Lean

Automation – Don’t shy away from it.

Posted on by Adam Payne

Automation has been a cornerstone of manufacturing for years, evolving through numerous forms and innovations. This blog post delves into the significant advantages that automation, when combined with creative thinking and Lean Principles, can bring to businesses. It emphasises that while automation should not be shied away from, it is crucial to understand its impact, benefits, and justification for your business through thorough analysis.

The Evolution and Importance of Automation

Automation is not a novel concept. Its roots can be traced back to the Industrial Revolution when machinery began to replace manual labour, dramatically increasing efficiency and production capacity. Over the decades, automation has continued to evolve, incorporating advanced technologies such as robotics, artificial intelligence, and the Internet of Things (IoT). These advancements have transformed manufacturing, enabling higher precision, faster production times, and reduced human error.

In the mid-90s, as a Kaizen Engineer with McKechnie Plc, I witnessed firsthand the transformative power of automation. We invested in machines capable of auto-ejecting or unloading parts once a cycle was completed—a process known as Hanedashi in Lean terminology. This simple yet effective device saved associate time by allowing the machine to handle the unloading process, enabling the associate to focus on loading the next part. This innovation laid the foundation for Single Piece Flow production lines, also known as Chaku Chaku Lines.

Hanedashi - Auto Eject

The Mechanics of Single Piece Flow and Chaku Chaku Lines

Single Piece Flow, or Chaku Chaku (which translates to “Load Load” in Japanese), is a Lean manufacturing approach where each machine in a production line is loaded with parts sequentially. All necessary machines are positioned close together, forming a cell that facilitates seamless workflow. The goal is to minimise work-in-progress (WIP) and ensure that each part moves through the production process without delays.

In a Chaku Chaku Line, automation is employed wherever possible to streamline operations. For example, loading a part into a machine may require precise orientation and proper seating in a jig, tasks that typically demand human skill. However, once the machine cycle is complete, the part can be automatically ejected, eliminating the need for manual intervention. This approach not only improves efficiency but also reduces the risk of errors and defects.

Single Piece Flow - Chaku Chaku

Jidoka: Automation with Human Intelligence

Another critical concept in Lean manufacturing is Jidoka, one of the two pillars of the Toyota Production System, along with Just-In-Time (JIT). Jidoka, often referred to as “automation with a human touch” or “autonomation,” involves integrating human intelligence into automated processes. The essence of Jidoka is to enable machines to detect and respond to problems autonomously, ensuring that production stops immediately when a defect or issue is identified.

By incorporating Jidoka, manufacturers can address the root causes of defects, leading to continuous improvements in product quality and process efficiency. This approach empowers equipment to distinguish between good and defective parts without constant human monitoring, further enhancing productivity and reducing waste.

jidoka - autnomation

Real-World Applications and Benefits

The implementation of Load Load Lines and Autonomation yields substantial benefits, including the elimination of WIP, defect-free production, and significant productivity gains. For instance, an associate can manage multiple machines simultaneously, a practice known as multi-process handling, thereby optimising labour utilisation.

In my experience at McKechnie Plc, we established a highly efficient production cell, not so creatively named Cell 7, which manufactured fasteners. The traditional production route involved multiple stages, including Header Machine, Turn, Centreless Grind, Fillet Roll, and Thread Roll, with parts moving as batches through various departments. This approach was fraught with inefficiencies and waste.
By adopting the principles of Single Piece Flow, Load Load Lines, and Autonomation, we transformed Cell 7 into a fully autonomous production line. The process began with bowl feeding fasteners into the system, after which the line handled everything else, from loading and unloading to quality inspection using visual cameras. This comprehensive automation minimised human intervention, with associates only required for machine consumables, tooling changes, and addressing any significant issues.

The Strategic Role of Automation in Modern Manufacturing

The integration of automation in manufacturing is no longer a luxury but a necessity for businesses aiming to stay competitive in a rapidly evolving market. The modern manufacturing landscape is characterised by increasing demand for customisation, shorter product life cycles, and heightened quality standards. Automation addresses these challenges by enabling manufacturers to produce high-quality products at scale, with greater flexibility and efficiency.

Customisation and Flexibility

One of the most significant advantages of modern automation is its ability to facilitate mass customisation. Advanced automated systems can be programmed to handle a wide variety of products and configurations without extensive downtime for retooling or adjustments. This flexibility allows manufacturers to meet diverse customer needs and respond quickly to market changes.

Quality Assurance

Automation also plays a crucial role in maintaining consistent quality. Automated systems equipped with sensors, cameras, and other monitoring devices can detect defects and deviations in real-time, ensuring that only products meeting stringent quality standards proceed through the production process. This capability is particularly valuable in industries where precision and reliability are paramount, such as aerospace, automotive, and medical device manufacturing.

Efficiency and Productivity

Efficiency gains from automation extend beyond the production floor. Automated systems can optimise supply chain operations, inventory management, and logistics, reducing lead times and minimising the risk of stockouts or overproduction. These improvements contribute to overall productivity and cost savings, enhancing a company’s bottom line.

Overcoming Barriers to Automation

Despite the clear benefits, some businesses remain hesitant to embrace automation due to perceived barriers such as cost, complexity, and potential job displacement. However, these concerns can be addressed through strategic planning, careful analysis, and a focus on long-term gains.

Cost Considerations

While the initial investment in automation technology can be substantial, the long-term benefits often outweigh the costs. Businesses should conduct a thorough cost-benefit analysis to assess the potential return on investment (ROI). Factors to consider include increased production capacity, reduced labour costs, improved quality, and shorter cycle times. In many cases, the savings and efficiencies gained through automation can lead to a rapid ROI.

Skill Development and Workforce Transition

Another common concern is the impact of automation on the workforce. While automation can reduce the need for certain manual tasks, it also creates opportunities for new roles that require advanced technical skills. Companies can mitigate job displacement by investing in training and development programs to upskill their employees, preparing them for higher-value tasks such as programming, maintenance, and quality control.

Complexity and Integration

Integrating automation into existing processes can be complex, particularly for businesses with legacy systems. However, advancements in technology have made it easier to implement and integrate automated solutions. Collaborative robots (cobots), for example, are designed to work alongside human operators, enhancing productivity without the need for extensive modifications to existing workflows. Additionally, modular automation systems can be scaled and adapted to meet evolving needs.

The Future of Automation in Manufacturing

The future of manufacturing is undeniably intertwined with the continued advancement of automation technologies. Emerging trends such as Industry 4.0, the Industrial Internet of Things (IIoT), and artificial intelligence (AI) are set to further revolutionise the sector.

Industry 4.0 and the Smart Factory

Industry 4.0 represents the fourth industrial revolution, characterised by the integration of digital technologies into manufacturing processes. This paradigm shift encompasses the use of IoT devices, data analytics, and AI to create smart factories where machines communicate and collaborate autonomously. These connected systems enable real-time monitoring, predictive maintenance, and data-driven decision-making, leading to unprecedented levels of efficiency and flexibility. This is something our sister company offers FactoryIQ – The Smart Factory Made Simple

Artificial Intelligence and Machine Learning

AI and machine learning are poised to play a transformative role in manufacturing automation. These technologies can analyse vast amounts of data to identify patterns, optimise processes, and predict potential issues before they occur. For example, AI-driven predictive maintenance can significantly reduce downtime by identifying when equipment is likely to fail and scheduling maintenance proactively.

Collaborative Robotics

Collaborative robots, or cobots, are designed to work safely alongside human operators, enhancing productivity and flexibility. Cobots can handle repetitive, hazardous, or ergonomically challenging tasks, allowing human workers to focus on more complex and value-added activities. As cobot technology advances, their capabilities and applications will continue to expand, making them an integral part of the modern manufacturing landscape.

Additive Manufacturing

Additive manufacturing, commonly known as 3D printing, is another technology that complements automation. It enables the production of complex and customised parts with minimal waste and reduced lead times. When integrated with automated systems, additive manufacturing can streamline prototyping, reduce inventory costs, and accelerate product development cycles.

Case Study: Transforming Manufacturing with Automation at McKechnie Plc

To illustrate the impact of automation in a real-world setting, let’s revisit the case of McKechnie Plc, where I worked as a Kaizen Engineer in the mid-90s. Our journey with automation began with the introduction of Hanedashi devices, which automated the unloading of parts from machines. This initial step laid the groundwork for more extensive automation initiatives.

Setting Up Single Piece Flow and Load Load Lines

Recognising the potential of Single Piece Flow, we restructured our production lines to create Chaku Chaku Lines. By co-locating all the machines needed for a product in a single cell, we minimised the time and effort required for material handling. Automation played a crucial role in this transformation, with machines automatically ejecting finished parts and readying themselves for the next cycle.

Implementing Autonomation for Quality Assurance

To further enhance our production process, we integrated Jidoka principles, enabling machines to autonomously detect and respond to defects. Visual cameras were installed to inspect parts in real-time, ensuring that only high-quality products moved forward in the production line. This autonomation approach not only improved product quality but also reduced the need for manual quality checks, freeing up associates to focus on other tasks.

Achieving Full Autonomy with Cell 7

Cell 7, our fastener manufacturing cell, became a showcase of automation excellence. By combining Single Piece Flow, Load Load Lines, and autonomation, we achieved a fully autonomous production process. Fasteners were bowl fed into the system, and the line handled everything from loading and unloading to quality inspection and defect rejection. Human intervention was required only for machine consumables, tooling changes, and addressing significant issues.

Results and Benefits

The results of our automation efforts were nothing short of remarkable. We experienced a significant reduction in work-in-progress, virtually eliminating delays and bottlenecks. Product quality improved dramatically, with defects identified and addressed in real-time. Productivity soared as associates could manage multiple machines simultaneously, optimising labour utilisation. Overall, the integration of automation led to substantial cost savings, higher efficiency, and enhanced competitiveness.

Conclusion: Embracing Automation for a Competitive Edge

Automation, when combined with creative thinking and Lean Principles, offers immense benefits to businesses. From improving efficiency and productivity to enhancing product quality and flexibility, the advantages are clear. However, it is essential to approach automation strategically, conducting thorough analysis to understand its impact and justify the investment.

As the manufacturing landscape continues to evolve, staying ahead of the curve requires embracing automation and leveraging advanced technologies. By doing so, businesses can unlock new levels of performance, reduce costs, and remain competitive in an increasingly dynamic market.

At TCMUK Limited, we are committed to helping UK manufacturers embed strategies that reduce costs, increase sales, and boost profits. Our expertise in automation and Lean Principles enables us to guide businesses through the complexities of implementing and optimising automated systems. Whether you are looking to enhance your existing processes or embark on a comprehensive automation journey, we are here to support you every step of the way.

If you are ready to explore the transformative potential of automation for your business, contact us today to learn more about our services and how we can help you achieve your goals. Don’t shy away from automation—embrace it and unlock the full potential of your manufacturing operations.

 

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Get your Changeovers out of the Slow Lane

Posted on by Adam Payne

Benefits of SMED  (Single minute exchange of dies)

  • WIP and lot size reduction.
  • Finished goods inventory reduction.
  • Improved machine/resource utilisation.

Whether you are high volume or low volume business, changeovers is one of those things that can sap the living life out of your manufacturing process.

An unstructured/wasteful approach to changeovers (SMED, set-up, etc) has the uncanny ability to grow arms and legs, and those arms and legs can even grow arms and legs.

I first witnessed a set up reduction back in the early 90’s as a Kaizen Engineer manufacturing Aerospace Fasteners, we were being trained by a Japanese sensei in Lean Manufacturing, running three events on different machines; a centreless grinder; a header machine and thread roller.

Our team had the header machine, we videoed the actual set up so we could observe the waste within the process, much to our surprise there was 8 hours of it????? A WHOLE SHIFT WORTH OF CHANGEOVER for a production run that would probably last no more than 30/60mins depending on batch size, and batch size we were talking thousands. It was running three shifts.

Now bearing in mind, a major customer had flagged this as an high risk to their operation due to capacity and were forcing discussions on us purchasing another machine?????

At the start of the week, we we’re thinking a 50% reduction would be excellent, never in a million years did we think we’d get to sub 30mins, but we did!

Long Changeovers drive so much waste within your business, WIP, Overproduction, delays, waiting, transportation…..so they need to be focussed on.

The main benefits are as shown

Key Principle of SMED

INTERNAL SET UP

Internal set up activities can only be performed when the process is stopped and must be kept to the absolute minimum in number and time taken to complete. Internal set-up activities should be limited to the actual fitting or removing of the Tool or Die or Material ONLY.

EXTERNAL SET UP

External set up activity can be performed with the process running and therefor does not affect the core changeover time.

As many changeover activities as possible should be external, leaving as few as possible as internal activities.

The statement that always sticks in my mind from my early SMED activities is ELIMINATE, COMBINE, SIMPLIFY.

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The Productivity Puzzle and Lean

Posted on by Adam Payne

I’ve never been one to shout about Lean, Six Sigma or Theory of Constraints, to individuals to solve a solution. I personally have though, applied the tools and techniques to resolve a situation or gain an opportunity I have faced. Granted, it’s not just about the application of tools and techniques, it’s equally important to focus on People, Culture and Managing Change within today’s organisations and society. Every single person has touched or been a part of a Lean process, within our everyday life from grocery shopping to our work we will have been in contact with lean in motion.

The interesting thing I have noticed recently are the articles beginning to appear regarding “is Lean at a crossroads?” and “How Lean is perceived today” particularly in the UK (but perhaps globally). An article by Morpheus Group stated “Businesses are taking a much more pragmatic approach, using a blend of tools….with very few businesses labeling their Corporate Programmes as Lean”.

It does seem that Lean and other Japanese terms associated with it are perceived a risk to alienating the workforce. I wonder why? Are we that uncomfortable with something that is not invented by us?? Are we hiding behind the terms as an excuse not to change??? (There is no doubting it is hard to implement and sustain, but that should never be an excuse). When I personally think about these questions it’s never been about the wording (don’t get me wrong I do cringe with some of them) but it’s about the application, execution/implementation that is key and the right behaviours that drive it so that we can benefit from it.

Businesses are placing a lot of importance on Strategic Cost Saving and Quality. This is absolutely fundamental in “Change” for any business. Strategy and Performance Management, Policy Deployment, Hoshin Kanri, whatever you choose to call it, is the back bone of your business, it is how you do business.

I believe Business Improvement is more important today than it ever has been with the globalisation of markets. What is it that gives us the competitive edge? In particular UK Productivity remains below pre-recession levels. I have been in discussion groups where an estimated 40% of productivity is lost through non value added activities, an estimated £3 Billion cost. Something Lean, Six Sigma, TOC can certainly impact.

This debate will carry on and involves so much from skills, impact on society, etc., etc.

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How Good is Your Factory? Are there Opportunities?

Posted on by Adam Payne

It’s easy to feel like a factory tour is something that happens once every couple of years, but in reality, it’s something that should happen every day. Conducting regular factory tours and assessments is crucial for maintaining operational efficiency, safety, and overall productivity. This regular review helps factory managers and supervisors identify areas of improvement and ensure that their operations are lean and effective.

Walking your factory floors is not just a managerial activity; it’s an opportunity to observe, learn, and communicate with your workforce. There are nine key items to consider when assessing the lean nature of your factory. These elements provide a comprehensive framework for evaluating your factory’s effectiveness and identifying opportunities for improvement.

1. Work Stations

The first item to consider is the state of your workstations. A clean, organised workstation is a hallmark of a well-run factory. Are the workstations free from unnecessary material and equipment? Are tools organised, identified, and easy to find? The 5S methodology (Sort, Set in order, Shine, Standardise, Sustain) is a great tool to ensure that workstations are kept in optimal condition.

Visual labelling, proper lighting, and cleanliness are crucial. Workstations should be well-lit to prevent accidents and ensure that employees can work efficiently. Equipment needs to be clean and in good working order. Supervision and support personnel should be present on the shop floor to provide immediate assistance and oversight. Metal-on-metal contact, safety hazards, and debris on the floors are signs of poor workstation management. Even the cleanliness of the bathrooms can provide insights into the overall maintenance of the facility.

2. Monuments

Monuments refer to large, immovable machines that are anchored to the floor. These machines often require materials to be delivered to them, which can disrupt the flow of production and reduce flexibility. It’s important to evaluate whether these monuments are still in use and if they are contributing to inefficiencies in your production process.

Not all older machines are inefficient; some are purpose-built and offer flexibility in cellular manufacturing. The key is to assess whether machinery, material locations, and drop-off points can be easily rearranged to improve workflow and reduce bottlenecks.

3. Work in Process (WIP)

Excessive Work in Process (WIP) is a clear indication of inefficiencies in the production process. Are there piles of WIP accumulating on the factory floor? Has some of it been there so long that it has grown roots or celebrated multiple birthdays? Each piece of WIP should have associated paperwork, and there should be a clear process for managing and prioritising hot items.

In an ideal factory, WIP should be minimised, and the only WIP present should be classified as Standard in Process Stock (SIPS), meaning it is controlled and part of the regular workflow. Reducing WIP can lead to significant improvements in efficiency and productivity.

4. Visibility of Targets and Schedules

Can everyone in your factory see if they are on target or behind schedule? Hour-by-hour monitoring or close-to-real-time tracking is essential for maintaining productivity and identifying issues as they arise. Using visual indicators like red and green colours can help distinguish between normal and abnormal conditions.

When abnormalities are identified, they should be recorded and analysed to determine the root cause and implement corrective actions. This proactive approach helps prevent recurring issues and ensures that production stays on track.

5. Team Metrics

What metrics do your teams have to measure their performance? Charts, graphs, and objectives should be posted in the work area, and these should be standard documents that are revision controlled, time and date stamped. Metrics need to be up-to-date, regularly reviewed, and actionable.

Having clear metrics allows teams to see if they are meeting their targets and identify areas that need improvement. It also helps distinguish between normal and abnormal conditions, enabling quick responses to emerging issues.

6. Materials at Point of Use

Efficient material delivery is crucial for maintaining a smooth production flow. Are materials delivered to or stacked at the point of use? If a worker loses a component like a screw, nut, or rivet, do they have to go to the stockroom to retrieve another one? This can cause significant delays and disrupt the workflow.

Assess how items are replenished and whether the process depends on cranes or forklifts. Implementing a just-in-time (JIT) system where materials are delivered exactly when needed can reduce inventory costs and improve efficiency.

7. Product Flow

How does the product flow through your factory? Is it through a cell, moving line, or in large batches or lots? Associates should be positioned close together so they can communicate easily, see each other’s WIP, and assist if something goes wrong.

A smooth product flow reduces bottlenecks and ensures that production processes are efficient. It also fosters a collaborative environment where workers can support each other and address issues promptly.

8. Testing and Inspection

Where is the product inspected and tested? Are inspections conducted by the associates themselves, or does the product move to a separate area for inspection? Having large numbers of inspectors can indicate inefficiencies, and a backlog in inspections can delay the production process.

Defects should be recorded, reviewed, and actioned. Tracking defects and implementing corrective actions can help reduce their occurrence and improve product quality over time.

9. Communication and Engagement

The most important aspect of assessing your factory is communication. Show dignity and respect at all times, question and challenge, talk to the people on the front line, and ask why. Understanding the perspectives of those directly involved in production is invaluable for identifying issues and opportunities for improvement.

Engage with your workforce, use your senses to observe, and foster an environment where open communication is encouraged. This approach not only improves operations but also boosts morale and job satisfaction.

In-Depth Exploration

Now that we have outlined the nine key points to consider when assessing your factory, let’s delve deeper into each aspect to provide additional background context, examples, and expert opinions.

1. Workstations: The Foundation of Productivity

Workstations are the foundation of productivity in any factory. A well-organised workstation minimises the time workers spend searching for tools and materials, reduces the risk of accidents, and enhances overall efficiency. The 5S methodology is widely recognised as a best practice for maintaining organised workstations.

  • Sort: Remove unnecessary items from the workspace.
  • Set in Order: Arrange tools and materials for easy access.
  • Shine: Keep the workspace clean.
  • Standardise: Establish consistent cleaning and organisation procedures.
  • Sustain: Maintain and review standards regularly.

For example, Toyota, a pioneer in lean manufacturing, has implemented the 5S methodology across its production facilities. This approach has significantly improved their operational efficiency and reduced waste.

2. Monuments: Balancing Flexibility and Efficiency

Monuments, or large immovable machines, can be a significant barrier to flexibility in a production environment. While they are often necessary for specific manufacturing processes, it’s essential to evaluate their impact on workflow and efficiency.

In some cases, investing in more flexible machinery that can be easily rearranged can lead to substantial improvements. For instance, a study by the Lean Enterprise Institute found that companies that replaced monuments with more adaptable equipment saw a 30% increase in production efficiency.

3. Work in Process (WIP): Controlling Inventory Levels

Excessive WIP can tie up valuable resources and space, leading to inefficiencies. Implementing a pull system, where production is driven by actual demand rather than forecasts, can help control WIP levels.

Kanban, a scheduling system that visualises work and inventory levels, is an effective tool for managing WIP. By using Kanban cards to signal when new materials are needed, factories can reduce excess inventory and improve flow.

4. Visibility of Targets and Schedules: Real-Time Monitoring

Real-time monitoring of targets and schedules is crucial for maintaining productivity. Digital dashboards and visual management tools can provide instant insights into production status and help identify issues quickly.

For example, General Electric (GE) uses real-time monitoring systems across its production facilities. These systems provide up-to-the-minute data on production performance, enabling quick responses to any deviations from the plan.

5. Team Metrics: Data-Driven Decision Making

Having clear and actionable metrics allows teams to make data-driven decisions. Metrics should be aligned with overall business goals and regularly reviewed to ensure they remain relevant.

Key performance indicators (KPIs) such as cycle time, throughput, and defect rates provide valuable insights into production performance. Regularly reviewing these metrics helps identify trends and areas for improvement.

6. Materials at Point of Use: Just-In-Time Delivery

Just-in-time (JIT) delivery is a cornerstone of lean manufacturing. By delivering materials exactly when they are needed, factories can reduce inventory costs and minimise waste.

For example, Honda has implemented JIT delivery across its production facilities, resulting in significant cost savings and improved efficiency.

7. Product Flow: Streamlining Processes

A streamlined product flow reduces bottlenecks and ensures that production processes are efficient. Techniques such as value stream mapping can help identify and eliminate waste in the production process.

By mapping out the entire production process, factories can identify areas where delays and inefficiencies occur and implement improvements to enhance flow.

8. Testing and Inspection: Ensuring Quality

Effective testing and inspection processes are essential for maintaining product quality. Implementing in-line inspection, where quality checks are integrated into the production process, can help identify defects early and reduce rework.

For example, Boeing has implemented in-line inspection in its aircraft manufacturing process, resulting in higher quality products and reduced production time.

9. Communication and Engagement: Fostering a Collaborative Environment

Open communication and engagement with the workforce are crucial for identifying issues and opportunities for improvement. Regular team meetings, suggestion programs, and employee feedback mechanisms can help create a collaborative environment where continuous improvement is encouraged.

For instance, Toyota’s approach to continuous improvement, known as Kaizen, involves all employees in identifying and implementing improvements. This approach has been instrumental in Toyota’s success and is widely regarded as a best practice in lean manufacturing.

Key Takeaways

Assessing the effectiveness of your factory is an ongoing process that requires regular reviews and a commitment to continuous improvement. By focusing on the nine key areas outlined above, factory managers can identify opportunities for improvement and implement changes that enhance efficiency, productivity, and overall performance.

Regular factory tours and assessments provide valuable insights into the state of your operations and help ensure that your factory remains competitive in an ever-evolving market. By fostering a culture of continuous improvement and engaging with your workforce, you can create a productive and efficient factory that meets the demands of today’s dynamic business environment.

Remember, the journey to lean manufacturing is never complete. It requires ongoing effort, regular reviews, and a commitment to excellence. Now, armed with these insights and best practices, go look, see, and improve your factory’s operations.

 

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