Streamlining Operations For Efficient Manufacturing

When the notion of streamlining form was introduced in the early 20th Century, the concept was tied to the reduction of wind resistance to a body in motion. By curving form, wind would flow smoothly over the thing and slip away behind it. Less wind resistance meant less friction, and less friction meant more efficient travel through space. In this, speed would increase using the same amount of energy. Thus, greater efficiencies produced. With the innovation of streamlining of form, the streamlining of function was soon to follow-particularly the function of process, the function of motion, the function of management in manufacturing. Today, streamlining is the state of the manufacturing craft, and it often makes the difference between profit and loss.

However, as opposed to bodies in motion, streamlining in manufacturing has little to do with ultimate speed. The speed of manufacturing makes no difference if the products produced have little value to the customers of those products. Rather, streamlining in modern manufacturing is a matter of producing the best product at the best price, and in the shortest possible timeframe (lead time to shipping). These notions are, of course, reliant upon the customer providing good communication about their needs. It is implied that value-less activities are continuously eliminated in the production sequence, while in transforming materials into finished goods value is thereby added to the material/product. This elimination of inefficiencies must happen at each step of the way from the receipt of a job in order for a manufacturer to truly say their system is streamlined .

There are many ways of looking at and analyzing the degree to which an operation is streamlined. The first (and most important, perhaps) is to take a step back and make an objective assessment of the actual workflow through the plant. From the introduction of the router/work order to the floor, to materials distribution, to job production, and the movement to packing/shipping, are there moments of needless delay (a non-value-added activity) in the process? Look at how work centers are organized within and between each other, and how they are organized in relation to the other necessities of production. For example, map the proximity and overall accessibility of tools to machines and materials to work centers. Does it take unnecessary time and movement for a worker to find a tool or to await materials delivery to the work center for production (both non-value-added activities)?

If these activities are streamlined, then you next must examine the actual quality of the products being produced on the shop floor. Consistent inattention to quality exacerbates problems of time, materials management, and scrap production. This is particularly true if the scrap is a result of repetitive production steps that introduce the quality flaw(s). Burrs, exceeding milling tolerances, finish flaws, and other sorts of reasons for scrap and/or reworking are all non-value-added activities that are otherwise easy to spot and correct for greater efficiency. To this end, the activity of inspection is not, per se, a transformative process with relation to production. Inspection doesn't really change material or physically produce parts, thus by strict definition it can't be a value-adding process. On the other hand, inspection steps can prevent flaws in production processes and thereby eliminate non-value-added waste of time, material, and scrap production.

These are just a few of many ways to initially approach streamlining in manufacturing and job shop operations. It is certain that to the degree that objectivity is introduced in streamlining assessment, later efficiency efforts will be enhanced by the discoveries and information found in assessment reports. In Part II of this series, we will examine how adding value through streamlining is fully realized as a daily practice for manufacturers.

http://globalshopsolutions.com

Dusty Alexander is the President of Global Shop Solutions. Global Shop Solutions is the largest privately held ERP software company in the United States.

Copyright 2007 - Global Shop Solutions. All Rights Reserved Worldwide. Reprint Rights: You may reprint this article as long as you leave all of the links active, do not edit the article in any way, and give the author name credit.

Article Source: http://EzineArticles.com/?expert=Dusty_Alexander