Cellular manufacturing
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Cellular manufacturing
All about the use of cells in production
Curated by Michel Baudin
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Manufacturing: Offshore Out; Lean In |

When companies implement lean manufacturing correctly they achieve necessary cost improvements and increase productivity while maintaining operational control that only on-shore, in-sourced production offers.

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IndustryWeek : General Cable Corp. -- Lincoln, R.I.: IW Best Plants Profile 2011

IndustryWeek : General Cable Corp. -- Lincoln, R.I.: IW Best Plants Profile 2011 | Cellular manufacturing | Scoop.it
Change is Good: After decades of batch-and-queue production, a veteran workforce has embraced the switch to cellular manufacturing.
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Work Cells in Process Plants: Virtual or Pretend?

Work Cells in Process Plants: Virtual or Pretend? | Cellular manufacturing | Scoop.it

In the latest issue of the AME's Target magazine, Peter King explains how he has applied the cell concept in process plants, but his cells are "virtual," meaning that their implementation does not involve relocating equipment.

 

In the case of synthetic rubber at Dupont's plant in Louisville, KY he reports decreasing scrap and lead time by 28%, and decreasing finished goods inventory by 50%. There is no mention of improvements in Productivity, WIP and Raw Materials inventory, or Space Requirements.

 

While these improvements are substantial and respectable, they are  not up to cell benchmarks: reductions of 80% to 90% in lead time, inventory and defect rates, with a 30% to 50% increase in productivity, all in 25% to 30% less space. But that cannot be achieved without moving equipment...

 

If you can't move the equipment, I prefer to call it managing monuments than implementing cells. Since you can't get from managing monuments the order-of-magnitude performance boosts that you get from cells, I prefer to keep the distinction in sharp focus rather than blur it by pretending that "virtual cells" are cells.

 

Where cells apply, they are wonderful, but they are not a panacea. Even in discrete, mechanical manufacturing plants, there are often a few areas like, Heat Treat, Electroplating or Painting, where cells are difficult or impossible for now, and the skill of managing monuments is necessary.

 

 

 

 

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Cellular Manufacturing versus Group Technology

Cellular Manufacturing versus Group Technology | Cellular manufacturing | Scoop.it

Arif Nurrahman's article presents Cellular manufacturing (CM) as an application of Group Technology (GT). This is the view of GT experts like Burbidge in Production Flow Analysis, for example, but is at odds with the Lean approach, as explained, for example, in Sekine's One-Piece Flow, or in Lean Assembly. Group Technology creates product families based on feature similarity, ignoring the demand structure.

 

The Lean approach is to make it easiest to do what you do most often and therefore starts by classifying products as Runners, Repeaters and Strangers based on demand. Runners are few in number but have a sustained demand high enough to justify dedicated lines. At the opposite end of the spectrum are the many Strangers with low, sporadic demand that you make in a job shop. In-between are the Repeaters, for which you use Group Technology to arrange into families for which you build flexible lines.

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Chaku-Chaku lines covered in the ManilaTimes today -- When in the US press?

Chaku-chaku lines are the second generation of cells, allowing a single operator to run15 or even 20 machines. The key concept is for all the machines to have automatic unloading, so that the operator focuses on validating each step through go/no-go gauges and loading the workpiece into the next machine. It's a concept that deserves more attention than it has received so far outside of Japan.

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IndustryWeek : So You Want to Reduce Your Costs? Don't Focus on Cost Reductions

IndustryWeek : So You Want to Reduce Your Costs? Don't Focus on Cost Reductions | Cellular manufacturing | Scoop.it
Focus on lean and get those cost reductions, and more.
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IndustryWeek survey on Continuous Improvement

IndustryWeek survey on Continuous Improvement | Cellular manufacturing | Scoop.it

The article claims the survey shows that continuous improvement separates the winners from the losers and drives financial gains. 

The body of the article, however, contains no information about the survey method. We know neither how many companies responded nor the positions of the people who responded. I assume that survey questionnaires were sent to a selected group of executives, and that some among the recipients opted to answer. I am not sure what such a sample is supposed to represent.

The article says that more respondents with continuous improvement programs expect revenue and income growth >3% in 2012 than respondents without such programs. So it is about what this self-selected sample believes will happen next year. The only statement about actual results is a similar one about cash flow for this year.

Based on the article, I fail to see how the survey supports the claims in the title and subtitle.

 

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Amazon.com: One-Piece Flow: Cell Design for Transforming the Production Process (9781563273254): Kenichi Sekine: Books

Amazon.com: One-Piece Flow: Cell Design for Transforming the Production Process (9781563273254): Kenichi Sekine: Books | Cellular manufacturing | Scoop.it

I have had this book for a long time and have found it useful primarily as a refercence , for all its numerous examples from various industries.

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What is chaku chaku? definition and meaning

The definition of chaku chaku in the online business dictionary is missing the concept of machines with automatic unloading and incorrectly states that the line must encompass the entire production process, which is not a requirement.
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