Bravo Line lean manfacturing

8/8/2019 Bravo Line lean manfacturing

1/13

The Story of the Bravo Line:A Tale of Reduced Lead Times

and Lots of Early GainsPresented by:

Charan

Nageswara Rao

BupendraNarayan


2/13

If process improvement and the elimination of waste is yourobjective the Bravo Line improvements, show in dramatic

fashion how important lead-time reductions are.

They also show just how importantjidoka is to these processimprovements. Lead-time reductions serve many worthwhilefunctions.

Quick feedback for problem solving Quick turnover of product

Improved cash flow

Generating future business


3/13

On this line, which produced 11 different models, they hadalso made an effort to go to small lot production.

They described a small lot as 50 units, which was a tray. Four trays were stacked in a small box and five small boxes

were packed in a larger box, for a total of 1000 units perbox, and a typical shipping lot was 2000 units, or two large

boxes on one pallet. The customer demand was 10,000 units per week


4/13

Their problems were threefold:

They could not produce to schedule and frequently missedshipments.

It took nearly twice the time.

It took nearly 70 percent extra labor to make a batch.


5/13

Approaches:

Synchronize supply to the customer, externally

The Takt calculation

Synchronize production, internally

The Basic Time and Balancing Studies

Create flow, including

Establishingjidoka

Working to destroy batches

Establish a pull demand system

Kanban system, Heijunka

Implementing the Prescription


6/13

Redesign based on an OEE of 1.00, so takt timeeffectively became cycle time.

The work (from the time study) for Cell 1 was 207seconds and the work for Cell 2 was 105 seconds.Consequently, for a 39-second takt:

I. At Cell 1 we needed 207/39 = 5.3, or six stations

II. At Cell 2 we needed 105/39 = 2.7, or three stations

Synchronizing Production, Internally

The Basic Time and Balancing Studies


7/13

It took less than one hour to see one of the major issues.

Station 6 of Cell 1 was now only used for final visualinspection and packing.

The very first unit it received had an incorrect O-ringinstalled.

Fortunately, due to the kanban system, we had less than 25units to rework.

On this run, we had to stop four more times for qualityproblems in the first four hours of production alone. It was

clear at this point that process stability was nonexistent.

he Production Run, with Problems Galor


8/13

The most important quantity control tactic for process

improvement is often first piece lead-time reduction.

It is accomplished mainly by a reduction in lot size, ideallygoing to one-piece flow.

Once achieved, this will allow the problem solving process

to be responsive, and in this case, rework can be reduced onboth a batch and permanent basis.

RESULTS


9/13

The company was now able to produce to schedule, and missedshipments dropped to zero.

First piece lead time was reduced from 3.9 hours to 6.5 minutes.

They had now reduced the lot lead time from over six days toless than 30 hours.

They found they could achieve these numbers with much less

manpower. They reduced from 336 md/10,000 units to theplan of 210 md/10,000 units and then to a new low of 135md/10,000 units. All with virtually no extra investment.


10/13

The Three Fundamental Issues of Cultural Change

- Plan - motivation - problem solvers

Foundational issues of quality

Problem solving by all

Understanding variation

Process stability (Cp, Cpk)

Cycle times reductions

Standard work

Availability

How the Gains Were Achieved


11/13

Quantity Control Techniques Applied

Jidoka

One-piece flow, small lot flow

Balancing to takt

Minimizing lot sizes

Reducing bothWIP and lead times, which caused asignificant improvement in the flow

Quality was improved.

Lead times were reduced.

The cost to produce was reduced.


12/13

1. Reduce processing time

2. Reduce piece wait time

3. Reduce lot wait time

4. Reduce process delays5. Manage the process to absorb deviations, solve problems

6. Reduce transportation delays

7. Reduce changeover times; employSMED

Application of The Seven

Techniques to Improve Flow


13/13

And the Story Goes OnThank U

Documents

Bravo Line lean manfacturing