Continuous flow manufacturing : quality in design and by Pierre C. Guerindon

By Pierre C. Guerindon

This paintings provides the basic ideas of continuing circulate production, furnishing a company method and set of working ideas that support create an atmosphere the place non-stop movement production can flourish. A 10-step technique for changing a standard manufacturing unit to a continuing movement operation is equipped, and traditional production options are in comparison with the continual stream technique.

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Future decisions can be extrapolated from these lists. Using this process, a company can reduce the number of parts it makes by 50% or more. The goal should be to produce in-house only those unique parts that cannot be purchased. This is typically 20% of total part numbers and represents 80% of total costs. By focusing manufacturing resourceson the ‘‘vital few,”modernization will be faster, easier, and more cost effective. Making only the “vital few” parts also helps the organization maintain a conservativecapacity planand operate with less manufacturing space.

The negative effects include: The impact on employees, families, and plant communities The short-term reduction in profit relatedto the write-off of the facility The costs associated with moving products to other facilities On the positive side: Period(fixed) labor costsdecline as management, technical,clerical, and indirect hourlyemployment rolls are reduced. Period expenditures like depreciation, utilities, maintenance, and subcontracted services are also reduced. Capital is no longerrequired to maintain the facility.

They have created teams of product design and manufacturing engineers and charged them with the responsibility of developing products that meet customers’ expectations and cah be manufactured cost effectively. Some of these teams have been successful, but others have struggled. Those that have struggled have two things in common: Manufacturing people do not have the background to communicate effectivelywith engineers. Manufacturing people wait too long to select a process. Their input is critical during the concept stage.

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