Lean manufacturing storage issues
Connecting Industry
(21/10/2005) A lack of awareness and understanding of lean manufacturing has limited its uptake in the past. Happily, there now appears to be signs that this is changing…
Lean manufacturing can offer benefits to manufacturers who need to improve performance, increase efficiency and optimise processes.
The concept was originally devised by the Japanese motor industry and was adopted by many other automotive organisations. It is now reaching other industries.
The essence of the concept is to eliminate wasteful processes and maximise efficiency in the production supply chain. At its heart is the need for efficient handling and storage of components, sub-assemblies and finished products and the creation of ergonomic working environments that enable tasks to be completed with the minimum number of actions. This means that manufacturers can be more responsive to changing business conditions and offer more flexibility to customers. The result is a shortening of the value chain that enables earlier invoicing and a reduction of inventory to release capital for use elsewhere in the business.
Concepts such as kaizen, just-in-time, total quality management, and cellular production are all interrelated with lean manufacturing.
Central to lean manufacturing is the ability to create a production environment matched to a specific requirement where processes are optimised for efficiency, productivity and reduced costs.
An increasingly popular method of supporting lean manufacturing is to use modular storage and handling systems which can be assembled into a variety of units including live storage, carts, trolleys and ergonomic workstations that can be used throughout the production process.
The first benefit of this is reduced production line design cost because components are interchangeable and reusable, eliminating the need for bespoke or ‘turnkey’ facilities where decisions about infrastructure must be taken at the start of the design phase because of potentially lengthy supply and installation times and subsequent changes can be expensive or impractical.
Modular environments can be designed to meet the specific requirements of the process which means, for example, that the right area is occupied by each process to ensure optimum use of available volume. Modifications to installations can also be made while the process is being implemented.
One user of the LeanTek modular storage and handling system from The Tube & Bracket Company, for example, was able to upgrade and improve manufacturing processes on two UK sites in days rather than weeks by adopting modular lineside racks. Project engineers were able to incorporate bespoke storage equipment solutions that were not readily available off the shelf into individual work cells to maximise efficiency. This resulted in improved ergonomic work areas, reduced operative movement and the introduction of ‘just in time’ component supply.
Maximising productivity
Lean manufacturing productivity is maximised because the production environment can be optimised to ensure the steady flow of materials through the supply chain. At the lineside, for example, live storage to feed assembly areas can be configured so that replenishment is maintained without disrupting production. Working areas can be designed so that components, tools and equipment are within easy reach. Trolleys and carts can be created that are exactly matched to the specific handling requirement rather than using off-the-shelf products.
One company reduced the number of lineside containers by 58 per cent in the final assembly area of its factory by installing modular live storage racks supplied by The Tube & Bracket Company. The bespoke live storage racks were integrated with existing permanent fixtures. The use of reinforced roller track promoted first-in-first-out stock rotation and allowed part delivery to the exact point of use rather than at the end of the line.
Fundamental aim
A fundamental aim of lean manufacturing is to sustain continuous improvement. In conventional production environments the investment in resources and infrastructure often leads to rigid processes where change can only be justified if the projected improvement is significant. This can mean that smaller improvements are delayed because there is an insufficient business case.
Lean manufacturing, on the other hand, relies on the idea that changes can be implemented whenever required because the underlying infrastructure enables this. Any improvement, however small, can be introduced as soon as its potential has been identified so that the organisation can begin to realise benefits. Over time the incremental changes that are achieved can lead to significant improvements.
One Tube & Bracket Company customer, for example, uses hundreds of modular storage racks in its factory and modifies them frequently to adapt to changes in operations. A small stock of components, supplemented by overnight delivery of additional items allows the company to respond quickly to changing requirements and ensures it can meet its performance targets. The company estimates that this has helped it to improve its TAKT time – a key performance measure in lean manufacturing – by up to 20 per cent.
Another major consideration within lean manufacturing is the creation of ergonomic working environments. In some industries ergonomic considerations start and end with health and safety but more enlightened users recognise that there are also workspace efficiency and productivity gains to be achieved. Modular handling and storage systems allow users to create ergonomic installations that ensure fewer and shorter movements are needed to access, retrieve and replace a component or assembly than might be possible in traditional working environments.
These small savings contribute to improved productivity while reducing the risks associated with repetitive tasks or unnecessary handling.
The Tube & Bracket Company
For more information, visit www.tubeandbracket.com
