Line Balancing

Description Line Balancing is leveling the workload across all processes in a cell or value stream to remove bottlenecks and excess capacity. A constraint slows the process down and results if waiting for downstream operations and excess capacity results in waiting and absorption of fixed costs. Objective Match the production rate after all wastes have been removed to the takt time at each process of the value stream. EXAMPLE: Taking the example from the takt time page as the starting point there were additional studies conducted each the remaining processes that it takes to make U !T AB". There are five processes in the workcell dedicated to only UNIT ABC. Each process has same demand and available work time same takt time.

The !"A#IN$ data was fo%nd %sin& historical prod%ction data of ACCE'TAB!E parts only incl%din& downtime b%t only when the processes were sched%led with operator(s). The c%stomer only wants acceptable parts and that is what the c%stomer demand is based on within the takt time form%la. *hen fi&%rin& the prod%ction rates (loadin&) the scrap or non+ conformin& pieces m%st be netted o%t.

"ften the bottlenecks or areas of e,cess capacity are known by the team members b%t this analysis provides the -%antititave data to prioriti.e activities to improve.

Process 1: Takin& m%ch lon&er than takt time. "vertime is probably %sed to make %p prod%ction and is the /0 constraint.

Process 2: E,ceedin& the takt time1 probably a lot of waitin& and the e,cess capacity can be filled by absorbin& some of the work from 'rocess 0 and2or 'rocess 3. Process 3 & 5: 4ery close to meetin& takt time1 not a foc%s area b%t possibly some best practices and application of !EAN tools can improve these loadin& rates. Improvement in these areas co%ld be %sed to share workload from constraint processes. Process 4: Takin& lon&er than takt time. A&ain1 overtime is probably %sed or there are late deliveries1 hi&h e,peditin& costs or %nhappy c%stomers. Apply!ean 5an%fact%rin& principles and try to alleviate workload to 'rocess 6 or others that may be able be improved to absorb some of the workload. E,amine all the specific activities occ%rrin& in each process. Time st%dies1 motion st%dies1 and other !ean tools often provide most the ideas for improvement. #evelop a plan for immediate1 low+cost improvements. 'rofessional si&na&e1 advanced comprehensive trainin& and capital investements are not needed or 7%stified yet. 8%n st%dies to determine potential !"A#IN$ improvements. There is most likely not m%ch that can be done to chan&e the takt time1 foc%s on improvin& the !"A#IN$ (prod%ction rate). Improvin& the !"A#IN$ even in non+constraint operations is desirable1 b%t the top priority are relievin& constraint operations.

AFTER
The table and chart below shows the res%lts of the improvements. 4is%al 5ana&ement tools were added to red%ce comple,ity and improve consistency of %nits prod%ced. 9tandard operatin& proced%res and trainin& were done for all operators. 95E# activity was done on all operations with foc%s on 'rocess 0. 'oint+of+%se toolin& and shadow boards were implemented. :anbans were established for materials. 9ome steps in each process were no lon&er re-%ired as former paradi&ms and r%les were challen&ed. The machines in a co%ple operations received %p&rades and overd%e minor reb%ild and were added to a T'5 pro&ram. There speeds were dramatically improved (the ;performance; component of "EE) Error+proof 7i& to prevent defects and rework was implemented. And2on li&hts were added as comm%nication si&nals. <9 event held with key stakeholders. There were &ains and the s%ccess was to the point where there was so m%ch e,cess capacity that all the activities co%ld now be completed in fo%r processes. =loor space was &ained and e,cess older and f%lly depreciated e-%ipment were sold for cash.

A new loadin& st%dy was done and the res%lts are shown. 8ecall1 the goal is to have the loadin& rates meet the takt time and this is accomplished as the chart indicates.