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Continuous Flow Operations - ADDVALUE - Nilesh Arora

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Title: Continuous Flow Operations - ADDVALUE - Nilesh Arora


1
Flow Management
by
Best Performing Consulting Organization
Adding Value In Totality !!
2
The World of Batch-and-Queue
  • In traditional manufacturing, there is a tendency
    to run large lots, or batches. This occurs for a
    variety of reasonslarge distances between
    processes, long setup times, or simply poor
    processes.
  • When the batch is transferred to the downstream
    process, it sits in line, the part of batch and
    queue.
  • Batching and queuing tends to drive up inventory
    and lead time, and creates inefficiency in an
    operation. It also increases the space needed for
    production.

3
Traditional Method
4
The World of Batch-and-Queue
  • What happens when you go to your doctor?
  • Make appointment days ahead
  • Arrive on time and wait in waiting room
  • Doctor behind schedule
  • Referral to a specialist
  • Laboratory tests
  • Wait for results
  • Treatment or medication given
  • Trip to pharmacy or to specialist
  • Hospitalization whole new disconnected
    processes and waiting
  • What happens when you take a flight?
  • What happens when you build a custom home?
  • As the customer, you pay for all the waiting and
    rework

5
Evils of Batch-and-Queue
  • Increases work-in-process inventory
  • Hides inefficiencies, lost opportunities
  • Lengthens replenishment cycle
  • Creates finished good inventory
  • Slows customer response time
  • Risks obsolete products

6
Think about ways in Flow?
  • Line up all of the essential steps needed to get
    a job done
  • Obtain a steady, continuous flow
  • No wasted motions
  • No interruptions
  • No batches
  • No queues

7
The Ultimate Factory
8
Continuous Flow
  • Producing and moving one item at a time (or a
    small and consistent batch of items) through a
    series of processing steps as continuously as
    possible, with each step making just what is
    requested by the next step.It is also called
    the one-piece flow, single-piece flow, and make
    one, move one.
  • The intent of flow production is to increase the
    velocity of products and make the production
    cycle predictable.

9
Steady Velocity
2 WEEKS!
When do we get our Parts?
10
Continuous Flow Production
  • Remember!
  • Make It Flow
  • Feed the Flow
  • Link the Flow

11
What to Flow ?.....
12
Seven Flows in Manufacturing
  • The flow of raw material
  • The flow of work-in-process
  • The flow of finished goods
  • The flow of operators
  • The flow of machines
  • The flow of information
  • The flow of engineering

13
VSM - to identify Value in Stream
Ideal
Value Stream Analysis
Future State
One Piece Flow
Standard Work
Current State
6S
Pull
14
Value Stream Mapping
  • Value stream mapping is the process of mapping
    the current and future status of process.
  • It maps both material and information flow.
  • This mapping is very clear and can be used as an
    aid to develop implementation plan for installing
    a lean system.

15
VSM current state
16
VSM Future state
17
Value Stream Mapping
It helps to
  • Visualize flows
  • Identify areas of work
  • Create a common language for talking about the
    manufacturing process
  • Pull together lean thinking principles
  • Illustrate relationships between information and
    physical flows

18
Steps Flow Process
  1. Redesign layout for flow
  2. Link operations
  3. Balance workstation capacities
  4. Emphasize preventive maintenance - TPM
  5. Reduce lot sizes
  6. Reduce setup/changeover time

19
1. Redesign layout for flow
This complicated flow becomes a much improves and
simpler flow between areas that are adding value
20
2. Link operations
  • Cellular Manufacturing
  • Manufacturing in a work cell is termed as
    cellular manufacturing.
  • A cell is a self contained manufacturing/
    service unit for a family of components where all
    the facilities required for manufacture are
    placed in a convenient manner.
  • A work cell is a focused manufacturing unit .

21
Layout change
Before
GearHobbing
ManualDeburring
ToothChamfer
HoleBoring
Gear Shaving
In
Out
22
3. Balance workstation capacities
Balancing is important in practice and must take
into following in to account.
  • Model mix
  • Volume
  • Scheduling system
  • Labour
  • Fixed facilities
  • Capacities
  • Cycle time

23
4. Total Productive Maintenance
  • TPM aims to achieve zero breakdowns stoppages.
  • TPM aims to solve all the consequences of
    equipment problems.
  • TPM aims to maximise equipment effectiveness.
  • TPM establishes a thorough system of preventive
    maintenance for the equipments entire life span.

24
5. Reduce Lot size
JIT produces same amount in same time if setup
times are lowered
JIT Small Lots
A
A
B
B
B
C
A
A
B
B
B
C
Time
Small lots also increase flexibility to meet
customer demands
Large-Lot Approach
A
A
A
A
B
B
B
B
B
B
C
C
Time
25
Kanban
Is a signal that
  • The signal can be a
  • Card
  • Square / Box
  • Light
  • Electronic Signal
  • Racks
  • Shopping Carts
  • MRK ( Manufacturing Ready Kit)
  • Authorizes production
  • Authorizes movement
  • Limits inventory
  • Drives continuous improvement

26
Kanban System
  • Kanban helps
  • To deliver right (needed) item at the right time
    in the right place and required Quantity.
  • To sequence production by clarifying how much of
    a specific item must be produced and transported.
  • To control the location of material.

27
6. Quick setup / changeover
  • Reducing setup cost reducing setup time
  • Setup reduction time is a prerequisite to lot
    size reduction
  • SMED (Single Minute Exchange of Dies) method
  • The method has proven its effectiveness in many
    companies by reducing changeover times (non-value
    added times) from hours to a less than 10 minutes

28
Continuous Flow Method
29
Summary of Benefits
  • Information flow and decision making enhanced
  • Value-added ratio improved
  • Reduces transportation waste
  • Reduces material handling
  • Helps to identify root causes of quality problems
  • Allows for equipment dedication

30
Summary of Benefits
  • Work flow levels are reduced and progress is
    visible at a glance
  • Work team members take ownership of full process
    and can help each other
  • Quick problem identification and feedback
  • Reduced Cycle Time
  • The ability to cross train is enhanced

31
Question ???
32
ADDVALUE Services
VALUE ADDED COACHING-VAC
BUSINESS COACHING
LIFE COACHING
Operation Excellence
Counselling
Team Excellence
Therapy
Adding Value In Totality !!
Business Excellence
Astrology
33
AddValue at a glance
Best Performing Consulting Organization
Business Coaching
Life Coaching
34
Thank You
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