line balance
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Line Balance
Training Pack
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Course agendaCourse agendaCourse agendaCourse agendaCourse agendaCourse agendaCourse agendaCourse agenda
Introduction : What is line balancing?
Where do we use line balancing?
Example
Line Balance A simple example
Pre- requisites for line balancing The benefits of the pre- requisites
Method
Visual management
Summary - flowchart
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Introduction : What is line balancing?
What is Linebalancing?
Everyone is doing the sameamount of work
Doing the same amount of work tocustomer requirement
No one overburdened
No one waiting
Everyone working together in a
BALANCED fashion
Variation is smoothed
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Introduction : What is line balancing?
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Introduction : What is line balancing?
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Example :Example :Example :Example :Example :Example :Example :Example : Line Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance ChartLine Balance Chart
This is a VISUAL production tool that enables the planning andorganisation of individual, TIMED items of work to create thefoundation for a balanced production line.
It is used as a tool to continuously drive out waste from operationsand processes and it is also a valuable tool in implementingchanges in customer demand,
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Line Balance : Simple Example
1 2 3 4
25 mins5 mins 15 mins 10 mins
ConstraintOverburden
This operatormust WAIT for
operator 2
Overproduction whichcauses the other 6 wastes
Waiting
Over-processing
InventoryRework
Transportation Motion
This operatormust WAIT for
operator 3
5
10
15
20
25
1 2 3 4
mins
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Line Balance : Simple Example
5
10
15
20
25
Redistribute the work
1 2 3 4
15 mins15 mins 15 mins 10 mins
Promotes one-piece FLOW
Avoidsoverburden
Minimises the 7wastes
ReducesVariation
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Pre-requisites to line balancing
StandardiseStandardise
CalculateCalculate TaktTakt
Achieve CONSISTENCY inoperations
Enabling us to achieve our
customers requirements bymanaging our production effectively
Variation in our operations demands
more human intervention which,increases the risk of HUMAN ERROR
Understand the drumbeatof the CUSTOMER
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Takt Time
Takt is a German word
It is the principal that all activity within a business issynchronised by a pulse, set by the customer
demand
It describes the metronome
Takt = total time available*total customer demand
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Customer demand = 10 units / month
Total time available = 20 days
Drumbeat = 1 part every 2 days
Each process needs to complete one unit every 2 days
Process 1 Process 2 Process 3 Customer
Every 2days
Process 4 Process 5
Takt time
Takt = total time availabletotal customer demand
Every 2days
Every 2days
Every 2days
Every 2days
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Standardise
Highlight keyinformation
Operationsequence
From:
To:
Cell/ Area
Description: Part No.
Quality check Safety precaution Std in process stockQty of SIPS Takt Time Cycle time
Standard work layout
Name / position Date Name / position Date Name / position Date
Scale:
stores
Workstation 1
Workstation 2
Toolcabinet
PPE MUST BE
WORN AT ALLTIMES
6
Workstation 3
Capture the layout
Indicate how thework flows
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StandardiseNO REVISION DATE LOCATION: SHEET..OF
DEPT: DATE:
PREPARED BY:
AUTHORISATION:
WORK INSTRUCTION SHEETOPERATION NO. OPERATION DESCRIPTION
NO MAIN STEPS Q S E KEY POINTS EXPLANATION/ EXAMPLES/ DIAGRAMS
P.P.E. JIGS/ TOOLS REQUIRED CHECKS TRAINING COMMENTS
TIME
MEPUM
WP HRS
PEGS REF:
TL TL TL PUM ME
OPERATING DESCRIPTIONNO
As per PEGS requirement
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The benefits of the pre-requisites
Takt time
Standard Operations
What do you thinkare the benefits?
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Takt time maximises the productivity due to:
Easily managed processes
Output of each process matches customer demand
Standard Operations provide:
Capable and repeatable processes
Process control at source Improves accuracy of planning Better adherence to plans
A platform from which continuous improvement can be made
Reduced costs Improved quality Basis for training
The benefits of the pre-requisites
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Method - capture current state
Customer demand = 19 units a month
Time available = 20 days a month
TAKT = Available timeCustomer demand
TAKT = 25 hrs
TAKT = 20 days19 units
( x 24 hrs in a day)
TAKT
Total workcontent
Line BalanceRatio
Line BalanceEfficiency
25hrs
Current State
Ops 3
Calculate TAKT
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Method - capture current state
Why video?
- Used to visually record activity- Accurate method of recording
- Irrefutable and unambiguous
- Modern approach to establishing method
4. Identify which of the elements are Value-addedand which are non-value added
1. Capture a representative sample of the process
2. Review the video with the operators present
3. Break down the elements of workand record a time for each one
Calculate TAKT
Time the process
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Method capture current state
Calculate Takt time
Time the process
Break down thework elements
g
The operators cycle is broken down into elementsThese elements are put into three main categories, these being :
1. Working (man or machine)2. Walking3. Waiting
COMPANY DATE ORIGINATOR CHECKED
PART NAME SECTION
PART NUMBER VOLUME
PROCESS TAKT TIME SEC
WORKING
SEQUENCE MANUAL AUTO WAIT WALK
KEY:Manual Walk
ISSUER COORDINATOR MGR ISSUER Auto Waiting
TIMEOPERATION TIMEOPERATION NAME
STANDARDISED WORKCOMBINATION TABLE
TOTAL
10 3 4
1
10 4 2
15
2
0 0 0
1 Fit bracket A
Walk to bench
Inspect
1
Machine 2 10 5
TAKT
18 of 43
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Method - capture current state
Calculate total workcontent (stacked time) : 15 + 30 + 17 = 62 hrs
Takt
Line BalanceRatio
Line BalanceEfficiency
25 hrs
62 hrs
Current State
Ops 3
Total workcontent
Constraint customerdemand not being met
30
25
20
15
10
1 2 3
5
Takt (25 hrs)
15
30
17
Draw current stateLine Balance
Calculate Takt time
Time the process
Break down thework elements
M h d
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Method - capture current stateOr alternatively ..
1. Identify the business area to be balanced
Machining Treatments Assembly
4. Agree estimated time for each job andnumber of operators involved
i. Estimate a time for each sub elementii. Add up all the elements
iii. Write on the main post it the total time and total operators
Is it 1, 5 or 10 hours(use a rough guide)
Total estimated time
Number of operators
1
5 hrs
2
2
5hrs
1
3
1
5 hrs
2
2
5hrs
1
1
5 hrs
2
2
10hrs
1
1
5 hrs
2
21hr
1
3. Break down each process by task
i. Use post it notesii. Write on the process nameiii. Place on a board in sequence
Op1
Op 2Subelementsof work
Mainprocesssteps
2. Form small group with team leaders/operators
M th d t t t t
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Method - capture current state
1
5 hrs
2
2
5hrs
1
3
1
5 hrs
2
2
5hrs
1
1
5 hrs
2
2
10hrs
1
1
5 hrs
2
21hr
1
Lay all the post its out insequence so that all of theprocesses are visible
Draw on the TAKT line (or usestring)
TAKT
Calculate TAKT
Time the process
Draw current stateLine Balance
Break down thework elements
2
5hrs
1
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M th d t t t t
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Method capture current state
Line balance ratio = Total work content
No. of stations x longest operation
Line balance Efficiency = Total work content
Target manpower x Takt
Line Balance Ratio = 62 hrs(3 x 30)
X 100 = 69%
Line Balance Efficiency = 62 hrs
(3 x 25)
X 100 = 83%
Takt
Stackedtime
Line BalanceRatio
Line BalanceEfficiency
25 hrs
62 hrs
Current State
Targetmanpower 3
69%
83%
What could be achieved withoutreducing waste and still meeting
TAKT simply REBALANCING!!
30
25
20
15
10
1 2 3
5
Takt (25 hrs)
15
30
17
Calculate Takt time
Time the process
Draw current stateLine Balance
Calculate LineBalance Ratio &
Efficiency
Calculate targetmanpower
Break down thework elements
Method balance to TAKT
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Method balance to TAKT
example
Target 83%Efficiency
30
25
20
1510
1 2 3
5
Takt (25 hrs)
15
30
17
1 2 3
25 25
12
Takt (25 hrs)30
25
20
15
10
5
Method balance to TAKT
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Method balance to TAKT
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
30
25
20
15
10
1 2 3
5
Takt (25 hrs)
15
30
17
1. Identify the elements of work that exceed TAKT
2. Refer to Standard Work Combination table
3. Identify where work can be re-allocated
COMPANY DATE ORIGINATORCHECKEDPART NAME SECTIONPART NUMBER VOLUMEPROCESS TAKT TIMESECWORKINGSEQUENCE MANUALAUTOWAITWALK
KEY:Manual WalkISSUER COORDINATOR MGR ISSUER Auto Waiting
TIME OPERATION TIMEOPERATION NAME
STANDARDISED WORKCOMBINATION TABLE
TOTAL
10 3 4 1
10 4 2
152
0 0 01 Fit bracket A
Walk to benchInspect
1Machine
2 10 5
TAKT
Method balance to TAKT
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Method balance to TAKT
Or alternatively
1. Refer to the post it
notes on the wall
3. Using the experience of the teamleaders/ operators, invite them to
rebalance the work to below TAKT
2. Use magnetic strips to signify the postit notes (elements of time)
1
5 hrs
2
2
5hrs
1
3
1
5 hrs
2
2
5hrs
1
1
5 hrs
2
2
10hrs
1
1
5 hrs
2
2
1hr
1
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
Method Identify value added and non-value added
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y
time
What is Value added and non-valueadded time?
Value Adding:Any process that changes thenature, shape or characteristicsof the product, in line with
customer requirements e.gmachining, assembly
Non-Value Adding,but unavoidablewith current technology or methods.Any work carried out that does not increaseproduct value e.g inspection, part movement,tool changing, maintenance
WasteAll other meaningless, non-essentialactivities that do not add value to theproduct you can eliminate immediately e.g.looking for tools, waiting time
And dont forget !!
Method Identify value added and non-value added
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y
time
ValueValueValueValue
AddedAddedAddedAddedWaste
Traditional Focus
Work Longer-Harder-Faster
Add People or Equipment
Lean Manufacturing
Improve the ValueStream to Eliminate
Waste
LEAD TIME
Method reduce non-value added time and eliminate
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waste
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
COMPANY DATE ORIGINATOR CHECKED
PART NAME SECTION
PART NUMBER VOLUME
PROCESS TAKT TIME SEC
WORKING
SEQUENCE MANUAL AUTO WAIT WALK
KEY:
Manual Walk
ISSUER COORDINATOR MGR ISSUER Auto Waiting
TIMEOPERATION TIMEOPERATION NAME
STANDARDISED WORKCOMBINATION TABLE
TOTAL
10 3 41
10 4 2
152
0 0 0
1 Fit bracket A
Walk to bench
Inspect
1
Machine 2 10 5
TAKT
So, identify the category of work on thestandard work combination table
29 of 43
Method balance to TAKT
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Method balance to TAKT
Detail each process step (on format above)Indicate whether the work is :
Wait
Walk Work
Now you can split the operations on
the board into elements of Value
added and non value added work
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
Or alternatively
Method reduce non-value added time and eliminate
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waste
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
Highlight the Value added and the non-valueadded work elements on the line balance board
Non value added activity
Value added activity
Takt (25 hrs)
1 2 3
5
30
25
20
15
10
Use red strips tosignify non-valueadded work
Method - reduce non-value added time and eliminate
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waste
Takt
Stackedtime
Line BalanceRatio
Line BalanceEfficiency
27 hrs
57 hrs
Future State
Ops 2
Non value added activity
Value added activity
Reduce the NVA activity by applyingwaste removal tools (changeoverreduction, 5C, process mapping etc)
Attack the red,redistribute
the green !!
1 2 3
5
30
25
20
15
10
Takt (25 hrs)
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
Method re-allocate & re-balance
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Method re allocate & re balance
1 2 3
5
30
25
20
15
10
Takt (25 hrs)
1 2 3
5
30
25
20
15
10
Takt (25 hrs)
Operator freed upfor other process
or improvementteam
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
Method - update the calculations
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Method update the calculations
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
No
Yes
Complete workinstruction
(standardise) &implement
No
Line balance ratio = Total work content
No. of stations x longest operation
Line balance Efficiency = Total work content
Target manpower x Takt
Line Balance Ratio = 44 hrs
(2 x 24)
X 100 = 92%
1 2
5
30
25
20
15
10
Takt (25 hrs)
Line Balance Efficiency = 44 hrs
(2 x 25)
X 100 = 88%Previous balance ratio = 69%Improvement of 23%
Takt
Total workcontent
Line BalanceRatio
Line BalanceEfficiency
25 hrs
44 hrs
Future State
Ops 2
92%
88%
Method - Continuous Improvement
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Method Continuous Improvement
Update calculations
Balance to TAKT
Reduce Non ValueAdded and
eliminate waste
Re-allocate work &re-balance
Can this beimproved?
Yes
Complete workinstruction
(standardise) &implement
No ValueValueValueValueAddedAddedAddedAdded Waste
LEAD TIME
Continuously use waste
elimination tools
P
DC
A
Plan
DoCheck
Act
Method - standardise
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Method standardise
Highlight keyinformation
Operationsequence
From:
To:
Cell/ Area
Description: Part No.
Quality check Safety precaution Std in process stockQty of SIPS Takt Time Cycle time
Standard work layout
Name / position Date Name / position Date Name / position Date
Scale:
stores
Workstation 1
Workstation 2
Toolcabinet
PPE MUST BE
WORN AT ALLTIMES
6
Capture the NEW
layout
Indicate how thework flows
Scale:
storesToolcabinet
Workstation 3
Method - standardise
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NO REVISION DATE LOCATION: SHEET..OF
DEPT: DATE:
PREPARED BY:
AUTHORISATION:
WORK INSTRUCTION SHEETOPERATION NO. OPERATION DESCRIPTION
NO MAIN STEPS Q S E KEY POINTS EXPLANATION/ EXAMPLES/ DIAGRAMS
P.P.E. JIGS/ TOOLS REQUIRED CHECKS TRAINING COMMENTS
TIME
MEPUM
WP HRS
PEGS REF:
TL TL TL PUM ME
OPERATING DESCRIPTIONNO
As per PEGS requirement
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Visual Management
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g
The new line balance chart should bedisplayed on the cell
The impact of changes in resource orTakt on operator cycle times can beseen instantly
Opportunities for Kaizen activities canbe easily identified
Summary
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y
Capture the current state Balance to TAKT & eliminate waste
Update calculations
Balance to TAKT
Reduce Non Value
Added andeliminate waste
Re-allocate work &re-balance
Can this beimproved?
Yes
Complete workinstruction
(standardise) &
implement
No
Balance to TAKT
Reduce Non Value
Added andeliminate waste
Re-allocate work &re-balance
Update calculations
Can this beimproved?
Complete workinstruction
(standardise) &
implement
Takt
Total workcontent
Line BalanceRatio
Line BalanceEfficiency
25 hrs
44 hrs
Ops 2
92%
88%
Future State
Takt
Total workcontent
Line BalanceEfficiency
Line Balance
Ratio
25 hrs
62 hrs
Current State
Operators 3
69%
83%
Calculate Takt time
Time the process
Draw current stateLine Balance
Calculate LineBalance Ratio &
Efficiency
Calculate target
manpower
Break down thework elements
Calculate Takt time
Calculate LineBalance Ratio &
Efficiency
Time the process
Break down thework elements
Draw current stateLine Balance
Calculate target
manpower
2
5hrs
1
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