Developing Layout Strategies

The assembly line needs to produce 6 units per hour and there is room for only four workstations. The tasks and the order in which they must be performed are shown in the following table. Tasks cannot be split, and it would be too expensive to duplicate any task.

Most production-centered managers tend to be focus on the task, manufacturing management is production-centered. The work is ordinarily highly repetitive, many units of output are similar, outputs are occasionally schedule with accuracy, and the job can be defined in detail. In production-centered situation, employees are sometimes assigned to workstations. There are production requirement to keep up with the pace of assembly line, and the employees have little control over how they complete

There are three jobs at the Old Tyme Bracket and Hanger factory that need to be redesigned for the company’s and employees benefit. These three jobs have been identified as being the worst jobs in the company due to the routine and monotonous characteristics of these job tasks. Even though these jobs are quite simple, there are a high amount of errors being made due to the high levels of boredom and the lack of responsibility associated with these tasks. According to Old Tyme the turnover rate for these positions is more than 100% per year. I have constructed some possible alternatives regarding the design of these jobs that would be beneficial to productivity and to the employees who currently work in these positions.

One of the biggest needs for improvement was the assembly process. Although several changes were made throughout the years, quality and efficiency still fell below expectations. Hinrichs implemented the newly developed assembly which consists of two separate work stations that allowed operators in the adjacent stations to share the expensive balancer machine. These assembly cells were much more efficient as workers were no longer forced to wait for another person or machine in the process. Each cell was built like the other with quick turn set-up which created flexibility in the process while also reducing tooling inventory by almost a half. Now cells

steel toe work boots leads to an analysis of its current process. The assembly schedule

The current workflow needs to address how to best organize the assembly line so that it is most efficient,

By utilizing work cells in my manufacturing facility I would have been able to reduce travel distance in production due to the fact that all equipment in work cells is modular. This allows the work cells to be easily arranged or moved as needed. The implementation of work cells versus straight line manufacturing would have been beneficial also because it provides an organized workplace and reduced space for inventory or production materials. Also by using the work cell method of production defects would be easily detected early, this is because with work cells products are tested at the end of each production cycle making it easier to detect and fix any defects that may arise.

The fourth chapter is titled “Standardize Work.” The theme is “to identify how the work is well defined and how the effective team effort is exerted on the maintenance of the same repetitive work in sequence”. Thus, the standardization and the effort towards lean production is important (Ballé and Ballé).

Since the current assembly line layout should achieving 100% line efficiency when running at maximum capacity of 215 units. Thus, to operate at target 300 units/day, the current assembly line needs to redesign.

Team Setup and Responsibilities: The SDT model anticipate that workers would view the production process as an aggregate of interdependent job functions that are equally responsible for the quality of the final product. Two teams of 12 – 15 people were set up for each shift. The workers are rotated through all the jobs in the factory at regular intervals, thus ensuring all workers fully understand the production process.

Boeing made use of lean techniques in their production system and increased its production by 50% and also reduced its floor space by 40%. Assembling a Boeing 737 is a typical job. Workers should take 367,000 parts, an same number of bolts, rivets, other equipment and 36 miles (58 kilometres) of electrical wire and then keep them all combined to make an airplane [2]. Engineers to machinists were involved in lean (reducing waste) in the factory. By creating an assembly line, aircraft will pass through the workers were they going to concentrate on assembling. Allocating all employees in the factory building and organising special teams helped a lot to solve the errors in the assembly line [2]. In the assembly line, there are eight beacon lights which reflect the production status. If everything is good it shows green colour. If an error occurs, the worker will press a button and the green light will changes to yellow and the panel board will shows the category of the problem(which category it is related to). The worker will pass on to a computer and writes about the problem in a brief manner and the problem should be assigned to special team to solve it within 30 minutes if not, the light turns to purple and the assembly line will shuts down. This moving assembly is the icon of factory’s lean strategies.

The range plan, put together by varying styles and prices as well as different size, colour and unit requirements have to fit into the agreed space arrangements. If a vast breadth and depth of products is required by the retailer then this will require both stock space in addition to display space to separate merchandise.

Manufacturing Cells production is organized in groupings of all the different types of equipment used to make a given product. Materials move from one machine to another, and various operations are performed in sequence, minimizing materials-handling costs. Workers are also hired and trained to multitasked performing a variety of activities. Defects in the process are aggressively eliminated; this is due to the tight links in between workstations. Setup time is another aspect of U.S. Strollers that can be reduced using manufacturing cells concept. The production of a product, its cycle time until it's completed is reduced significantly. Reducing setup time and costs make production in smaller batches economical, which in turn reduces inventory levels

We analyzed a Toshiba assembly line plan for a new subnotebook computer.  The engineering section manager, Toshihiro Nakamura, wants to make changes to the line process as designed by the engineers.  The basic assembly line equipment and space already exist within the Toshiba plant, so the subnotebook assembly process must conform to those preexisting constraints.  Specifically, the assembly line is a straight 14.4-meter conveyor system that can accommodate 8 to 12 workers plus one supporter to aid in the assembly process.  The employees work at assembling for 7.5 hours a day.  The computers are assembled from

There are two critical elements you must know when translation a document and they cannot be stated too many times: