A changeover is changing the set-up of a process from one product to the next. Reducing changeover times is a common and popular way to decrease inventory or to increase available work time (see SMED). Ideally, the changeover time should be zero, allowing true one-piece flow. In reality, however, it is often not zero. This post looks in more detail at the different phases of a changeover to help you understand the process better and to reduce your changeover times. Continue reading The Phases of a Changeover
SMED (Single Minute Exchange of Die) is a very useful tool to reduce changeover time. Reducing changeover time will free up time for other uses. Western management often wants to use this time to produce more goods. However, the rule of thumb at Toyota is to use this newly available time to do more changeovers rather than more products. This increase in changeover has the potential to significantly reduce the lot size, which often has much larger benefits than the additional work time. In this blog post I want to look in more detail at this relation between changeover duration, productivity, and lot size. Continue reading What to Do with SMED: Reduce Lot Size or Increase Work Time?
In my last post I described the pacing of pulse and unstructured flow lines. Another common way to structure the pacing of flow lines is the continuously moving line. In this type of line, the parts are always moving, and the processes and workers move along with the part until the process is completed. Continue reading Pacing of Flow Lines 2 – Continuously Moving Line
Flow lines are often the best and most organized approach to establish a value stream. Hence, for flow lines or flow shops you can organize the processes much more easily than for many other types of production systems.
In this series of posts I will look at and compare different ways to pace your production processes. Please note that this is not line balancing about the work content for each process, but rather different options on when to start the work for each process. In the first post I will look at unstructured pacing and pulse lines. In my next post I will go into detail for the continuously moving line. Continue reading Pacing of Flow Lines 1 – Unstructured and Pulse Line
The flow shop is usually preferred for most lean production systems. In a flow shop, the processes are arranged in the sequence of the production steps. If you can manage to establish a flow shop, your production will be much more efficient than in a job shop or a project shop. In this post I want to talk in more detail about the flow shop. Be warned, this will be a bit of an ode to the flow shop 🙂 . Continue reading Organize Your Production Sequence – 3: Flow Shop
Job shops are a manufacturing system where the machines are not arranged in the sequence of the work steps (as in a flow line). Rather, the flow of the part conforms to the arrangement of the machines.
This post looks in more detail at the job shop, its advantages and disadvantages, and where it may be useful. Continue reading Organize Your Production Sequence – 2: Job Shop
There are different ways to organize your shop floor. You surely know the flow shop and the job shop. There is also a project shop (with many variants of names). While the flow shop is in many cases the ultimate goal, each shop has advantages and disadvantages. Let’s look at them in more detail, starting with the project shop. Continue reading Organize Your Production Sequence – 1: Project Shop
There are different ways to manage workers in an manual U-line. One of these methods is known as the “Rabbit Chase,” also known as the “Caravan Approach” or “Operators-in-Motion.” The workers always move in a circle and handle all processes in sequence. Continue reading The Lean Rabbit Chase in a U-Line