How to Capture Low Volume Process Info?

S

SimpleIsGood

Production Tracking Form, Boards or ... ?


I'm looking to get some sort of production process information for a company that makes lots of small batches. They do mostly prototypes and small production batches, but will work into larger and larger batches over time. These include:
  • Samples orders of 3-5 pieces
  • Pilot runs of 1-3 or 8-15 pieces, plus
  • Production runs of 45-400 pieces
I've been having the guys in the shop write down the product number, the expected time to build (this time comes printed on the work order), and the actual time to build. (Something like the Job-by-job Tracking form on page 65 of "Creating a Lean Culture." We are not currently tracking setup or packaging time.

The process just feels awkward because some jobs are assembly. Other jobs are welding. Some prototypes. Some production. Times, at this point are good estimates, but some are way off. I'm not sure we are capturing any useful information.

  • Suggestions?
  • Tough questions?
  • Stories or lessons?
Thanks.
 
W

Wilderness Woody

What you describe is a common occurrence in a custom job shop environment. You'll want to do the detail down to the extent that it has value to you and/or your customer. It may feel awkward until the level of experience is built up to provide confidence... it may take years :popcorn:

Depending upon the particular specific requirements, certain parts may require a wide range of materials and processes to complete the whole order.

Work out the logical process flow and the timelines for B.O.M. items required for subassemblies and finalization. This will help you schedule the work and determine critical path for deliveries from suppliers or between production work centers.

Breaking down operations into functional elements can allow you to put together historical data that can be used for estimating similar work on future orders/jobs. Define setup and run times based upon standardized efficiencies. Comparing actual labor times to benchmarked standards also provides feedback to supervisors and managers regarding employee skill and efficiency.
 
L

lokeky1

Some data you might like to capture

1. Is there standardized work?
2. How long is the changeover?
3. How much WIP between work stations
4. What is the percentage of downtime?
5. What is the quality rate?
6. What is the equipment availability (operating time - down time)
7. Productivity = unit produced per person per hour

Also, look for wastes such as waiting time, rework, transportation of parts and goods and wasted motion such as looking for parts or tools.

Hope this helps.
 

AgnieszkaSz

Involved In Discussions
The good proces flow is fundamental - I agree with Wilderness Woody. Take into account not only manufacturing activities, but also any movements between work stations. Then you can start measuring the time of particular operations, this will be helpful if you are going to model the manufacturing process for each product in ERP - in time, when you go to larger batches. Remember about learning curve - that with experience, operation time will decrease. In prototype area, catch all cases of misfit and treat tchem as CAPA before the product goes to batch production. My greatest source of inspiration here is APQP manual, no matter whether the products go to automotive or not.
From my experience - with short series production, a well implemented ERP is great helper. My previous employer still manages around 2000 products (with varying volumes) and ca. 10000 components.
I suspect you are familiar with these issues anyway.
 
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