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Material Handling Kaizen Report OutTugger Delivery
Utica
April 25, 2008
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Team
Kathryn Sardini, Diana Ronan, Doug Tegtmeier, Toby Justice, Chris Lucas, Andy Scott (Team Leader)Kathryn Sardini, Diana Ronan, Doug Tegtmeier, Toby Justice, Chris Lucas, Andy Scott (Team Leader)
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CharterBusiness Case:
TVC a KPI for the Utica plant. The TVC goal is $143. The implementation of the Tugger System will improve TVC by $1.65 The purpose of the event is to establish Standard Work using a Tugger system to pick up and deliver needed materials to the Assembly cells. Currently, each group of cells has a Material Handler servicing only those cells. The Tugger will pick up and deliver materials to all Assembly cells on a regular route.
Business Case:
TVC a KPI for the Utica plant. The TVC goal is $143. The implementation of the Tugger System will improve TVC by $1.65 The purpose of the event is to establish Standard Work using a Tugger system to pick up and deliver needed materials to the Assembly cells. Currently, each group of cells has a Material Handler servicing only those cells. The Tugger will pick up and deliver materials to all Assembly cells on a regular route.
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Charter
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Target SheetTarget Sheet
Location: Utica Start date: 4/21/08
Value stream: Assembly Finish date: 4/25/08
Process: Takt Time:
Kaizen: Tugger
Start Target Day 1 Day 2 Day 3 Day 4 ResultChange
Rate
Travel Distance (Feet) 57456 38304 57456 57456 57456 36408 36408 -37%
Crew Size 6 4 6 6 6 4 4 -33%
0 0%
0 0%
0 0%
•Day 4 the 4 water spiders supported assembly with material not located in the supermarket and the tugger driver supported assembly requirements with material located in the supermarket.
•Standard work shows that if all material used at the cells were located in the supermarket the tugger would not need any assistance from water spiders to support all 12 cells which is a 77% reduction in travel time regardless of production volume.
•Day 4 the 4 water spiders supported assembly with material not located in the supermarket and the tugger driver supported assembly requirements with material located in the supermarket.
•Standard work shows that if all material used at the cells were located in the supermarket the tugger would not need any assistance from water spiders to support all 12 cells which is a 77% reduction in travel time regardless of production volume.
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Standard Work Elements
Work Elements
0.6 Seconds Each step the tugger operator takes (2.5 feet per step)
3.66 Feet per Seconds Tugger Travel Time estimated 2.5 miles per hour
3.9 Seconds Get on tugger
3.9 Seconds Get off tugger
7 Seconds per container Deliver container/ Pick up empty
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Standard Work Calculation
PART#STANDARD
PACKPIECES PER
UNIT Daily UsageDaily Total
Usage# of containers
per day# of containers
per hour
# of containers per hour * 7 secs
per container (pickup/delivery)
GA-1054 50 1 72 72 1.4 0.2 1.4
SC-2951 100 2 72 144 1.4 0.2 1.4
SC-989 100 2 72 144 1.4 0.2 1.4
SC-641 200 2 72 144 0.7 0.1 0.7
SC-2944 100 2 72 144 1.4 0.2 1.4
SC-456 1000 5 72 360 0.4 0.0 0.3
MI-3054 200 3 72 216 1.1 0.1 1.0
93.1+7.8+54 sec.Total=154.9 sec. (93.1sec. delivery and pick up of empty
bins + 7.8 sec. to get on and get off tugger + walk time around cell)
Total=154.9 sec. (93.1sec. delivery and pick up of empty bins + 7.8 sec. to get on and get off tugger + walk time
around cell)
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Standard Work CalculationDelivery Route Standard Work
Stop ID Action Stop Time Drive Time
1Travel from stop 7 at market to first stop 8.
Deliver parts, pick up empty containers and pull signals 181.2 30.1
2 Travel from stop 8 to stop 9.Deliver parts, pick up empty containers and pull signals 152.8 13.1
3 Travel from stop 9 to stop 10.Deliver parts, pick up empty containers and pull signals 179.2 12.8
4 Travel from stop 10 to stop 11.Deliver parts, pick up empty containers and pull signals 154.9 14.8
5 Travel from stop11 to stop 12.Deliver parts, pick up empty containers and pull signals 199.7 15.3
6 Travel from stop 12 to stop 13.Deliver parts, pick up empty containers and pull signals 390.8 12.3
7 Travel from stop 13 to stop 1. Return to Market 63.7
8 Travel from stop 1 to stop 7 Market Time 54.4
Total: 21 3.6
Total Delivery Route Time: 24 min. 36 sec. per hour
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Time StudyDelivery Route Standard Work
Stop ID ActionStop Time Actual Time Variance Drive Time Actual Time Variance
1Travel from stop 7 at market to first stop 8.
Deliver parts, pick up empty containers and pull signals 181.2 68.3 112.9 30.1 31.0 -0.9
2Travel from stop 8 to stop 9.
Deliver parts, pick up empty containers and pull signals 152.8 144 8.8 13.1 14.0 -0.9
3Travel from stop 9 to stop 10.
Deliver parts, pick up empty containers and pull signals 179.2 142 37.2 12.8 18.0 -5.2
4Travel from stop 10 to stop 11.
Deliver parts, pick up empty containers and pull signals 154.9 517 -362.1 14.8 17.0 -2.2
5Travel from stop11 to stop 12.
Deliver parts, pick up empty containers and pull signals 199.7 35 164.7 15.3 17.0 -1.7
6Travel from stop 12 to stop 13.
Deliver parts, pick up empty containers and pull signals 390.8 150 240.8 12.3 12.0 0.3
7Travel from stop 13 to stop 1. Return to Market 63.7 57.0 6.7
8Travel from stop 1 to stop 7 Market Time 54.4 54.4 0.0
Total: 21 18 3 3.6 3.7 -0.1
Total Delivery Route Time: 24 min. 36 sec. per hour
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1 Hour Coupled Route Parameters
Actual
Max load time 33% of total time
20 min. (0.33 x 60 min.) Under 20 min.
Max travel time 33% of non load time
13 min. 12 sec. (.33 x 40 min.) 3 min. 36 sec.
*If load time were less than 33% (20 min.), maximum travel time could be greater.
Total Stop Time
27 min. available if travel time is 13 min. 12 sec. 21 min.
Total Time 1 hr. 1 hr. 44 min. 36 sec.
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Kaizen Title
Next page Next page
Operator No. Problem Measures Taken Results
Remarks
Name
Kaizen Sheet
1.1. No Defined Delivery Route. Marshaller’s took random routes.
No Defined Delivery Route. Marshaller’s took random routes.
Defined Tugger Route and added delivery
stops.
Defined Tugger Route and added delivery
stops.
Reduced travel distance by 37%
(reduction of 4 miles in walking distance).
Reduced travel distance by 37%
(reduction of 4 miles in walking distance).
A spaghetti diagram showed that one marshaller for one out of the 12 cells walked 9575 feet = 1.8 miles of walk distance. (1.8*12= 21.5
miles)
A spaghetti diagram showed that one marshaller for one out of the 12 cells walked 9575 feet = 1.8 miles of walk distance. (1.8*12= 21.5
miles)
13104 feet (2.5 miles) of travel distance for all 12 cells.
13104 feet (2.5 miles) of travel distance for all 12 cells.
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Kaizen Title
Before Kaizen After Kaizen
Operator No. Problem Measures Taken Results
Remarks
Name
Kaizen Sheet
2.2.There were items not on the tugger
route.
There were items not on the tugger
route.
Added one of the items to the
supermarket.
Added one of the items to the
supermarket.
Spacers are now on the tugger route.
Spacers are now on the tugger route.
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Kaizen Title
After Kaizen After Kaizen
Operator No. Problem Measures Taken Results
Remarks
Name
Kaizen Sheet
3.3.Not all lines had empty bin return
chutes.
Not all lines had empty bin return
chutes.
Installed 26 empty bin return chutes
throughout assembly.
Installed 26 empty bin return chutes
throughout assembly.
Each cell has a way to signal the
replenishment of their empty totes.
Each cell has a way to signal the
replenishment of their empty totes.
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Kaizen Title
Before Kaizen After Kaizen
Operator No. Problem Measures Taken Results
Remarks
Name
Kaizen Sheet
4.4.
10% of items in the part presentation racks do not
have permanent locations because of high variation (i.e. sockets).
10% of items in the part presentation racks do not
have permanent locations because of high variation (i.e. sockets).
Developed a kitting procedure for the high
variation items.
Developed a kitting procedure for the high
variation items.
Now tugger will have a replenishment signal.
Now tugger will have a replenishment signal.
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Kaizen Title
Before Kaizen After Kaizen
Operator No. Problem Measures Taken Results
Remarks
Name
Kaizen Sheet
5.5.Used forklifts, walk behind
forklifts, and push carts (Safety issues, inefficient
material movement methods).
Used forklifts, walk behind forklifts, and push carts
(Safety issues, inefficient material movement
methods).
Starting using a tugger vehicle that pulls a
string of carts.
Starting using a tugger vehicle that pulls a
string of carts.
Optimal material delivery method.Optimal material delivery method.
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Kaizen Title
After Kaizen After Kaizen
Operator No. Problem Measures Taken Results
Remarks
Name
Kaizen Sheet
6.6.No defined address
system or visual controls.
No defined address system or visual
controls.
Added visual signs above each part
category and rack level indicators.
Added visual signs above each part
category and rack level indicators.
Easier to find material.Easier to find material.
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Report Card/Newspaper
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Report Card/Newspaper
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Questions?