Lean Progress

Penang 2005 - 2006

12 Feb 2007

Page 1
 Agenda

A BRIEF OVERVIEW OF LEAN

LEAN EFFORTS IN 2005

LEAN EFFORTS IN 2006

BENEFITS PRODUCTIVITY / SAFETY /SHIPMENT

LEAN PLANS 2007

THE PRIMARY FOCUS

Page 2
 The House of Lean

Best Quality Shortest Lead time

Lowest Cost Best Safety

High Morale
CU ST OM ER

Value Stream Hoshin Kanri Goal Deployment

Mapping Cross-training Automation

TAKT Kaizen Jidoka
Rate Based Planning TOTAL EMPLOYEE BUILT IN In-station Quality
FL OW
Flow / Pull INVOLVEMENT QU A L I T Y Poke-yoke
Error Proofing
Cell design Genchi Genbutsu Go & See Real Situation

Kanban Problem Solving

ST A B I L I T Y
Standard Work
DFX
5S / Visual Factory
Heijunka Level Loading
Total Productive Maintenance TPM & SMED

BEING LEAN IS BEING HEALTHY

Page 3
 The Lean Commandments

MEASURE ANALYZE

Specify value in the eyes of the customer.

Identify the value stream and eliminate waste.
Make value flow at the pull of the customer.
Involve and Empower employees.
Continuously improve in pursuit of perfection.
CONTROL I MPROVE

Value
Value Added:
Added:
I Important
mportant to
tothe
thecustomer
customer
Transformation
Transformationofofinformation
informationor
ormaterial
material
DONE
DONERIRIGHT
GHTTHETHEFIFIRST
RSTTI
TIME
ME
CUSTOMER IN MIND
Page 4
 Value Analysis Overview

Nature of Work:
Value-Added Work Non Value-Added Work
Steps that are considered Steps that are considered
Essential to produce and Non-essential to produce
deliver the product or and deliver the product or
service to meet the service to meet the
customer's needs and customer s needs and
requirements. Customer is requirements. Customer is
willing to pay for step. not willing to pay for step.

Steps that are not

essential, but that
allow the value-adding
tasks to be done
better/faster.

Value-Enabling Work
GET RID OF WASTE
Page 5
 Lean Targets Waste & Non Value-Added Work

Look For RE .implies that something wasn t done right the 1st time

Remake Reevaluate Recall Redesign Redo

Revise Rework Repeat Reship Reject

Recheck Return Retest Reissue Retype

Expediting
Waiting / Delay
Reworking
Producing errors
Non-Value Added Preparation / Set-Up
Downtime on equipment
Internal / External Failure
Inspection
Move

GET RID OF WASTE

Page 6
Areas To Eliminate Waste

SOME SHARING
Page 7
 D OTWIMP

Correcting or repairing a defect in materials

or parts adds unnecessary costs because of
additional equipment expenses and additional
labor expenses.
AT PREMIUM COST
Page 8
 D O TWIMP

MUDA of OVERPRODUCTION

2 Types of Overproduction:
Producing more of something than
the customer needs at the present
time
Producing at a rate faster than the
sales rate (faster than the customer
is willing to pay)

SPENDING RESOURCES TO WAIT

Page 9
 More on Overproduction

Overproduction is the most significant source of waste because it

causes many of the other wastes:

Defects are hidden in the mountain of inventory; when they are

finally discovered, it is more difficult to identify and eliminate the
root cause of the problem

Requires extra handling, transportation, storage and space

Requires more labor and equipment to produce parts that are not
needed

Lengthens lead time which limits flexibility to respond to changing

customer needs
SPENDING RESOURCES TO WAIT
Page 10
 DO T WIMP

MUDA of TRANSPORTATION

Transporting parts is not something that directly contributes

added value to the product. We should avoid conveyance of
material unless it is supplying items when and where they
are needed JUST IN TIME

NVA VS LAYOUT
Page 11
 DOT W IMP
WAITING

Traditionally, management focused on making sure that the

machines were running .this leads to overproduction and excess
inventory.
Lean practitioners don t mind if machines are idle, but we want to
keep parts flowing and operators working on value added
activities.
PULL AT THE NEED OF CUSTOMER
Page 12
 DOTW I MP

INVENTORY

Excess raw material, WIP, or finished goods

causes longer lead times, obsolescence,
damaged goods, transportation and storage
costs, and delays.
Inventory was created as a workaround to production
imbalances, defects, machine downtime, long
changeover times and late deliveries from suppliers.
These are problems that will not be solved as long as
they are hidden by the inventory!!!

TRANSPARENT
Page 13
DOTWI M P

MOTION

Any movement of people of machines

which does not contribute added value
to the product. Examples include:
Looking for parts or tools

Reaching for parts or tools

Walking

5S
Page 14
 DOTWIM P

PROCESSING

Taking unneeded steps to process parts. Any extra

processing of a part that does not add value in the eyes of
the customer.
Designing and then producing higher quality parts that is required is a
form of waste.

CONFORM TO REQIREMENTS
Page 15
 Problem with Batch & Push Production

Each process operates as an isolated island

Production is based on scheduling not on the
actual needs of the downstream customers
This creates the following waste:
Production output must be handled, moved,
inventoried and stored (customer does not
value this); all of this activity requires
manpower and space both of which are costly
Quality issues are hidden in the inventory;
when they are finally discovered downstream,
the trail has gone cold and it will be more
difficult to identify and eliminate the root
causeAGAINST BATCHING FOR THE GOOD OF ALL
Page 16
 Scheduling

At the Pull Of Customer

No Batch

Importance of On Time Delivery

Right Quantity

Right Quality

2005 Lean Efforts

IMPORTANCE OF FOLLOWING SEQUENCE
Page 17
 Current Layout as of May 2005

Acc Cell
FL 1
Station 1 Station 2 Station 3 Station 4 Station 5 Station 6
Coil Yard
1. Base Panel Assy 1. Top Frame 1. Coil assy 1. Disc. panel Install. 1. Wedge Rivet. 1. Filter

Cell 2. Unit base/DP Assy

3. Fan Inst.
4. D/pan Insl
2. Coil frame assy
3. Filter frame assy
2. Disc. panel assy 2. Panelling
3. Door Frame.
2. B/point gasketing. 2. Door Inst.
3. Labelling.
4. Cleaning.
Packing
Cell
FL 2
Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 Station 7 Station 8

FL 3 O/H C Pallets
Frame
Fan Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 Station 7 Station 8
Cell
Cell FL 4 Storage
Station 1 Station 2 Station 3 Station 4 Station 5 Area
FL 5 Unit
Skin Station 1 Station 2 Station 3 Station 4 Station 5 base
Cell FL 6 Fan
Station 1 Station 2 Station 3 Station 4 base

Fan

Page 18
 New M/line - Layout implemented in July
Acc Cell
1. Filter 1. Labeling. 1. Manometer. 1. ICS 1. ICS 1. Shipping Skid.
2. Door Inst. 2. Cleaning. 2. Wiring. 2. Packing.

Station 6 Station 7 Station 8 Station 9 Station 10 Station 11 YARD

Coil
O/H C Fan
Cell FL 1
FL 1/2

FL 6 Station 5 Station 4 Station 3 Station 2 Station 1 Fan Fan

Proposed
1. Wedge Rivet.
2. B/point gasketing.
1. Disc. panel Inst.
2. Paneling
3. Door Frame.
1. Coil assy
2. Disc. panel assy
1. Top Frame
2. Coil frame assy
3. Filter frame assy
1. Base Panel Assy
2. Unit base/DP Assy
3. Fan Inst.
Cell base
U-Assy FL 2 4. D/pan Inst

Frame line for

LWHA,
Unit
Cell Station 6 Station 7 Station 8 Station 9 Station 10 Station 11
DDHA base
& TTH. YARD
FL 4 Storage
Station 1 Station 2 Station 3 Station 4 Station 5 YARD Area
FL 5
Station 1 Station 2 Station 3 Station 4 Station 5
Skin YARD
Cell

Page 19
 Implemented M-Line Concept
Before: There were 3 F/lines and all following the same direction during the assembly flow.

After : All 3 F/Lines converted to M-Lines whereby the end of the center F/line becomes the 1st station and eventually
branches into the outer f/lines as shown in the New Layout in slide.

Objective: In Keeping with the Lean Manufacturing Concept of U-Lines to optimize space utilization and improved Operator
flexing between stations. (In this case M-Line was proposed rather than U-Line due to space constraint.)

Arrows indicate Assembly Flow Moving of product from the center of M-Line to the outer Line.

Page 20
 Arrow Indicates location of Fan Assembly closer to F/Lines
Before: The fan assembly was located in the center of the production floor away from the point of
receiving.

After : Fan assembly located closer to the point of receiving store materials.

Objective : Savings in Transportation time of Fan base ,Fans and motors.Upon assembly the cell is also
closer to the
1st station of the M-Line where the assembled fans are required.

Fan assembly is
now nearer to the
M/Line

Page 21
 Mobile Racks closer to the operators reducing Transportation

Before: Materials were placed in Big Racks were placed against the walls.

After : Smaller rags were fabricated and brought closer to the point of assembly.

Objective : The operators travel time to get materials for assembly has been reduced by bringing required
materials closer to them.

Smaller mobile racks which are closer to the F/Lines

Page 22
 BENEFITS OF M-LINE

Reduced Transportation / Handling of fans / Motors/ U-base and F- Base.

Fan Assembly components closer to Point of Use / Receiving Store.

Fan Assembly closer to Station 1 as required.

Optimized Space Utilization.

Improved Operator Flexing between Stations.

Mobile Racks / Materials brought closer to Assembly Stations.

Reduced Forklift usage and Transportation of Heavy Components has a

Greatly contributed to a Safer working Environment.

2006 Lean Efforts

Page 23
 Lean Progress 2006

Reduction in Warehouse Space and Cu Tubes closer to Point of

Use

Assembly Lines reduced from 6 lines to 4 lines ( 10,800 sq. ft. to

9,000 sq. ft.) 17% Space Reduction.

Warranty/Spare Parts Orders Fulfillment Lead Time Improvement

from 68 days to 18 days.

Accessories Cell Space, Machine & Head Count Reduction.

Page 24
COPPER TUBES & FIN STOCK STAGING

WAREHOIUSE

11200 SQ FT

9900 SQ FT

PRODUCTION

56110 SQ FT

57410 SQ FT

11.6%GAIN

PRODUCTIVE SPACE UTILISATION

Page 25
 Further Lines Rationalization Space Reduction

forklift Acc
1. Filter 1. Labeling.
Fork Lift
1. Manometer. 1. ICS
Push Cart
1. ICS 1. Shipping Skid. Cell
2. Door Inst. 2. Cleaning. 2. Wiring. 2. Packing.

Station 6 Station 7 Station 8 Station 9 Station 10 Station 11 YARD

Coil
O/H C Fan
Cell FL 1
FL 1/2

FL 6 Station 5 Station 4 Station 3 Station 2 Station 1 Fan Fan

Proposed
1. Wedge Rivet.
2. B/point gasketing.
1. Disc. panel Inst.
2. Paneling
3. Door Frame.
1. Coil assy
2. Disc. panel assy
1. Top Frame
2. Coil frame assy
3. Filter frame assy
1. Base Panel Assy
2. Unit base/DP Assy
3. Fan Inst.
Cell base
U-Assy FL 2 4. D/pan Inst

Frame line for

LWHA,
Unit
Cell Station 6 Station 7 Station 8 Station 9 Station 10 Station 11
DDHA base
& TTH. YARD
FL 4 Storage
Station 1 Station 2 Station 3 Station 4 Station 5 YARD Area
FL 5
Station 1 Station 2 Station 3 Station 4 Station 5
Skin YARD
Cell FL 6
Delivery
Station 1 Station 2 Station 3 Station 4

Page 26
 Further Lines Rationalization Space Reduction

ForkLift Acc
1. Filter 1. Labeling.
Fork Lift
1. Manometer. 1. ICS
Push Cart
1. ICS 1. Shipping Skid. Cell
2. Door Inst. 2. Cleaning. 2. Wiring. 2. Packing.

Station 6 Station 7 Station 8 Station 9 Station 10 Station 11 YARD

Coil
O/H C Fan
Cell FL 1
FL 1/2

FL 6 Station 5 Station 4 Station 3 Station 2 Station 1 Fan Fan

Proposed
1. Wedge Rivet.
2. B/point gasketing.
1. Disc. panel Inst.
2. Paneling
3. Door Frame.
1. Coil assy
2. Disc. panel assy
1. Top Frame
2. Coil frame assy
3. Filter frame assy
1. Base Panel Assy
2. Unit base/DP Assy
3. Fan Inst.
Cell base
U-Assy FL 2 4. D/pan Inst

Frame line for

LWHA,
Unit
Cell Station 6 Station 7 Station 8 Station 9 Station 10 Station 11
DDHA base
& TTH. YARD
FL 4 Storage
Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 Area
YARD

Skin
Materials Staged closer to Flow Lines
Cell reduced Handling and Transportation. Delivery

FL5 & 6 Eliminated 17% space reduction

Page 27
 EFFECTIVE SPACE UTILIZATION
Now

Then

FL 5 & 6 Cleared Up
Or used for
Materials
Storage
Page 28
 (2) Warranty/Spare Parts Lead Time Reduction

Analyze Future State Customer

(Sales Office) Total PT from 13
Demand = 110 order / mth
To 5 days
Total LT from 68
To 18 days

5 wks
2 days

Parts Identification Order Entry Order Fullfilment Ship

X 1/3 X 1/3
X 1/3 X 1/3

S/U = 30 mins S/U = 15 mins S/U = 30 mins

1 wk 3 days S/U = 30 mins
P/T = 30 mins P/T = 60 mins P/T = 3 days
P/T = 2 wks
C/O = 30 mins C/O = 15 mins
C/O = 15 mins C/O = 15 mins
U/T = 50% U/T = 30%
U/T = 70% U/T = 30%
Batch Size = 1 Batch Size = 1
Batch Size = 1 Batch Size = 1

2 days 1 wk
2 days 2 days

30 mins 60 mins 2 days 3 days

Total LT = 18 days
Total PT = 5 days
D M A I C
Page 29
 Root Cause Analysis Parts Delivery Lead Time Too Long

Parts Identification Too slow Supplier Lead Time Too Long

Info not in CATS Component not in production anymore

Product changes not updated in CATS We buy the complete set.

Lack of human support. Supplier ship time to Penang too long

Lack of parts knowledge. Spec unclear in order entry from Trane

Inexperienced people. Parts Obsolete

Parts

Delivery

Lead time No required lead time specified

Too long 2nd Priority to production unit No shipping policy ?

Incorrect pricing Spec unclear/incomplete Sea/Air/DHL ?
No one in charge ?
Incomplete Spec from customer No one responsible to make it

Too many bureaucracy in parts order. Not plan for production Ship Time too long

Delayed Order Entry No required lead time specified

Production Time too long

D M A I C
Page 30
 (2) Warranty/Spare Parts Lead Time Reduction

Analyze Brain Storming Customer

(Sales Office)
Demand = 110 order / mth
Door to door
Courier Delivery

Update Part List

5 wks In CATS punctually
2 days

Parts Identification Order Entry Order Fulfillment Ship

X 1/3 X 1/3
X 1/3 X 1/3

S/U = 30 mins S/U = 15 mins S/U = 30 mins

6 wks 3 days S/U = 30 mins
P/T = 30 mins P/T = 60 mins P/T = 3 days P/T = 2 wks
C/O = 30 mins C/O = 15 mins
C/O = 15 mins C/O = 15 mins
U/T = 50% U/T = 30%
U/T = 70% U/T = 30%
Batch Size = 1 Batch Size = 1
Batch Size = 1 Batch Size = 1

Parts Order needs

2 days 6 wks To be scheduled &
5 wks 3 days
Experienced Fullfilled by full time team
Product Tech Support 60 mins 3 days 2 wks
30 mins

Total LT = 68 days
Total PT = 13 days D M A I C
Page 31
 Accessory Cell
2006 IMPLEMENTED
2007 PLANS
Purchase Diffuser Plates.
1) Out source Z bar / Canvass fastening Plate
Roof Simplification and fabricate at Skin Cell
2) Out source Coil Support and Drain Pan Assy.
Convert to Aluminium Square Tubes
3) Combine Normal and Eurovent Insulator Notching.
Simplified Frame Design / Block Off

Then Now
Area 5059 sq ft Area 4200 sq. ft
H/Count 26 H/Count 21
M/cs Available M/cs Proposed
1) 10ft shear 1 1) 10ft shear 1
2) 4 ft shear 1 2) 4 ft shear
3) Press Brake 1 3) Press Brake 1
4) CNC Press Brake 1 4) CNC Press Brake
5) CNC 1 5) CNC 1
6) Stealth Cutter 2 6) Stealth Cutter 2
7) Drill M/C 1 7) Drill M/C 1
8) Disc Cutter 1 8) Disc Cutter
9) Spot Weld 1 9) Spot Weld 1
10) Manual Pan Folder 1 10) Manual Pan Folder
11) Flywheel Power Press 8 11) Flywheel Power Press 6
12) Welding Set 1 12) Welding Set 1
Total 20 Total 14
Page 32
 Acc Cell Layout 2006
C CELL ( 5059 SQ. FT. ) 17 DEC 2006

29 X 41
3X3

3X3

29 X 39 POWER
CIRCULAB SAW 24 X 137 PRESS

3X3
DRILL
TABLE 2 X 2 TABLE
16 X 55

LOCKER 36 X 40 24 X 34 30 X 24
BALL 3x3
BENDING LVD 2X2 TRANSFER
KANBAN TABLE
ASSEMBLY 3
67 X 156
RACK TABLE
TARLE
CNC SHEET BALL TRANSFER
MACHINE METAL TABLE 40 X 72
24 24
TABLE X X
3 X5 98 98 TABLE

TABLE BALL
ASSEMBLY 3 X5 BALL TRANSFER
TABLE TRANSFER TABLE
KANBAN 15 X 110

KANBAN 15 X 110

TABLE 40 X 72

SPOT 44 X 70 44 X 118
SHEARING
26 X 50

WELDER TABLE
KANBAN BENDING LVD 67 X 72
48 X 156 SHEET METAL
48 X 134
20 X 36 20 X 36 20 X 36
KANBAN 16 X 50

Page 33
 Acc Cell Layout 2006 New
ACC CELL (4200 SQ.FT) 03-Jan-07

DUST COLLECTOR
32 X 103

29 X
41 3x3
12 X 96 CIRCULAR SAW 24 X 208

POWER PRESS
3x3

29 X
39 3x3
CIRCULAR SAW 24 X 137
18 X 104

3x3
Table DRILL
2x2
Table
Locker
26 x 50

16 x 55

24x34
Welde
Spot

BENDINGLVD BALL 2x2

POWER PRESS 48 x 156 TRANSFER
KANBAN TABLE POWER PRESS
Rack

Assembly TARLE
Table CNC SHEET
BALL TRANSFER
MACHINE METAL
TABLE 40 X 72 SHEARING

24X98
24X98
LVD
TABLE 86 X 156
3 X5

TABLE Table
BALL
Assembl

3 X5 BALL
y Table

TRANSFER TRANSFER
KANBAN 15 X 110
KANBAN 15 X 110

TABLE TABLE
40 X 72

44" X 70" 44" X 118"

TABLE SHEARING
67 X 72
SHEET METAL SHEET METAL
KANBAN ACC 48 X 134 48 X 134
KANBAN 16 X 50

Page 34
 BENEFITS OF ACC CELL PROGRAMS

Reduced Headcount from 26 - 21.

Better Space Utilization 5059 sq ft to 4200 sq ft.

Total machines reduced from 20 to 14.

Less machines contribute to less machine safety exposure

and maintenance cost.

Page 35
 VSM & BENEFITS TO F/LINES

REDUCED PROCESS TIME & BETTER COORDINATION BY MAKING

DISCHARGE PANELS AND DOOR IN PARALLEL.

REDUCED 6 HEADCOUNT

IMPLEMENTED PROJECT BASED FILTER SUPPLY TO THE POINT OF USE.

IMPLEMENTED POUCH FOR THE OPERATORS - REDUCE NVA MOVEMENTS

AND FASTENERS WASTAGE.

PRE ASSEMBLY OF MANOMETERS AND SERVICE LIGHTS.

KITTING IMPLMENTATION.

Page 36
 VSM TO F/LINES
VALUE STREAM MAPPING (VSM)
LOCATION: M-LINE Pr oduct ion
Cont r ol
5-DAY ADVANCE ORDER

DAILY

1-DAY ADVANCE SCHEDULE

FAN & MOTOR STORE RIP

CELL ACC. CELL (UNIT BASE) PANEL CELL

STATION 1 STATION 2 STATION 3 STATION 4 STATION 5

P/T = 60 mins P/T = 60 mins P/T = 60 mins P/T = 30 mins P/T = 30 mins
Yield = 75% Yield = 85% Yield = 75% Yield = 100% Yield = 85%
U/D = 10% U/D = 15% U/D = 25% U/D = 0% U/D = 10%
Shift = 1 Shift = 1 Shift = 1 Shift = 1 Shift = 1
Rework = 15% Rework = 0% Rework = 0% Rework = 0% Rework = 5%

(3) (2) (3) (1) (1)

Process steps: Process steps: Process steps: Process steps: Process steps:
1. unload base 1. install base panel 1. tighten fan assy 1. install top frame 1. install sq. tube supports
2. base panel + wedge assy 2. install fan 2. install drain pan 2. install coil frame
3. Join breakpoint 3. fasten the stealth 3. Install coil support 3. install filter frame
on the unit base 4. assemble top frame 4. drill coil header holes
Page 37
MATERIALS CLOSER TO POINT OF USE

Page 38
 FAN ASSEBLY VSM
Pr oduct ion
Cont r ol

Store

Sequence Board

Process 1 Process 2 Process 3 Process 4

Is'tor Channel Prep. Fan Base Assy Motor & pulley Assy Testing
PT 6mins PT 10 mins PT 30 mins PT 9 mins
Ops 1 Op 1 Op 2 Op 1 Mc. 1
Flow
Inv. 25 units Inv 2units Inv 2 units Inv 2 units
Lines
Shift 1 Shift 1 Shift 1 Shift 1
Rework 25% Rework 10% Rework 25% Rework 5%
D/Time 0 D/Time 5 mins D/Time 0 D/Time 0
SOE SOE SOE SOE

6 10 30 9
0 1.5 1 7.5 0.5

LAPSE TIME 65.5

VA 55
NVA 9.5
VELOCITY RATIO 1.22
Page 39
 Fan Assembly Layout Old
ISOLATOR ASSY INT.
KANBAN FAN BASE
STAGING AREA

FAN
ISOLATOR & FAN
STAGING
ASSY
AREA STORE
KANBAN

INT.KANBAN S

FAN
STAGING
MOTOR &
AREA
PULLEY ASSY

SPRING
INSOLATOR

FAN
TESTING

MOTOR STAGING
AREA

SCALE :
Page 40
 VSM FAN ASSY (New)
Current Fan Assy Layout (Kitting)

FAN
FAN BASE / STORE
ISOLATOR STAGING
Extra ISOLATOR MOTOR
KANBAN AREA
Belts STAGING STAGIN
AREA G

FAN STAGING
MOTOR & Isolator
PULLEY
Kanban Fan Assy
Kanban Assy
ASSY

MOTOR STAGING AREA

IPK
FAN BASE
MOTOR & TROLLEY
PULLEY Kanban Fan Assy Isolator
Kanban ASSY
Assy

BELT GUARD
ASSY AREA
FAN
TESTING

Page 41
VSM & BENEFITS TO FAN ASSY

Page 42
 VSM & BENEFITS TO FAN ASSY

Reduce NVA Movements and Improved Flow.

Better Space utilization.

Safer Environment.

Zero Forklift Utilization.

Kitting Implementation

Page 43
KITTING

Page 44
KITTING

Page 45
 Productivity Hours 04,05 & 06

Absorption Hours

110.00

100.00

90.00

80.00
%

70.00

60.00

50.00

40.00

30.00

04 05 Month 06

Absorption

Page 46
 Productivity Trend 04,05 & 06

Tr e nd Ana ly sis P lot f or Absor pt ion

Lin e a r T r e n d M o d e l
Yt = 3 6 . 9 1 3 4 + 1 . 1 3 7 1 3 * t
110 V ar iab le
A c t u al
100 F it s

A c c u r ac y M easu r es
90
M A PE 13. 981
MAD 7. 925
80
Absorpt ion

M SD 109. 983

70

60

50

40
04 45.0% 05 53.6% 06 74.3%
30
4 8 12 16 20 24 28 32 36
Inde x

Page 47
 On Time Trend 04 05 &06

Chart Title

100

90

80

70

60
%

50

40

30

20

10

04 05 Month 06

Page 48
 2007 (Plans)

Insource all Panels Fabrication

Relayout Panel Cell along Lean Concept

Reduce Masking Tape usage / Handling

0.3mm GI Sheet on the interior

Continue to focus on VSM / 5S & Visual Factory

Page 49
 PANEL CELL ( 3162 SQ. FT. ) 1 APRIL 2006

CHILLER
48 X
31
HEATER HEATER

7260

POLY ISO TANK

KANBAN
72
POLY ISO TANK

POLY ISO CONTROLLER

FOAM TABLE 2 FOAM TABLE 1
90 X 132 90 X 132

64
X
86

ASSEMBLY ASSEMBLY

KANBAN
FOAM TABLE TABLE
TABLE 3 44 X 96 44 X 96
78 X 142

KANBAN
FOAM TABLE 4 43 X 100

AISLE
94 X 100

KANBAN
PANEL RACK 1
PANEL RACK 5

92 X 42

KANBAN
92 X 42

PANEL RACK 3

PANEL RACK 2
92 X 42

92 X 42

KANBAN
PANEL RACK 6
92 X 42

PANEL RACK 4
92 X 42

TABLE
KANBAN
BENDING M/C

120 X 24
140 X 72
39 X 72

(PU
TABLE
29 X 60

FOAM)
NOTCHING M/C KANBAN
84 X 120 RACK

Page 50
 Panel Cell - Propose layout
0 2 4 6
8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78
2 Cabinet

Discharg

Kanban
4'x5'

Panel
4 Trolley Trolley Trolley Trolley Trolley Trolley Trolley Trolley

e
Table
6 2x5 2x5 2x5 2x5 Foamed 2x5 2x5 2x5 2x5

7'x4' PU

Kanban
Slab
Panel
8
Trolley

Panel Kanban
10 Panel Kanban Panel Kanban
Table 10

Table 12
Table 8
12
Foam Table 1
14 Panel Kanban Panel Kanban Panel Kanban
14' x 8 ½
Table 2 Table 7 Table 9 4'x4'
16
Jigsaw
18 Panel Kanban Station
20 Table 6

Discharg
Panel Kanban

Trolley
Panel

Panel Kanban
22 Table 1

e
Panel Kanban

Table 11
24 Foam Table Table 5 5'x4'
Foam
4½'x3'
Heater

2 13' x 7½
26
Scrap
28 Foamed
Panel
30
Trolley
5'x4½'
Heater

Rack 7
Foam Table 3

11'x4'
32
Poly / ISO Section 11 1/2' x 9'
34 11 1/2'x 5' Scrap Bin

Panel Kanban
Table 3

Panel Kanban
Table 4
36 41/2'x41/
38 2'
Chiller
4'x3'

40

Shearin

Drum In Use
POLY / ISO
7'x7'
Ball

Mc
42

g
Pan Folder 1

10'x8'
Cirdular saw Transfer
44 14' x 5' 17'x5'
Table 4
46
48 Ball transfer Table 7

Kanban Table
15'x4'

Ball Transfer Table 1

50

Kanban
GI / EG

Table 1
GI / EG
Punch / Notch

9'x4'
9'x4'
52 Trolley 2 Table
Ball Transfer Table 6
GI/EG Kanban

8 1/2'x4'
2x5

Rack 1
54 9'x4'
Table 3

56
58 Ball Transfer Table 5 Ball Ball Transfer
60 Trolley 9'x4' Transfer Table 2
2x5 Table 3
62

6 1/2'x4'
Rack 2
64 Rack 6 Rack 5 Rack 4 Rack 3
Trolley Pan Folder 2 14'x5'
66 6 1/2'x4' 7 1/2'x4' 7 1/2'x4' 8 1/2'x4'
2x5
68
08.02.2006
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