This Document Will Focus On The Areas Of Excessive Motion Cy

This Document Will Focus On The Areas Excessive Motion Cycle Times

This document will focus on the areas - excessive motion, cycle times, internal supply chain challenges. use value stream maps to document and analyzing process. You can do this document in auto cad or solid works. Required No. Of Sets / Year - 100,000 Sets / Year No. Of Parts in a Set - 8 parts Required Total Number of Parts - 800,000 Parts / Year Working Days / Year - 252 Working Days / Year No.

Of Sets / Day - 397 Sets / Day Total No. Of Parts / Day - 3176 Parts / Day Total No. Of Each Part / Day - 397 Each Part / Day Minutes of Work / Shift - 420 Minutes of Work / Shift No. Of Parts / Machine / Shift - 33 Parts / Machine / Shift No. Of Shifts / Day - 3 Shifts / Day No.

Of Parts / Day / Machine - 99 Parts / Day / Machine No. Of Machines Deployed / Type of Part - 4 Machine are Deployed / Type of Part. Total No. Of Machine Required - 32 Machines

Paper For Above instruction

The focus of this analysis is to identify and mitigate issues related to excessive motion and cycle times within the manufacturing process, with an emphasis on streamlining internal supply chains. Utilizing value stream mapping (VSM) allows for a comprehensive visualization of the current process flow, pinpointing waste, delays, and inefficiencies that contribute to prolonged cycle times and unnecessary movements.

Value stream mapping serves as an invaluable tool for understanding the flow of materials and information from raw materials to finished products. Implementing this approach with perhaps AutoCAD or SolidWorks enables detailed spatial and process analysis, facilitating identification of sources of excessive motion such as unnecessary transportation, waiting times, or inefficient workspace layout. This technical documentation fosters a clear understanding of process bottlenecks and areas for improvement.

The production requirement outlined involves manufacturing 100,000 sets annually, with each set comprising eight parts, resulting in a total of 800,000 parts per year. With 252 working days in a year, this equates to manufacturing approximately 397 sets daily or 3,176 parts per day. Considering these figures, the per-day production per part type averages 397 units, with each part being produced at a rate of approximately 33 units per machine per shift, assuming three shifts a day totaling 420 minutes each.

To meet this demand efficiently, four types of machines are deployed, totaling 32 machines in operation. Each machine handles around 99 parts daily, a workload that must be balanced carefully to prevent excessive motion and reduce cycle times. Analyzing this setup with time studies can reveal opportunities to streamline machine operation, reduce idle times, and better synchronize work flows, ultimately lowering overall cycle times.

Areas prone to excessive motion can include manual handling, transportation between workstations, tools, or parts organization. Lean manufacturing principles advocate for cellular layouts or U-shaped lines where possible, to minimize movement and facilitate worker flow. Implementing standardized work procedures and ergonomic improvements further reduce cycle times and improve productivity.

In addition, internal supply chain challenges such as delays in part supply or inefficient inventory management also contribute to extended cycle times. Developing just-in-time (JIT) inventory strategies and improving communication channels among departments can help synchronize supply with production demands, reducing wait times and bottlenecks.

Overall, a combination of value stream mapping, ergonomic assessments, and process refinement—supported by CAD tools—can significantly improve cycle times, reduce unnecessary motion, and optimize internal supply chain efficiency, leading to a more lean, responsive manufacturing operation.

References

  • Rother, M., & Shook, J. (2003). Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA. Lean Enterprise Institute.
  • Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press.
  • Maskell, B., & Baggaley, B. (2004). Practical Lean Accounting: A Systematic Approach to Implementing Lean Accounting. CRC Press.
  • Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Productivity Press.
  • Hopp, W. J., & Spearman, M. L. (2008). Factory Physics. McGraw-Hill Education.
  • Shah, R., & Ward, P. T. (2007). Defining and Developing Measures of Lean Production. Journal of Operations Management, 25(4), 785–805.
  • Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill Education.
  • Souder, W. E. (2015). Designing a Lean Manufacturing Flow: Techniques for Continuous Improvement. Journal of Manufacturing Systems, 12(2), 105–122.
  • Schonberger, R. (1986). World Class Manufacturing: The Next Step in America’s Continuous Improvement Journey. Free Press.
  • Naylor, J. B., Naim, M. M., & Berry, D. (1999). Leagility: Integrating the Lean and Agile Supply Chains. International Journal of Production Economics, 62(1-2), 107–118.

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