Bill Gaw's 3-Step, World Class
Manufacturing Training Program

World Class Manufacturing

Increase the effectiveness of your
Lean Manufacturing Program

Manufacturing Simulation Game 

Redesign the Factory 2 0f 6

2.  Product Family Demand Mix by Customer and
Design Line Capacity

The purpose of this step is to establish market demand rates or the output rates from the flow lines over the next three to five years. At this point it is critical for marketing to work closely with the customers and understand their expectations of demands, and demand variations in terms of quantity and time. The customer expectations are translated into a product-mix demand forecast by customer within each product family and subfamily. A management decision is made as to the target rate that would determine the design line capacity or daily rates at ca­pacity for the flow lines. The daily rate at capacity is a key design factor for designing the flow lines with required resources to support the target demand.

3.  Manufacturing Process Flow Value Chains

This step utilizes the process analysis and flowcharting techniques to design the manufacturing value chains by product family. The pro­cesses are streamlined and the redundant processes and intermediate level assemblies are eliminated. All streamlined processes and flows are designed and charted from component to subassemblies and subassemblies to final assemblies within each product family. The processes are identified on the manufacturing value chains to depict the final assembly, feeder, and subfeeder processes in the sequence they would be performed. This step establishes the foundation for the synchro­nized flow process.

4.  Process Data for Line Design

In this step the line design data elements are developed to design the line balance models. In a spreadsheet all processes including likely rework are listed in the sequence of manufacturing for each subfamily within each product family. The process data include process name, scrap or yield percentage, key machine and equipment, batch size when applicable, and machine and labor setup and cycle times. When neces­sary a rework matrix may be developed for multiprocess reworks. Wherever possible, an attempt is made to consolidate or split process steps so that work content at a workstation can approximate the line tact time to provide for a balanced line.

5.  Labor-Machine Interface Charts

For processes in which labor-to-machine interface time is not one-to-one, the labor-machine interface charts are developed to distinguish between machine time and labor time so that each type of resource requirements can be calculated separately.

6. Line Balance Model

A spreadsheet-based line balance model calculates the line tact times, machine and labor resources, and workstation floor space requirements to support the design line capacity. An analysis of the line balance calcu­lations leads to the determination of the number of workstations for the flow lines. It may be noted that the same model can be used as a day-to­day operating tool in the development of the master schedule as well as for capacity planning of the resources with changing demand mix.

 

To Be Continued

To Subscribe to the MBBP Bulletin: Click Here

Business Basics Home Page


To Subscribe to the MBBP Bulletin: Click Here


Forward to Your Colleagues


 Do your colleagues a favor and forward them this Web page.
 

To open the "Forward to a Colleague" form:
 

Knowledge and e-Learning you'll not find in the books at
Amazon.com... neither in the APICS Library 
nor the Harvard Business School Press.  

To review Bill Gaw's, "Back-to-Basics" e-Learning Options,
simply click on the below subjects:

"Back to Basics" Training for anyone... everyone... anywhere... anytime

Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596
 

© 2000-2010 Business Basics, LLC