Engineering

Management
MSE595LM
Lean Manufacturing

Chapter 3
Flow
 Flow - Definition

The production system Henry Ford introduced at his Highland

Park, Michigan plant in 1913.
The objective of flow production was to drastically reduce
product throughput time and human effort through a series of
innovations.
Consistently interchangeable parts so that cycle times could be
stable for every job along an extended line
The line itself
The reconfiguration of part fabrication tasks so that machines
were lined up in process sequence with parts flowing quickly
and smoothly from machine to machine
Production control system insuring that the production rate in
parts fabrication matched the consumption rate of parts in final
assembly.
 The World of Batch-and-Queue

What happens when you go to your doctor?

Make appointment days ahead
Arrive on time and wait in waiting room
Doctor behind schedule
Referral to a specialist
Laboratory tests
Wait for results
Treatment or medication given
Trip to pharmacy or to specialist
Hospitalization whole new disconnected processes and waiting
What happens when you take a flight?
What happens when you build a custom home?
As the customer, you pay for all the waiting and rework
The creation, ordering, and provision of any good or any
service can be made to flow.
 How to Obtain Flow?

Think about ways to:

Line up all of the essential steps needed to get a job done
Obtain a steady, continuous flow
No wasted motions
No interruptions
No batches
No queues
Continuous Flow changes everything:
How we work together
The kinds of tools we devise to help with our work
The organizations we create to facilitate the flow
The kinds of careers we pursue
The nature of business firms and their linkage to each other
The society
 The Techniques of Flow

Step 1: Focus on the actual object

The specific design
The Specific order
The product itself
Step 2: Ignore traditional boundaries of
Jobs
Careers
Functions and
Firms
Form lean enterprise removing all obstacles to the continuous flow
Step 3: Rethink specific work practices and tools
Eliminate backflows, scrap, and stoppages so that the design,
order, and production of the specific product can proceed
continuously
All three steps must be taken together
 Example: From Batch to Flow in Bicycles
The Design Step
Marketing department determined a need
Product engineers design a product to serve the need
Prototype department built a prototype to test the design
Tooling department designed tools to make a high-volume
version of the approved prototype
Production engineering figured out how to use the tools to
fabricate the frame and to assemble the component parts into a
completed bike
Purchasing department arranged to buy the necessary
component parts for delivery to the assembly line once the
design was finalized
The design moved from department to department waiting in the
queue
Frequent reworked or secretly reengineered to deal with
incompatibilities between the process steps
 Example: From Batch to Flow in Bicycles
Design Using The Lean Approach
Create truly dedicated product teams with all the skills required
to conduct the following in one room in short period of time:
Value specification
General design
Detailed engineering
Purchasing
Tooling
Production planning
Quality Function Deployment (QFD): decision-making
methodology utilizing standardized work to ensure process
repeatability
Throughput time accurately measured
Design methodology continuously improved
 Example: From Batch to Flow in Bicycles
Order-Taking
Sales department obtain orders from retailers
Scheduling department in Operations or Manufacturing work the
production schedules for the various products
Customers call the Sales department to status late orders
Sales calls Scheduling
When customers threaten to cancel orders, Sales and
Scheduling expedite the orders
Sales and Scheduling had been combined in the early 1990s
Computerized systems make instantaneous order changes and
sometimes electronically transmitted to the customers
 Example: From Batch to Flow in Bicycles
Order-Taking Using the Lean Approach
Sales and Production Scheduling are core members of the
product team
In a position to plan the sales campaign as the product design
is being developed
Sale with a clear eye to the capabilities of the production
system so that both orders and the product can flow smoothly
from sale to delivery
No stoppages in the production system
Products are built to order
Only few hours elapse between the first operation on raw
materials and shipment of the finished item
Orders can be sought and accepted with clear and precise
knowledge of the systems capabilities
There is no expediting!
 Takt Time

Precisely synchronizes the rate of production to the rate of

sales to customers
Takt Time Calculation Example:
Customers are placing orders at the rate of 48/day
Bike factory works a single eight-hour shift

N u m b e r o f B ik e s O rd e re d 4 8 B ik e s 6 B ik e s 1 B ik e

N u m b e r o f H o u rs A v a ila b le 8 H o u rs H our 1 0 M in u te s
Takt time adjusted as orders increase or decrease over time
The production slots created by the Takt Time are clearly posted
on whiteboard or electronic displays (andon boards)
Lean technique transparency or visual control everyone
can see where production stands at every moment
Takt Time
Key Points About Takt Time
 Example: From Batch to Flow in Bicycles
Production
Historic practice was to differentiate production activities by type and
to create departments for each type of activity.
Frame and handle bars:
Tube cutting
Tube bending
Mitering
Welding
Washing
Painting
Final Assembly of complete bike
Over time, higher speed machines with higher levels of automation
were developed for cutting, bending, welding, and painting
Assembly lines to assemble a mix of high-volume models
Large batches made before changing over to run the next part
Large inventory
 Bicycle Plant Layout and Flow

TUBE TUBE TUBE TUBE

START DEBURR 1
STO CK C U T T IN G M IT E R IN G B E N D IN G
STO RAG E

CO M P
PARTS
STO RAG E FRAM E
1 FRAM E
W E L D IN G 2
PARTS
STO RAG E

F IN IS H E D
FRAM E FRAM E F IN A L
2 STO RES/ END
W A S H IN G P A IN T IN G FRAM E ASSEM BLY
S H IP P IN G
STO RAG E
Engineering
Management

Continuous Flow Factory

 Continuous Flow Production

Remember!

Make It Flow
Feed the Flow
Link the Flow
 Continuous Flow Production

Definition

Flow of products in a level manner through the

production operations. The ideal situation is one
piece flow at and between processes.

The intent of flow production is to increase

the velocity of products and make the
production cycle predictable.
 Steady Velocity

Traditional: Batch Production (like a meandering stream with many stagnant pools, waterfalls, and eddies)

When do we get our Parts? 2 WEEKS!

FLOW:Production: Pipeline with fast-flowing water or product

The right Job and it must keep moving

Connected Lines
 Layout change
Before Gear
Drive Slot Hobbing
Hole
Milling Lube Slot
Blank Machining Drilling
Bore Honing Milling Gear
Honing Hob Hobbing
CNC Mill Drill
Mill

Dbur.
Dbur. Chamfer
Chamfer
CNC Lathe
Lathe Boring Gear
Gear
CNC Shaver
Shaver
Manual
Manual Tooth
Tooth
Blank Machining Deburring
Deburring Hole Chamfer
Chamfer
Boring
Boring Gear

After Shaving

CNC Mill
Boring
ng

Mill Drill
ni

Dbur.
Ho

Hob
CN

r
fe
C

am
La

h
Gear C
the

Shaver
CNC Lathe In Out
 Summary of Benefits
Work flow levels are reduced and progress is visible at a
glance
The ability to cross train is enhanced
Work team members take ownership of full process and can
help each other
Quick problem identification and feedback
Reduced Cycle Time
Improved quality through cycle of learning
Information flow and decision making enhanced
Value-added ratio improved
Reduces transportation waste
Reduces material handling
Helps to identify root causes of quality problems
Allows for equipment dedication
Drives set-up times down
 Rules for Kanban Systems

1) Pull from the downstream process (or customer)

drives the system.
2) All product or inventory is under kanban control.
3) Only an empty kanban authorizes production.
4) Never pass a known defect downstream.
5) Use gradual kanban reductions to drive
improvement.
 Purpose of a Kanban System

1) Authorize production

2) Authorize movement.

3) Limits amount of inventory in the system.

4) A tool for driving continuous improvement.

 Kanban

Is a signal that: The signal can be a:

Card
Authorizes production Square
Authorizes movement Box
Pigeon hole
Limits inventory
Light
Drives continuous
improvement Etc.
Electronic Signal
Racks
Shopping Carts
MRK ( Manufacturing Ready Kit)
 How Many Kanbans?

(Lead Time + Safety Time) = Total Time

Total Time x Production Requirement = Units in Pipeline

Units in Pipeline
= Number of Kanbans
Units per Kanban
Example
 Pull Production System
Definition
A customer driven system that produces and
moves a product/service only when the
Customer
customer needs it.
Pulls

Kanban Work Kanban Work Kanban

1 Center A 2 Center B 3

Work Flow
 Kanban Example

Condo-ban!!

Who is full?

Who needs work?

 Kanban

Unit in build

Units ready for calibration

SMT Kanban
Kanban Light (More Work)
 4-754 MRK
Manufacturing Ready Kit: The empty kit signals for replenishment
4-754 MRK
 Homework Assignment
Questions:
1. Explain what is meant by Continuous Flow Production
2. What is Takt Time? What is Takt Rate? Why is it important
to know them?
Read Lean Thinking Chapter 4 - Pull
Pages 67 - 89
Questions? Comments?