Cellular/Flow Manufacturing

Reduce lead times and increase productivity by improving product flow.

House of Lean

Benefits of Cellular Flow Manufacturing

• Maximize value-added activity of each worker
• Minimize part movement and inventories
• Reduce lead times, cycle times and waiting
• Increase productivity & quality performance
• Free up floor space
• Improve efficiency via cross-training
• Increase communication
• Increase flexibility

When processes are balanced, product flow is more continuous and customer demand is more easily met. Cellular/ Flow Manufacturing is the linking of manual and machine operations into the most efficient combination of resources to maximize value-added content while eliminating waste. The most efficient combination implies the concept of process balancing. A balanced process is necessary for a product to flow continuously. Other effects of a balanced process are minimization of parts movement, reduction of wait time between operations, reduction of inventory and an increase in productivity.

The Process

Cellular Flow manufacturing is another tool that builds upon the foundation established by value stream mapping and workplace organization. A typical sequence of implementing Cellular Flow manufacturing is as follows:

• The first step is to categorize the various line items produced into product families. These are generally defined as products that have similar manufacturing processes and typically utilize the same resources, both equipment and people.
• Upon completion of the first step a specific family is selected for cellular flow. The next step then is to determine the TAKT time or the rate of production required to meet customer demand for that product family.
• Once the TAKT time is established, the work sequence is analyzed. This evaluation includes many of the basic elements of lean manufacturing and value stream mapping:
  • The specific operations of each worker are observed
  • These operations are subsequently broken down into observable elements
  • Measures are determined for machine capacity, required changeover time  and overall cycle time
  • As with value stream mapping, value-added and non-value added calculations are made for each observable element.
  • Improvements are initiated to reduce non-value added activities
• The next step is to introduce the concept of line balancing into the manufacturing process so that product flows consistently and meets the required TAKT time. This step utilizes many of the concepts of Standard Work.
• The final step is developing the cell layout and allocating the appropriate machine and people resources. The overriding objectives are to simplify the product flow, minimize material handling and move distances, and to maximize the productivity of each individual assigned to the cell.

Our Experience and Track Record

Insyte Consulting has Western New York's largest and most diverse staff of Lean Six Sigma (LSS) manufacturing experts—all with extensive hands-on, industry experience. We have helped WNY companies improve operations using lean manufacturing methodologies for over 25 years. Insyte has worked successfully with more WNY companies using these techniques than any other consulting organization. We welcome the opportunity to discuss your specific situation and how we may contribute to your improved competitiveness and profitability using proven lean manufacturing tools.

Click here for a pdf version of this service