Status quo (outlined):
- The company has developed several new product variants, which are to be integrated into the existing assembly lines.
- Missing or wrong parts delivered to the assembly lines as well as insufficiently communicated design changes lead to NIO parts and rework.
- Too high amounts of input materials at the assembly lines narrow the assembly space and simply clutter the workstation.
- Workstation boundaries are floating → workers obstruct each other
Actions planned by the company:
The work preparation department shall synchronize the different workstations along the assembly line to solve the aforementioned issues.
Master plan by SYNCRO EXPERTS:
Conduction of a value stream analysis (VSA) to identify and visualize wastes and other potentials. Development of a value stream design (VSD) for the optimized assemble line (macro flow). Afterwards, together with the employees on site (at the assembly line), the material supply is optimized to supply required parts in the most efficient way to allow for an assembly with minimum waste (micro flow).
The next step is to eliminate the first material row at the assembly line. This is realized by the logistics department, providing required parts at the right amount, order and time and in the specified way (micro flow) directly to the assembly line by using a milk run system. Furthermore, several pre-assembly stations as well as a supermarket will be established, to handle the additional workload and the higher requirements regarding material supply.
- Conduction of a value stream analysis (VSA).
- Identification of wastes and bottlenecks.
- Definition of fields of action and related solution approaches including several drawings of possible value stream designs (VSD).
- Development of the final value stream design (VSD).
- Development of a policy deployment, using a roadmap and defined responsibilities.
- Definition of the new work content per workstation (takt).
- Integration of a new, powerful logistics system using milk run.
- Development of a new material supply concept, involving employees working on site (at the assembly line).
All project-related targets have been achieved. The company is now able to produce all additional variants with an already existing assembly line.
No investment into a new assemble line required.
Creation of assembly space oriented workspaces, meeting the employees’ individual and ergonomic requirements.
Reduction in lead time by 50% (2 days instead of 4 days).