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Aimed at Improvement of Productivity, Flexibility and Ergonomics

Neopost: Designing the Production Process in Manufacturing. Aimed at Improvement of Productivity, Flexibility and Ergonomics. Trends at Manufacturing. From market perspective Pressure on delivery time Increasing competitiveness (costs, quality) Increasing variety in product types

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Aimed at Improvement of Productivity, Flexibility and Ergonomics

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  1. Neopost: Designing the Production Process in Manufacturing Aimed at Improvement of Productivity, Flexibility and Ergonomics Frank Pot, Gu van Rhijn

  2. Trends at Manufacturing From market perspective • Pressure on delivery time • Increasing competitiveness (costs, quality) • Increasing variety in product types • Fluctuations in production numbers In the internal operational management • Throughput time versus real production time • More focus on value adding activities • Reducing costs work in progress • Flexibility in process and organisation • ‘Human factor is the most important resource’ (flexible, healthy, swiftly available) How can the design of the production anticipate on this? Designing the Production Process in Manufacturing

  3. Neopost: Design of a Flexible Assembly Line Neopost • Neopost is part of Neopost SA (France) • Development and production of envelopeinserting machines (10,000 per year) • 300 employees in the Netherlands Reason for the project Introduction of a new product demands a new flexible assembly line with the following preconditons: • Flexible in numbers: output 20 to a maximum of 40 machines a day (formerly 16 machines): a total of 4,000 machines a year • Flexible in product: mix of 3 different types of machines • Must fit in the available space • Start of the project (development product and process) July 2003; assembly line in use from February 2004 Designing the Production Process in Manufacturing

  4. Main flow Neopost: the Old Assembly Line Step 1: routing from parts to pre-assembly of end-line Step 2: survey of the bottlenecks in the current situation Designing the Production Process in Manufacturing

  5. Neopost: Step 2 Bottlenecks Old Design • No physical division between supply and material-work • Storage of material under the assembly line • Heavy bins with too much materials, not in accordance with requirements of the demand of the customer • Batch building instead of one piece flow • Individual targets instead of team work Designing the Production Process in Manufacturing

  6. Neopost: Step 3 Design New Assembly Line Testing and canning Pre-assembly upper frame Packaging Assembly upper frame Assembly lower frame Pre-assembly lower frame Designing the Production Process in Manufacturing

  7. VM18 VM19 VM20 VM21 VM22 VM23 VM24 VM25 IB4 PT4 FT4 IB3 PT3 FT3 IB2 PT2 FT2 BF1 BF2 BF3 BF4 IB1 PT1 FT1 M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 VM1 VM2 VM3 VM4 VM5 VM6 VM7 VM8 VM9 VM10 VM11 VM12 VM13 VM14 VM15 VM16 VM17 Neopost: Step 4 Design and Organisation New Assembly Line Designing the Production Process in Manufacturing

  8. Neopost: Step 5 Realisation New Assembly Line Designing the Production Process in Manufacturing

  9. Neopost: Results Old workplace New workplace Bins and tools within reach; instructions for assembly and control tasks Designing the Production Process in Manufacturing

  10. Rack old Ergomix session Rack new Neopost: Results Supply racks in new situation are experienced by 75% as better/much better Designing the Production Process in Manufacturing

  11. Old workplace fitting plates New workplace fitting plates Neopost: Fitting Plates Adjustable working height in the new situation is being judged as better/much better by all employees Designing the Production Process in Manufacturing

  12. Maximum capacity Efficiency Number of buffers between workplaces + 150% + 25% 40 -87% 7 of 8 16 new old 1 Results Neopost • Team responsible for result • Team members switch flexibly between workplaces • Demand flow: deployment of more or less employees dependent on customer demand • Volume of material on basis of use (pull instead of push) • Pre-assembly directly linked to end-line • Quality check integrated in the work in the assembly line by employees themselves Designing the Production Process in Manufacturing

  13. Results Design New Assembly Line, Explanation Productivity Productivity (ref. input team leader Johan Bos, 5 July 2005): Old situation, 2003: 16 machines a day with 27 persons assembly + 3 end check + 2 packing = 32 persons. Per day 2 persons per machine New situation, 2005: A maximum of 26 machines a day with 39 persons (19 permanent and 20 temporary workers), per day 1.5 persons per machine = 25% increase in productivity by different design assembly line, recurrent meetings about progress, better organisation of work Situation 2007: further increase of productivity to 35% Designing the Production Process in Manufacturing

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