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CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of YDelay Group Inc. is strictly prohibited
What is Kaizen?
A philosophy or practice that focuses on Continuous
employees Kaizen events are usually 2 to 5 days long Do we terminate regular production during a Kaizen Event?? Do we make all the improvements at once??
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Kaizen Process
You are here now
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Kaizen Steps
What triggers a Kaizen event? What are the necessary steps prior to a Kaizen Event? Identify the area/location for a Kaizen Event Have a firm plan in place prior to the event
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Kaizen Steps
Steps 1, 2 and 3 = RECORD AS IS
Step 2 - Video tape current state and complete Time Study Sheet
Step 3 - Complete movement map - see example
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Kaizen Steps
Steps 4 to 8 = ANALYSIS
Break it down into its smallest pieces, identify & eliminate waste!
Step 4 - Decouple man-time from machine-time Step 5 - Complete loaded TAKT time graph Step 6 Identify and Eliminate non Value Added Work
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Kaizen Steps
Steps 9 & 10 = CONCLUSION
Step 9 - Load to new TAKT time graph Step 10 Standardize the new process
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D = 500,000/year, Ta = 1215 mins/day (240 days/year) Takt Time = (1,215 mins/day x 240 days x 85%)/(500,000 units) = 0.4957 mins/unit = 29.7 secs/unit Takt Time @ 85% Efficiency = 29.7 secs/unit
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Pictures
Video Process Map/Flow Movement Map/Spaghetti Diagram 5S status Products Demand Inventory Levels & WIP
YDelay Group Inc.
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Cycle Time:
Cycle Time
TAKT time
Process Steps
Diagram Area
* Keypoint Agenda -
Critical
Quality Check
Safety
Work in Process
Scale:
NTS (ft)
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Wasted time
50
Spaghetti
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Sec
50 40 30 20 10 0
Fabricate + Waste
Cut Weld Drill Mill Assy Paint Test Identifies the manual/man time (load & unload + waste) and machine time
Try to keep machine and man time independent of each other (dual fixtures)
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Bottlenecks
Sec
Operators/Machines (combined)
unevwrk2.ppt
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Work
The GOAL
Minimize value added and non-value added activities Identify waste (unnecessary non-value added activities) ELIMINATE WASTE!!!
YDelay Group Inc.
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W :Waiting
O :Over Production
8 WASTES
O :Over Processing
D :Defect
S :Skills
YDelay Group Inc.
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Defects
Transportation
Waiting
Motion
Skills
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W393/W355 Kaizen
Man
Fatigue
Waiting for machine on W393 Excess inventory (1 Operator) Double handling of WIP from W 393 Turning Location of weld nuts Tear down Excessive inspection W allk between W393 & W355 (1Operator) Component re-stocking Bending to get parts from bins
Gun stop at both ends (W 393) Nut hopper (W393) Location of robot (W 355) Programming (Robot reaction time) Extra robot inside cell Size of cell Slow moving clamps Changeover Long cycle time Weld issues Lack of regular PM Resetting machine (W393 &W355)
Methods
Machines
YDelay Group Inc.
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TIME
Overburden NO
Unevenness
Yes
Even within a job, some activities could be waste (non-value)
Operators/Machines (combined)
unevwrk2.ppt
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Time
unevwrk2.ppt
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Cycle Time
TAKT Time
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Shared work
Simple machine tools
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Kaizen - Example
CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of YDelay Group Inc. is strictly prohibited
U388(FD3004) CCB
U377(FD3008) CCB
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Containment includes
Marking of nuts on the wash line conveyor Label application
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Containment includes
Marking of all welds Marking of all clips Marking of all nuts
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Sequence of Events
No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Task Kaizen Training Pictures & Video of current process/area Current volumes & Takt time Number of FG bins/racks for each line Standardized worksheet/layout of current process/area Time studies & process flow for each finished product Current floor space used - complete area & individual area 5S and LEAP audit & discussion Identification of wastes Brainstorming ideas/areas for improvement Select improvement plan Feasibility of improvement plan Preparation for implementation of new plan Implement new plan Test improved plan Develop standardized worksheet for new process/area Train operators on new process/area Pictures & Video of new process/area New floor space used - complete area & individual area Presentation
YDelay Group Inc.
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Layout Before
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Layout Before
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Layout Before
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Layout Before
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Layout Before
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Layout Before
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WIP Before
Total # of WIP Quantity racks on floor 4 0-72 pcs 2 0-48 pcs 4 0-40 pcs 4-6 0-42 pcs
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FD3002/4
REV: 1
DATE: 1
15-May-07
PAGE 1 O F He re
S T E P
TRANSPORT
OPERATION
STORAGE
1 T ransport part from wash line conveyor t o clip machine 2 Load clips int o machine fixt ure 3 Apply felt t ape on part 4 Machine t ime 5 T ransport part int o rack 6 Wait for forklift driver 7 T ransport rack t o t emporary st orage area 8 St ore racks in t emporary st orage area 9 T ransport rack from t emporary st orage area t o cont ainment area 10 T ransport part from rack t o cont ainment fixt ure 11 Cont ainment /Inspect ion 12 T ransport part from cont ainment fixt ure t o new rack 13 Wait for forklift driver 14 T ransport rack t o st orage area 15 St ore racks Visual inspect ion and marker
DELAY
OPERATION / DESCRIPTION
INSPECTION METHOD
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Waste Identification
7 Wastes
Over production Overtime Over production when running through breaks Parts Welds Defects Conveyence Double handling Traffic Over Processing Containment Marking all welds Excess Inventory Too many FG racks Parts Congested conveyor Forklift Waiting Motion Walk to rack Walk to QA table Walk to containment stands Walk to scrap bins Walk to page driver Walk to get labels for racks Walk to get components Bending Twisting Reaching Lifting
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Fishbone Diagram
East End Packing Area Kaizen
Environment
Heat Cold Odour Smoke Layout Messy Layout Lighting Lack of fans/heaters Rain water Defects Excess walking Lack of material Double handling Manpower Bending
Material
Man
Gun stop at both ends (W393) Double handling Excessive containment Walk to get components Walk to get labels Lifting Walking Bending Nut hopper (W393) Location of robot (W355) Programming (Robot reaction time) Extra robot inside cell Size of cell Slow moving clamps Insufficient dryers Conveyor breakdown Power failure Sensors Mechanical breakdown
Improve Layout
Methods
Machines
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Improvement Plan
S.No. 1 2 3 4 5 6 7 8 Issues to be addressed Walk from wash line conveyor to FG racks Walking between wash line conveyor with parts VN127 rack transfer system WIP rack location Number of WIP racks Double Handling Motion Containment
Containment location
YDelay Group Inc.
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Measure
Floor Space used (Total square feet) Total Part Travel (U38x) (Linear feet) Number of operators required Number of support personel Standard WIP Units/Labor hour Cost/Piece Manufacturing lead time (sec) 5S rating Value-adding ratio (One piece/one part)
Proposed
2,335 36 13 2 0-12 racks 240
45-55
45-55
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S.No. 1 2 3 4 5 6 7 8 9 10 11
Action Items Dismantle VN127 rack transfer system Relocate gas canisters Move wash line conveyor Relocate U387/8 clip machine Layout change (FG racks for all programs) Relocate U387/8 & U377 containment areas Modify containment stands Modify U388 radio bracket fixture to make it mobile Eliminate QA stands & install angle liners for QA documents Stands to write on labels Common stand to fill ink
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FD3002/4
REV: 1
DATE:
15-May-07
PAGE 1 O F Here 1
S T E P
TRANSPORT
OPERATION
STORAGE
1 Transport part from wash line conveyor to clip machine 2 Load clips into machine fixture 3 Apply felt tape on part 4 Machine time 5 Transport part to containment fixture 6 Containment/Inspection 7 Transport part from containment fixture to rack 8 Transport rack to storage area 9 Store racks 10 11 Visual inspection and marker
DELAY
OPERATION / DESCRIPTION
INSPECTION METHOD
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WIP - After
WIP Quantity 0-36 pcs 0-48 pcs 0-40 pcs 0-28 pcs
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Layout After
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Layout After
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Layout After
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Layout After
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Layout Before
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Layout Comparison
Before
After After
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Savings Calculation
Before Kaizen
Packing Area = 3,868 sq.ft. Total Containment Area = 1,662 sq.ft.
WIP before containment area = 1307 sq.ft. Floor Space utilized = 6,837 Annual Floor Space cost - $82,044 Annual Operating cost with 48 operators - $1,868,006
After Kaizen
Packing Area = 2,335 sq.ft. Total Containment Area = 0 sq.ft. WIP before containment area = 0 sq.ft.
Floor Space utilized = 2,335 Annual Floor Space cost - $28,020 Annual Operating cost with 36 operators - $1,401,005
YDelay Group Inc.
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