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Implementing JobshopLean in a Castings Repair Facility On Site Project Leader: Dan Gallo Industrial Engineering Intern Department of Integrated Systems Engineering The Ohio State University [email protected] Off Site Project Advisor and Faculty Mentor: Dr. Shahrukh Irani Associate Professor Department of Integrated Systems Engineering The Ohio State University [email protected]
Summary of Projects Project 1: Implementation of a pilot manufacturing cell. Goal : Reduce the number of weld/grind/inspect loops.
Project 2: Implementation of Visual Communication board between weld upgrade and inspection. Goal: Reduce WIP (work in process) by improving the storage, inventory control and tracking of active orders. Project 3: Exploit the constraint. Goal: Increase capacity at the constraint.
2
Project 1: Implementation of a Manufacturing cell Goal : Reduce number of weld/grind/inspect loops.
3
Why Create a Manufacturing Cell?
Sample Routing of Typical Casting Heat Treat
Grinding Radiography Welding
Inspection
4
Why Create a Manufacturing Cell? Casting Moves and Operational Frequencies for Grind, Weld, Inspection Loop Number of Times Casting is Moved= 270 Moves between Weld Upgrade and Inspection = 95
20% of Moves are between Weld, Grind and Inspection
Moves Between Weld, Grind, Inspection = 55 Pareto Chart of Operation Performed 80 70 60
Can We Combine The Grind, Weld & Inspection Operations? YES!!!!!!
Count
50 40 30 20 10 0 Operation Count Percent Cum %
FI W B YE ET ST RI S R HT SB OC UT Q A her O L W D J D C Ot P QA 72 47 34 24 19 13 8 8 7 7 7 6 5 5 5 4 3 3 14 25 16 12 8 7 4 3 3 2 2 2 2 2 2 2 1 1 1 5 25 41 53 61 67 72 75 77 80 82 85 87 88 90 92 93 94 95 100
D G LD B K IM GR M A E S U S D W
Grind, Weld, Magnetic Particle Inspection account for 53% of total operations performed on a casting!
5
Layout of Manufacturing Cell – Current State
1. 2. 3. 4. 5. 6.
Problems with Layout Wall Separating Work Centers Electric/ Air/Gas lines need to be moved Can only work from 1 side of welding table Need to keep welding/grinding dust separate Excess Welding Equipment Lack of Storage Space
6
Layout of Manufacturing Cell – Current State (Pictures)
Before any changes made. 7
Layout of Manufacturing Cell – Current State (Pictures)
8
Layout of Manufacturing Cell – Phase 1
To Weld Upgrade
To Inspection 1. 2. 3. 4. 5.
Changes Made to Layout Breakdown Wall and install extra tall movable welding curtain. Move Gas/Air/Electric Lines to support future layouts. Cut welding tables in half place in center of work area. Remove excess welding equipment. Install equipment needed to perform grinding, welding and magnetic particle inspection operations without moving part.
9
Layout of Manufacturing Cell – Phase 1 (Pictures)
Before Wall Removed
After Wall Removed
10
Layout of Manufacturing Cell – Phase 2, Phase 3, Etc,….
To Weld Upgrade
To Inspection Future Improvements 1. Install Roller system to facilitate worker movement of castings within cell. 2. Establish alternative transportation for parts entering and exiting cell. (Tracks in Floor, motorized pallet jack) 3. Ergonomically friendly work tables. (Able to elevate and rotate)
11
Layout of Manufacturing Cell – Projected Benefits Total Part Moves = 270
26‐ 42% Reduction in Total Part Moves
Total Part Moves = 200
Between Shop Moves= 95
Weld Upgrade Shop
Weld Upgrade Shop Weld
Grind
Internal Loop= 55
Work Cell 19‐42% Reduction in Rework Loops
In/Out Work Cell= 40
Mag. Test
Inspection Shop
Inspection Shop
12
Layout of Manufacturing Cell – Projected Benefits (Details)
QTY
PART #
Total Moves Before Cell
8
A
270
Total Moves After Cell 200
8
B
136
101
26%
10
C
218
153
30%
8
D
275
160
42%
PART # A B C D
Before Cell Grind Weld Between Shop Inspect Loops Internal Loop 95 55 33 25 61 42 77 48
% Reduction of Total Part Moves 26%
After Cell Movement Re‐Work In/Out of Loops Cell Reduction 40 42% 10 30% 12 20% 20 26% 13
Project 2: Implementation of Visual Communication board between weld upgrade and inspection. Goal : Reduce WIP (work in process) by improving the storage, inventory control and tracking of active orders.
14
How the Visual Communication Board Works‐
Magnetic Particle
Dye Penetrate
Dimensional Analysis
Red
Yellow
Green
= 3” x 5” Magnets Move on and off board as castings move from work center to work center 15
Visual Communication Board In Use‐ Still a Work in Progress….
Buffer
Rope
Drum 16
Why Use a Visual Communication Board? Goals of Visual Communication Board: •Facilitate communication between Weld Upgrade and Inspection. •Gives Foreman the ability to have castings “jump to the front of the line” for expatiated orders. •Track casting movements in and out of work centers. •Buffers used as visual queues to establish shop floor space discipline. •Limit the amount of work entering inspection.
17
Why Use a Visual Communication Board?
Castings Waiting to be released into shop
Foundry
Weld Upgrade
Inspection
Next Operation…
18
Why Use a Visual Communication Board?
Castings in Weld Upgrade Side of the Facility Foundry
Weld Upgrade
Inspection
Next Operation…
19
Why Use a Visual Communication Board?
WIP!!!
Castings in Inspection Side of the Facility Foundry
Weld Upgrade
Inspection
Next Operation…
20
Theory of Constraints- Drum- Buffer- Rope
Buffer
Work is Released Foundry
Weld Upgrade
Queue
Drum
Inspection
Next Operation…
Rope Constraint!!!! 21
Visual Communication Boards Locations‐ Again, Drum‐Buffer‐Rope
Work is Released
Buffer Rope
Drum
22
Project 3: Exploit the constraint! Goal: Increase capacity at the constraint.
23
Exploit the Constraint‐ Work Analysis Study at Constraint 0:43
Time Study of Magnetic Particle Inspector
0:36 Set Up/Travel Time Inspection Time
Minutes
0:28
0:21
0:14
0:07
0:00 Remove Old Grab New Position New Unstrap Clamp up Close Curtin Inspect the Add hoists to Paperwork Part part Part from part from Part and Work Piece work piece work station floor and lower onto and move move into work bench crane work station
Wait for Remove part Crane from work station and travel to spot on floor
Total Time Spent at Constraint Work Station= 1 Hour 42 Minutes 24
Exploit the Constraint‐ Separate Job Roles and Do Operations in Parallel Single Station Wet MT Time Study
Work to be Done in Parallel
0:43
Minutes
0:36
Time Spent by Inspector= 60 Min
0:28 0:21
Inspector
0:14 Time Spent by Material Handler= 42 Min
0:07 0:00
Material Handler 0
Current Weld Upgrade Capabilities 1 Wet MT Unit + 1 Inspector Total Time Spent at MT work center= 102 Min Currently at 100% Capacity
10
20
30
Minutes
40
50
60
Future Weld Upgrade Capabilities 2 Wet MT Unit + 2 Inspector + 1 Material Handler= Total Time Spent at MT work center= 60 Min Future Capability 100% + 100% + 42% = 242% Capacity
Dual Setup Stations‐‐‐ SHARE THE RESOURCE!!! 25
Benefits From Three Projects‐ Manufacturing Cell Manufacturing Cell‐ 1. 26% ‐ 43% reduction in the total number of part moves throughout the shop 2. 20% ‐ 46% reduction in the number of internal Grind→Weld→Inspect repair loops
26
Benefits From Three Projects‐ Visual Communication Board Visual Communication Boards‐ 1. Establish drum‐buffer‐rope control between the weld upgrade and inspection. 2. Provides a visual signal to the employees that work can be released into the shop, or parts can be staged as work stations become available. 3. Increase Line Of Sight between work centers by 50%. 4. Ability to track castings progress in real time. 5. Ability to track castings shipped on a weekly basis. 6. Ability to stage work and establish casting precedence as emergent work is revealed. 27
Benefits From Three Projects‐ Exploit Constraint Exploit Constraint‐ 1. Ability to gain 42% capacity at bottle neck by redefining Job Roles to do work in parallel. 2. Possible 142% increase in capacity if additional Inspection equipment is purchased.
28
Dan Gallo [email protected] 513-290-0830 Profile A results‐oriented, hands‐on, Industrial Engineer with two years of lean manufacturing and six sigma experience Expertise in low‐volume, high‐mix lean manufacturing and dimensional quality systems. Skills Six Sigma‐ Stakeholder Analysis, Project Charter, VOC, VOE, Value Stream Map, SIPOC Map, Pareto Charts, Data Collection Plan, Statistical Sampling, Measurement System Analysis, Histogram, Kaizen, Process Capability, Cp & Cpk ,Cause & Effect Matrix, ANOVA, Queuing Theory, Design of Experiments Full & Fractional Factorial, Quality Function Deployment, FMEA, 5 Why analysis, Regression analysis. Industrial Engineering‐ Work Measurement, Time Studies, Cost‐Benefit Analysis, Process Re‐engineering; Cellular Manufacturing, Line Balancing, Operations Research, Ergonomics, Work force Utilization, Layout Design, Benchmarking, Process Flow Improvement ,Constraint Identification, Replenishment Pull, Mistake‐Proofing, Piloting and Simulation, Visual Process Control, Process Control Plans, Setup Reduction, Drum buffer rope. Teamwork‐ Demonstrated ability to forge meaningful relationships with various levels of management and shop floor employees. Presentation Skills‐ Presented executive level presentations, influenced key stakeholders and builder of consensus for sponsorship. Process Improvement‐ Knowledge of process maturity models and managing resistance to change on both micro and macro level support ability to rapidly asses breakdowns in process and craft solution elements. Trade Skills‐ Comprehensive in GD&T, Certified FARO Training, and In‐depth knowledge of casting/heat treat process. Software Skills‐ Excel, Access, Minitab 15, PowerPoint, Microsoft Visual Basic, Arena, PFAST, STORM, Auto‐Cad Inventor, CATIA, Solid Works, AMPL, CPLEX, Dreamweaver, Photoshop, Maple.
29
Dan Gallo [email protected] 513-290-0830 Work Experience Willcor Consulting, Cornwall Pennsylvania Lean Manufacturing Consultant (2009) Reduced cycle time for large and complex castings in weld upgrade shop supplying parts to US Navy. •Reduced total part moves by 40% and eliminated 25% of rework loops through implementation of work cell. •Designed and Implemented Drum Rope Buffer queues to control work release into shop and bottle neck. •Lead Kaizen event improving visual communication by 50%. •Assisted with integration of scheduling software to establish job number tracking. Ashland Incorporated, Dublin, Ohio Lean Six Sigma Green Belt Intern (2008‐ 2009) Team leader for a transactional Lean Sigma green belt project. •29% reduction in payment discrepancies yielded $100,000+ in hard and soft benefits. •Navigated through DMAIC process tracking process via enterprise tracker. •Provided regular updates with Ohio State Master Black Belt Advisor, Company President and Vice Presidents. Oshkosh Truck Corporation, Oshkosh, Wisconsin Lean Manufacturing Intern (2008) Quickly learned and applied FARO Technology to improve and control dimensional variation in cab assembly process. •Designed, tested, and implemented dimensional analysis routines utilizing FARO Arm which yielded a 15% decrease in cycle time at bottleneck on HEMTT Cab Assembly line •Became company subject matter expert in FARO dimensional analysis techniques; trained other personal in use. 30
Dan Gallo [email protected] 513-290-0830
Education B.S. Industrial Systems Engineering, 2009 Ohio State University Columbus, Ohio Overall GPA (4.0 Scale); 3.22; Major GPA: 3.65 Awards and Affiliations Accenture “Outstanding IE Senior” Award Institute of Industrial Engineers Alpha Pi Mu (Industrial Engineering Honor Society)
31
Summary of Projects Project 1: Implementation of a pilot manufacturing cell. Goal : Reduce the number of weld/grind/inspect loops.
Project 2: Implementation of Visual Communication board between weld upgrade and inspection. Goal: Reduce WIP (work in process) by improving the storage, inventory control and tracking of active orders. Project 3: Exploit the constraint. Goal: Increase capacity at the constraint.
2
Project 1: Implementation of a Manufacturing cell Goal : Reduce number of weld/grind/inspect loops.
3
Why Create a Manufacturing Cell?
Sample Routing of Typical Casting Heat Treat
Grinding Radiography Welding
Inspection
4
Why Create a Manufacturing Cell? Casting Moves and Operational Frequencies for Grind, Weld, Inspection Loop Number of Times Casting is Moved= 270 Moves between Weld Upgrade and Inspection = 95
20% of Moves are between Weld, Grind and Inspection
Moves Between Weld, Grind, Inspection = 55 Pareto Chart of Operation Performed 80 70 60
Can We Combine The Grind, Weld & Inspection Operations? YES!!!!!!
Count
50 40 30 20 10 0 Operation Count Percent Cum %
FI W B YE ET ST RI S R HT SB OC UT Q A her O L W D J D C Ot P QA 72 47 34 24 19 13 8 8 7 7 7 6 5 5 5 4 3 3 14 25 16 12 8 7 4 3 3 2 2 2 2 2 2 2 1 1 1 5 25 41 53 61 67 72 75 77 80 82 85 87 88 90 92 93 94 95 100
D G LD B K IM GR M A E S U S D W
Grind, Weld, Magnetic Particle Inspection account for 53% of total operations performed on a casting!
5
Layout of Manufacturing Cell – Current State
1. 2. 3. 4. 5. 6.
Problems with Layout Wall Separating Work Centers Electric/ Air/Gas lines need to be moved Can only work from 1 side of welding table Need to keep welding/grinding dust separate Excess Welding Equipment Lack of Storage Space
6
Layout of Manufacturing Cell – Current State (Pictures)
Before any changes made. 7
Layout of Manufacturing Cell – Current State (Pictures)
8
Layout of Manufacturing Cell – Phase 1
To Weld Upgrade
To Inspection 1. 2. 3. 4. 5.
Changes Made to Layout Breakdown Wall and install extra tall movable welding curtain. Move Gas/Air/Electric Lines to support future layouts. Cut welding tables in half place in center of work area. Remove excess welding equipment. Install equipment needed to perform grinding, welding and magnetic particle inspection operations without moving part.
9
Layout of Manufacturing Cell – Phase 1 (Pictures)
Before Wall Removed
After Wall Removed
10
Layout of Manufacturing Cell – Phase 2, Phase 3, Etc,….
To Weld Upgrade
To Inspection Future Improvements 1. Install Roller system to facilitate worker movement of castings within cell. 2. Establish alternative transportation for parts entering and exiting cell. (Tracks in Floor, motorized pallet jack) 3. Ergonomically friendly work tables. (Able to elevate and rotate)
11
Layout of Manufacturing Cell – Projected Benefits Total Part Moves = 270
26‐ 42% Reduction in Total Part Moves
Total Part Moves = 200
Between Shop Moves= 95
Weld Upgrade Shop
Weld Upgrade Shop Weld
Grind
Internal Loop= 55
Work Cell 19‐42% Reduction in Rework Loops
In/Out Work Cell= 40
Mag. Test
Inspection Shop
Inspection Shop
12
Layout of Manufacturing Cell – Projected Benefits (Details)
QTY
PART #
Total Moves Before Cell
8
A
270
Total Moves After Cell 200
8
B
136
101
26%
10
C
218
153
30%
8
D
275
160
42%
PART # A B C D
Before Cell Grind Weld Between Shop Inspect Loops Internal Loop 95 55 33 25 61 42 77 48
% Reduction of Total Part Moves 26%
After Cell Movement Re‐Work In/Out of Loops Cell Reduction 40 42% 10 30% 12 20% 20 26% 13
Project 2: Implementation of Visual Communication board between weld upgrade and inspection. Goal : Reduce WIP (work in process) by improving the storage, inventory control and tracking of active orders.
14
How the Visual Communication Board Works‐
Magnetic Particle
Dye Penetrate
Dimensional Analysis
Red
Yellow
Green
= 3” x 5” Magnets Move on and off board as castings move from work center to work center 15
Visual Communication Board In Use‐ Still a Work in Progress….
Buffer
Rope
Drum 16
Why Use a Visual Communication Board? Goals of Visual Communication Board: •Facilitate communication between Weld Upgrade and Inspection. •Gives Foreman the ability to have castings “jump to the front of the line” for expatiated orders. •Track casting movements in and out of work centers. •Buffers used as visual queues to establish shop floor space discipline. •Limit the amount of work entering inspection.
17
Why Use a Visual Communication Board?
Castings Waiting to be released into shop
Foundry
Weld Upgrade
Inspection
Next Operation…
18
Why Use a Visual Communication Board?
Castings in Weld Upgrade Side of the Facility Foundry
Weld Upgrade
Inspection
Next Operation…
19
Why Use a Visual Communication Board?
WIP!!!
Castings in Inspection Side of the Facility Foundry
Weld Upgrade
Inspection
Next Operation…
20
Theory of Constraints- Drum- Buffer- Rope
Buffer
Work is Released Foundry
Weld Upgrade
Queue
Drum
Inspection
Next Operation…
Rope Constraint!!!! 21
Visual Communication Boards Locations‐ Again, Drum‐Buffer‐Rope
Work is Released
Buffer Rope
Drum
22
Project 3: Exploit the constraint! Goal: Increase capacity at the constraint.
23
Exploit the Constraint‐ Work Analysis Study at Constraint 0:43
Time Study of Magnetic Particle Inspector
0:36 Set Up/Travel Time Inspection Time
Minutes
0:28
0:21
0:14
0:07
0:00 Remove Old Grab New Position New Unstrap Clamp up Close Curtin Inspect the Add hoists to Paperwork Part part Part from part from Part and Work Piece work piece work station floor and lower onto and move move into work bench crane work station
Wait for Remove part Crane from work station and travel to spot on floor
Total Time Spent at Constraint Work Station= 1 Hour 42 Minutes 24
Exploit the Constraint‐ Separate Job Roles and Do Operations in Parallel Single Station Wet MT Time Study
Work to be Done in Parallel
0:43
Minutes
0:36
Time Spent by Inspector= 60 Min
0:28 0:21
Inspector
0:14 Time Spent by Material Handler= 42 Min
0:07 0:00
Material Handler 0
Current Weld Upgrade Capabilities 1 Wet MT Unit + 1 Inspector Total Time Spent at MT work center= 102 Min Currently at 100% Capacity
10
20
30
Minutes
40
50
60
Future Weld Upgrade Capabilities 2 Wet MT Unit + 2 Inspector + 1 Material Handler= Total Time Spent at MT work center= 60 Min Future Capability 100% + 100% + 42% = 242% Capacity
Dual Setup Stations‐‐‐ SHARE THE RESOURCE!!! 25
Benefits From Three Projects‐ Manufacturing Cell Manufacturing Cell‐ 1. 26% ‐ 43% reduction in the total number of part moves throughout the shop 2. 20% ‐ 46% reduction in the number of internal Grind→Weld→Inspect repair loops
26
Benefits From Three Projects‐ Visual Communication Board Visual Communication Boards‐ 1. Establish drum‐buffer‐rope control between the weld upgrade and inspection. 2. Provides a visual signal to the employees that work can be released into the shop, or parts can be staged as work stations become available. 3. Increase Line Of Sight between work centers by 50%. 4. Ability to track castings progress in real time. 5. Ability to track castings shipped on a weekly basis. 6. Ability to stage work and establish casting precedence as emergent work is revealed. 27
Benefits From Three Projects‐ Exploit Constraint Exploit Constraint‐ 1. Ability to gain 42% capacity at bottle neck by redefining Job Roles to do work in parallel. 2. Possible 142% increase in capacity if additional Inspection equipment is purchased.
28
Dan Gallo [email protected] 513-290-0830 Profile A results‐oriented, hands‐on, Industrial Engineer with two years of lean manufacturing and six sigma experience Expertise in low‐volume, high‐mix lean manufacturing and dimensional quality systems. Skills Six Sigma‐ Stakeholder Analysis, Project Charter, VOC, VOE, Value Stream Map, SIPOC Map, Pareto Charts, Data Collection Plan, Statistical Sampling, Measurement System Analysis, Histogram, Kaizen, Process Capability, Cp & Cpk ,Cause & Effect Matrix, ANOVA, Queuing Theory, Design of Experiments Full & Fractional Factorial, Quality Function Deployment, FMEA, 5 Why analysis, Regression analysis. Industrial Engineering‐ Work Measurement, Time Studies, Cost‐Benefit Analysis, Process Re‐engineering; Cellular Manufacturing, Line Balancing, Operations Research, Ergonomics, Work force Utilization, Layout Design, Benchmarking, Process Flow Improvement ,Constraint Identification, Replenishment Pull, Mistake‐Proofing, Piloting and Simulation, Visual Process Control, Process Control Plans, Setup Reduction, Drum buffer rope. Teamwork‐ Demonstrated ability to forge meaningful relationships with various levels of management and shop floor employees. Presentation Skills‐ Presented executive level presentations, influenced key stakeholders and builder of consensus for sponsorship. Process Improvement‐ Knowledge of process maturity models and managing resistance to change on both micro and macro level support ability to rapidly asses breakdowns in process and craft solution elements. Trade Skills‐ Comprehensive in GD&T, Certified FARO Training, and In‐depth knowledge of casting/heat treat process. Software Skills‐ Excel, Access, Minitab 15, PowerPoint, Microsoft Visual Basic, Arena, PFAST, STORM, Auto‐Cad Inventor, CATIA, Solid Works, AMPL, CPLEX, Dreamweaver, Photoshop, Maple.
29
Dan Gallo [email protected] 513-290-0830 Work Experience Willcor Consulting, Cornwall Pennsylvania Lean Manufacturing Consultant (2009) Reduced cycle time for large and complex castings in weld upgrade shop supplying parts to US Navy. •Reduced total part moves by 40% and eliminated 25% of rework loops through implementation of work cell. •Designed and Implemented Drum Rope Buffer queues to control work release into shop and bottle neck. •Lead Kaizen event improving visual communication by 50%. •Assisted with integration of scheduling software to establish job number tracking. Ashland Incorporated, Dublin, Ohio Lean Six Sigma Green Belt Intern (2008‐ 2009) Team leader for a transactional Lean Sigma green belt project. •29% reduction in payment discrepancies yielded $100,000+ in hard and soft benefits. •Navigated through DMAIC process tracking process via enterprise tracker. •Provided regular updates with Ohio State Master Black Belt Advisor, Company President and Vice Presidents. Oshkosh Truck Corporation, Oshkosh, Wisconsin Lean Manufacturing Intern (2008) Quickly learned and applied FARO Technology to improve and control dimensional variation in cab assembly process. •Designed, tested, and implemented dimensional analysis routines utilizing FARO Arm which yielded a 15% decrease in cycle time at bottleneck on HEMTT Cab Assembly line •Became company subject matter expert in FARO dimensional analysis techniques; trained other personal in use. 30
Dan Gallo [email protected] 513-290-0830
Education B.S. Industrial Systems Engineering, 2009 Ohio State University Columbus, Ohio Overall GPA (4.0 Scale); 3.22; Major GPA: 3.65 Awards and Affiliations Accenture “Outstanding IE Senior” Award Institute of Industrial Engineers Alpha Pi Mu (Industrial Engineering Honor Society)
31
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