Lean

manufacturing
implementation
guide

1
 Lean assessment

Pareto analysis

Resource capacity
analysis

Process analysis

Production planning and

control analysis

7 types of waste analysis

4M stability

Cell layout design

Working method design

Cellular layout
implementation

5S

Production schedule
design and
implementation

Performance measures

Visual production
management

Lean manufacturing implementation process flow

2
 Step 1. Lean assessment
Carry out lean assessment by analysing following:

 Culture and Awareness

 Workplace Organisation and Visual Management
 Standardised Work
 Flexible Operations
 Continuous Improvement
 Error Proofing
 Quick Changeover
 Total Productive Maintenance
 Material Control
 Level Production

Lean assessment can be carried out for a complete organisation or for specific
production cells.
A recommended lean assessment questionnaire is shown in appendix A.

3
Step 2. Pareto analysis

Pareto analysis is required in order to identify significant products. Subsequent

improvement initiatives should be focused on the significant products in order to
maximise the benefits. For example, reducing the walking distance for a product
which is 60% of the total production volume would be far more beneficial than
reducing the walking distance for a product which is only 5% of the total
production volume.

To complete a Pareto analysis complete following steps:

Step 1 - take a set of data and calculate the combined total:

PART NUMBER DESCRIPTION QTY

3502 03 14 Bevel Gear -19.05 x 48 152
3506 04 09 Bevel Gear - 1 x 79 292
3532 03 02 Bevel Gear - 1 x 79 10
3534 03 03 Bevel Gear - 1 x 79 606
3540 03 02 Bevel Gear 20 Tooth Spline 325
3540 04 01 Bevel Gear - 1 x 79 337
3546 02 02 Bevel Gear - 1 x 36 1165
3555 01 01 Bevel Gear 9 Tooth Spline 227
3562 03 01 Bevel Gear -22.23 x 48(14TPI) 53
3562 04 02 Bevel Gear -22.23 x 48(16TPI) 53
3564 04 01 Bevel Gear -22.23 x 48 ALIGN 4028
3570 03 06 Bevel Gear - 1 x 36 12536
3573 03 AA Bevel Gear - 1 x 36 1
3573 04 AA Bevel Gear - 1 x 36 1
3595 03 03 Bevel Gear - 1 x 79 535
3595 04 03 Bevel Gear - 7/8x48 535
3608 03 AA Bevel Gear -25.40 x 36 6
3608 03 AB Bevel Gear -25.40 x 36 6
3621 03 AA Bevel Gear - 1 x 79 12
3622 03 AA Bevel Gear - 1 x 79 6
3623 03 AA Bevel Gear -22.33 x 48 9
3623 04 AA Bevel Gear -22.23 x 48 9
3630 03 AA Bevel Gear - 22.23x48 6
Total 20910

Step 2 – Calculate the percentage contribution for each part number by dividing
its quantity by the combined total:

4
 PART NUMBER DESCRIPTION QTY Percentage
3502 03 14 Bevel Gear -19.05 x 48 152 0.73%
3506 04 09 Bevel Gear - 1 x 79 292 1.40%
3532 03 02 Bevel Gear - 1 x 79 10 0.05%
3534 03 03 Bevel Gear - 1 x 79 606 2.90%
3540 03 02 Bevel Gear 20 Tooth Spline 325 1.55%
3540 04 01 Bevel Gear - 1 x 79 337 1.61%
3546 02 02 Bevel Gear - 1 x 36 1165 5.57%
3555 01 01 (152 / 20910) X100
Bevel Gear 9 Tooth Spline 227 1.09%
3562 03 01
3562 04 02
= 0.73%
Bevel Gear -22.23 x 48(14TPI)
Bevel Gear -22.23 x 48(16TPI)
53
53
0.25%
0.25%
3564 04 01 Bevel Gear -22.23 x 48 ALIGN 4028 19.26%
3570 03 06 Bevel Gear - 1 x 36 12536 59.95%
3573 03 AA Bevel Gear - 1 x 36 1 0.00%
3573 04 AA Bevel Gear - 1 x 36 1 0.00%
3595 03 03 Bevel Gear - 1 x 79 535 2.56%
3595 04 03 Bevel Gear - 7/8x48 535 2.56%
3608 03 AA Bevel Gear -25.40 x 36 6 0.03%
3608 03 AB Bevel Gear -25.40 x 36 6 0.03%
3621 03 AA Bevel Gear - 1 x 79 12 0.06%
3622 03 AA Bevel Gear - 1 x 79 6 0.03%
3623 03 AA Bevel Gear -22.33 x 48 9 0.04%
3623 04 AA Bevel Gear -22.23 x 48 9 0.04%
3630 03 AA Bevel Gear - 22.23x48 6 0.03%
Total 20910

Step 3 – sort individual percentages in descending order, i.e. from highest to lowest:

PART NUMBER DESCRIPTION QTY Percentage

3570 03 06 Bevel Gear - 1 x 36 12536 59.95%
3564 04 01 Bevel Gear -22.23 x 48 ALIGN 4028 19.26%
3546 02 02 Bevel Gear - 1 x 36 1165 5.57%
3534 03 03 Bevel Gear - 1 x 79 606 2.90%
3595 03 03 Bevel Gear - 1 x 79 535 2.56%
3595 04 03 Bevel Gear - 7/8x48 535 2.56%
3540 04 01 Bevel Gear - 1 x 79 337 1.61%
3540 03 02 Bevel Gear 20 Tooth Spline 325 1.55%
3506 04 09 Bevel Gear - 1 x 79 292 1.40%
3555 01 01 Bevel Gear 9 Tooth Spline 227 1.09%
3502 03 14 Bevel Gear -19.05 x 48 152 0.73%
3562 03 01 Bevel Gear -22.23 x 48(14TPI) 53 0.25%
3562 04 02 Bevel Gear -22.23 x 48(16TPI) 53 0.25%
3621 03 AA Bevel Gear - 1 x 79 12 0.06%
3532 03 02 Bevel Gear - 1 x 79 10 0.05%
3623 03 AA Bevel Gear -22.33 x 48 9 0.04%
3623 04 AA Bevel Gear -22.23 x 48 9 0.04%
3608 03 AA Bevel Gear -25.40 x 36 6 0.03%
3608 03 AB Bevel Gear -25.40 x 36 6 0.03%
3622 03 AA Bevel Gear - 1 x 79 6 0.03%
3630 03 AA Bevel Gear - 22.23x48 6 0.03%
3573 03 AA Bevel Gear - 1 x 36 1 0.00%
3573 04 AA Bevel Gear - 1 x 36 1 0.00%
Total 20910

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Step 4 – Calculate cumulative percentage:

Part number Description Qty Percentage Cumulative

percentage
3570 03 06 Bevel Gear - 1 x 36 12536 59.95% 59.95%
3564 04 01 Bevel Gear -22.23 x 48 ALIGN 4028 19.26% 79.22%
3546 02 02 Bevel Gear - 1 x 36 1165 ADD
5.57% 84.79%
3534 03 03
3595 03 03
Bevel Gear - 1 x 79
Bevel Gear - 1 x 79
606
535
2.90%
2.56%
=
87.69%
90.24%
3595 04 03 Bevel Gear - 7/8x48 535 2.56% 92.80%
3540 04 01 Bevel Gear - 1 x 79 337 1.61% 94.41%
3540 03 02 Bevel Gear 20 Tooth Spline 325 1.55% 95.97%
3506 04 09 Bevel Gear - 1 x 79 292 1.40% 97.36%
3555 01 01 Bevel Gear 9 Tooth Spline 227 1.09% 98.45%
3502 03 14 Bevel Gear -19.05 x 48 152 0.73% 99.18%
3562 03 01 Bevel Gear -22.23 x 48(14TPI) 53 0.25% 99.43%
3562 04 02 Bevel Gear -22.23 x 48(16TPI) 53 0.25% 99.68%
3621 03 AA Bevel Gear - 1 x 79 12 0.06% 99.74%
3532 03 02 Bevel Gear - 1 x 79 10 0.05% 99.79%
3623 03 AA Bevel Gear -22.33 x 48 9 0.04% 99.83%
3623 04 AA Bevel Gear -22.23 x 48 9 0.04% 99.88%
3608 03 AA Bevel Gear -25.40 x 36 6 0.03% 99.90%
3608 03 AB Bevel Gear -25.40 x 36 6 0.03% 99.93%
3622 03 AA Bevel Gear - 1 x 79 6 0.03% 99.96%
3630 03 AA Bevel Gear - 22.23x48 6 0.03% 99.99%
3573 03 AA Bevel Gear - 1 x 36 1 0.00% 100.00%
3573 04 AA Bevel Gear - 1 x 36 1 0.00% 100.00%
Total 20910

Pareto analysis can be carried out for any type of information although the production
quantity and the sales value are considered to be the most significant in a manufacturing
environment. Blank Pareto analysis form is shown below:

6
Part Number Decsription Quantity Percentage Cumulative Percentage

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Step 3. Resource capacity overview
In order to ensure that the relevant resources, e.g. machines, have enough
capacity to produce the required quantities it is necessary to complete the
resource capacity analysis. Resource capacity analysis consists of the following
steps:

Step 1 – Determine the required production quantity for each part number

Step 2 – Obtain relevant process information for each part number i.e. process
steps and the corresponding cycle times

Step 3 – Multiply the required production quantity for each part number by the
cycle time for each individual process step

Step 4 – Calculate the total required time for each resource

Step 5 – Calculate the total available time for each resource. The
estimated/calculated changeover time should be deducted from the total
available time

Step 6 – Compare the total required time against the total available time in order
to highlight any capacity shortages

For shared resources the analysis needs to include all part numbers which are to
be produced on that particular resource.

Sample calculation is shown below:

8
Part Number Description Seq WC Qty MC Routing Description Set Process
Time (h)
4440 03 02 Socket For Crimping - 30HDM 10 700 1000 258 KITAKO (CNC) 8 0.02
4440 03 02 Socket For Crimping - 30HDM 20 700 1000 437 Gildermeister CNC Lathe 1 0.0286
4440 03 02 Socket For Crimping - 30HDM 30 25 1000 237 HOT WASH/DE-WATER 0 0
4440 03 02 Socket For Crimping - 30HDM 40 500 1000 140 WILD BARFIELD 0 0
4440 03 02 Socket For Crimping - 30HDM 50 500 1000 228 CARBOLITE FURNACE STRESS 0 0

Qty X Process time

Equals:

Part Number Description Seq WC Qty MC Routing Description Set Process Total (h)
Time (h)
4440 03 02 Socket For Crimping - 30HDM 10 700 1000 258 KITAKO (CNC) 8 0.02 20
4440 03 02 Socket For Crimping - 30HDM 20 700 1000 437 Gildermeister CNC Lathe 1 0.0286 28.6
4440 03 02 Socket For Crimping - 30HDM 30 25 1000 237 HOT WASH/DE-WATER 0 0 0
4440 03 02 Socket For Crimping - 30HDM 40 500 1000 140 WILD BARFIELD 0 0 0
4440 03 02 Socket For Crimping - 30HDM 50 500 1000 228 CARBOLITE FURNACE STRESS 0 0 0

Therefore, to complete 1000 sockets part number 4440 03 02 we would require

20 work hours on Kitako and 28.6 hours on Gildemeister. If there is more than
one part number required then same process should be repeated for other part
numbers and the required time per machine(s) added together to calculate total
required time.
For example, if we add another two part numbers (4562 04 03 and 4636 03 03)
and assume that their volumes are 600 and 800 respectively, tables would look
as follows:

Part number Description Seq. WC Qty MC Routing description Set Process Total (h)
time (h)
4562 04 03 Socket Body M/C - LH-30HDM 1 999 600 3 ENTER MATERIAL B/No HERE:- 0 0 0
4562 04 03 Socket Body M/C - LH-30HDM 10 700 600 258 KITAKO (CNC) 8 0.02 12
4562 04 03 Socket Body M/C - LH-30HDM 20 700 600 436 Gildemeister CNC Lathe 1 0.02 12
4562 04 03 Socket Body M/C - LH-30HDM 30 700 600 125 TSUGAMI THREAD ROLLING 2 0.008 4.8
4562 04 03 Socket Body M/C - LH-30HDM 40 25 600 237 HOT WASH/DE-WATER 0 0.008 4.8
4562 04 03 Socket Body M/C - LH-30HDM 50 500 600 140 WILD BARFIELD 2 0.0033 1.98
4562 04 03 Socket Body M/C - LH-30HDM 60 500 600 228 CARBOLITE FURNACE STRESS 0.5 0 0
4562 04 03 Socket Body M/C - LH-30HDM 70 999 600 2 STORES QTY RECEIVED:- 0 0 0

9
Part number Description Seq. WC Qty MC Routing description Set Process Total (h)
time (h)
4636 03 03 Socket For Crimping - 40HDM 1 999 800 3 ENTER MATERIAL B/No HERE:- 0 0 0
4636 03 03 Socket For Crimping - 40HDM 2 700 800 258 KITAKO (CNC) 4 0.0125 10
4636 03 03 Socket For Crimping - 40HDM 15 700 800 229 TAKANG/CNC TURNING CENTRE 2 0.04 32
4636 03 03 Socket For Crimping - 40HDM 20 700 800 132 POLLARD 3 STATION BACKFACER 3 0.02 16
4636 03 03 Socket For Crimping - 40HDM 40 700 800 436 Gildemeister CNC Lathe 1 0.0222 17.76
4636 03 03 Socket For Crimping - 40HDM 50 400 800 151 ENSHU 3 0.0153 12.24
4636 03 03 Socket For Crimping - 40HDM 60 25 800 237 HOT WASH/DE-WATER 0 0 0
4636 03 03 Socket For Crimping - 40HDM 70 500 800 141 WILD BARFIELD 2 0.005 4
4636 03 03 Socket For Crimping - 40HDM 80 500 800 228 CARBOLITE FURNACE STRESS 0 0 0
4636 03 03 Socket For Crimping - 40HDM 90 999 800 2 STORES QTY RECEIVED:- 0 0 0

By adding the times for individual machines we can come to the conclusion that
to produce 1000 4440’s, 600 4562’s and 800 4636’s we’ll need 42 hours on
Kitako and 58.36 hours on Gildemeister.
In order to calculate a realistic available time on any machine it is important to
take into the consideration the time that will be required for the changeovers.
Time required for the changeovers is classed as downtime and has to be
deducted from the total available time in order to establish time available for the
production.

10
Step 4. Process analysis
The purpose of the process analysis is to create a detailed map of a particular
process, which is showing all of the steps undertaken in order to convert the raw
materials into a finished product. The analysis should focus on the following five
aspects:

 Operation/Cycle time
 Delay/Waiting
 Inspection
 Transport or movement (distance and time)
 Storage

Process steps need to be recorded in the order in which they are performed.
Three methods for process mapping that are recommended are:

 Value stream mapping

o For detailed instructions on how to create value stream maps refer
to appendix B.
 Process flow diagram
 Spaghetti diagram

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Ball pin cell value stream map

CURRENT STATE BALL PIN CELL.igx

PRODUCTION 3 MONTHLY
CONTROL FORECAST
MONTHLY
SCHEDULE MRP
CUSTOMERS
WEEKLY/ PRODUCTION DAILY ORDER
SUPPLIERS DAILY SPOT CONTROLLER LOGS
BUYS

DAILY
UPDATE AND DAILY
MONTHLY
DAILY MATERIAL
WORKS
CHANGES ISSUE
ORDERS
UPDATED GIVEN TO
DAILY
CELL DAILY WEEKLY
REDUCE
CNC BALL SET UP LEADERS. UK
MONTHLY
PIN PROFILE TIME WEEKLY
USA
PROGRESS
MEETING

MONTHLY 1 CHANGE TO SCREW

INDUCTION
COLD FORM ROLL ON
Total C/T = 180 secs. HARDENING
CNC
C/O = 2 hours BALL PIN BILLET THREAD
DISPATCH
ROLL
REDUCE 1
CNC BALL SET UP
PIN PROFILE TIME LINISH PIP Total C/T = 45 secs.
C/O = 2 hours
MOVE Total C/T = 25 secs.
STORES
BILLETS 1 C/O = 0 mins.
DIRECTLY Total C/T = 5 secs. STRESS KITTED AND
Total C/T = 180 secs. PACKING
TO CNC C/O = 0 mins. RELIEF ISSUED
C/O = 2 hours
REDUCE REPLACE SMALL
GOODS
INWARD & SET UP WITH WASH ON 1
CNC BALL TIME CELL
INSPECTION TOWER
PIN PROFILE WASH
DRILL Total C/T = 2.45 hours
RAW ASSEMBLY
FORGINGS/ CENTRE
TUBE/ BAR DRILL 1
1 LINISH PIP
Total C/T = 180 secs. Total C/T = 5 mins.
C/O = 0 mins. Total C/T = 25 secs.
C/O = 2 hours CRACK CRACK
DETECT DETECT 2 Shif ts
Total C/T = 25 secs. SPHERE TAPER
Total C/T = 5 secs. PAINT
C/O = 0 mins.
CNC BALL C/O = 0 mins.
12 HOURS
PIN PROFILE REDUCE
1 1 1DRYING
SET UP
TIME Total C/T = 7 secs. Total C/T = 7 secs. Total C/T = 15 secs.
1 C/O = 15 mins. C/O = 15 mins.
Total C/T = 180 secs.
C/O = 2 hours

12
Meaning of the icons used for the value stream maps is as follows:
(© Strategos Inc.)

13
14
Bevel box machining/assembly process flow diagram

Symbol Material/worker flow Information flow Adds value?

operation operation Yes

store file No

delay delay No

transport transport No

inspection check No

Batch size 1
Frequency Time (s) Total Process Transport Inspect Delay Store VA/ NVA
Goods Inwards 1 14400 14400 NVA
Inspection 1 300 300 NVA
Delivery of castings to DMU 1 120 120 NVA
DMU loading/ unloading 1 105 105 VA
Unmanned Machine time 1 540 540 VA
Deburr box 1 180 180 VA
Deliver boxes 1 15 15 NVA
Batch Stamp 1 7 7 VA
Needle bearing press 1 17 17 VA
Deburr gears 1 94 94 NVA
Grease and fit bearings 1 18 18 VA
Grease gears and assemble 1 30 30 VA
Fit cir-clips 1 16 16 VA
Pull back gears 1 19 19 VA
Check Backlash 1 63 63 NVA
Grease and fit seals 1 35 35 VA
Grease and fit boots 1 40 40 VA
Check torque, fit netlon, dot seal 1 26 26 VA
Deliver to final inspection 1 60 60 NVA
Final inspection 1 30 30 NVA
Deliver to packing 1 10 10 NVA
Pack 1 12 12 VA
Dispatch 1 0 NVA
Lead time 16137
Lead time (h) 4.483

15
 Batch size 100
Frequency Time (s) Total Process Transport Inspect Delay Store VA/ NVA
Goods Inwards 1 14400 14400 NVA
Inspection 1 300 300 NVA
Delivery of castings to DMU 100 120 12000 NVA
DMU loading/ unloading 100 105 10500 VA
Unmanned Machine time 100 540 54000 VA
Deburr box 100 180 18000 VA
Deliver boxes 100 15 1500 NVA
Batch Stamp 100 7 700 VA
Needle bearing press 100 17 1700 VA
Deburr gears 100 94 9400 NVA
Grease and fit bearings 100 18 1800 VA
Grease gears and assemble 100 30 3000 VA
Fit cir-clips 100 16 1600 VA
Pull back gears 100 19 1900 VA
Check Backlash 100 63 6300 NVA
Grease and fit seals 100 35 3500 VA
Grease and fit boots 100 40 4000 VA
Check torque, fit netlon, dot seal 100 26 2600 VA
Deliver to final inspection 100 60 6000 NVA
Final inspection 100 30 3000 NVA
Deliver to packing 100 10 1000 NVA
Pack 100 12 1200 VA
Dispatch 100 0 NVA
Lead time (s) 158400
Lead time (h) 44

Comparison of the lead times for different batch sizes shows that the overall lead time
increases proportionally. Therefore, larger the batch size longer it would take for the parts
to reach the next stage of the process. Potential solution is to split the batch i.e. transfer
the parts to the next station more often rather than wait fir the whole batch to be
complete. This would result in the complete assemblies being completed quicker and thus
being delivered to customer in less time as well.

Spaghetti diagram

Purpose of the spaghetti diagram is to illustrate the route that the product takes while
being processed as well to record the distance travelled. A sample of a spaghetti diagram

16
showing the route and distance that the ball pins had to travel before the introduction of
lean manufacturing is shown below:

Wash to induction hardening=100 seconds

Time required to wash 500 ball pins

90 minutes

Ball pin to wash = 56 seconds

Spaghetti diagram is a very effective tool in identifying how much time is taken up by
transporting the part while it is being processed. It is important to note that the customers
will normally only pay for the value added work e.g. CNC, milling drilling, assembly etc.
while the walking and transportation of parts is considered as non-valued adding and as
such is unlikely to be paid for by the customers. Reducing the non-value added content of
the production would help to ensure that the products that the company is producing are
competitively priced.

17
Step 5. Production planning and control
analysis
The purpose of this stage is to understand how the work is planned,
scheduled and controlled. During this stage following questions need to be
answered:

 What method is used to calculate/set the required production quantities?

 How often are finished products delivered to customers?

 What method is used to determine the order in which different part

numbers are produced?

 Are all process steps carried out “in-house” or are there external sub-con
steps?

 Is the quantity that each cell is required to produce per week/month

levelled, i.e. are there fluctuations in volume from one month to another?

 What scheduling method is used to schedule the following:

o Machines

o People

o Sub-con operations

18
 How much involvement do shop floor operators have in the planning,
scheduling and control process?

 Are there any performance measurement tools in place?

 How often is the information relating to the performance communicated to

the production planning department?

 How are the adjustments to the original plans communicated to the

relevant departments?

 Are the missed deliveries recorded? (How late and in what quantities)

 Are the root causes of late deliveries determined and recorded?

19
Step 6. Seven types of waste analysis

The main objective of lean manufacturing is to minimise or completely eliminate

waste from the manufacturing process. The most significant seven types of
waste found in manufacturing are:

 Rejects
o Determine the number of rejected parts
o Determine the cost of the rejected parts
o Determine the root cause
o Analyse the root causes in order to establish potential patterns

 Rework
o Determine how much time was spent reworking faulty products
o Determine the root cause
o Analyse the root causes in order to establish potential patterns

 Inventory
o Determine the quantity of products in stores
o Determine the amount of space required to store products
o Determine the cost of handling inventory
o Determine the root cause(s) for the inventory
o If possible calculate the financial value of inventory

 Transportation
o Determine the distance that the product has to travel while being
converted into a finished product
o Determine the frequency, i.e. every time, 1/10 etc.

20
 o Calculate the total amount of time spent transporting products. If
possible calculate the cost of transporting the products
o Determine the root cause(s) of transportation

 Overproduction
o Determine if more products have been produced than what the
customers require
o Determine the root cause(s) for the overproduction
o Determine what happens to the excess products
o Determine the effect of the overproduction in terms of:
 Machine time
 Operator time
 Raw materials

 Excessive processing
o Determine if any additional process steps have been carried out
other than those specified on the route card/works order/standard
operating procedure or any other official documents stating the
required process steps
o Determine the route cause for the additional process steps
o Determine the overall duration of the additional process steps

 Queuing
o Determine how long does a part have to wait between arriving at
the machine and being fully processed
o Determine the root cause for the waiting, e.g. waiting for the
machine/operator to become available or the product is a part of a
batch of products

21
Following form can be used to record the different types of waste that are found
within the process:

22
 WASTE WALK RECORD SHEET

Waste Observation Sketch

Queuing

Overproduction

Rework

Rejects

Processing

Inventory

Transportation

23
Step 7. Create stability within 4M

For any improvement initiative to be effective there has to be a basic level of

stability within 4M – Machines, Manpower, Materials and Methods (processes).

Machines:

 Adequate capacity to produce required volume

 Adequate capability to produce good quality parts in required volumes
 Adequate “up-time”, i.e. no unplanned stoppages such as breakdowns
 Preventive maintenance procedures in place

Manpower:

 Sufficient number of operators

 Operators trained to carry out all required tasks
 Multi skilled operators capable of performing a variety of tasks
 Operators trained in tools and techniques of lean manufacturing

Materials:

 Sufficient level of raw materials to produce the required production volume

 Raw materials need to be fit for purpose i.e. no quality issues

Methods:

 Define the most effective and efficient way to convert a raw material into
finished product

24
 Standardise the most effective and efficient way to convert a raw material
into finished product

25
 Step 8. Design cell layout
For the conditions in which Pailton Engineering Ltd. operates, product family
based cell layout is considered to be the most suitable. Product family based
cell layout means that the machines required to machine a family of products
are grouped together and therefore products do not need to be moved or
transported excessively as all required machines are placed relatively close to
each other. Product families are normally formed of products with similar:

 Manufacturing processes
 Required equipment
 Material
 Required surface finish
 Size and shape of the product
Or
 Belonging to the same assemblies

Additionally, it is recommended that the machines within the cell are positioned in
a “U” shape and that the machines are positioned in line with the process flow.

Other important rules of cell design are:

 All parts should follow generic flow, i.e. travel in the same direction
 Backtracking should be avoided
 All process steps should be contained within the cell
o If all process steps are contained within a cell than the travelling
distance and the time is reduced
o Single piece flow is only applicable where machines are short
distance away from each other
o Multitasking is only applicable where machines are short distance
away from each other.

26
o If possible relocate additional machines into the cell. If for example
the machine is a shared resource but a large proportion of its
capacity is dedicated to one product family then that machine
should be located in the cell that is dedicated to the product family.
It is more beneficial that parts which only use the machine for
example 5% of the time are transported to the machine rather than
the parts which use 60% of the capacity.
o If additional machine is not available consider purchasing additional
machine. To justify the purchase, calculate the cost of transporting
the parts to be processed. General rule is that if the cost of the new
machine is matched by savings that the new resource will bring
within two years, then purchasing new resource is recommended.
Additional benefit is that, by having a dedicated resource, the
amount of time spent scheduling work is reduced. Also having a
dedicated resource will reduce the amount of time that the part has
to wait to be processed.
o Dedicated resources also reduce the number of changeovers.
o It may be possible to contain all process steps within the cell by
changing product design thus enabling the existing machines to
fully process the part. A good example is the bevel gear cell, by
standardising gear design it was possible to process all gears on
the machines that were already within the bevel gear cell. Following
the design change it was no longer necessary to transport gear to
shaft cell for the second CNC op.

27
Step 9. Working method design

To design a most effective and efficient working method, the following four step
methodology is recommended:
(Source: Art of Lean Inc.)

Step I – Break down the job

 List all details of the job exactly as done by the present method
 Be sure details include all:

o Material handling
o Machine work
o Hand work

Step II – Question every detail

 Use these types of questions:

o Why is it necessary?
o What is its purpose?
o Where should it be done?
o When should it be done?
o Who is best qualified to do it?
o How is the best way to do it?

 Also question the materials, machines, produce design, layout, work place, safety
and house keeping.

28
Step III – Develop the new method

 Eliminate unnecessary details

 Combine details when practical
 Rearrange for better sequence
 Simplify all necessary details

o Make the work easier and safer

o Pre-position materials, tools, and equipment at the best places in
the proper work area
o Use gravity feed hoppers and drop delivery chutes
o Let both hands do useful work
o Use jigs and fixtures instead of hands for holding work

 Work out your ideas with others

 Write up your proposed new method

Step IV – Apply the method

 Sell your proposal to the boss

 Sell the new method to the operators
 Get final approval of all concerned on safety, quality, quantity and cost
 Put the new method to work. Use it until a better way is developed
 Give proper credit where due

While designing the new working method it is important to keep the original
objective of the lean manufacturing in mind – elimination of seven types of waste.
Any recommended working method is required to deliver the required volume of

29
products, at the required quality standard, in the required time and to ensure that
the seven types of waste are either minimised or eliminated.
In addition to the listed four steps, it is also recommended that a new working
method should be founded on the use of takt time. Takt time calculates the rate
at which the parts should be produced in order to meet the customer demand.
Takt time is calculated using the following formula: Available time / Customer
demand.
For example, if available time per day is 485 minutes and the customer demand
is 190 products then the takt time or the rate at which parts must be produced is
as follows: 485 (minutes) / 190 (products) = 2.55 minutes.
Therefore, in order to meet the customer demand one part must be produced
every 2.55 minutes.

Final step of the work method design stage is to standardise the most effective
work method steps. This is normally done by issuing a standard operating
procedure which outlines all of the required steps as well as the sequence in
which each of the steps is performed. Following example is a standard operating
procedure for the bevel gear cell (issue level 1):

30
Once the working method has been clearly defined, a decision concerning the
shape of the cell can be made.
Two of the most common shapes are line and “u” shape cell:

M/C 1 M/C 2 M/C 3 M/C 4 M/C 5

Line

31
 M/C 3

M/C 2 M/C 4

M/C 1 M/C 5

“U” shape

Although these cell formations are considered to be the most common, they are
not the only ones. Cell formation should be such that it delivers the most efficient
process while at the same time adhering to the cell layout design
recommendations listed in the Step 8 – Design cell layout.
Number of the operators manning the cell will depend on the manual work
content. If the takt time is used, the manual content for any operator should not
exceed the takt time as this would mean that the required rate is not achieved. In
situations where it is possible for one operator to operate more than one machine
the “U” shape cell layout is recommended. For example, the walking distance
between any of the machines within the “U” shape layout would not be too great
so the operators could operate various combinations of machines, although it is
not recommended for operators to cross other operators’ paths. On the other
hand, within the line shaped layout, it would be difficult for an operator to operate
machines 1 and 5 due to the potential distance between them. Additionally, the
operator would have to cross the working space of the other operators which is
not recommended.

32
Step 10. Cellular layout implementation
In order to successfully introduce a cellular layout it is important to create a plan
which will take into the account several key aspects:

 Tasks
A detailed list of all required tasks, which will lead to the successful layout
implementation, must be created. Additionally, a process flow diagram
highlighting the order in which the tasks are performed is also required.
 Resources
For each listed task there must be allocated a person responsible for the
completion of the task in line with the project requirements.
 Timing
Each task of the layout implementation must have a due date.
 Training
Any identified training activities need to be performed before the new
layout is introduced.
 Facilities
The requirements of the new cell in terms of facilities such as electrical
installations, air supply, storage racking, health and safety equipment,
display boards and material transfer equipment should be in place prior to
the implementation.

33
Step 11. 5S

The philosophy behind the 5S is that a tidy and organised work place where
“there is a place for everything and everything is in its place” is a good foundation
for a number of lean tools and techniques such as visual management and
standard operating procedure among others. 5S has also been proven as a
waste reducing technique. For example, if required tooling and parts are easily
located and accessed it would take less time to retrieve them than if the same
parts or tools are not correctly identified, are mixed with other parts and tools and
are located on the other side of the factory.

5S technique is comprised of the following five steps:

 Sort
Red tag and remove all unnecessary items from the work area. Only parts
that are planned to be used frequently should be kept within the work
area.

DATE:

LOCATION:

DESCRIPTION:

TAGGED BY:

DISPOSITION:

(TICK APPROPRIATE BOX)

SCRAP
MOVE TO CENTRAL LOCATION
OTHER
(SPECIFY BELOW)

APPROVED BY:

34
 Red tag
 Straighten
Place all items in their optimal position, in accordance with the process
flow and health and safety guidelines, among others. All locations should
be correctly identified and labelled.

 Shine
Maintain a clean working area.

 Standardise
Create easy to follow standard operating procedures in order to ensure
that required 5S standards are maintained. Having detailed 5S standard
operating procedure will ensure that there is no ambiguity regarding the
required standards and the steps required to achieve it.

 Sustain
As reported frequently, sustain stage is possibly one of the most difficult to
achieve. Initial results are often impressive but over time standards do
tend to slip as the workers lose the motivation or the focus shifts
elsewhere. Benefits of 5S can be significant and it is therefore important to
maintain the same standards in order to maximise the benefits.

Examples of poor 5S practices are shown below:

35
36
Examples of good 5S practices:

In order to maintain high standard of 5S it is recommended to introduce 5S audits, which

will be carried out by both the operators and supervision. By regularly assessing the
various aspects of the cell, a generally safe and healthy, efficient and clean working
environment can be achieved with very little effort.
Pailton Engineering Ltd has piloted the 5S audit sheet on the bevel gear and the ball pin
cells and will be introducing the same throughout the company progressively. A sample
of the piloted audit sheet is shown on the next page.

37
38
39
Step 12. Production schedule design and
implementation
Purpose of the production scheduling is to create a plan of how to produce the
required number of components and in the required time. In addition to the
variety of rules that have to be followed while creating a production schedule
there are also several guidelines suggested by the principles of lean
manufacturing:

Small batch sizes

Size of the batches produced should be as small as economically viable. By
running smaller batches it is possible to produce higher mix of products while at
the same time keeping the inventory level low. Large batches take up the large
amounts of production capacity, could possibly mask potential quality issues and
the excess products (above what the customers require for a given period) need
to be stored and managed. Storage and management of stock requires storage
space as well as operators to manage it.

Levelled production
If possible, monthly production should be levelled i.e. quantities produced each
month should be as similar as possible. Producing significantly different volume
of products from one month to another means that while one month the
production cell may be under utilised, in another month the required quantity may
exceed the available cell capacity. Scheduling similar production quantities each
month also means that each month a similar number of work hours is required in
order to produce the required quantity
Load levelling can be demonstrated by using the monthly production table for the
socket cell (2005):

40
Part Number Description april march february january december november october september august july june may april
4029 02 05 Socket Body M/C - 20 0 0 0 0 0 0 0 0 0 0 0 0 0
4029 02 06 Socket Body M/C - 20 0 0 0 0 0 0 0 0 0 0 0 0 0
4104 03 04 Socket Body M/C - RH-30HDM 0 400 0 500 250 800 0 931 0 488 505 158 300
4134 01 03 Socket Body M/C - 22S 0 0 0 0 0 0 0 0 0 0 0 0 0
4146 03 05 Socket Body M/C - RH-30HDM 0 480 320 200 0 788 0 400 500 1482 250 200 800
4146 04 05 Socket Body M/C - LH-30HDM 0 0 500 0 0 400 400 0 700 0 0 400 600
4163 03 03 Socket Body M/C - RH-35HDM 0 160 290 136 56 289 21 477 23 40 100 66 269
4163 04 03 Socket Body M/C - LH-35HDM 0 373 759 129 106 487 50 1029 0 38 300 60 693
4175 13 03 Socket Body M/C - RH-40HDM 0 273 348 679 138 270 720 292 142 791 292 618 447
4175 14 03 Socket Body M/C - LH-40HDM 0 285 763 420 376 570 432 998 385 382 49 860 346
4366 03 01 Socket For Crimping - 35HDM 0 4 440 2 0 552 305 32 0 30 310 0 2
4408 03 10 Socket Body M/C - 27ML 0 0 0 0 0 0 0 0 0 0 0 0 0
4440 03 02 Socket For Crimping - 30HDM 0 0 0 0 0 0 0 0 0 0 0 0 0
4440 03 03 Socket For Crimping - 30HDM 0 0 0 0 0 901 1909 505 1637 319 659 898 1679
4440 03 04 Socket For Crimping - 30HDM 0 1355 1522 1060 1253 403 0 0 0 0 0 0 0
4444 03 02 Socket For Crimping - 40HDM 0 702 50 607 9 760 198 565 0 0 149 402 57
4461 03 02 Socket Body M/C - RH-40HDM 0 960 430 0 600 550 456 494 0 500 115 701 5
4461 04 02 Socket Body M/C - LH-40HDM 0 1180 400 0 601 550 456 0 493 497 108 800 0
4474 03 01 Socket Body M/C - 22S 0 0 0 500 0 500 0 0 0 492 0 0 0
4562 04 03 Socket Body M/C - LH-30HDM 0 988 443 1689 500 800 2188 800 1040 1351 296 1700 952
4563 03 03 Socket Body M/C - RH-30HDM 0 0 20 0 0 0 117 80 286 0 100 201 511
4636 03 03 Socket For Crimping - 40HDM 0 1624 130 0 2190 1250 340 0 11 1627 100 357 1192
4729 03 01 Socket Body M/C - RH-40HDM 0 30 195 7 175 65 109 140 0 4 350 150 144
4729 04 01 Socket Body M/C - LH-40HDM 0 119 106 180 60 7 110 140 0 4 350 150 142
4740 03 01 Socket Body M/C - RH-40HDG 0 190 141 119 271 33 503 179 0 27 127 64 0
4740 04 01 Socket Body M/C - LH-40HDG 0 190 41 119 171 61 329 35 53 28 84 71 0
4986 03 01 Socket Body M/C - 65 0 0 0 0 0 0 0 0 0 0 0 0 0
50 10 0114 Socket Body M/C - LH-50 Size 0 0 0 0 0 0 0 0 0 0 0 0 0
50 10 0115 Socket Body M/C - RH-50 Size 0 0 0 0 0 0 0 0 0 0 0 0 0
9313 6898 6347 6756 10036 8643 7097 5270 8100 4244 7856 8139

From the table it can be seen that the volumes for individual part numbers
differed significantly from one month to another and therefore the total quantity
that the cell had to produce was significantly different as well. In some months
cell had produced just over 4000 socket while in some months it had produced
over 10000 sockets. Additionally, there appears to be no established pattern of
production.
The alternative to this production schedule is the levelled production schedule,
which is created by calculating average monthly production volumes and then
producing that same volume every month. This method was tested on the bevel
gears cell and it has proven itself to be successful. It is still likely that the
customer requirements may vary from month to month, i.e. they can order less
than average one month and more than average in another month. However, the
experience from the bevel gears cell has proven that customer requirements
usually balance out over the period of 1-3 months. Therefore, if the customers
order less than average one month, the excess stock is kept and is used to
supplement the average produced quantity when the customer demands
exceeds the monthly production. Additionally, it is important to run the levelled

41
schedule in conjunction with the MRP system and to consult it before the monthly
production quantities are set. MRP may just confirm the original schedule but it
also may identify unexpected peaks or troughs which may call for an adjustment
to the original schedule. Example of a levelled schedule for a socket cell is
shown below:

PN Forging Description January February March April May June July AugustSeptember OctoberNovemberDecember
4440 03 4169 05 Socket For Crimping - 30HDM 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600
4562 04 4169 05 Socket Body M/C - LH-30HDM 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600
4636 03 4082 05 Socket For Crimping - 40HDM 1500 0 1500 0 1500 0 1500 0 1500 0 1500 0
4146 03 4147 05 Socket Body M/C - RH-30HDM 1100 0 1100 0 1100 0 1100 0 1100 0 1100 0
4175 14 4575 05 Socket Body M/C - LH-40HDM 0 1100 0 1100 0 1100 0 1100 0 1100 0 1100
4175 13 4575 05 Socket Body M/C - RH-40HDM 0 900 0 900 0 900 0 900 0 900 0 950
4461 04 4082 05 Socket Body M/C - LH-40HDM 900 0 900 0 900 0 900 0 900 0 950 0
4461 03 4082 05 Socket Body M/C - RH-40HDM 900 0 900 0 900 0 900 0 900 0 900 0
4104 03 4169 05 Socket Body M/C - RH-30HDM 0 800 0 800 0 800 0 800 0 800 0 800
4146 04 4147 05 Socket Body M/C - LH-30HDM 700 0 700 0 700 0 700 0 700 0 700 0
4163 04 4115 05 Socket Body M/C - LH-35HDM 0 600 0 600 0 600 0 600 0 700 0 700
4444 03 4575 05 Socket For Crimping - 40HDM 0 600 0 600 0 600 0 600 0 600
4366 03 4115 05 Socket For Crimping - 35HDM 0 600 0 600 0 600 0 600 0 0
4163 03 4115 05 Socket Body M/C - RH-35HDM 300 300 300 300 300 300
4729 03 Socket Body M/C - RH-40HDM 0 0 0 0 0 0 0 0 0 0 0 0
4740 03 Socket Body M/C - RH-40HDG 0 0 0 0 0 0 0 0 0 0 0 0
Production quantity 8300 8100 8300 8100 8300 8100 8300 8100 8300 7600 8350 7050
Changeover 10.5 15 10.5 15 10.5 15 10.5 15 10.5 15 10.5 15

From the table it can be seen that the total production for each month is very
similar, production quantity for individual part number is the same every time and
the different parts are produced at regular intervals i.e. every month or every two
months. Additional benefit of the levelled schedule is that the number of hours
required to produce the planned quantities is similar each month which makes
the managing of the resources easier as well – each month you require similar
number of both the machine and operator hours.

42
Minimise the changeover duration through product sequencing

Significant time saving could be made by simply scheduling similar products

together. For example, products that use same forgings could be produced one
after the other and, as the changeover from one part to another that uses the
same forging may only mean a quick program change, the changeover duration
is minimal. On the other hand if a product is followed by another that uses a
distinctly different forging, the changeover duration might be several hours.
Although it may not be always possible to completely minimise the changeover
duration, by scheduling parts with similar characteristics in sequence significant
time savings could be achieved. Following table illustrates the recommended
monthly product mix for the socket cell:

PN Forging o Description January February March April May June July AugustSeptember OctoberNovemberDecember
4440 03 4169 05 Socket For Crimping - 30HDM 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600
o
4562 04 4169 05 Socket Body M/C - LH-30HDM 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600 1600
4636 03 4082 05 Socket For Crimping - 40HDM 1500 0 1500 0 1500 0 1500 0 1500 0 1500 0
4146 03 4147 05 Socket Body M/C - RH-30HDM 1100 0 1100 0 1100 0 1100 0 1100 0 1100 0
4175 14 4575 05 Socket Body M/C - LH-40HDM 0 1100 0 1100 0 1100 0 1100 0 1100 0 1100
4175 13 4575 05 Socket Body M/C - RH-40HDM 0 900 0 900 0 900 0 900 0 900 0 950
4461 04 4082 05 Socket Body M/C - LH-40HDM 900 0 900 0 900 0 900 0 900 0 950 0
4461 03 4082 05 Socket Body M/C - RH-40HDM 900 0 900 0 900 0 900 0 900 0 900 0
4104 03 4169 05 Socket Body M/C - RH-30HDM 0 800 0 800 0 800 0 800 0 800 0 800
4146 04 4147 05 Socket Body M/C - LH-30HDM 700 0 700 0 700 0 700 0 700 0 700 0
4163 04 4115 05 Socket Body M/C - LH-35HDM 0 600 0 600 0 600 0 600 0 700 0 700
4444 03 4575 05 Socket For Crimping - 40HDM 0 600 0 600 0 600 0 600 0 600
4366 03 4115 05 Socket For Crimping - 35HDM 0 600 0 600 0 600 0 600 0 0
4163 03 4115 05 Socket Body M/C - RH-35HDM 300 300 300 300 300 300
4729 03 Socket Body M/C - RH-40HDM 0 0 0 0 0 0 0 0 0 0 0 0
4740 03 Socket Body M/C - RH-40HDG 0 0 0 0 0 0 0 0 0 0 0 0
Production quantity 8300 8100 8300 8100 8300 8100 8300 8100 8300 7600 8350 7050
Changeover 10.5 15 10.5 15 10.5 15 10.5 15 10.5 15 10.5 15

Product sequence in this case is based on the raw forgings. If two part numbers
are produced from the same forging then the changeover duration when
changing from one part number to the other is minimal, normally just a machine
program change. On the other hand if two part numbers that use different

43
forgings are scheduled one after the other then the changeover may take up to 8
hours. Therefore, when the production sequence for a period of time (week,
month etc.) is planned, part numbers should be sequenced in such way that the
changeover duration is minimised. In the case of the socket cell, part numbers
that are produced using the same or similar forging should be sequenced
together. From the table it can also be seen that some part numbers are
produced every two months but in larger quantities. This is because these part
numbers can’t be successfully sequenced with other part numbers and their
changeovers will always be fairly long. In order to minimise the negative impact,
these parts are therefore produced less often but in higher quantities.
It is strongly recommended that changeovers should be reduced in all areas of
the production. Reducing the changeovers will enable production cells to produce
smaller batches more often. This will result in lower inventory levels, less work in
progress to manage and the parts will be transfer more often to the final
assembly. Transferring parts more often to the assembly will also mean that the
assembly area will not need large amounts of space to store incoming parts. If
the parts are delivered to the assembly area more often and in smaller quantities
then the final assembly can be performed more often as and when the parts
arrive - finished products can then be moved out of the assembly area and sent
to the customers. On the other hand, if assembly receives 1000 parts and only
100 are required then the remaining 900 will have to be stored somewhere on
the assembly area. If assembly receives 100 parts and 100 parts are required
there is nothing left to store – no need for the storage space and no need to
manage the parts at a later date.

Production should be scheduled in easy to manage time intervals

As the performance measurements are drawn from the production schedule,

scheduling the production in short time intervals means that any potential
problems will be detected very early and can therefore be easily fixed. On the

44
other hand, if the progress is only assessed once a month, by the time the
potential problem is detected it may already be too late to correct it.

Production schedules should be co-ordinated

In cases where there are multiple components that make up an assembly, the
production of the individual components should be co-ordinated so that they are
available for the assembly at relatively similar times. For example if socket
assembly requires a ball pin and a socket, the matching ball pin and the socket
need to be available at the same time in order for the assembly to be completed.
If only one of the parts is available the assembly can not be completed until the
other part is available as well.

45
Step 13. Performance measurement

In order to effectively control the production process it is important to measure

a number of important aspects. The most important benefit of the
performance measurement activities is that they highlight the progress
against the intended target. Frequent and focused measurement of the
performance will help to establish whether the intended target will be
achieved as well as identifying issues that, if unattended, will result in the
company failing to meet its targets. It is recommended that the performance
should be measured frequently in order to identify any potential problems
before they escalate to the point where there isn’t enough time to bring the
production back on track.
One of the simplest forms of performance measurement is hourly output
measurement table, as shown below:

Start Finish Planned quantity Actual quantity

07:30:00 08:30:00 50 45
08:30:00 09:30:00 50 52
09:30:00 10:30:00 50 44
10:30:00 11:30:00 50 46
11:30:00 12:30:00 50 47
12:30:00 13:30:00 50 42
13:30:00 14:30:00 50 41
14:30:00 15:30:00 50 39
15:30:00 16:30:00 50 37

The objective of the table is to measure the output hour by hour and compare
it against the target value. Based on the results the company can then decide
if any further actions, overtime for example, are required to bring the
production back on track. The same principle can be used to create weekly,
monthly and so on, performance measurement tables. The principle is that
you set the target production quantities for a given period of time and then
compare the actual performance against the targets.

46
Performance measurement is a very important aspect of the production
control as without it is very difficult to establish whether the company is
meeting its targets. Additionally, if the performance is not assessed in a timely
manner, by the time problems are highlighted it may already be too late to fix
them.
Performance measurement can be applied to a variety of production aspects:

 Operator skills matrix

o Skill level
I
o Ability to perform variety of tasks n
c
o Job rotation
r
 Output per employee e
a
 Total monthly output s
 Delivery performance e

 Schedule adherence
 5S performance

 Rejects
 Rework duration
 Changeover duration D
e
 Work in progress level c
 Inventory level r
e
 Product lead time a
 Machine downtime s
e
o Planned
o Unplanned
 Warranty claims
 Customer complaints
 Absenteeism
 Accidents at work

47
Example of a performance measuring chart used within Pailton is shown below:
(Bevel gear cell, August 2006, week 1)

Same type of information can be shown in following format:

Monthly production - August

Required Total
Actual Total

3000

2500

2000
Q u a n t it y

1500

1000

500

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Day

48
By frequently monitoring the production of bevel gear it was possible to spot
problems very early and then put corrective measures in place – overtime, night
shift, quality inspection, quarantine poor quality raw material, change the
production sequence etc. Performance measurement, combined with some
additional improvements, has resulted in the bevel gear cell completely
eliminating the production arrears.

49
Step 14. Visual management

The purpose of the visual management is to communicate important information

to relevant people but in a quick and easy to understand manner. In order to
demonstrate this concept we will use an example from the bevel gear cell. In
order to communicate the production schedule a simple storage rack was used:

In addition to the storage rack a following chart was also created:

50
 Wednesday Thursday Wednesday Friday 3546
3564 3546 3564 (2) (2)

Wednesday Thursday Wednesday

Friday 3546
3564 3546 3564

Week 3
Tuesday Thursday Wednesday
Friday 3546
3564 3546 3564

Tuesday Thursday Wednesday Thursday

3564 3546 3564 3546

Tuesday Tuesday Monday Monday

3564 3564 (2) 3534 3534

Tuesday Monday Tuesday Tuesday

3564 3564 3534 3534

Week 4
Monday Monday Tuesday
3564 3564 3534

Monday Monday
3564 3564
week 3 as per schedule
week 4 as per schedule

Each box on the chart represents a location for the plastic box in which bevel
gears are stored after they are complete. At the beginning of the week the
operator will load the rack with the required number of the boxes. Each box
will also have a corresponding label which specifies the gear part number.
During the production the operator will remove a plastic box as specified by
the diagram, i.e. on Monday the operator will produce bevel gear part number
3564. If the production is on target, at the end of working day on Monday the
four locations on the rack marked as Monday will be empty. If the marked
locations are not empty it will be a clear sign that the production is behind. On
the other hand, if the location marked as Tuesday is empty that will mean that
the production is ahead. So, the rack and the diagram tell the operator what
to produce and when to produce it. Also, they tell the production management
whether the production is on target or not simply just by comparing the

51
planned diagram against what is physically on the rack. Visual management
on the bevel gear cell has also been extended beyond the one week period:

Monthly production - August

Required Total
Actual Total

3000

2500

2000
Quantity

1500

1000

500

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Day

Just by comparing the planned against actual line, production management

can determine if the production for the month is on target and then can decide
if any further measures are required.

52