and reviewing the product design through multiple stages to support efficient cellular manufacturing. The goal is to transition a new product seamlessly through the design process and cellular assembly development in parallel.
SOLUCION Manual de análisis, síntesis y diseño de procesos químicos , tercera...Victor Yalle
This document provides a summary of key concepts from Chapter 1 of the textbook "Solutions Manual for Analysis, Synthesis, and Design of Chemical Processes Third Edition". It defines common process diagrams like block flow diagrams, piping and instrumentation diagrams. It discusses the importance of 3D modeling for process design. Key considerations for equipment layout like clearance, accessibility, safety are covered. Methods for indicating changes to equipment in diagrams are also summarized.
This document discusses hydrogen management challenges for refineries aiming to produce cleaner fuels. It notes that hydrogen availability will be a key concern due to lower sulfur limits requiring more hydrogen consuming processes. The document presents various approaches refineries take to plan for hydrogen needs, including establishing future hydrogen demand and balances. It also discusses opportunities to optimize hydrogen systems through deeper analysis, modeling, and targeting purification and reuse opportunities rather than just increasing hydrogen production. This can help reduce capital costs for hydrogen investments.
Solutions Manual for Analysis Synthesis And Design Of Chemical Processes 3rd ...Aladdinew
This document provides solutions to problems from the textbook "Analysis, Synthesis and Design of Chemical Processes". The problems cover topics such as block flow diagrams, piping and instrumentation diagrams, batch vs continuous processes, process flowsheets, and material balances. Sample problems calculate conversion percentages, reactor efficiencies, and mass balances for processes like ethylbenzene production and integrated gasification combined cycle power plants.
1. The document describes the production process of chlorinated polyvinyl chloride (CPVC) through chlorination of solid PVC resin using chlorine gas.
2. Key steps include mixing solid PVC resin with water to form a slurry, feeding the slurry into a chlorination reactor for chlorination at high temperature, and centrifuging the product to obtain a CPVC slurry.
3. The CPVC slurry then undergoes drying in a rotary dryer to produce dry CPVC pellets with 0.1% water content.
The document discusses concepts of coupling and cohesion in software engineering. It defines coupling as the measure of independence between components and notes that highly coupled systems have strong interdependencies, while loosely coupled and uncoupled systems have fewer or no dependencies. Cohesion refers to how closely related the parts of a component are, ranging from coincidental to sequential cohesion. The document provides examples to illustrate different types of coupling like content, common, control, stamp and data coupling.
This document discusses lean product design and startup success. It notes that startups are often confused about their product, customers, and business model. It advocates for hypothesis-driven development and experimentation to learn quickly. Companies exist on a spectrum from incremental to radical innovation. The document promotes discovering, tracking, and iterating a company's value stream matrix. It suggests building the minimum viable product to start learning and addresses open questions through experiments and metrics about customer behavior. The overall message is that innovation requires learning faster than competitors.
SOLUCION Manual de análisis, síntesis y diseño de procesos químicos , tercera...Victor Yalle
This document provides a summary of key concepts from Chapter 1 of the textbook "Solutions Manual for Analysis, Synthesis, and Design of Chemical Processes Third Edition". It defines common process diagrams like block flow diagrams, piping and instrumentation diagrams. It discusses the importance of 3D modeling for process design. Key considerations for equipment layout like clearance, accessibility, safety are covered. Methods for indicating changes to equipment in diagrams are also summarized.
This document discusses hydrogen management challenges for refineries aiming to produce cleaner fuels. It notes that hydrogen availability will be a key concern due to lower sulfur limits requiring more hydrogen consuming processes. The document presents various approaches refineries take to plan for hydrogen needs, including establishing future hydrogen demand and balances. It also discusses opportunities to optimize hydrogen systems through deeper analysis, modeling, and targeting purification and reuse opportunities rather than just increasing hydrogen production. This can help reduce capital costs for hydrogen investments.
Solutions Manual for Analysis Synthesis And Design Of Chemical Processes 3rd ...Aladdinew
This document provides solutions to problems from the textbook "Analysis, Synthesis and Design of Chemical Processes". The problems cover topics such as block flow diagrams, piping and instrumentation diagrams, batch vs continuous processes, process flowsheets, and material balances. Sample problems calculate conversion percentages, reactor efficiencies, and mass balances for processes like ethylbenzene production and integrated gasification combined cycle power plants.
1. The document describes the production process of chlorinated polyvinyl chloride (CPVC) through chlorination of solid PVC resin using chlorine gas.
2. Key steps include mixing solid PVC resin with water to form a slurry, feeding the slurry into a chlorination reactor for chlorination at high temperature, and centrifuging the product to obtain a CPVC slurry.
3. The CPVC slurry then undergoes drying in a rotary dryer to produce dry CPVC pellets with 0.1% water content.
The document discusses concepts of coupling and cohesion in software engineering. It defines coupling as the measure of independence between components and notes that highly coupled systems have strong interdependencies, while loosely coupled and uncoupled systems have fewer or no dependencies. Cohesion refers to how closely related the parts of a component are, ranging from coincidental to sequential cohesion. The document provides examples to illustrate different types of coupling like content, common, control, stamp and data coupling.
This document discusses lean product design and startup success. It notes that startups are often confused about their product, customers, and business model. It advocates for hypothesis-driven development and experimentation to learn quickly. Companies exist on a spectrum from incremental to radical innovation. The document promotes discovering, tracking, and iterating a company's value stream matrix. It suggests building the minimum viable product to start learning and addresses open questions through experiments and metrics about customer behavior. The overall message is that innovation requires learning faster than competitors.
Delivered to MBA students at Imperial College London. This session covered what Lean Product Development and Management entails, whilst covering the facets of lean including Agile, Lean Startup, Customer Development and more.
Lean Product Development using Design ThinkingAgedo GmbH
The document discusses lean product development using design thinking. It notes that with limited resources and uncertainty in customers, products, values and markets, the only certainty is uncertainty. It advocates applying simplicity to address scarce resources like time, money and effort. The document introduces the Lean Design Sprint process which includes steps to understand problems, diverge possible solutions, converge on the best ideas, quickly prototype solutions, and validate assumptions by testing prototypes with customers. The goal is to repeat the process to iteratively refine products based on learning.
In this presentation, Jeff talks about how to use a lean framework for product experimentation & better interaction design. He reviews some of the key principles for lean design and talks about how you can better tailor your product to meet your customers' needs.
Cindy Alvarez - Embracing hypothesis driven design (From Business to Buttons ...inUse
The document discusses hypothesis-driven design in user experience (UX) work. It explains that UX people form hypotheses about customer problems, behaviors, and how proposed solutions might lead to improvements. They then take actions like testing the hypotheses to try and invalidate them, and share what they learn. An example is given where making search more noticeable on a collaboration tool did not change user behavior as expected, leading to forming a new hypothesis about why people do not want to search. The overall process of forming hypotheses, testing them, learning from results, and using lessons to guide further work and hypotheses is hypothesis-driven design.
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
The document discusses key concepts in operations management related to product and service design. It defines the product life cycle and describes how organizations develop new products and services to meet customer needs. It also explains how organizations define products through documents like engineering drawings, bills of materials, and work orders to support production.
This document provides an overview of just-in-time (JIT) manufacturing. It describes JIT as a philosophy involving minimal inventories and goods that move through the system as needed. The document outlines the history and evolution of JIT in Japan after World War II. It also discusses the seven types of waste in manufacturing that JIT aims to eliminate and lists some key principles of JIT including total quality management, pull-based production, and inventory management with the goal of zero inventory. The document concludes by discussing advantages like reduced waste and disadvantages like risk from supply disruptions of implementing JIT manufacturing.
This document discusses key aspects of product design and development. It defines product, product development process, and design process. It outlines the six phases of product development and different types of products. The document also discusses product conceptual design, form and function, fundamental design rules, concurrent engineering approach, and composition of effective design teams.
The document discusses product design concepts and the product design process. It defines product design as conceptualizing an idea for a product and transforming it into reality by considering constraints and analyzing all aspects of the product. The objectives and features of good product design are listed, including functionality, reliability, quality and cost-effectiveness. Concepts discussed include research and development, reverse engineering, and concurrent engineering. The steps of product design are outlined as synthesis, sketching, analysis, selection, engineering, prototyping, and manufacturing.
The document discusses how to effectively and efficiently bring products to market. It recommends using a well-developed process that moves projects forward constantly. This typically requires allocating more resources upfront during planning phases than is usually done. The document then outlines a six-phase product design process and provides an example of how following this process allowed a company to bring a new product to market from concept to production in under four months, meeting their deadline.
Value stream mapping is a lean manufacturing tool used to identify waste and opportunities for improvement. It visually maps the current and future state of processes by following the flow of products and information. Developing a current state map involves collecting data on cycle times, changeover times, staffing levels, and other metrics to understand how the production system currently operates. This data provides the foundation to design an improved future state map and implementation plan.
The document discusses implementing lean improvements and automation at a steel panel fabrication facility. It begins with a current state value stream map that shows long lead times of 2-5 days. Lean techniques were then used, including analyzing process flows, reducing setup times, collecting quality data to reduce defects, and improving material flow. This identified opportunities to balance the production line and reduce lead times before considering automation.
The document discusses integrating Six Sigma and Lean manufacturing to lower costs and reduce lead time. It provides an overview of Lean, which focuses on eliminating waste to reduce lead time, and Six Sigma, which focuses on reducing process variation. The document recommends integrating both approaches for maximum benefit, as Lean cannot control variation and Six Sigma cannot dramatically improve speed. It then discusses key aspects of each approach including goals, definitions, tools, and implementation challenges when combining the two methodologies.
This document discusses a case study of a company that moved toy part bagging lines from the US to China to reduce costs. While labor rates in China were significantly lower, hidden costs began to emerge over time, such as quality issues, transportation costs, and inability to respond quickly to changes. The company implemented lean manufacturing techniques in their US operations to improve efficiency and reduce costs. A financial model was developed to quantify total costs, allowing some product lines to be moved back from China. The document advocates for continuous improvement and determining the best location based on long-term viability rather than just short-term profit.
The current state value stream map of a warehouse operation shows material and information flows from suppliers and production to customers. It identifies issues like excess inventory, inaccurate inventory counts, and lack of space that require the warehouse to expand. Applying lean concepts through value stream mapping can help assess the operation, identify waste and improvements, and develop a future state plan to address challenges.
This document discusses integrating Six Sigma and Lean manufacturing to lower costs and reduce lead times. It provides an overview of Six Sigma and Lean manufacturing approaches and how they can be combined. Six Sigma focuses on reducing process variation through statistical analysis while Lean aims to eliminate waste in the value stream. The document outlines some challenges with historical integration attempts and the different system models of Six Sigma and Lean. It also describes key aspects of each approach including goals, definitions, tools, and implementation structures. Combining the two is presented as providing benefits like increased customer satisfaction and profitability by addressing both flow-focused and problem-focused improvements.
The document discusses process development for automation. It defines process development as determining the sequence of operations and parameters to ensure a manufacturing process produces products within specifications. It notes that automation will change tools, sequences and remove the human element from processes. It advises to identify current manual processes carefully, qualify and test any process changes, and minimize risks when developing automated processes. It provides tips on machine design for process development, including using programmable controllers, sensors and flexible framing.
This document summarizes the integration of a robotic system with vision to automate the assembly of antenna arrays for Lockheed Martin's Aegis Weapon System. Key points include:
1) A robotic transport system was designed to replace a labor intensive manual process for inserting over 4,000 ceramic windows and buttons into an antenna array using adhesive.
2) An end-of-arm vision system was added to provide precise positioning of parts during insertion and eliminate the need to pre-define insertion points.
3) In-line vision was also added to inspect parts and adhesive beads for quality.
4) The automated system integrated the existing array indexing equipment with a robotic cart containing grippers, vision, adhesive
Delivered to MBA students at Imperial College London. This session covered what Lean Product Development and Management entails, whilst covering the facets of lean including Agile, Lean Startup, Customer Development and more.
Lean Product Development using Design ThinkingAgedo GmbH
The document discusses lean product development using design thinking. It notes that with limited resources and uncertainty in customers, products, values and markets, the only certainty is uncertainty. It advocates applying simplicity to address scarce resources like time, money and effort. The document introduces the Lean Design Sprint process which includes steps to understand problems, diverge possible solutions, converge on the best ideas, quickly prototype solutions, and validate assumptions by testing prototypes with customers. The goal is to repeat the process to iteratively refine products based on learning.
In this presentation, Jeff talks about how to use a lean framework for product experimentation & better interaction design. He reviews some of the key principles for lean design and talks about how you can better tailor your product to meet your customers' needs.
Cindy Alvarez - Embracing hypothesis driven design (From Business to Buttons ...inUse
The document discusses hypothesis-driven design in user experience (UX) work. It explains that UX people form hypotheses about customer problems, behaviors, and how proposed solutions might lead to improvements. They then take actions like testing the hypotheses to try and invalidate them, and share what they learn. An example is given where making search more noticeable on a collaboration tool did not change user behavior as expected, leading to forming a new hypothesis about why people do not want to search. The overall process of forming hypotheses, testing them, learning from results, and using lessons to guide further work and hypotheses is hypothesis-driven design.
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
The document discusses key concepts in operations management related to product and service design. It defines the product life cycle and describes how organizations develop new products and services to meet customer needs. It also explains how organizations define products through documents like engineering drawings, bills of materials, and work orders to support production.
This document provides an overview of just-in-time (JIT) manufacturing. It describes JIT as a philosophy involving minimal inventories and goods that move through the system as needed. The document outlines the history and evolution of JIT in Japan after World War II. It also discusses the seven types of waste in manufacturing that JIT aims to eliminate and lists some key principles of JIT including total quality management, pull-based production, and inventory management with the goal of zero inventory. The document concludes by discussing advantages like reduced waste and disadvantages like risk from supply disruptions of implementing JIT manufacturing.
This document discusses key aspects of product design and development. It defines product, product development process, and design process. It outlines the six phases of product development and different types of products. The document also discusses product conceptual design, form and function, fundamental design rules, concurrent engineering approach, and composition of effective design teams.
The document discusses product design concepts and the product design process. It defines product design as conceptualizing an idea for a product and transforming it into reality by considering constraints and analyzing all aspects of the product. The objectives and features of good product design are listed, including functionality, reliability, quality and cost-effectiveness. Concepts discussed include research and development, reverse engineering, and concurrent engineering. The steps of product design are outlined as synthesis, sketching, analysis, selection, engineering, prototyping, and manufacturing.
The document discusses how to effectively and efficiently bring products to market. It recommends using a well-developed process that moves projects forward constantly. This typically requires allocating more resources upfront during planning phases than is usually done. The document then outlines a six-phase product design process and provides an example of how following this process allowed a company to bring a new product to market from concept to production in under four months, meeting their deadline.
Value stream mapping is a lean manufacturing tool used to identify waste and opportunities for improvement. It visually maps the current and future state of processes by following the flow of products and information. Developing a current state map involves collecting data on cycle times, changeover times, staffing levels, and other metrics to understand how the production system currently operates. This data provides the foundation to design an improved future state map and implementation plan.
The document discusses implementing lean improvements and automation at a steel panel fabrication facility. It begins with a current state value stream map that shows long lead times of 2-5 days. Lean techniques were then used, including analyzing process flows, reducing setup times, collecting quality data to reduce defects, and improving material flow. This identified opportunities to balance the production line and reduce lead times before considering automation.
The document discusses integrating Six Sigma and Lean manufacturing to lower costs and reduce lead time. It provides an overview of Lean, which focuses on eliminating waste to reduce lead time, and Six Sigma, which focuses on reducing process variation. The document recommends integrating both approaches for maximum benefit, as Lean cannot control variation and Six Sigma cannot dramatically improve speed. It then discusses key aspects of each approach including goals, definitions, tools, and implementation challenges when combining the two methodologies.
This document discusses a case study of a company that moved toy part bagging lines from the US to China to reduce costs. While labor rates in China were significantly lower, hidden costs began to emerge over time, such as quality issues, transportation costs, and inability to respond quickly to changes. The company implemented lean manufacturing techniques in their US operations to improve efficiency and reduce costs. A financial model was developed to quantify total costs, allowing some product lines to be moved back from China. The document advocates for continuous improvement and determining the best location based on long-term viability rather than just short-term profit.
The current state value stream map of a warehouse operation shows material and information flows from suppliers and production to customers. It identifies issues like excess inventory, inaccurate inventory counts, and lack of space that require the warehouse to expand. Applying lean concepts through value stream mapping can help assess the operation, identify waste and improvements, and develop a future state plan to address challenges.
This document discusses integrating Six Sigma and Lean manufacturing to lower costs and reduce lead times. It provides an overview of Six Sigma and Lean manufacturing approaches and how they can be combined. Six Sigma focuses on reducing process variation through statistical analysis while Lean aims to eliminate waste in the value stream. The document outlines some challenges with historical integration attempts and the different system models of Six Sigma and Lean. It also describes key aspects of each approach including goals, definitions, tools, and implementation structures. Combining the two is presented as providing benefits like increased customer satisfaction and profitability by addressing both flow-focused and problem-focused improvements.
The document discusses process development for automation. It defines process development as determining the sequence of operations and parameters to ensure a manufacturing process produces products within specifications. It notes that automation will change tools, sequences and remove the human element from processes. It advises to identify current manual processes carefully, qualify and test any process changes, and minimize risks when developing automated processes. It provides tips on machine design for process development, including using programmable controllers, sensors and flexible framing.
This document summarizes the integration of a robotic system with vision to automate the assembly of antenna arrays for Lockheed Martin's Aegis Weapon System. Key points include:
1) A robotic transport system was designed to replace a labor intensive manual process for inserting over 4,000 ceramic windows and buttons into an antenna array using adhesive.
2) An end-of-arm vision system was added to provide precise positioning of parts during insertion and eliminate the need to pre-define insertion points.
3) In-line vision was also added to inspect parts and adhesive beads for quality.
4) The automated system integrated the existing array indexing equipment with a robotic cart containing grippers, vision, adhesive
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
2. Presentation Goals
Review use of Six Sigma design
methodology & DMADV
Review how design impacts
assembly
Review coordination of design
development and cellular
assembly
Transition to the Six Sigma
DMAIC cycle
Follow a new product through
the cellular design process
3. Cellular Manufacturing
Re-arranging production operations to improve
flow and to reduce handling and cycle time
Group products into families
Establish the required cycle time
Review the production sequence
Design the cell layout
Adjust work to balance flow
How is this done during the design process ?
4. The DMADV Cycle
Six Sigma In Action
Define & Analyze
Measure • Concepts
Verify Design
•Breadboard • DFMEA
• Prototype • Requirements
System Design
Tolerance Design
Parameter Design
5. Design for Six Sigma
Use of DMADV
Define: Project Plan & ID Risks
Measure: Voice of the Customer, Customer
Requirements, Critical to Quality
Analyze: Concepts, Key Functions, Design
reviews
Design: High Level Elements, Design
Requirements, FMEA, Design Reviews
Verify: Drawings, BOM, PDCA, Bread board,
Prototype, Implementation Plan
6. Critical to Quality (CTQs)
(CTQs)
Convert Customer Needs into the Language of the
Design Team
CTQs that affect cell design…
Out of package start up reliability must be
100%
Process fluid batches must satisfy all
chemistry requirements
No leaks in any fluid paths
7. Analyze: Design & Process Concepts
REVISED BETA TECHNICAL CONCEPT
CONCEPT APPROACH
Generate concepts
The primary goals of the revised Beta design are to reduce unit cost and the size of the unit. This can be
approached following three general paths:
1. Cost and size reduction of individual components without affecting the process:
• Tank(s)
• Valves
• Pumps
• Sensors
• Controls package
Combine concepts 2. Cost and size reduction of individual components with some select process changes:
•
•
Saline tank overflow fill of brine tank
Saline flow regulation by pump motor speed control
• Catholyte re-circulation through a small, positive displacement pump
3. Significant process changes that target eliminating components and reducing complexity:
• Continuous process concepts that eliminate the saline tank.
Select concepts
Regardless of the path selected, new components, whether resourced or re-sized or newly selected due to a
process change, must be fully tested. The revised beta will require a new review by NSF and UL.
Evaluate concepts
8. Process Concepts Lead to Machine
Design
HYDROGEN
EXHAUST
CATHOLYTE
OVERFLOW TROUGH RECIRC
CHAMBER
BRINE
TANK
(T1) STERILOX
pH CHAMBER
FR-4 CELLS
AND PROBE
AQUALOX
TANK
(T3)
BRINE PUMP S
(SPEED
CONTROLLED)
PP-1 SV-3
CATHOLYTE
FR-2 RECIRC. PUMP
.01 GPM
DIAPHRAM
TYPE
P-2
FR-3
?
FR-1
.44 GPM
IN-LINE
M CONDUCTIVITY
METER
MV-1 CONTINUOUS PROCESS OUT
M MV-3 P-3
PRECISION AQUALOX AUTO OUT
PRESSURE
WASTE /
AQUALOX
REGULATOR DRAIN PUMPS
TANK P-3, P-4, P-4
AQUALOX MANUAL OUT
(T4) P-5
P-5
M
S
WASTE / DRAIN
MANIFOLD
SV-1 M MV-4 WASTE / DRAIN OUT
MV-2
S
SV-2
EMERGENCY OVERFLOW OUT
WASTE / DRAIN
JETPUMP
P-6
POTABLE WATER IN
SUMMARY OF DIFFERENCES COMPARED TO ALPHA PLUMBING SCHEMATIC (DWG 77818000):
1. THE SALINE TANK AND SALINE PUMP HAVE BEEN ELIMINATED. IN THEIR PLACES ARE A PRESSURE
REGULATOR TO ENSURE CONSISTENT FLOW.
2. CLOSED LOOP CONTROL OF THE BRINE PUMP (USING FEEDBACK FROM AN IN-LINE CONDUCTIVITY
METER) MAY NOT BE REQUIRED IF THE PROCESS IS STABLE WITH OPEN LOOP CONTROL.
3. CATHOLYTE RECIRULATION DRIVEN BY A SMALL MAG DRIVE PUMP.
9. Design Requirements & DFMEA
The Beginning of Cellular Development
DESIGN REQUIREM ENTS
Product
Failure Effects
Component or Failure Mode Causes Controls
(Consequence of Failure)
Process Step G eneral
7784-0004 Left Sharp Edges Laceration hazard -to Advent Techs, Laser cut not Deburring to be included in
Side Plate Customer Service Techs, End users. deburred as parts of manufacturing process. 1. M echanical:
7784-0008 Right manufacturing Part will be inspected a) O utside dim ensions
Side Plate process during first article b) Target weight (dry):
inspection.
7784-0005 Base Right angle face not Assembly of side and top cover Tolerance not Geometric tolerance c) Fasteners and hardware
maintained at 90 deg pieces difficult and causes top to specified and specified on drawing. d) W herever practical, com ponent m ounting will be m odular
buckle on assembly therefore not EVS will construct fixture to
maintained in maintain perpendicularity
O ptions will be investigated to sim plify connections to
manufacture during manufacture. pum ps and valves in order to reduce com ponents and
Perpendicularity will be fittings.
inspected during first article
inspection.
e) Pum p type to be self-prim ing.
7784-0010 Top Radius from pressing Inability to use same parts
f) All outlet ports from the unit shall be ½ FN PT.
Cover of PEM stud prevents (washers/spacers) on each stud in 2. S afety:
stnd offs to seat an assembly and between a) Identified hazards will be labeled and/or guarded.
consistently assemblies.
User interface inoperable-keypad to
b) G uards that lim it access to identified hazardous
mylar face distances vary and may com ponents will require tools to be rem oved or will be
be too far or too close to operate. interlocked.
Cracked Welds Customer/End user disapproval -
dissatisfaction.
c) C onstruction with respect to electrical safety:
Operator interface cut Inability to use same parts Manufacturing to support (1) U nit will be constructed to m inim ize risk of liquids
away bowed > 0.005" (washers/spacers) on each stud in piece so that bow is com ing in contact with hazardous voltages (60
an assembly and between minimized.
assemblies. Amount of Bow will be volts peak or 50 V D C ).
User interface inoperable-keypad to inspected upon first article (2) The electrical enclosure will be open ventilated. As
mylar face distances vary and may inspection. a result, there are scenarios that could result in
be too far or too close to operate.
All Outside Covers Scratches/Sanding- Customer/End user disapproval - water entering the enclosure. The fram e, panels,
swirl marks dissatisfaction. and enclosure openings will be designed to
m inim ize this risk. P lum bing leaks and
piping/fitting failures will be taken into account.
3. A m bient environm ental operating requirem ents (tem perature,
hum idity, etc.)
4. C odes / regulations:
Design Failure Modes & Effects Analysis a) C U L
b) N SF – unit will be designed following guidance of N SF
C riteria C -2 – 1983, S pecial Equipm ent and/or D evices.
• Failure modes
5. Installation and service:
(1) Features to facilitate testing, packaging, transport,
installation and service of the unit:
(2) Target service require m ents
• Consequences of failures (3) The C ontroller firm ware shall be able to deduce
and provide indication of m ost likely fault using the
U nit C ontroller to enter into a diagnostic and test
m ode using a portable com puter and serial port
• Causes into the C ontroller. It shall also be possible to view
a detailed log of the Unit processing state values
at the last good operating state and at the point of
• Controls
a U nit shutdown.
10. Design Reviews
Crossfunctional teams ADVENT QS-00-03-010
Page 1 of 1
Rev. B
15-May-03
DESIGN CORP. FCG/drh
CONTROLLED RECORD WHEN COMPLETED
PROJECT MEETING FORM
Team discussions Meeting Date:
Attendees:
Company Name: Project Name:
Major Items Discussed
Customer
participation Action Items Responsibility Projected Completion Date
Engineers & Schedule Impact:
assemblers Budget Impact:
ADVENT DESIGN CORP. CONFIDENTIAL- ALL RIGHTS RESERVED
11. Use of 3 D Modeling
Easy Visualization
For Assembly
For Maintenance
Access
For Interference
13. Cellular Concepts
Based on Design Concepts
Selection of Main Assemblies
Identification & Selection of Subassemblies
Using 3D Model
Modular Assembly Concepts
Identification of complex assemblies for
fixturing
14. Basic Design Assembly Concept
Electrical Front Plate
Assembly Assembly
Subassemblies Tank & Frame Subassemblies
Supports Assemblies
Waste Tank
& Jet Pump Top Cover
Assembly Assembly
15. Sequence of Cellular Assembly Steps
Subassemblies & Main
Assembly Sequencing
Main Assembly
Assemblies Listed in
Step
1
2
3
Mount standoffs to plate and glue to inside mounting plate(77810004) to tank on side.
Glue peristaltic pump plate to tank
Glue PH probe plate to tank.
Proposed Assembly
Order
4 Remove interior mounting plate
5 Assemble motor to motor mounting plate( rotate head 90 deg)
6 Assemble motor assy to mounting plate
7 Assembly manual valves to tank
8 Assemble motor mounting plate to tank with stainless hardware
9 Assemble pump to frame
10 Assemble casters to frame with stainless hardware (2 locking 2 fixed)
11 Build waste manifold assembly (77810029)
12 Assemble waste manifold assembly to tank
13 Build Burkett 121/131 manifold.(77810032)
14 Assemble 121/131 manifold to tank
15 Build peristaltic pump assembly
16 Assemble peristaltic pump to tank
17 Build water in/Auqalox out valve assembly (77810031)
18 Build water In valve assembly (77810033)
Includes Final Test &
19 Build Water in assembly (77810034)
20 Install 1/2" tubing
21 Make peristaltic pump tubing connections
22 Place tank onto frame
23 Glue tank-to-frame blocks and align
24 Install 1/2" tubing to catholyte chamber
Packaging
25 Glue cell mount blocks and catholyte chamber
26 Build cell pack assembly
27 Mount cell pack to tank
28 Mount two pumps and make connections
29 Install T3 manual drain and bracket
30 Build lower valve assembly (77810030)
31 Install lower valve assembly
32 Install electrical wiring
33 Install Transformer plate
34 Install Electrical plate and
35 Install sensors and fix with tape
36 Brine door assembly w/ hinges, lock and knob
37 Install exhaust fans 1 in electrical box , 1 for exhaust
38 Mount duct on skin for exit
39 Install cabling for boards, sensors, valves
Preliminary Quality
40 Pressure test unit and check for leaks
41 Fix leaks if found ( plan to build test fixtures prior to assembly to tank)
42 Adjust sensors as necessary
43 Fill tank with Brine
44 Test unit to finalized test plan
45 Make adjustments/recheck parts/ retest if problems occur
Checks
46 Drain unit
47 Flush unit with water
48 Add external skins/ and top cover
49 Add 4' hose and nozzle
50 Polish unit, towel dry if necessary
51 Place labels in accordance with UL standards/ including serial #
52 Package unit, complete ISO paperwork/checkoff sheets
53 Ship unit to customer
Preliminary Cycle times
16. Cellular Assembly Flow Concepts
Main & Subassemblies
Packaging/shipment
Leak testing /
Product testing
(Test to Final Qualificaiton
Test Plan)
Electrical
Main Product Assembly
Make
Mechanical
connections
Main Product Assembly
(See Assembly sequencing)
Add Cabling
Mount Tank to
Subassemblies
Frame
Add Sensors
Tank Assembly Frame Assembly
Water in
121&131 Waste Manifold
Assembly
Manifold Assembly
(77810034)
Assembly (77810029)
3 parts Add Electronics
(77810032)
14 parts Assemble Pump
Name to Frame
35 min Title 7 min
Tank & Frame
Machine Mainfold
Water In/Aqualox Water In Valve in house
out Assembly Assembly
(77810031) (77810033)
7 parts 9 parts Assemble casters
Glue Mount top
13 min to frame
securing blocks
10 min
Glue Couplings to
Manifold 24 hrs
3 min
Interior Plate
Assembly Assemblies
Assemble Pump
to plate , rotate
Machine Manifold head of pump
(77810007) & add fitting
Machine 15 min
couplings
Valves to Tank
6 min
Glue
1.Peristaltic plate 2.
PH mount
3. Catholite chamber
4. Cell Mounting
Block to Tank
32 min
Subassemblies Assembly Blocks
to plates & Glue
to tank
17. Main Assembly & Subassemblies
• Cell Pack Subassembly
• Cell Pack Fits to Front Plate Assembly
• Front Plate Fits to Tank
18. Sub Assembly Flow
Preliminary Cell Work Process Flow & Sequence
Main Assembly Flow
Mount components Shipping/Receiving
to power supply plate Inspection/Parts Supply
Sub # 1A #9
Base,Fans, Line cord
Cell Power Supply
Sterilox Tank Assembly
Start traveler &
Traveler checkbox # 1 assign serial number Test Unit
#7
Inlet/Outlet Plate
Assembly & Test
Traveler checkbox # 2 Assemble on Carts
Waste Tank/ Brine Tank
Plumbing Assemble Salt Chute
Front Plate Assembly Electrical Assembly / Jet Pump Assembly
Close up & Pack
Traveler checkbox # 4 #8
Traveler checkbox # 3 Traveler checkbox # 4 Traveler checkbox # 5
Assemble boards Peristaltic
to plate Pump Assy
Build subassemblies
.
19. Assembly Drawings & BOM Based on
Cellular Flow
• Required parts
• Assembly notes
• Quality requirements & checks
20. Sub Assembly Flow
Cellular Assembly Flow & Sequence Chart
Main Assembly Flow
Build Cell
Sterilox tank Power
Build Cell
& sensor Supply
Pack Supervisor OK
7756-1107 7756-1112
7756-1113 Receiving to ship Check
Inspection/Parts Supply Sign traveler
Build Outlet Build Inlet Base,Fans, Line Cord
assembly assembly Cell Power Supply
7756-1126 7756-1109 Sterilox Tank Assembly Quality Assurance
Package Unit
7756-1104 & 1128 Start traveler & Checklist Review
Traveler initial box # 1 assign serial number Traveler initial box
Sign traveler
Inlet/Outlet Valve
Assembly & Test Burn-In & Test Unit
7756-1125
Traveler initial box # 2 Add test data to
traveler
Plumbing & Waste Tank Assemble Salt Chute &
Front Plate Assembly Electrical Assembly / Brine Tank Top Cover
7756-1110 7756-1119 / Jet Pump Assembly Close Up & UL Test
Traveler initial box # 3 Traveler initial box # 4 7756-1100 7756-1111
Traveler initial box Labeling
Traveler initial box # 5
7756-1102
Remote programming
Tubing
Build pH Chamber Build Catholyte Chamber port
7756-1129
7756-1115 7756-1114 7756-1118
Cover assembly
U/I assembly
7756-1102
7756-1124
Peristaltic
Build conductivity probe Assemble Boards Jet Pump & Brine Tank
Pump
7756-1116 to Electric Plate Waste Tank assembly
Assembly
7756-1117 assembly 7756-1106
7756-1108
21. Guidelines for Lean Cell Design
Each operation is ergonomically designed
Machines are arranged in the sequence of
operations needed to process the part
All operations needed to make the part in the
cell and have process time < CT or Takt time
Work stations equipped with pokayokes
which perform as self inspections
Aisle width is 4 ft.
23. Questions to Ask About the Value
Stream Represented by the Cell
Is the operation valuable?
Is the operation flexible?
Is the operation cycle time within takt time?
Are the operations balanced?
25. Verify BOM & Material Staging for the
Cell
Lead time
Space Availability
Reduce cell
assembler material
handling
Level of Material
Control (kanban)
26. Verify Quality System
Final Test
Work Station Checks
Vendor Process
Capabilities
Documentation
Build Customer Confidence!
27. Establish Assembler Knowledge & Training
Requirements based on Cellular Design
ID S uba sse mbly/Ope ra tion
T a nk & Ba se Assy
1 Cell Subassembly 1 X T T
2 Cell Power Supply 1 T X T
3 Base and Tanks 1 X T T
Inle t/Outle t a sse mbly
4 Inlet/Outlet Mounting Plate 2 - X T
5 Jet Pump Water in Assembly 2 - X T
6 Process Water In Assembly 2 - X T
7 Output Valve Assembly 2 X X T
8 Assemble/Test Inlet/Outlet Assembly 2 X X T
Front P la te Assy
9 Catholyte Chamber Assembly 3 X X X X T
10 pH Probe Assembly 3 X X X X T
11 Conductivity Probe Assembly 3 X X X X T
12 Assemble/Test Front Plate 3 X X X X T
E le ctrica l Assy
11 Remote Program Port Assembly 4 T T X X X
12 Electrical Plate Assembly 4 T X X X X X
13 Signal Transformer Assembly 4 T X X T
14 Peristaltic Pump Assembly 4 T X X
15 Sensor Calibration 4 T X X X
16 Cuno Jack Wiring/Soldering T X X T
Electrical Component
17 4 T X X
Wiring/Mounting
P lumbing/ T ubing
18 Side Tubing Connections 5 X T
Tubing Interconnection-Aqualox
18 5 X T
Tank
18 Waste Chamber & Front Plate Tubing 5 X T
19 Assemble Tank & Pump to unit 5 X T
20 Jet Pump Assembly 6 X X
21 Waste Chamber Assembly 6 X X T
22 Brine Tank Assembly 6 X X T
23 T e st 7 T T X X
24 S a lt D oor 8 T X X
25 Ope ra tor Inte rfa ce / Cove rs 8 T
26 Ground P lug Asse mbly 8 T X
27 Fina l U nit Che ck 8 T T X X
28 Packing 9 T T X T
T - Trainer for task
X - Trained to perform task
28. Pre-Production Cellular Assembly Flow, Sequence & Quality Chart
Sub Assembly Flow
Main Assembly Flow
Build Cell
Sterilox tank Power
Build Cell
& sensor Supply
Pack Supervisor OK
7756-1107 7756-1112 Workstation
7756-1113 Receiving to ship Check
Quality Check
Inspection/Parts Supply Sign traveler
incoming
Workstation
receipts
Quality Check
Build Outlet Build Inlet Base,Fans, Line Cord
assembly assembly Cell Power Supply
7756-1126 7756-1109 Sterilox Tank Assembly Quality Assurance
Package Unit
7756-1104 & 1128 Start traveler & Checklist Review
Traveler initial box # 1 assign serial number Traveler initial box
Sign traveler
CM-19-03-
010 Rev A
Workstation
Inlet/Outlet Valve Quality
Assembly & Test Workstation Check
Burn-In & Test Unit
7756-1125 Quality Check Label Check
Traveler initial box # 2 Add test data to Final calibration & test
traveler
CM-19-01-002 Rev A
Plumbing & Waste Tank Assemble Salt Chute &
Front Plate Assembly Electrical Assembly / Brine Tank Top Cover
Workstation 7756-1110 7756-1119 Close Up & UL Test
/ Jet Pump Assembly
Quality Check Traveler initial box # 3 Traveler initial box # 4 7756-1111
7756-1100
Traveler initial box Labeling
Traveler initial box # 5
7756-1102
Assembly &
Remote programming Workstation
Workstation Tubing Quality Checklist
port Quality Check
Build pH Chamber Build Catholyte Chamber Quality 7756-1129
7756-1118 CM-19-03-012
7756-1115 7756-1114 Check
Cover assembly
U/I assembly
7756-1102
7756-1124
Peristaltic
Build conductivity probe Assemble Boards Jet Pump & Brine Tank
Pump
7756-1116 to Electric Plate Waste Tank assembly
Assembly
7756-1117 assembly 7756-1106
7756-1108 Note: Green accepted labels will be applied to
subassemblies at specified workstations when
they pass the go/no-go test and inspection.
29. Transition from DMADV to DMAIC
Pre-Production Build & Evaluation
Fitting Leak 59 1st 100 Build
Assembly Defect
pH Control Failure
Conductivity Control Failure
37
33
18
70
Overall Defect Pareto Analysis
FMEA using Final Test
Data
Tank Leak 11 59
60
# of Occurrences
SV-7 no/too little flow 7
50
37
40 33
30
18
20 11
7
Conductivity Probe 10 10
pH Probe
CPU
1
5
0
Service History
Fitting Leak
Assembly
pH Control
Conductivity
Tank Leak
SV-7 no/too
Defect
little flow
Failure
Control
Failure
Inoperable 20
Incorrect assembly
Sensor not secure
Loose Connections
13
7
5
1st 100 Build
Assembly Defect Pareto Analysis Compare data to
determine product &
Damaged/malfunctioned component 5
Sensor incorrect location 3 14 13
# of Occurrences
Other 3 12
10
cell design changes(can
8 7
6 5 5
4 3 3
2
0
establish ratios)
Incorrect assembly
Loose Connections
Sensor incorrect
Sensor not secure
Damaged/malfunction
Other
ed component
location
Customer feedback
30. Pre-Production Cell Design & Flow to
Eliminate the Eight Wastes
Inventory (more than one piece flow)
Overproduction (more or sooner than needed)
Correction (inspection and rework)
Material Movement
Waiting
Motion
Non-Value Added Processing
Underutilized People
31. Changes to Cell Design from Quality &
Service Data
Reduce Defects & Cycle Time
Change design & method of connecting piping
fittings & pressure testing to eliminate leaks &
reduce cycle time
Simplified final test procedure through improved
conductivity control
Simplified waste tank assembly
Vendor to supply wire harnesses
33. After DMADV: the DMAIC Cycle
Six Sigma In Action
SDCA Measure & Plan-Do-Study-Act
Define
Analyze Teams
Benchmark
Analysis tools
SDCA ID variability
Employee Involvement
Improve Design of
Control
Plan-Do-Study-Act Experiments
SDCA = Standardize-Do-Check-Adjust
34. Lessons Learned
Specify everything:
fasteners, tube lengths,
etc. (or the assemblers will
guess)
Avoid tight fits. Watch
stack up tolerances
Understand vendor
capabilities
Have vendors supply
complete subassemblies
Need to verify BOMs at
each workstation
Have assemblers
participate in prototype
assembly
35. Designing Products for Lean Cellular Assembly
Methodology that maximizes value and
achieves improvement in…..
Customer satisfaction
Operating costs
Process speed(lead time)
Inventory & invested capital
Quality
Operating flexibility
36. Contact Information
Advent Design Corporation
Canal Street and Jefferson Ave.
Bristol, PA 19007
www.adventdesign.com
800-959-0310
Frank Garcia, Director Engineering Services
frank.garcia@adventdesign.com
Thomas A. Lawton, President
Tom.lawton@adventdesign.com
37. Bill Chesterson CEO
Automation & Product Design
Advent Design 215 781 0500 Ext: 203
Corporation bill.chesterson@adventdesign.com
925 Canal Street Tom Lawton President
Bristol PA, 19007 Contract Manufacturing
215 781 0500 Ext: 202
(P) 215 781 0500
(F) 215 781 0508 tom.lawton@adventdesign.com
www.adventdesign.com Frank Garcia Director
Planning & Productivity
215 781 0500 Ext: 207
frank.garcia@adventdesign.com