the lean transformation project | My Assignment Tutor

EG7322 Lean EngineeringMarina MarinelliMEng MSc PhD FHEAm.marinelli@leicester.ac.ukProject briefingQUESTIONS Identify the internal stakeholders of the lean transformation project and brieflydescribe their role in Baolong Automotives and in the lean implementationinitiative of the company. Present your answer in a tabular format.(10%) Identify the various strategies / methods / techniques / policies / measures /decisions/ attitudes deployed by the senior management towards Baolong’s leantransformation. Discuss their contribution towards the establishment of lean ascorporate culture in the company and identify the reasons behind their failureor success. In case the latter is not clear from the text, make an evaluation ofyour own. (30%)CASE STUDYTHE LEAN TRANSFORMATION OF BAOLONG AUTOMOTIVE CORPORATION• ‘For a manufacturing company, if you cannot implement 5S, then you willfail in everything.” Use your knowledge in lean manufacturing to explainwhy the above statement is true. You can also use other sources(journals, books etc) to support your arguments.(15%)• Utilise Baolong Automotive’s experience and your own knowledge in lean,to provide strategic advice to other organizations on how to successfullyimplement lean (i.e. give generally applicable strategic suggestions basedon lessons learned – not a discussion about what lean is and how itworks).(30%) Which are in your opinion the reasons behind the performance gapbetween the two plants as far as the lean transformation success isconcerned?(15%)REQUIREMENTS•Send the email with the group members (follow instructions in BB)•Answer all questions in groups of 5 /6 persons – work as a group notindividually•Please use standard university cover and include both your name andstudent number.•Suggested max total length: 8 pages•Required Font: Tahoma size 11•Line spacing: 1.15•Give clear, concise and well organised answers making sure thatyou are answering the question.•In case of use of external sources in question 4 proper referencing isnecessary.• Individual answers’ length: at students’ discretion• Other formatting choices: at student’s discretionDeadline: March 31st, 15.00Submit your answers in BB (1 submission pergroup) in a pdf file named LP21_your key wordEG7322 Lean EngineeringSession 7: JIT Basics (line balancing)Marina MarinelliMEng MSc PhD FHEAm.marinelli@leicester.ac.ukTakt timeTakt time: The time in which your operation must produce a finished productso that production matches the average customer demand.Takt time =Available production timeTotal production requirements for this timeProducing to takt time… sets the pace of production equal to the pace of sales allows you to determine direct labor requirements in relation to demand prevents overproductionoverproduction https://www.youtube.com/watch?v=wfsRAZUnonITakt time keepsthe beat ofcustomer demandDon’t produce something unless thecustomer has ordered itTakt timeTakt timeCustomer demand is 100 products, and available working time is 15 hours,calculate the Takt Timea. 540 secb. 480 secc. 620 secSLMS Molding – Current stateThe raw stock initially goes through molding to supply parts to thepainting operation and directly to assembly.The raw stock initially goes through molding, where threeinjection-molding presses, each staffed by a moldingdepartment operator, make the support arms. Presses runthree shifts to supply parts to the painting operation anddirectly to assembly. Changeovers take approximately twohours.Strut: a piecedesigned to resistpressure in thedirection of its lengthSLMS Molding – Current stateAt SLMS, the assemblyoperation consists of 12 distinctoperations done by 4 operatorsin each shift.ΑssemblyOne of the essential tasks in creating a pull system is to determine how best todistribute work elements (operations) in the value stream to meet takt time.The task of balancing labour to customer demand is calledline balancing.Line balancing1. Collection of cycle time data:the supervisor lists all the workelements, studies theprocess on the floor (fromall the cycle times andnumber of operators foreach operation), anddetermines the time requiredfor each element (e.g., pick uppart, walk, start machine, etc.).Maximise the flexibility ofpeople and machineryLine balancing is the process by which you evenly distribute the workelements within a value stream in order to meet takt time.Tools required: cycle timeworksheet / Video Camera withtimer showing sec on screenLine balancingLine balancingLowest repeatable time element: lowesttime observed more than onceSingle incidences do not countMost frequent: baseline for improvementLow repeatable: realistic target – what wasdifferent?Highest time: what happened?Strut toarm28 secStrut/arm tobase18 secHeight proportional to the time the work element representsStrut/arm/baseto cap14 secAddbottomclip14 secInspectbot 8 sec 4 sec60 sec50403020100Line balancingStrut toarm28 sec StrutInspect /arm tobase18 secStrut/arm/baseto cap14 secAddbottomclip14 secbot 8 sec 4 secSide tobaseSide/b/l 26 secto cap10 secAdd topclip10 secSide/base toleg24 sec4 secInspecttop 8 secHeight proportional to the time the work element represents60 sec50403020100 Strut toarm28 secSide tobase26 sec Side/b/lto cap10 secStrut/arm tobase18 secStrut/arm/baseto cap14 secAddbottomclip14 sec4 sec4 secInspecttop 8 secInspectbot 8 secOperator Balance Chart- Current StateSide/base toleg24 secAdd topclip10 sec Operator 146 secOperator 250 secOperator 338 secOperator 434 secTakt timeLine balancing 60 sec50403020100 Strut toarm28 secSide tobase26 sec Side/b/lto cap10 secStrut/arm tobase18 secStrut/arm/baseto cap14 secAddbottomclip14 sec4 sec4 secInspecttop 8 secInspectbot 8 secOperator Balance Chart- Current StateSide/  maintain the flow of the operatiobase toleg24 secAdd topclip10 secThe ideal situation is to have everyoperator working at takt time Operator 146 secOperator 250 secOperator 338 secOperator 434 secTakt timeLine balancingmove the elements around on the chartDetermine the number of operators needed by dividing total product cycle time by takttime. Operators needed = 168 / 60 = 2.8 60 sec50403020100 Strut toarm28 secSide tobase26 sec Side/b/lto cap10 secStrut/arm tobase18 secStrut/arm/baseto cap14 secAddbottomclip14 sec4 sec4 secInspecttop 8 secInspectbot 8 secOperator Balance Chart- Current StateSide/base toleg24 secAdd topclip10 sec maintain the flow of the operatio Operator 146 secOperator 250 secOperator 338 secOperator 434 secDetermine the number of operators needed by dividing total product cycle time by takttime. Operators needed = 168 / 60 = 2.8Takt timeLine balancingmove the elements around on the chart 60 sec50403020100 Strut toarm28 secStrut/arm/baseto cap14 sec4 secInspectbot 8 secThe ideal situation is to have eveoperator working at takt timeSide/b/lto cap10 secStrut/arm tobase18 secAddbottomclip14 sec4 secInspecttop 8 secSide/base toleg24 secSide tobase26 secAdd topclip10 secthat time.Opportunity to setimprovement targeneeded Operator 160 secOperator 260 secOperator 348 secLine balancingThere is not enough workto occupy 3 workers fullybut you are still paying forEliminate enough waste sothat only 2 operators are 1. Use reasonable judgment when combining work elements.Flow comes first. Do not overload an operator.2. Move elements to maintain a smooth process flow.3. Incorporate additional walk time with new activities for operator.4. Allow time for a quick inspection of the part.Line balancing5. Redesign the equipment layout to facilitatethe flow of goods and materials.arrange the equipment according to theprocessing sequencebring equipment closer to each other Create U‐shaped cellsCell: an arrangement of people, machines, materialsand methods such that processing steps are adjacentin sequential order so that parts can be producedone at a time. minimises walking distance allows different combinations of work tasks foroperators facilitates performance of the first and laststeps in the process by the same operator,which is helpful in maintaining work pace andsmooth flowU-shaped cells60 sec50403020100 Strut toarm28 secStrut/arm/baseto cap14 sec4 secInspectbot 8 secSide/b/lto cap10 secStrut/arm tobase18 secAddbottomclip14 sec4 secInspecttop 8 secSide/base toleg24 secSide tobase26 secAdd topclip10 secPAINT12 secoperators going totargeted time?? Operator 160 secOperator 260 secOperator 348 secThe ideal situation is to have everyoperator working at takt timeLine balancingHow are the 3 future statecomplete their work in the • In traditional production environments full work describes a conditionwhen all machines are working at capacity or just “staying busy.”• In direct contrast to this century‐old notion, in a lean environment wherepull production drives the plant in response to actual customer orders,machines may actually be more cost‐effective when they are idle at times.• This is meant to be a controversial comment.It is intended to make you think carefully about the principle behind pullproduction—that you lose more money by creating inventory than you doby pacing the production of people AND machines to the pace of customerdemand.• In a lean environment, full work means the condition whenall machines and people are working to takt time.Machine Capacity BalancePieces/day = 230,400 (annualvolume) /240 days = 960 piecesMachine Capacity BalanceMachine Capacity BalancePieces/day = 230,400 (annualvolume) /240 days = 960 piecesMachine Capacity BalancePieces/day = 230,400 (annualvolume) /240 days = 960 piecesFor Tool #S98-010 Run seconds/day = 960 pieces/day x 23 second cycle time= 22,080 sec = 368 minFor Tool #S98-008 … 960×34 = 32640 sec = 544 minFor Tool #S98-014 … 960×23 = 22,080sec = 368 minChangeover time for mold: 2 hrs = 120 minx3 timesChangeover time for colour: 15 min x6 times S98‐008Run time544 minS98‐010 runtime 368 min120 min T/C120 min T/CS98‐014 runtime 368 min120 min T/CTop baseTop capBottom capContinuous overtime requirPress no1 90 min CL/T144012001000800600400200Available time3*8*60=1,440 min1440*0.9=1,296Machine Capacity Balance ChartCurrent State • A process for changing over production equipment from one part number toanother in as little time as possible. SMED refers to the target of reducingchangeover times to a single digit, or less than 10 minutes.• A die is a piece of hard metal used to shape sheet metal.• Stamping machines create desired shapes out of sheet metal “blankets” by bringingmatched lower and upper dies together under thousands of pounds of pressure.https://www.youtube.com/watch?v=r9byGJtbCwsSingle Minute Exchange of Die (SMED)Machine Capacityhttps://www.youtube.com/watch?v=pUhVQhcCyawhttps://www.youtube.com/watch?v=ieLdyW-OiYIhttps://www.youtube.com/watch?v=81OlkDCLdwEThank you