Starting with Value Stream Mapping and an 8-waste walk, the team identified the pain points / waste and categorised into high and medium and low waste levels, enabling the team to identify the opportunities that would have the highest impact. The initial assessments also included health, safety, and ergonomics.
To further understand the layout requirements, HSSMI assessed the planned volumes, product mix and sequencing requirements, shift patterns, manning requirements, process plans, and cycle times. The team analysed the documentation provided by the LEVC team and validated it through operator observations over a period of time. This allowed the team to understand the standard processes and the reasons for any operator deviations from the process.
Using relationship diagrams, spaghetti diagrams, process standardisation, and other lean manufacturing techniques, the team redesigned and proposed alternative layouts.
The layouts were further validated and optimised using manufacturing simulation that modelled layouts, manufacturing operations, and operator movement. Using the simulation, the team was able to understand the impact of volume scale-up and product mix changes on the layouts and predict and mitigate any potential issues.
An additional step was the storage and logistics assessment. HSSMI calculated the inventory space needed based on the minimum parts needed by production and safety stock, considering the defects rate and delivery time. This plan helped HSSMI to calculate the correct footprint for the current volumes and to see the future impact of the ramp-up and new product introduction.
