Intended learning outcomes: Disclose the effect of standardizing the production infrastructure and of flexible capacity. Describe structuring assembly processes and complete processing. Identify point-of-use inventory and point-of-use delivery.
The following approaches also require adaptation of the production infrastructure. The first approach reduce wait times, the second approach reduces operation time, the third reduces lead time for several operations, and the fourth reduces transport time.
1. Standardizing the production infrastructure, flexible capability (of the production equipment) and flexible workforce, as well as flexible capacity:
Close-to-maximum capacity utilization results in a strong increase in wait time.[note 609] Overcapacity brings load variation under control and allows short lead times. If capacity is costly, however, overcapacity must be carefully reviewed.[note 610] First, the following measures should be examined:
- Can we standardize the machinery, tools, and devices — either through greater versatility or by means of standardizing operations? This would allow broader implementation of personnel, which would result in fewer workstations and simpler planning. Airlines, for example, strive toward identical cockpits in their fleets of planes.
- Can the flexible workforce be increased through training and broader qualifications? If so, employees can be implemented in a more balanced fashion along the time axis, because if there is underload at their own work centers, they can be moved to overloaded work centers.
- Can we increase the availability of production facilities, particularly tools? The employees at a work center can also be trained to do their own repairs and maintenance jobs, as the necessity arises.
2. Structuring assembly processes:
In the assembly process, staggered supply of components reduces lead times, as shown in Figure 6.2.3.1. This is a well-known measure, especially in connection with customer order production.
The inbound deliveries in Figure 6.2.3.1 may be preassemblies or assemblies. Preassembly made parallel to assembly reduces the number of storage levels. If quality control is integrated into assembly, lead time can be reduced even further.
Fig. 6.2.3.1 Assembly-oriented providing of components.
3. Complete processing:
Complete processing is the execution of several different operations at a stretch — if possible, all the way up to completion of the product.
The newer tool machines often allow complete processing. With computer numerical control (CNC, DNC), they are versatile in implementation. Moreover, they are more independent in terms of cost as well as output and quality of employee performance.
There are fewer stations to run through with complete processing, so that there are no interoperation times. Reduced lead times should result. But for this to have a true advantage over the segmentation in approaches 1 and 2, the complete processing duration must be significantly shorter than the sum of operation times with a sequence of machines. Otherwise, the result would be simply that several shorter wait times would be replaced with one single wait time. This time would be just as long as the sum of the shorter times, however.
For complex workpieces, a firm could investigate the possibilities of automation of production with flexible manufacturing systems (FMS) and automation of transport and handling. Modern technological machines are designed to reduce setup time and achieve greater variant flexibility. Automated processes also reduce the problems of 24-hour shift work.
4. Organizing supply and buffer storage to support the flow of goods:
The point of use is in the focus of delivery and storage.
- Point-of-use inventory: Buffer storage is placed directly at the spot where the components will be used (inbound stockpoint). Each container of components has its own specified physical location. On the assembly line, for example, it will stand at the location where the components will be installed.
- Point-of-use delivery: Fast connections are set up between suppliers and users. Components are delivered right to the buffer storage at the user workstation. The workstation can transmit its needs via electronic mail.
Quiz - not yet available
Find the correct answers to the following questions:
1.Which concepts of lead time aim to a reduction of waiting time ? 2. Which propositions of production are true ? 3. What causes the introduction of a complete processing ?
Course section 6.2: Subsections and their intended learning outcomes
6.2 The Lean Concept / Just-in-Time Concept
Intended learning outcomes: Explain lead time reduction through setup time reduction and batch size reduction as well as further concepts. Describe line balancing through harmonizing the content of work. Disclose Just-in-Time Logistics. Present generally valid advantages of the lean / Just-in-Time concept for materials management and for capacity management.
6.2.1 Setup-Friendly Production Facilities — Lead Time Reduction through Setup Time Reduction and Batch Size Reduction
Intended learning outcomes: Identify the simplest formula for operation time. Produce an overview on setup-friendly production facilities.
6.2.1b Cyclic Planning and “Heijunka” — Lead Time Reduction through Setup Time Reduction and Batch Size Reduction
Intended learning outcomes: Present in detail cyclic production planning and leveling of the production (“heijunka”).
6.2.1c Reduction of Variants, Modular Product Concept, Single-Minute Exchange of Dies (SMED) — Lead Time Reduction through Setup Time Reduction and Batch Size Reduction
Intended learning outcomes: Describe harmonizing the product range through reduction of variants and a modular product concept. Explain single-minute exchange of dies (SMED).
6.2.2 Production Segmentation, or Manufacturing Segmentation — Lead Time Reduction Through Adaptation of the Production Infrastructure
Intended learning outcomes: Produce an overview on production or manufacturing segmentation.
6.2.2b Cellular Manufacturing and One-Piece Flow — Lead Time Reduction Through Adaptation of the Production Infrastructure
Intended learning outcomes: Explain cellular manufacturing, one-piece flow, and the formula for lead-time calculation with cellular manufacturing.
6.2.3 Standardizing the Production Infrastructure, Flexible Capacities, Structuring Assembly Processes, Complete Processing, Point-of-Use Inventory, Point-of-Use Delivery — Further Concepts of Lead Time Reduction
Intended learning outcomes: Disclose the effect of standardizing the production infrastructure and of flexible capacity. Describe structuring assembly processes and complete processing. Identify point-of-use inventory and point-of-use delivery.
6.2.4 Line Balancing — Harmonizing the Content of Work
Intended learning outcomes: Identify how tasks of the same duration at each production structure level result in a rhythmic flow of goods. Explain why the various operations at a workstation (for all the products) as well as the various operations for a single product should be of the same approximate duration.
6.2.4b Line Balancing — Changing Lead Time of Operations
Intended learning outcomes: Produce an overview on measures for changing lead time of operations.
6.2.5 Just-in-Time Logistics: Quality Circles, TQM, Genchi Genbutsu, Kaizen, Poka-Yokero, Andon, 5S, and Others
Intended learning outcomes: Produce an overview on measures for motivation, qualification, and empowerment of employees as well as employee involvement (EI and quality circles. Describe concepts such as genchi genbutsu, kaizen, poka-yokero, Andon, 5S.
6.2.6 Generally Valid Advantages of the Lean / Just-in-Time Concept for Materials Management
Intended learning outcomes: Describe the effect of forecast errors through the combining of requirements in batches across many production structure levels. Explain the effect of longer and shorter lead time on the (customer) order penetration point.
6.2.7 Generally Valid Advantages of the Lean / Just-in-Time Concept for Capacity Management
Intended learning outcomes: Explain how the lean /JIT concept reduces queue time. Describe how the lean /JIT concept allows for simpler control techniques.
