The previous four posts in this series for line balancing all looked at how to prepare the data and do some initial calculations. You could balance the line using a computer or – much better – do it using paper. In this fifth post, we now actually start to balance the line though shifting around small pieces of paper. In the next post I will show you some important tricks, and also how to do it on a computer (bah!).
Information Flow
(EN) Line Balancing Part 4 – OEE Usage and Flexibility
In the previous post we looked at the potential problems when using an OEE for line balancing. Now, in the fourth post on line balancing, we actually use the OEE to create target cycle times (or, alternatively, a target line takt) for our system before we start balancing the system in the next post.
(EN) Line Balancing Part 3 – OEE Caveats
When balancing a line, it is important to distinguish between idealized times without losses, and times that include all types of losses like breakdowns or missing material. The ratio between the ideal time and the real time is the OEE. This post looks at some of the problems that can happen with line balancing if an OEE is used incorrectly or differently, and is the third post on this series of line balancing. Once we have determined what OEE to use, we will look at how to use the OEE in line balancing in the next post.
(EN) Line Balancing Part 2 – Duration of Tasks
In our first post on line balancing, we looked at the tasks that must be included in the line. In this second post of this series on line balancing, we look at the durations for the individual tasks. Of particular interest are different strategies on how to balance a line if the tasks have different durations for different products. A second consideration is if the equipment is already available or is still to be purchased (and hence can be customized more). The next post will look at more details of the losses (i.e., the OEE).
(EN) Line Balancing Part 1 – Data Overview
Balancing the workload in a manufacturing system helps greatly in improving performance. Most importantly, it reduces unevenness (mura) due to different workloads. This in turn will reduce wasted waiting time (muda) for those with too little work, and overburden (muri) for those with too much. Additionally, I usually find it to be one of the easier aspects of lean manufacturing, since the new standard can simply be enforced through the layout of the machines. This post looks at data preparation, especially the customer takt and the list of tasks. It will be the first in a long series of posts on line balancing. The next post will look at the durations needed for the tasks.
(EN) How to Use an Andon – and How Not To
In my last post, All About Andon, I detailed how the mechanical side of an Andon signaling system works, including Andon cords, buttons, and boards. In the Western world, the mechanical side of an Andon system usually works pretty well. However, in most cases, the usage of the Andon is poor to nonexistent. Hence, in this post I tell you how to actually work with an Andon, and then I will give you a rant why companies so often mess it up!
(EN) All About Andon
Andons are systems to alert operators and managers about current problems in manufacturing. The system automates the information flow in case of problems. An Andon system usually consists of the actual Andon, sometimes called an Andon board. Often, additional input and output devices are possible, the most famous being probably the Andon line, a cord that can be pulled to alert others about a problem. In a second post I will talk about How to Use an Andon – and How Not To.
(EN) All About Swim Lane Diagrams
In my previous posts I described the details of value stream mapping. However, value stream mapping works only for highly linear material and information flows. Unfortunately, many industry processes, especially in administrative or indirect areas, are all but highly linear. To visualize these processes, a new diagram was developed – the swim lane diagram. In this post I will show you how swim lane diagrams work.