I am working on a project related to productivity improvement of a differential case production line. Major problems lie in automatic CNC operations where OEs remain idle for as long as 50 seconds because of machine cycle time.
The most effective tool and strategy is the application of the theory of constraints (TOC). This is a management paradigm that views any manageable system as being limited in throughput by at least one constraint. TOC uses a focusing process to identify the constraint and restructure the rest of the process or production line around it. The underlying premise of the theory of constraints is that processes can be measured and controlled by variations on three measures: throughput, operational expense, and inventory. Inventory is all the money that the system has invested in purchasing things which it intends to sell. Operational expense is all the money the system spends in order to turn inventory into throughput. Throughput is the rate at which the system generates money through sales.
See, first of all, the book
Cox, Jeff; Goldratt, Eliyahu M. (1986). The goal: a process of ongoing improvement. : North River Press. ISBN 0-88427-061-0.
Next step is the use of the discrete event simulation modeling that allows playing different 'what-if' scenarios to identify a constraint, and develop the ways of eliminating or mitigating it.
The most effective tool and strategy is the application of the theory of constraints (TOC). This is a management paradigm that views any manageable system as being limited in throughput by at least one constraint. TOC uses a focusing process to identify the constraint and restructure the rest of the process or production line around it. The underlying premise of the theory of constraints is that processes can be measured and controlled by variations on three measures: throughput, operational expense, and inventory. Inventory is all the money that the system has invested in purchasing things which it intends to sell. Operational expense is all the money the system spends in order to turn inventory into throughput. Throughput is the rate at which the system generates money through sales.
See, first of all, the book
Cox, Jeff; Goldratt, Eliyahu M. (1986). The goal: a process of ongoing improvement. : North River Press. ISBN 0-88427-061-0.
Next step is the use of the discrete event simulation modeling that allows playing different 'what-if' scenarios to identify a constraint, and develop the ways of eliminating or mitigating it.
Yamazumi. Video analysis, identify values added vs non value added operation and reduce the last. For ex, you can optimize the speed of the tool (through the program) and improuve the load and un load of the part (chaku chaku method).
Do takt time analysis first. from that you will get the data is it CNC bottle neck is constrain to capacity of production line to full fill the customer demand? if yes need to do line balancing either to reduce non value added time or you can reduce set up time use SMED method.
Good Luck
Edwin.L
Hello,
In many of my replies, I stress to the researchers to LEARN TO FRAME A QUESTION.
Now Is'nt your Q incomplete?
What is OE, do not assume that everyone understands the acronyms used by you.
OK, other equipment are idle for 50 secs. I ask you the question, 'so what'. If your bottleneck CNC operation is enabling the required output, why do you want to disturb things?
Well, any bottleneck is to be treated in a similar way whether a CNC operation or any other process/operation.
What is it limiting-and how much is it limiting your performance. This will give you an idea of the extent of improvement (de-bottle-necking) required.
You have standard methodologies for attacking a problem or an improvement project. Follow the methodology and proceed.
Do tell me if it was helpful.
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