Production Line Simulation

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Production Line Simulation Day 1

MGMT8670 – MANUFACTURING LEADERSHIP

Presented by

Lino Johnson

Sai Pavan Sagam

Yoganshu Patil

Pranay Bogam

Guided by

Prof. Sorina Andries

Submission Date

03/17/2024

Rev. (i) - 03/26/2024

• Pranay Bogam has been chosen as the Operational and Kaizen Leader due to his

ability to resolve issues swiftly and effectively. He is proactive and excels at

coordinating team members to achieve objectives. His educational background

includes a bachelor’s degree in mechanical engineering from India. His one-year

experience under a production manager has equipped him with valuable insights into

managing production lines, enabling him to make crucial decisions. He is adept at

analyzing production schedules, addressing manufacturing line issues, and has a basic

understanding of Six Sigma and Lean manufacturing.

• Yoganshu, with his adventurous personality, serves as the Team Huddle Leader and

Assembler. His extroverted nature and strong communication skills are instrumental

in fostering team cohesion. He motivates his teammates and builds strong

relationships, contributing significantly to team development. He holds a diploma in

Mechanical Engineering and has gained professional experience as a supervisor at an

automotive company. This experience makes him well-suited for the role, as he is

familiar with the production process and understands product.

• Sai Pavan Reddy Sagam's is chosen as KPI Leader his personality aligns with the

architect type. His background reflects a distinctive mindset, strategic vision, and

extensive design knowledge. Earning a Bachelor of Technology in Petroleum

Engineering and a Master of Science in Supply Chain Management exemplifies this.

Further, his experience as a Supply Chain Analyst at a firm for 2 years and as an

Inventory Management Specialist at another company for 1 year demonstrates his

ability to apply these skills in supervising workflows effectively.

• Experienced in auditing and final assembly, Lino Johnson contributes more than ten

years of global knowledge, especially from architectural projects in Dubai. His

educational background includes a bachelor’s degree in mechanical engineering from

India and he is well-known for his commitment to operational excellence and does

well in demanding settings. Lino demonstrates remarkable problem-solving skills and

has a track record of finishing projects on time and under budget. His responsibilities

include precisely supervising the final assembly process and conducting thorough

audits to maintain quality standards. Lino is a great help in maximising operational

performance because of his drive and leadership.

Leadership Standard Work:

Tasks

Week 1 Saturday

Week 2 Saturday

Week 3 Saturday

Raw Material

N/A N/A

Team Meeting

N/A N/A

Inspection of

raw material

N/A N/A

Line setup

N/A N/A

Distribution of

Raw material

N/A N/A

Gemba Walk

N/A N/A

Recording of

time and data

of production

N/A N/A

Collect and

Analyze KPI

Data

N/A N/A

Documentation

and Final

Report

N/A N/A

Meeting with

Plant Manager

N/A N/A

1. Discuss process starting and production responsibilities.

2. Talk with the team regarding the product.

3. Consult the team on assembly line configuration.

4. Provide assembly manuals for the product.

Team Huddle Agenda

Tasks Location Time

Pranay

Bogam

(Operational

& Kaizen)

Yoganshu

Patil

(Team

Huddle)

Sai

Pavan

Reddy

Sagam

(KPI

Leader)

Lino

Johnson

(Auditor)

Raw Material

Classroom (GU-GMB-

E8) 13:00

Team Meeting Classroom (GU-GMB-

E8)

13:05

Inspection of

raw material Classroom (GU-GMB-

E8) 13:15

Assigning

Operators Classroom (GU-GMB-

E8) 13:20

Distribution of

Raw material Classroom (GU-GMB-

E8) 13:28

Gemba Walk Classroom (GU-GMB-

E8) 13:40

Documentation

and Final

Report Classroom (GU-GMB-

E8)

14:00

Meeting with

Plant Manager Classroom (GU-GMB-

E8) 14:15

• DIRECT & INDIRECT LABOUR

DIRECT & INDIRECT LABOUR (3:5)

Direct Labour Indirect Labour

Operator 1 Operational Leader

Operator 2 Kaizen Leader

Assembler Auditor

KPI Leader

Team Huddle

1) First-time Yield: (number of good parts/numbers of total products) *100

= (3/3) *100

= 100

First-time yield of 100%

Day Number of units

Produced

Time

(min)

Quantity

good Rejection Reworked FTY

DAY 1 3 1.40 3 0 0 100.00%

DAY 2

DAY 3

KPI DAY 1 DAY 2 DAY

Improvement

First time yield (FTY) =

(quantity good / quantity

produce) *100

(3/3) *100 =

100%

Throughput = total number of

units/ total time (units/sec) 0.04

WIP (unit in process) 0

Productivity = total time taken /

unit produced 33.333

1. Rubber Grip

2. Upper Casing

3. Tip

4. Spring

5. Refill

6. Upper Part

7. Thrust Device

8. Lower Casing

Workstation 1

Workstation 2

Workstation 1

1. Rubber Grip 2. Upper Casing ( Sub-Assembly 1) 3. Tip 4. Upper Part 5.

Workstation 2

1. Spring 2. Refill (Sub-Assembly 2) 3. Thrust Device 4. Lower Casing

Workstation 3

Combining and tightening subassembly 1 & 2.

Assembly Flow Chart: (DAY 1)

Day-2” PRODUCTION LINE IMPROVEMENT

Team Huddle Agenda

Tasks Location Time

Pranay

Bogam

(Operational

& Kaizen)

Yoganshu

Patil

(Team

Huddle)

Sai

Pavan

Reddy

Sagam

(KPI

Leader)

Lino

Johnson

(Auditor)

Raw Material

Classroom (GU-GMB-

E8) 13:00

Team Meeting Classroom (GU-GMB-

E8)

13:05

Inspection of

raw material Classroom (GU-GMB-

E8) 13:15

Assigning

Operators Classroom (GU-GMB-

E8) 13:20

Distribution of

Raw material Classroom (GU-GMB-

E8)

13:28 –

13:30

Gemba Walk Classroom (GU-GMB-

E8)

13:40 –

13:45

Meeting on

Improvements Classroom (GU-GMB-

E8)

13:45 –

14:00

Sample test

runs (1-7) Classroom (GU-GMB-

E8)

14:00 –

14:20

Production

Review

meeting Classroom (GU-GMB-

E8)

14:20 –

14:25

Documentation

and Final

Report Classroom (GU-GMB-

E8)

14:00

Meeting with

Plant Manager Classroom (GU-GMB-

E8) 14:15

Leadership Standard Work:

Tasks

Week 1 Saturday

Week 2 Saturday

Week 3 Saturday

Raw Material

N/A

Team Meeting

N/A Inspection of

raw material

N/A

Line setup

N/A

Distribution of

Raw material

N/A

Gemba Walk

N/A Meeting on

Improvements

Sample test

runs (1-7)

Production

Review

meeting

Recording of

time and data

of production

N/A

Collect and

Analyze KPI

Data

N/A

Documentation

and Final

Report

N/A

Meeting with

Plant Manager

N/A

IMPROVING” our production process to meet a new desired state of our process (i.e. an

improved performance of any or all of the KPIs).

• We as a team discussed various options and recorded time each workstation took for completion

of each process as well as the entire process.

• All process that we executed had their own advantages as well as disadvantages. This exercise

has helped us to improve our production process skills and lot of brainstorming, creativity, and

imagination etc.

• We also gave attention to improving performance of any KPI’s.

• After long discussions and trial runs, we came up with 5 ideas where workstations were plotted

and assigned assembly of “Conestoga Pen”. Where the pen comprised of 08 parts which when

installed accurately, qualifies 100% working condition. Each workstation is crucial in

production of quality products. Therefore, we ensured inspection of parts, moving between the

workstations.

Several (multiple) process improvement ideas established.

Below are some of the list and part Number details of the assembly line.

Part Name Part Number

Rubber Grip P1

Upper Casing P2

Tip P3

Spring P4

Refill P5

Upper Part P6

Thrust Device P7

Lower Casing P8

Process Summary

WORKSTAT

ION 1

WORKSTATI

ON 2

WORKSTATI

ON 3

WORKST

ATION 4

QUANT

ITY OF

CONES

TOGA

PENS

PRODU

CED

RECOR

DED

COMLE

TION

TIME

PER

UNIT

PRO

CESS

P4, P5, P7 P2, P6, P8 P1, P3 NA 6 26s

PRO

CESS

P4, P5,P6, P8 P2, P7 P1, P3 NA 6 27s

PRO

CESS

P4, P5, P6, P7 P1,P2,P3,P8 NA NA 6 29s

PRO

CESS

P1,P2,P3,P4,P

5,P6,P7,P8

NA NA NA 6 40s

PRO

CESS

P1,P2,P3,P4,P

5,P6,P7,P9

P1,P2,P3,P4,P5

,P6,P7,P10

P1,P2,P3,P4,P5

,P6,P7,P11

NA 6 32s

PRO

CESS

P4,P5 P2,P7 P6,P8 P1,P3 6 24s

PRO

CESS

P4, P5, P6, P7 P1,P2,P3,P8 Assembly 2.0 NA 6 34s

PROCESS 1

WORKSTATI

ON 1

WORKSTATI

ON 2

WORKSTATI

ON 3

WORKSTATI

ON 4

RECORDE

COMLETI

ON TIME

PROCE

SS 1

P4, P5, P7 P2, P6, P8 P1, P3 NA 26

PROCESS 2

WORKSTATI

ON 1

WORKSTATI

ON 2

WORKSTATI

ON 3

WORKSTATI

ON 4

RECORDE

COMLETI

ON TIME

PROCE

SS 2

P4, P5,P6, P8 P2, P7 P1, P3 NA 27

PROCESS 3

WORKSTATI

ON 1

WORKSTATI

ON 2

WORKSTATI

ON 3

WORKSTATI

ON 4

RECORDE

COMLETI

ON TIME

PROCE

SS 3

P4, P5, P6, P7 P1,P2,P3,P8 NA NA 29

PROCESS 4

WORKSTATION

WORKSTAT

ION 2

WORKSTAT

ION 3

WORKSTAT

ION 4

RECORDE

COMLETI

ON TIME

PROCE

SS 4

P1,P2,P3,P4,P5,P6,

P7,P8

NA NA NA 40

PROCESS 5

WORKSTATIO

N 1

WORKSTATIO

N 2

WORKSTATIO

N 3

WORKSTA

TION 4

RECORD

COMLE

TION

TIME

PROC

ESS 5

P1,P2,P3,P4,P5,P

6,P7,P9

P1,P2,P3,P4,P5,P

6,P7,P10

P1,P2,P3,P4,P5,P

6,P7,P11

NA 32

PROCESS 6

WORKSTATI

ON 1

WORKSTATI

ON 2

WORKSTATI

ON 3

WORKSTATI

ON 4

RECORDE

COMLETI

ON TIME

PROCE

SS 6

P4,P5 P2,P7 P6,P8 P1,P3 24

Based on the production Line set up’s as mentioned above, several data’s including TAKT Time, Idle

Time, Workstation allocation, Operator positioning, and rate of production were analysed and thus we

came up with top 3 methods that should ranks best over the rest were selected and discussed in detail.

Many minor changes were made to maximize efficiency and minimize errors.

Below are the best top three results we came up with our findings/Analysis.

• Process – 1

• Process – 2

• Process – 6

WORKSTA

TION 1

WORKSTA

TION 2

WORKSTA

TION 3

WORKSTA

TION 4

QUANTI

TY OF

CONEST

OGA

PENS

PRODUC

RECORD

COMLET

ION

TIME

PER

UNIT

PROC

ESS 1

P4, P5, P7 P2, P6, P8 P1, P3 NA 6 26s

PROC

ESS 2

P4, P5,P6,

P2, P7 P1, P3 NA 6 27s

PROC

ESS 6

P4,P5 P2,P7 P6,P8 P1,P3 6 24s

Dashboards (Updated)

KPI DAY 1 DAY 2 DAY

Improvement

First time yield (FTY) = (quantity

good / quantity produce) *100

(3/3) *100 =

100%

(6/6) *100 =

100%

(6/6) *100 =

100%

(6/6) *100 =

100%

Throughput = total number of

units/ total time (units/sec) 0.04 0.25 0.23 0.22

WIP (unit in process) 0 0 0 0

Productivity = total time taken /

unit produced 33.333 4.00 4.33 4.50

Day – 3

Team Huddle Agenda ( DAY-3)

Tasks Location Time

Pranay

Bogam

Yoganshu

Patil

Sai

Pavan

Reddy

Sagam

Lino

Johnson

Gathering of team

members

Production

Floor 13:00

Team Meeting Production

Floor

13:05

Collecting instruction

from the Plant

manager Production

Floor

13:10

Final Discussion about

production line Production

Floor

13:25

Meeting with Plant

Manager Production

Floor

14:00

Production Run Table

Set Up Time (SEC) 80

Accepted PEN 23

Rejected PEN 2

Rework 0

Total PEN Manufactured 25

Total Production time (SEC) 100

Total Time [ Set Up time + Production time] (Sec) 180

Average Time [Total time / Total manufactured] (Sec) 6

your TH takes an hour? you still do not understand the purpose and scope of this meeting. This is not an agenda.

0/0.5 points

not sure why you have this here; not required

what is this? this is how you calculate an average??????

Dashboards (Day 3)

Day Number of

units Produced Time (min)

Quantity good

Rejection Reworked FTY Productivity Throughput WIP

DAY 1

3 1.30 3 0 0 100.00% 0.4533333 2.2058824 3

DAY 2

6 0:24 6 0 0 100% 0.04 25 3

DAY 3

25 1:40 23 2 0 92% 0.92 16.42 3

KPI DAY 1 DAY 2 DAY 3

Improvement

FIRST TIME YIELD

(FTY) = (QUANTITY

GOOD / QUANTITY

PRODUCE) *100

(3/3) *100

= 100%

(6/6) *100 =

100%

(6/6) *100 =

100%

(6/6) *100 =

100%

(23/25)*100

= 92%

THROUGHPUT =

TOTAL NUMBER OF

GOOD UNITS/ TOTAL

TIME (UNITS/SEC)

0.04 0.25 0.23 0.22 23/1.40 =

16.4

WIP (UNIT IN

PROCESS) 3 3 3 3 3

PRODUCTIVITY =

TOTAL TIME TAKEN /

UNIT PRODUCED

33.333 4.00 4.33 4.50 1.40/23 =

0.056

Indirect labor: Direct

labor 3 : 5 3 : 5 3 : 5 3 : 5

3 : 5

what are these? potatoes? where are your units? seconds, pens/units, sec/unit, unit/sec??????? where are the 3 sets of data for day 2????

how were these calculated?

my math gives 15 not 16.42????

but you build 25 pens in 1.40 min, not 23

where is your second set of data for day 3? How do you assess if your last improvement idea worked? What was improved????????

1.25/1.5 points

not sure I can believe you took only less than 2 minutes to build 25 pens

Improvement

To enhance our production line efficiency, we implemented a systematic improvement strategy.

Recognizing potential issues with unfinished or improperly assembled parts as they move between

workstations, we devised a solution. At each workstation, we now maintain a visual reference of a

perfectly finished and assembled part.

Visual Aid:

1. This ensures that workers have a clear model to reference,

2. minimizing errors and inconsistencies in the production process.

Additionally, we introduced jigs to further streamline operations,

1. eliminating potential issues associated with manual alignment or assembly.

By integrating these enhancements, we have optimized our production line for greater accuracy,

efficiency, and overall quality output.

Inventory Checklist No. Part Required no. parts Parts Available P1 Rubber Grip 25 25 P2 Upper Casing 25 25 P3 Tip 25 23 P4 Spring 25 25 P5 Refill 25 25 P6 Upper Part 25 25 P7 Thrust Device 25 25 P8 Lower Casing 25 25

where is it?????? Care to share with your plant manager???? No such thing as "perfect" in manufacturing; even 6sigma results in 3.4 DPMO

where are they? care to share with your plant manager?

how many times and in how many ways, can you state the same thing? Still to clarify why and how you came to this idea for improvement.

0/1.5 points

Line Setup:

Workstation 1

• Spring

• Refill

Workstation 2

• Upper Casing

• Thrust Device

Workstation 3

• Upper Part

• Lower Casing

Workstation 4

• Rubber Grip

• Tip

don't you think a picture would have been better than this many words?????

Flow Chart

Part Name Part

Number

Rubber Grip P1

Upper Casing P2

Tip P3

Spring P4

Refill P5

Upper Part P6

Thrust Device P7

Lower Casing P8

see FoQ course week 1 or 2 for difference between QA and QC; you do not use the word "decision"; the shape used tells me it is a decision point and you clarify what type of decision needs to be done. spell out: inspection/QC

why do you need this here again? you did have it in the Inventory Checklist.