WORK CELL DESIGN

1
WORK CELL DESIGN
2
Definition

• Cellular Flow Manufacturing is a method of
  organizing manual and machine operations in the
  most efficient combination to maximize
  value-added content and minimize waste.

3
Lean Building Blocks
Continuous Improvement
Cellular/Flow
Pull/Kanban
TPM
Quick Changeover
Quality at Source
POUS
Standardized Work
Batch Reduction
Teams
Value Stream Mapping
Visual
Plant Layout
5S System
4
Cellular Manufacturing Benefits

• Simplified scheduling and communication
• Minimal inventory needed between processes
• Increased visibility
• provide quick feedback and problem resolution
• Development of increased product knowledge
• workers are trained to understand the total
  process
• Shorter lead times
• Small lots and one piece flow
• to match customer demand

5
Work Cell Realization of a Lean Process

• A work cells effectiveness is not separable from
  related elements
• The product(s)
• Workers must be able to manufacture and assemble
  the product to meet customer demand DFA, DFM
• A breadth of products often must be accommodated
  by a single manufacturer Product families
• The people(s)
• Work cells must produce varying products and
  varying rates to meet customer demand Product
  families, Takt time
• Work cells must be designed such that workers can
  safely and repeatedly perform necessary steps to
  meet customer demand. Human factors

6
The Five Step Cell Design Process

• Group Products
• Establish Takt Time
• Review the Work Sequence
• Balance the Process
• Design the Cell Layout

7
Product Grouping Considerations

• Similar Process/Resource Requirements
• Changeover/Set-up Times
• Process Time Variation
• Demand vs. Capacity

8
Product Grouping ToolThe Product/Process Matrix
9
Product Portfolio

• The set of different product offerings that a
  company provides. Products can be unique, share
  common systems, and/or production methods.
• Product portfolio architecture system strategy
  for layout out components and systems on multiple
  products
• 3 Portfolio Architectures
• Fixed unsharing each product is unique, no
  sharing of components, typically very high volume
  
• Modular platform - share modules, components, or
  systems to meet the needed variety - common
  elements are called the platform and each
  supported product is called a variant
• Massively customizable varies to meet customer
  need either by customer (e.g. car seat) or
  manufacturer

- Otto and Wood, 2000
10
(No Transcript)
11
(No Transcript)
12
The Five Step Cell Design Process

• Group Products
• Establish Takt Time
• Review the Work Sequence
• Balance the Process
• Design the Cell Layout

13
Takt Time Rhythm, pace, cadence for each product
group to meet the customer demand.
Work Time Available Number of Units Sold
Takt Time Demand Rate
14
More on Takt Time

• Takt time can change!!
• What can you change to match takt time?
• Number of people
• Number of cells (requires investment in
  machinery)
• Takt Time Rounding Rules
• Crew size calculation for an assembly line doing
  one piece flow paced to Takt Time is
• Crew size Sum of Manual Cycle Time / Takt Time
• If Manual Cycle Time 1,293 seconds and a Takt
  time 345 sec
• Crew size 1,293 person-seconds / 345 seconds
• Crew size 3.74 people
• In this case the crew size will be 4 people since
  3 people would not be able to meet customer
  demand.

Example from http//www.gemba.com/uploadedFiles/Kn
ow20Your20Takt20Time.pdf
15
The Five Step Cell Design Process

• Group Products
• Establish Takt Time
• Review the Work Sequence
• Balance the Process
• Design the Cell Layout

16
Steps in the Process

• Observe and document the tasks each worker
  performs
• Observe, dont just ask
• The steps are defined (explicitly or implicitly)
  by the designer
• Break operations into observable segments
• Study machine capacity, cycle times, and
  changeover times
• Look for value-added and non-value-added elements

17
The Time Observation Form
This form will assist you to unlock the secrets
of the work sequence.
18
The Five Step Cell Design Process

• Group Products
• Establish Takt Time
• Review the Work Sequence
• Balance the Process
• Design the Cell Layout

19
Combine Work to Balance the Process
20
Standard Work Combination Sheet Example
21
Alternative Work Combinations

1
2
3
4
5
Lathe
Mill
Mill
Drill
Inspect
27 seconds
27 seconds
6
27 seconds
Drill
10
9
8
7
Test
Drill
Pack
Inspect
Market demand 220,000 units per year
Takt time 27 seconds
22
Staffing For Increased Demand
19 seconds
19 seconds
19 seconds
19 seconds
Market demand 312,000 units per year
Takt time 19 seconds
23
The Five Step Cell Design Process

• Group Products
• Establish Takt Time
• Review the Work Sequence
• Balance the Process
• Design the Cell Layout

24
Layout Considerations

• Must consider layout at multiple levels
• Work station (1 person, multiple work stations in
  one cell)
• Work cell (1 team, multiple work cells in one
  factory)
• Factory

25
Design Goals for All Work Areas

• Flexible output
• Lot size of 1
• Point of Use Storage (POUS)
• Mixed models
• Visual management
• Source inspection
• Zero NVA activities

26
Cell Construction

• Simplify Flows
• Integrate process operations
• Materials flow one way
• Minimize Material Handling
• Concentrate on value-added motion
• Establish material replenishment procedure
• Make Use of People 100
• Promote visibility and flexibility
• U shape offers most flexibility

27
Water Pump Case Study
The Product
The Production Line
28
Water Pump Case Study (contd.)
29
Water Pump Case Study (contd.)
)
30
Water Pump Case Study (contd.)
31
Water Pump Case Study (contd.)
)
Circulation Pump Assembly Cell
Bracket Assy
Final Assy
Pack
Test
Motor Assy
Bearing Assy
Lathe
Stator Assy
Rotor Assy
Bobbin Assy
Weld
Terminal Assy
Make Box
Solder
Contact Assy
Wind Bobbin
Rivet
32
Water Pump Case Study (contd.)
New U-Shaped Cell
Bobbin Winding
Testing
Packaging
33
Water Pump Case Study (contd.)
Workplace Organization
34
Water Pump Case Study (contd.)
Machining and Assembly
35
Water Pump Case Study (concluded)
Overall Work Center
36
Ergonomic Factors in Work Station (and Product)
Design

• Design the work to
• Minimize motion
• Avoid natural postures
• and movements
• Avoid sharp turns in motion
• Make moves easy to perform
• without much concentration
• Use hands and forearms instead
• of upper arms and shoulders
• for light work
• Minimize lifting
• Follow a rhythm

37
Tool and Material Design and Layout Guidelines

• Place tools and materials close to and in front
  of the operator
• Keep tools and materials in a designated place
• Design fixtures for specific purposes, not
  general purposes
• Combined usage tools are recommended when more
  than one tool is required

38
Ergonomic Resources
Ergonomic resources are understandable,
practical, and affordable. Fitting the Task to
the Man An Ergonomic Approach - Grandjean The
Measure of Man and Woman Human Factors in Design
Tilley and Dreyfuss Your FE Resource Guide
39
(No Transcript)
40
(No Transcript)
41
Wasted Motion and Effort
Wasted motion and effort contribute to
productivity losses and are often hidden within
normal tasks.
They also contribute to lost time repetitive
motion injuries.
42
(No Transcript)
43
(No Transcript)
44
Keys to Success

• Keep things simple!
• Look for learning leaders
• Be flexible, work around constraints
• Apply only where it is appropriate
• Break old paradigms
• Challenge, challenge, challenge!
• Question everythingfind root causes for why
  it must be that way