MMZG 538 Toyota Production System

Rajiv Gupta BITS Pilani January 2014 Session 4

 Module 1
Recap of Session 4

Module 2
Value Stream Mapping Example (contd)
Lean Principles

Module 3
Value Stream Mapping Example (contd)
Future State Map

Module 4
Types of layouts and material flow

Module 5
Design of machine cells

Module 6
Summary and wrap up
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Session 4
Begin Module 1
Recap of Session 3

Recap
Material flow is integral to TPS as it affects the lead times and inventories on the shop floor The principal reasons for intermittent movement of materials is batch manufacturing, long set-up times and an attempt to reduce per unit costs Product type layouts were used in mass manufacturing for high volume parts. Process layouts were meant for low volume job shops.

Recap
Group layouts were developed as a hybrid between product and process layouts. They were efficient in terms of flow and could be used for low to medium volumes of families of products Typically, value is added to parts for less than one percent of the time it spends in the plant. However, the majority of improvement efforts are focused on improving this one percent. There is a larger potential for benefits by looking at the remaining time the part spends in the system.
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Recap
Value Stream Mapping is a macro level charting technique that highlights the discontinuities in flow in a system. It can be used as a tool to significantly improve material flow and system throughput Value Stream Mapping is applicable to both manufacturing, as well as non-manufacturing processes. By analyzing the current state maps and applying lean principles, we can greatly reduce discontinuities in material and information flow.

Session 4
End of module 1

Session 4
Begin Module 2
Value Stream Mapping Example (contd)
Lean Principles

Lean Principles
1. Avoid over-production produce to takt time

Takt time = Available time per shift/Customer demand rate per shift
= 27600 sec/460 pcs = 60 sec/pc

i.e., we need to produce at the rate of one part every 60 secs. In practice we may set the production rate a little higher to allow for changeover time and equipment down time and delays

Lean Principles
2. Develop Continuous Flow
One piece at a time Little or no inventory between operations Operations linked to each other

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Lean Principles
3. Where continuous flow is not possible, use supermarket pull - Used when operations are far apart - Used when an operation is done at a supplier - Used when operations are not balanced - Used when process is unreliable
Kanban Supplying Process Kanban

Customer Process

Supermarket

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Lean Principles
Customer Process goes to supermarket and withdraws what it needs This withdrawal triggers a kanban, which is a signal to the supplier process to replenish that product The supermarket links the customer process to the supplier process preventing independent scheduling of the 2 processes
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Lean Principles
4. Schedule only one process - It is called the pace maker - Linked to the customer order - Downstream processes have to be continuous flow

Process 1

Process 2

Process 3

Process 4

Pace maker

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Lean Principles
5. Level Production Mix
O X

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Lean Principles
6. Create Initial Pull - At the pacemaker - Small consistent amount of work - Could be a container or a bin

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Initial Pull
Decide on a pitch which represents consistent incremental work.
Let us say that the takt time = 30 seconds and the pack size is 20 pieces, then the pitch will be 30 seconds x 20 pieces = 10 minutes

So your production schedule will give the pacemaker instruction to produce one pack quantity every 10 minutes.

Also every 10 minutes, you will take away one finished pitch quantity

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Load Leveling Box

7:00 am 7:10 am

7:20 am 7:30 am 7:40 am

O X

O X

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Session 4
End of module 2

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Session 4
Begin Module 3
Value Stream Mapping Example (contd)
Future State Map

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Key Questions For The Future State

1. What is the takt time? 2. Will you build to a finished goods supermarket from which the customer pulls, or directly to shipping? 3. Where can you use continuous flow processing? 4. Where will you need to use supermarket pull systems? 5. Which will be the pacemaker process? 6. How will you level the production mix at the pacemaker process? 7. What increment of work will you consistently release to the pacemaker process? 8. What process improvements will be necessary?
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Question 1: What will be the takt time? Available time per shift = 28,800 secs 1200 secs (for 2 10-minute breaks) = 27,600 secs Customer demand per shift = 460 pieces Takt time = 27,600/460 = 60 secs

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Question 2: Should the company build to a finished goods supermarket or directly to shipping?

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Future State Map

First Step- Build to supermarket

Future Direct to shipping

Customer Demand

L Dispatch Weld+Assy

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 Question 3: Where can the company introduce continuous flow?

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Future State Map

62 s 60 Operators reqd = 187/60 = 3.12 3 or 4

46 s
39 s 40 s

Apply Kaizen to reduce Total work content to 168 sec Operators reqd = 168/60 = 2.8

1s
Blank Weld Weld Assy Assy

Use 3 operators

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Future State Map

Weld changeover

Improve welder setup time Assy Assy Weld Weld

Welder uptime

Improve welder uptime

Work content < 168 secs 26

Future State Map

Customer Demand

Blanking Weld+Assy C/T = 56 sec C/O = 0

L Dispatch

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Up =100%

Question 4: Where will supermarket pull be used?

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Batch

LH = 600 RH = 320
60

Stamping

1.5 days

Weld + Assembly C/T = 56 sec C/O = 0 Up =100%

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Question 5: Which single point should receive the production schedule (pacemaker)? Question 6: How should production be leveled at the pacemaker?
Every part every day Every part every pitch
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Question 7: What consistent amount of work should be released to the pacemaker process? Question 8: What process improvements are necessary?
Elimination of changeover time in welding Improvement of uptime of the second welding process Reduction of waste in assembly cell to bring total work content to 168 seconds 31 Reduction of setup time at the stamping press

Stage

Coils Blanks Weld/ FG Assy WIP 7.6 d 6.5 d 4.5 d

Prod LT

Inv Turns

Before 5d

23.6 d 10

After

2d

1.5 d

4.5 d

8d

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Session 4
End of module 3

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Session 4
Begin Module 4
Layout types and material flow

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Lathe

Drill

Milling

Lathe

Drill

Milling

Lathe

Drill

Milling

Process Layout

Lathe

Drill

Lathe

Drill

Milling

Grind

Lathe

Grind

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Product Layout

Product Layouts
Product layouts were designed to maximize flow, but for high volume products The machines were special purpose and automation was hard automation, i.e, the system was designed for a specific part and volume The system was inflexible It was easy to supervise Scheduling was relatively easy Lead times were generally short WIP was low 36

Process Layouts
Process layouts were used for low volume products Machines were general purpose and parts requiring processing could be produced on any machine of a particular type, e.g., lathe, etc. Supervision and scheduling were more difficult Lead times were long WIP was high

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Group 1
Lathe Drill

Lathe

Milling

Group 2
Lathe Drill Milling

Milling

Milling

Drill

Grind

Grind

Group 3

Group Layouts

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Group Technology
Attributed to Mitofanov, a machinist, who was looking for similarities in part shapes Group technology was the forerunner to machine cells Initial applications were in coding and classification of parts for reducing redundant effort in part design John Burbidge devised Production Flow Analysis to group parts that needed similar routings and the machines into cells
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Machine Cells
Machine Cells
A group of machines used to complete a sequence of operations on a family of parts The parts in a family does not have high volumes, but the family has sufficient volume to justify the dedication of the machine cell By restricting the movement of each part to a small area, material handling and control is easier, inventories are low and therefore lead times short. This gives the machine cells the efficiency of product layouts

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Machine Cells
Machine Cells
Unlike product layouts, group layouts/machine cells have the ability to accommodate a family of parts Due to this, when product mix and volumes change, the machine cell is able to absorb the fluctuation. This makes the group layout/machine cell flexible like the process layouts Machine cells are easy to supervise and schedule WIP and lead times tend to be low

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Session 3
End of module 4

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Session 3
Begin Module 5
Design of machine cells

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Machine Cells
Machine Cells
Machines are arranged typically in a Ushaped layout Each operator is assigned multiple machines, not of the same type Input and output stations tend to be near each other next to a transportation aisle Components are delivered either to the first station and moved with the product, or delivered by a water spider to each station
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Machine Cells
Machine Cells
Generally the machining capacity is more than required. As production volume changes, adjustment is made to the staffing of the machine cell. This makes the machine cells flexible in terms of product mix and volumes By making a group of workers responsible for the complete production of a part, there is a greater sense of satisfaction for the workers
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Machine Cells
Machine Cells
Due to better communication within the cell, if there is a quality problem, it is detected quickly and adjustments made to prevent further defectives from being produced

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Machine Cells
Mach 2 Mach 1 Input

Mach 3

Mach 4

Mach 5

Output

Example of a machine cell with 2 operators

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Machine Cells
Mach 2 Mach 1 Input

Mach 3

Mach 4

Mach 5

Output

Example of a machine cell with 1 operator

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Machine Cell Design

The number of operators and the assignment of machines to the operators depends on the manual work content, the walking times and the takt time Takt time determines the pace at which the cell should complete one piece The sum of the manual times and the walking times should be less than or equal to the takt time When more than one operators are used, the largest sum of the manual times plus the walk times should be less than or equal to the takt time

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Session 4
End of module 5

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Session 4
Begin Module 6
Summary and wrap up

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Summary
Lean principles are used to analyze Current State VSMs When creating Future State maps, the attempt is reduce, or eliminate discontinuities in the flow The VSM will indicate areas where Point Kaizen is needed in order to achieve smoother flow Machine cells are a hybrid between product and process layouts Machine cells have the advantages of efficiency of product layouts and flexibility of process layouts
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Summary
Machine cells require multi-skilling of operators Due to the improved communication in of machine cells, quality of products is improved Due to the completion of all or most production of a part within a cell, there is greater worker satisfaction In the design of machine cells, we need to establish the number of workers based on takt time and the manual time required As the production volume changes, the number 55 of workers can be adjusted

 End Module 6
Summary and wrap up

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