Operational Improvement Techniques

The feasible solutions should be used to utilize the leverages designated for a permanent solution to the problem and to fulfill the objective of the business. In this step, operational improvement techniques intended for leverages and thus solutions are described. There is an enormous variety of operational improvement techniques, listed in Figure 6.5:

  • • Layout Planning (Systematic Layout Planning [SLP])
  • • Materials Handling Planning (Systematic Handling Analysis [SHA])
  • • Container Planning (Systematic Container Planning [SCP])
  • • Planning and Process Improvements (MAXIT)
  • • Cell Design (Systematic Planning of Cells [SPC])
  • • Group Technology
  • • Line Balancing
  • • Just-in-Time (JIT) Production
  • • Single-minute exchange of die (SMED)
  • • Kanban
  • • Poka-Yoke
  • • 5S
  • • Total Productive Maintenance (TPM)
  • • Kaizen

Layout Planning—Systematic Layout Planning

The main goals are to reduce material handling and to get more volume from existing floor space. An example layout plan and implementation results of SLP are illustrated in Figure 6.6. Every production or industrial service facility should, wherever possible, be arranged to meet the following considerations (see more in Muther 1974):

  • • Directness of material flow—back tracking and cross traffic
  • • Direct labor hours required and utilized
  • • Investment in material-in-process necessary by the nature of the layout
  • • Maintenance—space for and ease of; availability of service
  • • Costs of material handling—by direct labor, handlers, and servicemen—including scrap, packing, returns, salvage, trimmings
  • • Costs of storing—holding inventory, handling in storage area, controlled areas, ease of identification
  • • Quality costs—inspection cost, damage to material, access of inspectors and/or test equipment
  • • Space utilization—idle or wasted space
  • • Equipment utilization—idle or inaccessible equipment
  • • Supervision—ease or difficulty to see area, to get operators, to check quality and performance
  • • Personnel—safety and satisfaction thereof
  • • Work accountability—planning, scheduling, paperwork, count, timekeeping
  • • Housekeeping possibilities by nature of layout—including effect on quality, output, equipment and personnel of dirt, dust, fumes, vibrations
  • • Flexibility—ease of expansion or adaptability to changes in product, process, routing, or schedules
  • • Setup and tool service—availability of and access for
Implementation results of SLP—example

Figure 6.6 Implementation results of SLP—example.

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