The document analyzes the value stream mapping and process flow of a C-line assembly production line. It identifies stage 80 as the bottleneck and uses various lean tools like why-why analysis, kaizen, and cause-effect diagrams to determine the root causes of inefficiencies, which include issues with materials, equipment design, training, and the manual nature of the work.
The document analyzes the value stream mapping and process flow of a C-line assembly production line. It identifies stage 80 as the bottleneck and uses various lean tools like why-why analysis, kaizen, and cause-effect diagrams to determine the root causes of inefficiencies, which include issues with materials, equipment design, training, and the manual nature of the work.
The document analyzes the value stream mapping and process flow of a C-line assembly production line. It identifies stage 80 as the bottleneck and uses various lean tools like why-why analysis, kaizen, and cause-effect diagrams to determine the root causes of inefficiencies, which include issues with materials, equipment design, training, and the manual nature of the work.
The document analyzes the value stream mapping and process flow of a C-line assembly production line. It identifies stage 80 as the bottleneck and uses various lean tools like why-why analysis, kaizen, and cause-effect diagrams to determine the root causes of inefficiencies, which include issues with materials, equipment design, training, and the manual nature of the work.
1 The above figure shows the VSM of C line assembly from the starting stage to the end stage where the product is shipped is being showed and it is observed that the bottle neck is in stage- 80 as the lead time is nearly 42.4 sec. Whereas in all the other stages it doesn’t take much time. Hence this is the stage where the process needs to be improved first.
CHART 5.2: WHY- WHY ANALYSIS
In order to identify the root cause of the problem for all the Non-value added activities why-why analysis is done. The primary goal of the technique is to determine the root cause of a problem. The root cause of the problem is obtained by repeating the question “why?”
1.)
Marking of HT or LT is done WHY
For the identification purpose WHY
Because usually both the tones look the same WHY
Only the frequency range changes for both the tone
Conclusion: New method to be identified.
Root Cause: Diaphragm Sheet (i.e.) black sheet for high tone and brown sheet for the low tone should be used from the beginning. This can avoid marking of (HT) and (LT).
2.)
666 Sealant filling is smoothed with hand WHY
Because Syringe is used to fill the sealant WHY
It is designed in such a way that it needs to be smoothed with hand WHY
Smoothing is done so that the tuning screw is filled evenly inside.
Conclusion: Design modification should be done for filling the sealant.
Root Cause: Automatic sealant dispensing fixture machine is introduced to fill the sealant in the
2 tuning screw.
3 CHART 5.3: KAIZEN Kaizen is the practice of continuous improvement. kaizen was developed by discussing with all the impacted parties.
P O C D S M ROOTS KAIZEN RESULTING IDEA AREA SHEET PLANT: KAIZEN NO RIL- AD and DATE:
1. Kaizen Theme:To improve the 2. Idea: By introducing chute, automatic
process and materials being handled in sealant dispensing fixture & diaphragm C-Line assembly. sheet for both HT & LT.
3. Problem before improvement 4. Counter measure / after
improvement.
5. Benefits: 6. Expenses: 5000
1. Reduces Man Power. 2. Syringe refilling can be avoided, 3. Marking of HT & LT can be avoided 4. Rejection rate is controlled.
7. Scope and plan for horizontal deployment
S.No Machine Target Date Resp Status 1 - - - -
BENCH MARK TARGET- 28/5/2016 KAIZEN START-15/4/2016 KAIZEN FINISH-22/5/2016
44 8. Team Member Suggester Name 1. Lakshna. M CHART 5.4: CAUSE AND EFFECT DIAGRAM OF C LINE ASSEMBLY After identifying that Stage-80 is the problem area, it’s important to explore all of the things that could cause it before we start to think about the solution. Cause and effect diagram can reveal the key relationships among various variables, and the possible causes provide additional insight into process behavior. Causes are derived from talking to the operators, supervisors etc. The Fish bone diagram for Stage-80 is shown in the figure
MAN MACHINE
LACK OF TRAINING IMPROP NO PROPER IMPROPER ER COMMUNICATIO PROCESS IN STAGE 80 OF C - LINE ASSEMBLY DAMAGE IN TUNING LESS SPACE RANGE
REPETITION MARKING OF HT OR LT OF WORK REPETITIVE REFILLING UNORGANISE PROCESS STOPS D TASK SYRINGE DESIGN MANUAL WORK WHEN ELECTRICITY
ENVIRONMENT REFILLING THE SEALANT METHOD MATERIAL
4 MAN
SKILLS: Lack of skills by the operators and improper training
NOT EFFICIENT: Efficient work is not done by the operators as they are very lethargic in their work. Doing the same work again and again make the employees not efficient enough
MATERIAL
SYRINGE DESIGN: The design of the syringe is in such a way that it needs to be flattened with hand so that the filling is spread equally inside the tuning screw REPETITIVE REFILLING: The sealant and the anabond are being refilled for every 92 horns. This consumes a lot of time REFILLING THE SEALANT: Like the anabond the sealant is also refilled repetitive times
METHOD
UNORGANIZED TASK: The work is not done in a sequence and is not organized. This leads to a lot of confusion for the operators to continue the process. REPETITION OF WORK: The same work is being repeated n number of times by the operators. This leads them to lose the interest by the end of the day. MARKING OF HT OR LT: Marking of HT or LT is one non value added activity from customer point of view. This process is done just for the identification for the operators MANUAL WORK: All the activities done in this stage are manual whereas all the other stages are fully automated.
MACHINE
4 TUNING RANGE CHECKING: Only one machine is used for checking the tuning range and sometimes it ends up giving improper readings.
ENVIRONMENT
LESS SPACE: There is very less space to carry out all the 5 activities. There is no space to keep the previous horns. This leads to a chaos among the operators PROCESS STOPS WHEN ELECTRICITY IS DOWN: The whole assembly line stops when the electricity is down as all the other stages in the assembly line is automated.
