Question 5 1. Area A (currently laid out by process) at your company DITMED manufactures about 10 different product types in high volume. While there are ten process stages (with a large number of similar machines at each stage) in Area A, not every product passes through every process stage i.e. there are a number of different process sequences for different product types. Your goal is to design a Lean Cellular layout to improve the flow through Area A. (a) Assuming the demand profile by product and process capacities are already well known, describe a tool/technique you would employ at the outset in order to establish the likely constituents of each cell. (3 marks) (b) Your boss has advised that as part of your cellular layout, it is important to create a visual workplace with impeccable housekeeping that is "self-explaining, self-ordering and self- improving". Describe a methodology you would employ to create a visual workplace briefly explaining the activities required under each step. (3 marks) 2. In area B at DITMED, the process sequence for a given product family has four consecutive process steps as shown in Figure 5.0. Raw material fed into process A passes through each subsequent process in turn in order to manufacture each finished product. Each process step requires separate discrete automated equipment which in every case is running on a single shift. Batch Production is not used. Through investigation, the maximum hourly capacities of each process has been determined and the existing OEE data suggests that DITMED can meet these output figures on a consistent basis. As the Process Engineer for process A, you have recently been given the opportunity to broaden your mandate and to project manage improving the flow of this product family through the entire factory. Process A Process B Process C Process D 600 units/ hour 450 units/ hour 490 units! hour 500 units/ hour Figure 5.0: Process sequence at DITMED (a) Briefly explain how the theory of constraints will influence your priority focus? (3 marks) (b) The current process in Area B operates as a push system". DITMED endeavour to maximise the output from each discrete process. You have noted however that there is a significant build-up of work in progress (WIP) between some processes. A colleague has suggested that introducing "kanbans" might help. Briefly explain how kanban pull" would assist in addressing the inventory issue and improving the flow through the system and describe any risk associated with introducing kanban pull. (4 marks) 3. 3 (a) Describe five guidelines for the implementation of a Lean Manufacturing system. (5 marks) (b) Explain how a batch-board Kanban differs from a standard in-process kanban (4 marks) a Question 5 (continued) 3. (c) Isles Ltd require a kanban system for a specific part number AB-12345-AA which is going to be supplied by DITsup Ltd in containers, each of quantity 3. The weekly demand by day for this part number in units) over the past six weeks has been as indicated in Table 5.1 and it has been agreed that the delivery frequency will be twice daily and the kanban signal will be via a 9am and 1pm daily email. The standard deviation of daily demand is equal to 6.2 units. The company allows 20% for safety stock and ideally it would like its buffer stock to accommodate a desired service level of 97.5 %. Calculate the maximum inventory level for AB-12345-AA at EVS. (3 marks) 62 64 Day/Week 1 2 3 4 5 6 Monday 54 61 56 73 68 67 Tuesday 60 70 68 65 55 Wednesday 59 59 62 56 72 Thursday 73 62 66 61 59 68 Friday 56 72 55 73 61 74 Weekly average 60.5 64.8 60.7 67.7 61.9 67.4 Table 5.1: Demand for Part-Number AB-12345-AA by week for six weeks B&23& ol Note: Relevant Formulae are available in the Formula Sheet