Line Balance Training Pack Course agenda Introduction What

Line Balance Training Pack

Course agenda • Introduction : What is line balancing? • Where do we use line balancing? • Example • Line Balance – A simple example • Pre-requisites for line balancing… • The benefits of the pre-requisites • Method • Visual management • Summary - flowchart

Introduction : What is line balancing? Everyone is doing the same amount of work Doing the same amount of work to customer requirement Variation is ‘smoothed’ No one overburdened No one waiting Everyone working together in a BALANCED fashion What is Line balancing?

Example : Line Balance Chart This is a VISUAL production tool that enables the planning and organisation of individual, TIMED items of work to create the foundation for a balanced production line. It is used as a tool to continuously drive out waste from operations and processes and it is also a valuable tool in implementing changes in customer demand,

Line Balance : Simple Example Over-processing Overproduction which causes the other 6 wastes 5 mins 1 Inventory Waiting Transportation 25 mins 10 mins 2 3 4 This operator must WAIT for operator 2 This operator must WAIT for operator 3 2 3 4 20 mins 15 10 5 1 Motion Constraint Overburden 25 Rework

Line Balance : Simple Example Avoids overburden Promotes onepiece FLOW 15 mins 10 mins 2 3 4 Redistribute the work 25 20 15 10 5 Reduces Variation Minimises the 7 wastes

Pre-requisites to line balancing… Calculate Takt Understand the ‘drumbeat’ of the CUSTOMER Achieve CONSISTENCY in operations Standardise Enabling us to achieve our customers requirements by ‘managing our production effectively’ Variation in our operations demands more human intervention which, increases the risk of HUMAN ERROR

Takt Time Takt is a German word It describes the metronome It is the principal that all activity within a business is synchronised by a pulse, set by the customer demand Takt = total time available* total customer demand

Takt time Customer demand = 10 units / month Total time available = 20 days Takt = total time available total customer demand Drumbeat = 1 part every 2 days Each process needs to complete one unit every 2 days Every 2 days Process 1 Every 2 days Process 2 Every 2 days Process 3 Every 2 days Process 4 Every 2 days Process 5 Customer

Standardise Standard work layout Operation sequence Capture the layout From: Cell/ Area To: Description: PPE MUST BE WORN AT ALL TIMES Scale: stores Indicate how the work flows Highlight key information Work station 1 Quality check Part No. Safety precaution Std in process stock Tool cabinet Work station 3 Work station 2 Qty of SIPS Takt Time Cycle time 6 Name / position Date

Standardise NO REVISION DATE PUM ME WORK INSTRUCTION SHEET LOCATION: SHEET……. . OF……… DEPT: DATE: OPERATION NO. PREPARED BY: WP NO P. P. E. MAIN STEPS NO OPERATING DESCRIPTION JIGS/ TOOLS OPERATION DESCRIPTION PEGS REF: HRS AUTHORISATION: TL TL TL Q S E As per PEGS requirement KEY POINTS REQUIRED CHECKS TIME PUM EXPLANATION/ EXAMPLES/ DIAGRAMS TRAINING COMMENTS ME

The benefits of the pre-requisites Takt time What do you think are the benefits? Standard Operations

The benefits of the pre-requisites Takt time maximises the productivity due to: • • Easily managed processes Output of each process matches customer demand Standard Operations provide: • • Capable and repeatable processes Process control at source Improves accuracy of planning Better adherence to plans A platform from which continuous improvement can be made Reduced costs Improved quality Basis for training

Method - capture current state Calculate TAKT Customer demand = 19 units a month Time available = 20 days a month TAKT = Available time Customer demand TAKT = 20 days ( x 24 hrs in a day) 19 units Current State Ops TAKT = 25 hrs TAKT Total work content Line Balance Ratio Line Balance Efficiency 3 25 hrs

Method - capture current state Calculate TAKT Why video? - Used to visually record activity - Accurate method of recording - Irrefutable and unambiguous - Modern approach to establishing method Time the process 1. Capture a representative sample of the process 2. Review the video with the operators present 3. Break down the ‘elements’ of work and record a time for each one 4. Identify which of the elements are Value-added and which are non-value added

Method – capture current state The operators cycle is broken down into elements These elements are put into three main categories, these being : Calculate Takt time 1. 2. 3. Time the process Working (man or machine) Walking Waiting COMPANY Break down the work elements DATE PART NAME STANDARDISED WORK COMBINATION TABLE PART NUMBER PROCESS WORKING SEQUENCE 1 ORIGINATOR SECTION VOLUME TAKT TIME OPERATION NAME TIME MANUAL AUTO WAIT Fit bracket A 10 3 4 Walk to bench Machine Inspect 0 2 10 0 10 4 0 5 2 SEC OPERATION TIME WALK 1 15 2 1 g TOTAL ¨� ISSUER COORDINATOR ISSUER MGR KEY: Manual Auto CHECKED Walk Waiting 16 of 43 TAKT

Method - capture current state Constraint – customer demand not being met Calculate Takt time 30 Time the process 30 Takt (25 hrs) 25 20 Break down the work elements 15 17 15 10 5 Draw current state Line Balance 1 2 3 Current State Ops Calculate total work content (stacked time) : 15 + 30 + 17 = 62 hrs 3 Takt 25 hrs Total work content 62 hrs Line Balance Ratio Line Balance Efficiency

Method - capture current state Or alternatively …. . 1. Identify the business area to be balanced 3. Break down each process by task i. iii. Machining Treatments Assembly Op 2 Op 1 2. Form small group with team leaders/ operators Use ‘post it’ notes Write on the process name Place on a board in sequence 4. i. iii. Main process steps Sub elements of work Agree estimated time for each job and number of operators involved Is it 1, 5 or 10 hours Estimate a time for each sub element (use a rough guide) Add up all the elements Write on the main ‘post it’ the total time and total operators 3 Number of operators 2 2 1 5 hrs Total estimated time 1 5 hrs 2 1 5 hrs 1 10 hrs 2 1 1 hr 2 1 5 hrs 2

Method - capture current state Calculate TAKT Time the process 2 1 • Lay all the ‘post its’ out in sequence so that all of the processes are visible 5 hrs Break down the work elements • Draw on the TAKT line (or use string) Draw current state Line Balance TAKT 3 2 2 1 5 hrs 1 5 hrs 2 1 10 hrs 5 hrs 2 1 5 hrs 1 2 1 1 hr 2 1 5 hrs 2

Method - capture current state Target Manpower = Total Work Content Takt time Calculate Takt time Time the process 30 30 Takt (25 hrs) 25 Break down the work elements 20 15 17 15 10 Draw current state Line Balance 5 1 2 3 Current State Calculate target manpower Total work content = 62 hrs Takt time = 25 hrs = 2. 48 = 3 operators Ops 3 Takt 25 hrs Total work content 62 hrs Line Balance Ratio Line Balance Efficiency

Method – capture current state Line balance ratio = Calculate Takt time Total work content No. of stations x longest operation Line balance Efficiency = Total work content Target manpower x Takt Time the process 30 30 Break down the work elements Takt (25 hrs) 25 20 15 17 15 Draw current state Line Balance 10 5 1 2 3 Calculate target manpower Target manpower Line Balance Ratio Calculate Line Balance Ratio & Efficiency Current State = 62 hrs (3 x 30) X 100 = 69% What could be achieved without Line Balance Efficiency = 62 hrs X 100 reducing waste and still meeting = 83% (3 x 25) TAKT – simply REBALANCING!! 3 Takt 25 hrs Stacked time 62 hrs Line Balance Ratio 69% Line Balance Efficiency 83%

Method – balance to TAKT 30 30 Takt (25 hrs) 25 20 17 15 30 Takt (25 hrs) 25 25 20 15 15 10 10 5 25 12 Target 83% Efficiency 5 1 example 2 3 1 2 3

Method – balance to TAKT 1. Identify the elements of work that exceed TAKT Balance to TAKT 30 30 Reduce Non Value Added and eliminate waste Takt (25 hrs) 25 20 17 15 15 10 Re-allocate work & re-balance 5 1 2 3 Update calculations 2. Can this be improved? COMPANY DATE ORIGINATOR CHECKED PART NAME SECTION STANDARDISED WORK COMBINATION VOLUME TABLE PART NUMBER PROCESS TAKT TIME SEC TIME WORKING OPERATION TIMETAKT OPERATION NAME SEQUENCE MANUAL 10 AUTO 4 WALK 3 WAIT 1 0 0 0 1 Fit bracket 2 A 10 5 15 10 4 2 2 Walk to bench 1 Machine Inspect Yes No No Complete work instruction (standardise) & implement Refer to Standard Work Combination table TOTAL ¨ISSUER � COORDINATOR MGR ISSUER 3. KEY: Manual Auto Walk Waiting Identify where work can be re-allocated

Method – balance to TAKT Or alternatively…… Balance to TAKT Reduce Non Value Added and eliminate waste Re-allocate work & re-balance 1. Refer to the ‘post it’ notes on the wall 2. Use magnetic strips to signify the ‘post it’ notes (elements of time) Update calculations 3 2 1 Can this be improved? 1 1 2 1 2 2 1 1 hr 1 2 5 hrs 5 hrs Yes 2 2 1 5 hrs 10 hrs No No Complete work instruction (standardise) & implement 3. Using the experience of the team leaders/ operators, invite them to rebalance the work to below TAKT

Method – Identify value added and non-value added time Value Adding: Any process that changes the nature, shape or characteristics of the product, in line with customer requirements e. g machining, assembly What is Value added and non-value added time? Non-Value Adding, but unavoidable with current technology or methods. Any work carried out that does not increase product value e. g inspection, part movement, tool changing, maintenance Waste And don’t forget !! All other meaningless, non-essential activities that do not add value to the product you can eliminate immediately e. g. looking for tools, waiting time

Method – Identify value added and non-value added time Traditional Focus • Work Longer-Harder-Faster • Add People or Equipment Value Added Waste LEAD TIME Lean Manufacturing • Improve the Value Stream to Eliminate Waste

Method – reduce non-value added time and eliminate waste So, identify the category of work on the standard work combination table Balance to TAKT Reduce Non Value Added and eliminate waste COMPANY DATE PART NAME SECTION PROCESS WORKING SEQUENCE 1 Re-allocate work & re-balance VOLUME TAKT TIME OPERATION NAME TIME MANUAL AUTO Fit bracket A 10 WAIT 3 4 Walk to bench 0 0 2 10 Machine 10 4 Inspect 0 5 2 1 15 2 Yes No No Complete work instruction (standardise) & implement TOTAL ¨ISSUER � COORDINATOR MGR ISSUER SEC OPERATION TIME WALK 1 Update calculations Can this be improved? STANDARDISED WORK COMBINATION TABLE PART NUMBER ORIGINATOR KEY: Manual Auto Walk Waiting 27 of 43 CHECKED TAKT

Method – balance to TAKT Or alternatively… Balance to TAKT Reduce Non Value Added and eliminate waste Re-allocate work & re-balance Update calculations Can this be improved? No No Complete work instruction (standardise) & implement Yes Detail each process step (on format above) Indicate whether the work is : • Wait • Walk • Work Now you can split the operations on the board into elements of Value added and non value added work

Method – reduce non-value added time and eliminate waste Balance to TAKT Highlight the Value added and the non-value added work elements on the line balance board Reduce Non Value Added and eliminate waste Takt (25 hrs) 30 25 20 Non value added activity 15 Re-allocate work & re-balance 10 Value added activity 5 1 Update calculations Can this be improved? Yes No No Complete work instruction (standardise) & implement Use red strips to signify non-value added work 2 3

Method - reduce non-value added time and eliminate waste Balance to TAKT Non value added activity Value added activity Reduce Non Value Added and eliminate waste 30 Takt (25 hrs) 25 20 15 Re-allocate work & re-balance 10 5 1 Update calculations Can this be improved? Yes 2 3 • Reduce the NVA activity by applying waste removal tools (changeover reduction, 5 C, process mapping etc) No No Complete work instruction (standardise) & implement Attack the red, redistribute the green !! Future State Ops 2 Takt 27 hrs Stacked time 57 hrs Line Balance Ratio Line Balance Efficiency

Method – re-allocate & re-balance Balance to TAKT 30 Reduce Non Value Added and eliminate waste Takt (25 hrs) 25 20 15 10 5 Re-allocate work & re-balance 1 2 3 Update calculations 30 Takt (25 hrs) 25 Can this be improved? No No Complete work instruction (standardise) & implement Yes 20 Operator freed up for other process or improvement team 15 10 5 1 2 3

Method - update the calculations Line balance ratio = Balance to TAKT Total work content No. of stations x longest operation Line balance Efficiency = Reduce Non Value Added and eliminate waste 30 Future State Takt (25 hrs) 25 Re-allocate work & re-balance Total work content Target manpower x Takt Ops 20 15 10 5 Update calculations 1 Can this be improved? Yes Line Balance Ratio 2 = 44 hrs (2 x 24) X 100 = 92% Takt 25 hrs Total work content 44 hrs Line Balance Ratio 92% Line Balance Efficiency 88% No No Complete work instruction (standardise) & implement Previous balance ratio= =4469% Line Balance Efficiency hrs Improvement of 23% (2 x 25) X 100 2 = 88%

Method - Continuous Improvement Act Balance to TAKT Plan A Reduce Non Value Added and eliminate waste Check P C D Do Re-allocate work & re-balance Continuously use waste elimination tools Update calculations Can this be improved? No Complete work instruction (standardise) & implement Yes Value Added Waste LEAD TIME

Method - standardise Standard work layout Operation sequence Capture the NEW layout From: Cell/ Area To: Description: PPE MUST BE WORN AT ALL TIMES Part No. Scale: Tool cabinet stores Indicate how the work flows Tool cabinet Highlight key information Work station 1 Quality check Safety precaution Std in process stock Work station 3 Work station 2 Qty of SIPS Takt Time Cycle time 6 Name / position Date

Method - standardise NO REVISION DATE PUM ME WORK INSTRUCTION SHEET LOCATION: SHEET……. . OF……… DEPT: DATE: OPERATION NO. PREPARED BY: WP NO P. P. E. MAIN STEPS NO OPERATING DESCRIPTION JIGS/ TOOLS OPERATION DESCRIPTION PEGS REF: HRS AUTHORISATION: TL TL TL Q S E As per PEGS requirement KEY POINTS REQUIRED CHECKS TIME PUM EXPLANATION/ EXAMPLES/ DIAGRAMS TRAINING COMMENTS ME

Method - standardise Task Description Cycle Time Work Package Progress Tracker Unit WORKPACKAGE 1 PACKAGE PROGRESS TRACKER Target Start 1 2 3 Root end chop lugs Root end Root chop end lugs chop Root lugs end Root chop end lugs chop lugs Root end Root chop end lugs chop lugs Root end chop lugs 4 5 6 7 Root end chop lugs 8 Root end chop lugs 9 Root end chop lugs Operator Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs 10 11 Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs 12 13 14 Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs 15 16 17 Standard work packages Takt Time 30 Root end Root chop end lugs chop Root lugs end Root chop end lugs chop lugs Root end chop lugs 9 25 Root end chop lugs 3 Root end chop lugs 8 20 Root end chop lugs 7 15 Root end Root chop end lugs chop lugs 6 10 Root end chop lugs 5 5 2 4 3 Root end chop lugs 2 Root end Root chop end lugs chop lugs 1 1 Root end chop lugs finish Time date Work Package example

Visual Management The new line balance chart should be displayed on the cell The impact of changes in resource or Takt on operator cycle times can be seen instantly Opportunities for Kaizen activities can be easily identified

Summary Balance to TAKT & eliminate waste Capture the current state Balance to TAKT Calculate Takt time Time the process Takt 3 62 hrs Line Balance Efficiency 69% Line Balance Ratio Break down the work elements 25 hrs Total work content 83% 1 5 hrs Current State Operators 2 Draw current state Line Balance Calculate target manpower Reduce Non Value Added and eliminate waste Future State Re-allocate work & re-balance Update calculations Can this be be improved? No Calculate Line Balance Ratio & Efficiency Complete work instruction (standardise) & implement Yes Ops 2 Takt 25 hrs Total work content 44 hrs Line Balance Ratio 92% Line Balance Efficiency 88%