Design of a Process - Standard Work with no Layout

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H

Hugo Gon?alves

#1
Hi everyone.

The section I'm working on is a final assembly and expedition on a Power Transformer production line.
I'm having some difficulties as there is no standard work, only macro operations managed by a BAAN list, with none predecessors or sequence established, no process times and no layout (as the operations dont flow a sequence due to quality, lack of standard work, missing items and setups for long operatios like testing and oil filling).

It's like running a shipyard, every product is a project.

My approach is to try to identify group of operations, then explode them in operations and tasks for each one, try to identify context of each one (what, how, where, who, etc) and then try to sample some times.

I would like your advices on if this approach is correct, if not some suggestions and files or templates that you think would help.

Thanks,
H
 
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Jen Kirley

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#2
Welcome to The Cove, Hugo! :bigwave:

I suppose my suggestion will sound simplistic, but I wonder if you could adapt a turtle diagram to suit your needs?

While the turtle diagram is usually intended to show controls within specific processes, one or a few "masters" might serve to provide a visual framework for process flow mapping.

If you want to provide a path to tasks, you can make documents and hyperlink them in the diagram.
 
H

Hugo Gon?alves

#3
Hi there Jennifer. I'm not YET familiar with the turtle diagram, I believe I saw something about it here at the Cove, I'll check it out and ask your for help again if I need. Thanks a lot
 
G

Greg B

#4
Welcome Hugo,
I like to keep it simple and have built this Power Point presentation to give to my staff. It explains the very basics to everyone about Process Mapping. We have found that if people adopt these very basic principles and break each task down into a subroutine then we can develop a map and in some cases break the subroutines down. I know it seems simple but it really works. I hope it helps.
 
H

Hugo Gon?alves

#5
Thanks

I believe I'm having trouble mapping the process and activities because it's a pacemaker process, which it should be able to manage, but instead the process is managed by the bottlenecks that fall there (missing items, lack of standard work, quality problems) from other sectors. I'm trying to establish some discipline and standarization in my own section, but as the new "new guy" I face strong resistance from the people in doing this effort. I'm doing my best to change mentalities and make them forget bad past experiences. Summing up, I'm having a beautiful industrial challenge to face.

Regards
 
W

wmarhel

#6
I believe I'm having trouble mapping the process and activities because it's a pacemaker process, which it should be able to manage, but instead the process is managed by the bottlenecks that fall there (missing items, lack of standard work, quality problems) from other sectors.
I'm gonna recommend you try and pick up a copy of Mixed Model Value Streams, by Kevin J. Duggan. This is a pretty good reference which may provide some insight into tackling your problem.

The key issue you have to address is the uptime of your "pacemaker" process. The "pacemaker" is defined as: : A process thtat is dedicated to a particular product family and is the point in which the value stream is scheduled. How you operate here determines how well you serve the customer and what the demand pattern will be for upstream operations.

Short-term, and by this I mean only as long as necessary to fix the real problems, you may need to create a strategic buffer of parts before the pacemaker so as not to starve it or let it run dry as this will affect all the downstream operations, and affect your ability to satisfy the customer. You might even need to increase the level of inspection to ensure only acceptable product is reaching this process. Again, these are only stop-gap measures and are by no means meant to permanent solutions except for specific circumstances.

Some people will likely argue that this is the opposite of what being "lean" is all about. But in reality, this is not the case as you need to create some breathing room for yourself in order to actually address the root causes of the problems you facing. Without this bit of breathing room afforded by a little extra inventory, you will likely find yourself in a firefighting mode where you won't have time to implement true corrective actions.

Wayne
 
W

wmarhel

#7
Hi everyone.

The section I'm working on is a final assembly and expedition on a Power Transformer production line.
I'm having some difficulties as there is no standard work, only macro operations managed by a BAAN list, with none predecessors or sequence established, no process times and no layout (as the operations dont flow a sequence due to quality, lack of standard work, missing items and setups for long operatios like testing and oil filling).
Well, BAAN like most MRP/ERP systems is okay for the typical applications such as purchase orders, inventory control, etc.; it pretty much sucks for shop-floor management. What you do need to do though, is to make sure that whatever information is in the system, is accurate.

Having a single level BOM (Bill of Material) isn't a problem (I prefer it actually), but it does pose a problem if your producing product/s in batches or producing bunches of sub-assemblies within your facility. What will happen is that you end up showing (in BAAN) raw material as being available even though it has been consumed by an operation. The two typical transactions would be allocation (for example, materials would be marked for a job by the generation of a work order and then backflushed or removed upon the completion and closing of the work order), or just backflushing based on the completion of work (this is typical for raw materials that aren't consumed in a sub-assembly but are used in the final assembly process). This is another reason why lower levels of WIP (work-in-process) and single-piece flow are advantageous: they don't bog down the MRP/ERP system with all these unnecessary transactions.

My approach is to try to identify group of operations, then explode them in operations and tasks for each one, try to identify context of each one (what, how, where, who, etc) and then try to sample some times.
Your approach is correct, identify those products which share common operations. I've attached a spreadsheet to give you an idea. This is also the first step in creating a mixed model assembly line or work cell.

Don't get bogged down with the details in determining times at this point. I would focus on the following times:

1) Total time in the line or work cell
2) Total work time at each station

Knowing the exact time it takes to insert one screw is pretty worthless in the early stages. Step one is to look for items of waste that can be eliminated: searching, waiting, etc. Step two, is to balance the work between stations. Use a simple bar chart for a visual representation of this step and work on getting bars even in height, and below the required takt. See attached sheet "Balance.xls".

Sorry if I seem to be rambling, I'm not getting a whole lot of sleep at the moment with a newborn son in house. :D

Wayne
 

Attachments

H

Hugo Gon?alves

#8
Hi Wayne,

First of all, congrats on the newborn.:applause:

I'm preparing a production control file for the mentioned section, including the operations grouping, sequence, flow, etc. I will follow your advice and be not that accurate on times for now. I will also bet on visual management, introducing a planning board that would allow to see in real time the status of every transformer. I'm also considering 5'S but but in a later phase, when autocontrol is implemented in the previous section, otherwise it will be just a flavour of the month.

Regards,
H
 
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