Lean Cell Design -Presentation project part c rohan naik & aditya kamble
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This document presents the results of a lean cell design final project. It evaluates four alternatives for a cell design based on various metrics like changeovers, workers, overall equipment effectiveness, work stations, and costs. It selects the third alternative with 3 changeovers, 6 workers, 90% OEE and 9 work stations as the optimal design. It also includes analysis of demand levels, cycle times and capacity. The cell-based design achieves the objectives of minimizing floor space, inventory and number of operators while allowing for future growth. Additional improvements are supermarket delivery and reduced changeover times.
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Inventory management1
The document discusses inventory management. It describes the objectives of inventory management as understanding inventory functions and concerns, management techniques, and determining optimal order quantities. The key inventory costs discussed are holding, ordering, and setup costs. Different inventory models are introduced, including economic order quantity, production order quantity, and quantity discount models. Formulas are provided to calculate optimal order quantities that minimize total costs based on the different models.
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- 2. LEAN CELL DESIGN FINAL PROJECT PART C Project By Rohan Naik --5009-5130 Aditya Kamble -- 5009-4898 IE-400/564 – Lean Enterprise
- 4. Weights 0.3 0.2 0.2 0.2 0.1 1.0
- 5. Alternatives # of Change Overs # of Workers OEE # WorkStati on Stage Total Investme nt Profit Per Day Pay back Period (Days) 2 Change Over Case 2 7 0.75 9 Current $9000 $142 43.25 Minimize Inventory 4 9 0.5833 13 1 $16,000 $142.21 62.62 3 Change Over Case 3 6 0.90 9 3 $9010 $142.68 43.25 Minimize Work Station 1 6 0.97 9 3 $9000 $142.68 43.20
- 6. A1 B1 A2 B2 C OP1 OP2 OP6 OP5 F E D2 D1
- 7. TAKT=82 TAKT=82 PCT=62 PCT=70
- 8. At the 3 Sigma Level, We find : Average Std Deviation Sigma Level Demand X- Demand 174 5.9 3 192 Y- Demand 175 9.5 3 204 Total 349 11.9 3 385 The Average Cycle time we Take as 60 (since X is at 60 and Y is at 70 and they are approx. equal) At 3σ, Max Demand = 385 and corresponding planned cycle time = 64 This Suggest that we can handle fluctuations up to 3σ levels and meet the demands. Operating at PCT minimizes inventory Working days considered for calculations
- 9. Revenue / unit: X = $2.75,Y = $4.00 Material Costs / unit: X = $1.50,Y = $2.00 Labor Costs / unit: X = $0.96,Y = $1.09 Expected profit for the year = $52,427.50 Total Unit Cost: X = $2.46,Y = $3.09 Profit / unit: X = $0.29,Y = $0.91 Cost of workstations = $9,000 Stage III Improvement Costs = $12,000 Investment cost = $ 31,485.50 Payback period = 43 Days Annual Savings / Annual Cost Annual Savings based on inventory carryover cost savings and operator savings = $20942 Profit per day =$ 142.65
- 10. Cell-based design for Operations A to F: Achieved main objective Minimized floor place Minimize inventory Minimize number of Operators : 6 Minimize number of Workstation : 9 Maximum space for additional product families Additional Value Stream Improvements: Supermarket-based finished goods delivery and at injection molding Plastic raw material delivery from 1 /week to 1 /day. Changeover time improvements at Injection Molding from 60 to 30 minutes.
- 12. Project Part C By: Rohan Naik – 5009-5130 Aditya Kamble – 5009-4898