IMPLEMENTATION OF ONE PIECE WORK FLOW

STANDARDIZED WORK

PAULINE HANEY

INDM 5230

SUMMARIZE

• WASH AND WEIGHT AREA HAS STREAMLINED THE PROCESS INTO A ONE PIECE FLOW.

• INFORMATION OF OVERALL HEIGHT INFORMATION BEING FEED BACK TO THE LINE WITHIN 7 DAYS OF BEING MANUFACTURED INSTEAD OF 27.

• DECREASE IN THE AMOUNT OF HANDLING THAT THE PRODUCT OCCURS.

• CONTINUOUS PLANNING TO AUTOMATE THE DATA PROCESS INTO SQL SERVER.

SIGNIFICANCE OF STUDY• Standardization of the process flow at the wash and weigh

station will allow for three advantages to the previous process. • One would allow you to know if the product prevents a

problem two weeks earlier, • the second is eliminating the need to handle the product an

additional time, and • the third is to have weigh data and height data entered into

the database in real time. The end result would be to know that the product passes all the required specifications before being released to pack in the final assembly, eliminating the opportunity for questionable product to go to the customer.

PROBLEM STATEMENT

• Long process time between manufacturing of cells to the final release of cells. • Fractured system did not provide the needed timely

feedback to manufacturing line.

• After stream lining the process the time frame for feed back of finding under weight cells or short cells was decreased to 7 days.

METHODOLOGY

• Comparing previous method to proposed method• Flow Chart before standardization

METHODOLOGY• Charts below show display the possible failures with current process

FINDINGS• Process flow is not utilizing the equipment or minimizing the amount of

handling• If you move equipment around correctly process will flow better.

FINDINGS

• NEW WORK AREA

FINDINGS• Process flow change• Decisions made sooner

FINDINGS• Chart shows improvement with new process flow of wash and

weigh area• Limiting the amount of time information is fed to the

subassembly line

FINAL RESULTS

• ONE PIECE FLOW IMPLEMENTATION CREATED STANDARDIZED WORK PROCESS

• THE MOVEMENT OF THE PRODUCT WAS MINIMIZED, THUS LOWERING POTENTIAL FOR DAMAGE

• MEASUREMENTS BEING DONE SOONER ALLOWS FOR POSSIBLE DEFECTS TO BE FOUND SOONER

• FEEDBACK IS COMMUNICATED TO THE LINE 2 WEEKS EARLIER THUS LIMITING THE AMOUNT OF PRODUCT THAT MIGHT BE AT RISK.

REFERENCES• WORKS CITED

• BEYOND THE BASICS. (2012, APRIL). RETRIEVED FROM QUALITY PROGRESS: HTTP://ASQ.ORG/QUALITYPROGRESS/2012/04/BASIC-QUALITY/BEYOND-THE BASICS.HTML

• EMS CONSULTING GROUP. (2012, APRIL 15). RETRIEVED FROM EMS STRATEGIES: HTTP://WWW.EMSTRATEGIES.COM/ARTICLES.HTML

• SIMPLI LEAN. (2012, APRIL 15). RETRIEVED FROM SIMPLILEARN.COM: HTTP://SIMPILEARN/LEAN/STANDARDIZED-WORK-SWIP-AND-ONE-PIECE-FLOW-THE-CORE-MATHEMATICS-OF-LEAN-2

• BISGAARD, S. (2012, 01). THE FUTURE OF QUALITY TECHNOLOGY: FROM A MANUFACTURING TO KNOWLEDGE OF ECONOMY & FROM DEFECTS TO INNOVATION. RETRIEVED FROM QUALITY ENGINEERING: HTTP://WWW.RUBE.ASQ.ORG/QUALITY-ENGINEERING/2012/02/FROM-DEFECTS-TO-INNOVATING.PDF

• BRUDELIN, J. (2012, MARCH). SIX SIGMA A STRATEGY, LEAN A WAY OF LIFE. RETRIEVED FROM MEPOL: HTTP://WW.MEPOL.ORG/INDEX.PHP?OPTION=COM_CONTENT&VIEW=ARTICLE&ID=153:SIX-SIGMA-A-STRATEGY-LEAN-A-WAY-OF-LIFE&CATID=1:NEW&ITEMID=187

• BUFFINGTON, M.U. (2012, MAY). ERADICATING INCONSISTENCY. RETRIEVED FROM QUALITY PROGRESS: HTTP://WWW.ASQ.ORG/QUALITY-PROGRESS/2012/03/CUSTOMER-SATISFACTION-AND-VALUE/ERRADICATING -INCONSISTENCY.HTML

• DOLCEMASCOLO, D. (2005, MAY). STANDARDIZED WORK. EMS CONSULTING GROUP. RETRIEVED FROM

• HTTP://WWW.EMSTRATEGIES.COM/DD050105ARTICLE.HTML

• GRABAN, M. (2010, FEBRUARY 22). MY THOUGH ON STANDARDIZED WORK. RETRIEVED FROM LEAN BLOG

• HTTP://WWW.LEANBLOG.ORG/2010/02/MY-THOUGHTS-ON-STANDARDIZED -WORK/

• SUMMERS, D.C. (2011). LEAN SIX SIGMA. SADDLE RIVER, NEW JERSEY: PEARSON EDUCATIONS, INC.