The logic and quantitative data will enable the core team to present layouts in a matter-of-fact manner and will go a long way to diffuse pre-conceived notions. They should be briefed on all the supporting documentation BEFORE layouts are presented. The larger team should have been trained in lean – concepts such as value streams, spaghetti charts, PQPR, etc. Next, the core team presents the seven proposals to the larger team. The core team will lay out the proposed new arrangement and draft seven different scenario proposals.
How does the part flow through the shop? How does the assembly move through the shop? Does an outside supplier do the processing? How accessible is the shipping area for materials in and products out? Your spaghetti charts should reflect current routings. I’ve written more about VSMs in this post.Ĭompile the ‘spaghetti’ charts. Too much detail, and you will miss opportunities to consolidate products into common processes not enough detail, and the operational processes all resemble one another.
It is important to maintain the correct level of detail and data. Then, map the ‘to-be’ value stream incorporating the revised process families. Map the value streams in their current state. There may be some re-engineering or re-sequencing of the part and sub-assembly timing. Occasionally, a sub-assembly’s parts are issued when the sub-assembly is needed for main assembly. What is the ‘foundation’ for the assembly? Consider the elements required in sequence of assembly? If the assembly time stretches over a number of shifts or days, is there a delay due to a chronic part shortage? Examine the bills of material and understand the sequence in which parts are issued out of material stores. These configurations resulted in very different process families.įor assembled products, analyze the assembly sequence through a critical path analysis. At one company, some brackets were formed and welded sheet metal assemblies, while other brackets were machined from forgings. While all brackets may be in the same part family, they may be in different process families.
Part nomenclature is a fair way to begin this process, but it’s crucial to identify how the part is really made. Why? Sometimes a ‘bracket’ isn’t a bracket. Your lean factory team should use product quantity and/or product routing as the tool to identify product families. Tollgate 1 – Define value streams and preliminary floor plansĪccurately identify product and process families.
Step 1 tasks will include activities such as measuring equipment sizes, utility requirements (electricity: voltage, phase, amperes), water and wastewater, gases (natural gas, propane, argon, etc.), compressed air) for the reconfigured or new space. Tollgate 0 – Completely evaluate brownfield and greenfield approaches. How can a lean factory tollgate process work? Here is a sample tollgate path for re-working your facility’s layout – or setting it up from scratch.