Work Cell Integration: Working with Existing Facilities

Work Cell Integration: Work Cell Integration: Working with Existing FacilitiesWorking with Existing Facilities

Working Conditions and Practices: constraints/barriers for true

work cell integration

Cellular ManufacturingCellular Manufacturing“A manufacturing cell is a small unit,

consisting of several workstations. A workstation usually contains either one machine or several machines with each machine performing a different operation on the part” (Kalpakjian & Schmid, 2006).

Cells are made up of people, machines, devices, and support systems.

Integration RevisitedIntegration RevisitedIntegrate = “to make or become whole or

complete” (Websters, 1984)Integrate = “to form, coordinate, or blend into

a functioning or unified whole : unite” (“Webster’s Ninth”, 1989, p. 628)

Integration requires organization, visual control, cleanliness, safety, and sustained efforts to maintain positive working conditions and control over production output

Work Cell Integration:Work Cell Integration:Constraints/BarriersConstraints/Barriers

People attitudes – complacency, apathy, laziness – unwillingness to cooperate (company culture)

Presence of hazardous working conditions – sanitation level, temperature levels, air quality levels

Organization of the work area (cell/line) – Design of working area

Space available for operations – How space is utilized

Companies Collect and StoreCompanies Collect and StoreProcesses not in useTools not in useMaterial not in useChemicals not in useParts/products not in useEquipment not in useScrap / Material-Related Waste

Processes Not In UseProcesses Not In UseConsume Floor Space – become obstructingCollect dust / filthRequire moving and removingCan require significant maintenance to

become operational $$$Can require significant learning/retraining

time to become operational $$$

Unused Equipment: Sitting IdleUnused Equipment: Sitting Idle

Unused Equipment: Floor Space ConsumedUnused Equipment: Floor Space Consumed

Unused Equipment:Collecting DustUnused Equipment:Collecting Dust

Unused Equipment: ClutteringUnused Equipment: Cluttering

Materials Not In Use: Scrap DisposalMaterials Not In Use: Scrap Disposal

Materials Not In Use: Raw Stock StorageMaterials Not In Use: Raw Stock Storage

Cells / Lines Often Lack OrganizationCells / Lines Often Lack OrganizationTools become lost in drawers, bins, cabinets

(do not have a place)= lack of visual controlChemicals are often stored in unsafe

manners – containers often lack labelingDrawers and cabinets are magnets for

clutter, personal equipment, unused tools, unused parts/material, etc.

Ability to add value in work area becomes severely degraded

Lack of Organization: No labelsLack of Organization: No labels

Lack of Organization: No PlaceLack of Organization: No Place

Lack of Organization: ClutterLack of Organization: Clutter

Lack of Organization: Good luck in findingLack of Organization: Good luck in finding



Lack of Organization: Extra JunkLack of Organization: Extra Junk



Lack of Organization: No LabelsLack of Organization: No Labels

Lack of Organization: No HomeLack of Organization: No Home



Lack of Organization: No LabelsLack of Organization: No Labels

Lack of Organization: Process ClutterLack of Organization: Process Clutter

Work Areas Conditions May Be Work Areas Conditions May Be UnsanitaryUnsanitary

Machines/equipment may be filthy – gages, instructions may be difficulty or impossible to read – safety mechanisms may not be visible or accessible

Floor surfaces may be slipperyElectrical Hazards may existFood or drink may be allowed in the work

areas becoming a health hazard

Work Area ConditionsWork Area ConditionsProcesses, tools, material, chemicals,

parts/products, equipment, and scrap not in use can hinder production and production improvement efforts.

Personnel can become used to unsafe, unclean, and unorganized work areas – this can make them unproductive

Cells / lines may fail to integrate because of work area conditions

Unclean Work Areas: Failure to MaintainUnclean Work Areas: Failure to Maintain
















Integration BarriersIntegration BarriersWithout organization, visual control,

cleanliness, safety, and sustained efforts, cell operations fail to work together (to unite, to integrate) in an efficient manner

Companies can adopt sloppy practices that can affect performance, perception, and safety.

Companies must adopt a culture that minimizes non-value-added (wasteful) practices to increase control over production output.

Hazards:TripHazards:Trip

Hazards:TripHazards:Trip

Hazards: Food with ChemicalsHazards: Food with Chemicals

Hazards: Food with ChemicalsHazards: Food with Chemicals

Hazards:Poor LabelingHazards:Poor Labeling

Hazards:Poor LabelingHazards:Poor Labeling

Hazards:Poor StorageHazards:Poor Storage

Hazards:Flammable Materials Near Heat SourceHazards:Flammable Materials Near Heat Source

Hazards:Access to Safety EquipmentHazards:Access to Safety Equipment

Hazards:Stupid is hard to correctHazards:Stupid is hard to correct

Hazards:GravityHazards:Gravity



Hazards:Electrical ShockHazards:Electrical Shock





Company Culture Can Be ObviousCompany Culture Can Be Obvious

Questions to ConsiderQuestions to ConsiderWhat are production barriers not covered in this

session?

What is the first step to correcting wasteful practices (such as clutter, unsanitary conditions, safety)?

Do you understand how this waste affects production output? What consequences exist if these practices are not acknowledged and corrected?

Questions to ConsiderQuestions to ConsiderWhat should a work cell/area look like? What

should be the standard?

What can be done to combat obvious manufacturing wastes? As an engineer, engineering manager, or production leader, what do you do? How do you do this? What are your other options/choices?

Topics To Investigate: Topics To Investigate: Choose OneChoose One

Review five+ Sources on 5S. Determine important points (What is 5S? Why is 5S important? How is 5S conducted?).

Review five+ Sources on visual control in manufacturing (What is visual control? Why is visual control important? What are methods of visual control?).

Review five+ sources on worker satisfaction in manufacturing (What makes laborers satisfied in their jobs? Why is labor satisfaction important? How can companies improve production labor satisfaction?).

Do The Following:Do The Following: 1. Select quality sources – synthesize them to be sure

you have true focus on the topic. You should find common themes.

2. Create a training handout for each student in class based on your sources. Include images, charts, graphics, quotes. Focus on topic.

3. Credit your sources (last name, year) or (“title”, year) in your handout. Do provide a complete citation in a references section.

4. Provide copies of your sources to the assessor (“the prof”).

Next Time:Next Time:You will share your topic handout

We will explore the 8 Deadly Wastes and how they affect integration, efficiency, safety, and production flow. This session will reveal other constraints/barriers and will hopefully further sensitize you to manufacturing’s challenges.

LaterLater

You can be sure we will look into “best” manufacturing practices

Documents

Work Cell Integration: Working with Existing Facilities