Flexibility and standardization may seem like contradictory goals for a process, but they are both essential for achieving efficiency, quality, and customer satisfaction. In this article, you will learn how to design a process that is both flexible and standardized using lean manufacturing principles and industrial engineering tools.
A flexible process is one that can adapt to changes in demand, product variety, customer requirements, or market conditions. A flexible process can respond quickly and effectively to customer needs, reduce waste and inventory, and increase productivity and innovation. Some examples of flexibility in a process are: switching between different products or services, adjusting the capacity or speed of the process, modifying the layout or equipment of the process, or customizing the output or delivery of the process.
Balancing flexibility and standardization is crucial for staying adaptable while maintaining a certain level of consistency and efficiency. A holistic and inclusive approach needs to be taken, that considers the current and future needs of the organization, along with the evolving market dynamics. This approach will enable organization to navigate the complexities of the competitive landscape while delivering value to customers and stakeholders. Few key elements to be considered to design such a process. 1. Customer-Centric Approach 2. Continuous Improvement 3. Modular Design 4. Technology Integration 5. Scalability 6. Risk Management 7. Employee Empowerment 8. Benchmarking 9. Adaptability to Change 10. Strategic Alignment
A little clarification regarding the word "process" is perhaps good to stress out. In this context a Manufacturing Process is meant where tangible (intermediate) products are produced (i.e. not a workflow process, or an administrative process). Flexibility in this context is the flexibility of executing its process Functions (or "Unit Operations") in any desired order without having to re-engineer, rebuild or reprogram any of its building blocks. Its process functions are configurable to a high degree. It has its unit operation windows and its setpoints well parametrized together with its sequence of unit operations defined in a product recipe procedure, where it is exactly defined how to create the product.
Designing process that is both flexible and standardized involves finding a balance between adaptability and consistency Understand the Process Clearly define the objectives of the process. Identify Standardizable Elements Identify tasks or components within the process that can be standardized without compromising adaptability. Document Standard Operating Procedures (SOPs): Allow for Flexibility: Identify decision points within the process where flexibility is essential Training and Communication Provide comprehensive training to employees on standardized procedures Continuous Improvement Establish a feedback loop for continuous improvement Regularly review the process performance and seek input from employees on potential enhancements
A flexible process can cope with changes driven by the market, whether that is by meeting a volatile demand or changing technical production requirements. A flexible process can deliver a wide variety of products and has the capability to deliver those products at the right quality, quantity and speed
I think it’s worth considering how objectives, measures, structure and policies have an impact on a true continuously improving and evolving business. The book, Measure what matters (John Doerr), talks to an empowered, continuously improving business being successful based on how objectives are set, reviewed, and evolved and how this drives the level of flexibility to deliver and change in small teams, but still connected to the strategy.
A standardized process is one that follows a consistent and repeatable set of steps, rules, and procedures. A standardized process can ensure quality, reliability, and safety of the output, reduce variability and errors, and facilitate communication and coordination among the process participants. Some examples of standardization in a process are: documenting the process flow and instructions, defining the roles and responsibilities of the process workers, specifying the quality criteria and performance indicators of the process, or implementing the best practices and improvement methods of the process.
Balancing an assembly process with thousands of potential combinations (automotive seating) I need to ensure i have broken down each variant into individual cycle times for each element of assembly. Then it’s a matter of creating Yamazumi charts for the process to get the best balance. It is often necessary to move variation away from the main process to get the smoothest flow. I.e. if we have a very high work content product, we would move the different work elements away from the line into sub assembly cells and either call off by kanban but more usually by sequence pull (based on the amount of C/T required) and re-introduce the product into the line at the required station. We build to sequence so every product can be different.
Something that I’m used to say: - if we don’t have a standard, how can we improve it? - First action is to understand how things are working and standardize an “as is” process! - Only after an “as is” process we can see the opportunities to improve and create a new “as is”!!! - That is the magical of continuous improvement.
A flexible process is a process that produces a good product despite the natural variability of raw materials and the environment.It is a process whose variability is limited by strictly controllable parameters.Thanks to this it is also stable.
There should be no conflict between standardisation and flexibility. As Henry Ford may have said: "Standards are the best way we know HOW, NOW!" The need to change standards is often forgotten because people who do the work are rarely involved in developing them.
A implementa??o da ISO 9001 auxilia muito nesta realiza??o, pois procedimentos s?o estabelecidos e implementados, auxiliando no aumento da qualidade e na padroniza??o dos processos. Eu sempre recomendo essa certifica??o.
Balancing flexibility and standardization is not a trade-off, but a synergy. A flexible process can benefit from standardization, as it can provide a clear and stable foundation for making changes and improvements. A standardized process can benefit from flexibility, as it can enable a continuous and dynamic learning and adaptation to the changing environment. The key to balancing flexibility and standardization is to apply the lean manufacturing principles of value, flow, pull, and perfection.
Mitunter ist es sinnvoll eine Modularisierung im Prozess anzustreben. Bei dem flexible Module (die in sich standardisiert sind) aneinandergereiht werden
Balancing flexibility with standardization should be the goal in order to optimize efficiency and output. Understand cost of flexibility is important for bottom line and that can help understand cost of standardization vs flexibility.
Is there a dichotomy between process flexibility and standardisation? Consider if the team doing the work was able to continuously improve their standards based on their daily experience. Now consider if they also had the authority and responsibility to contact directly the people (perhaps three suppliers up the supply chain) who were the source of their problem. Then consider if they are given quick feedback about customer problems they have to fix. Would the process be both flexible and continuously improved to a new standard? Too radical? Perhaps the problem is management’s 200-year-old bureaucratic thinking with information only shared on a need-to-know basis. Initiatives come and go but management thinking stays rigidly the same.
Balancing Flexibility and Standardization in our material handling automation, boils down to evaluating individual items (parts) and identifying the commonalities. Only those parts that have things in common (like the type of work holding used at the stage in question) are included in the mix. Flexibility relates to speed of changing from one part to the next, and ease of adding a new (similar) part to the mix. "Beginning with the end in mind" helps to simplify, reduce, or eliminate, the changes that could cost time switching back & forth between parts.
Standardization in a process is the ability to add predictability of outcome. Standardized process operations and process changeovers allows the process to be predictable in terms of output and timing of attainment. These are key components for a process to be flexible. Process flexibility is the ability of the process to adapt to a changing market environment, which necessitates the process to attain all output of one product within the given timeframe in order to move to the next product.
The value principle states that the process should focus on delivering what the customer values and eliminating what the customer does not value. To apply this principle, you need to identify the customer segments and their needs, preferences, and expectations. Then, you need to map the value stream of the process, which is the sequence of activities that create value for the customer. Finally, you need to analyze the value stream and identify the value-added and non-value-added activities, and eliminate or minimize the latter.
1. Identify customer needs and expectations. 2. Define the unique value proposition. 3. Design a customer-centric service process. 4. Train and empower employees. 5. Monitor and measure performance. 6. Gather customer feedback. 7. Analyze and act on feedback. 8. Continuously improve the service. 9. Communicate the value to customers. 10. Build long-term relationships.
We are currently transforming a Value Stream to apply Value at the Source. My team is now working with the operators to audit the standard work and apply continuous improvement vs. inspecting parts at the end of the value stream.
To create a process that balances flexibility and standardization, initiate by identifying core activities and establishing standardized guidelines. Incorporate adaptable checkpoints to accommodate varying scenarios, ensuring the flexibility needed. Apply lean and value-driven principles by continually assessing and optimizing the process to enhance efficiency and align with organizational objectives.
Perfeita coloca??o, agora vamos a um bom exemplo, automatizar testes funcionais, o teste funcional 100% n?o agrega valor ao produto, porém ele é de extrema importancia para atender os critérios de qualidade, desenvolver equipamentos automatizados aonde o operador insere o produto e pode ou agregar valor a ele durante o teste ou, fazer outra atividade no próximo produto que entrará no teste durante seu tempo de execu??o, é uma forma inteligente de ganhar produtividade.
Diese Sektion ist auch bekannt unter Muda und die 7 + 1 Arten der Verschwendung, die hier angerissen werden. Alle verschwendungsarten sind zu eliminieren, der idealzustand ist ein Prozess, der in jedem Schritt einen Mehrwert für den Kunden erzeugt.
The flow principle states that the process should operate smoothly and continuously, without interruptions or delays. To apply this principle, you need to design the process layout and equipment to minimize the distance and time between the value-added activities. Then, you need to optimize the process capacity and speed to match the demand and avoid overproduction or underproduction. Finally, you need to reduce the batch size and work-in-progress inventory to enable a faster and more flexible flow of materials, information, and services.
Ergonomics. In addition to optimizing the flow of materials, information, and services, people are an integral part of any system. As such, we have a duty to design processes with careful consideration for the well-being of employees. This means minimizing the physical strain on workers by reducing the distance they need to reach, minimizing bending and excessive walking. Furthermore, understanding and respecting human fatigue limits is paramount in ensuring that employees can effectively perform their tasks within the designed TAKT times. By incorporating these considerations into process design, we not only enhance efficiency but also ensure health and productivity, fostering a more sustainable and user-friendly working environment.
The material flow through the line considered as a map you can’t reach your final destination without it. The planning team should draw this map by specifying the rates of each station , capacity and each station input , out put and waiting areas moreover the sops of products or wip directions in case of rework and rejects. It’s all about the right flow and instructions
For improvement of an existing process One of my mentors taught me to start with a basic waste observation. Eliminate obvious waste. And then ensure everything that is required is available. Then do a spaghetti diagram. (You will be shocked at what you see) In one instance We found weld cells the were 100 sq-ft, where operators were walking a mile do do one weldment. Finish your basic evaluation with Standard Work. This should be the steps written in the required sequence with the average cycle times. Allow this to be controlled with a clear path for revisions with operator input.
The idea of having a flexible yet standardized process might sound a paradox at first. To make sense of it, let's unravel this paradox. Surprisingly, it's strict specifications that allow us to achieve both flexibility and standardization. You can make this happen by using two important tools: Standard Operating Procedures (SOPs) and clear specifications with hypothesis that can be tested or proven. So, if you want a process that's both flexible and standardized, strictly stick to your SOPs and well-thought-out specifications.
Hello Everyone ?? Greetings for the day..!! Great question - love to answer and looking forward to hearing insights, indeed ! Flow principle can be applied through 'Takt Time'. 'Takt Time' is one of the key tool of Lean Manufacturing concept Let's brief : - Derive 'Takt Time' - Do the line balancing in line with 'Takt Time' - Define the No of Work station in the Assembly line - Design the tools, jigs and fixtures for the Assembly or manufacturing line - Define optimum level of material inventory for the Assembly or Manufacturing line - Define the Material handling system in the Assembly or Manufacturing line - Define Ergonomically designed work station - Define SOPs and Work instructions for the Assembly or Manufacturing line Thanks!
The pull principle states that the process should be driven by the customer demand, rather than by the production schedule or forecast. To apply this principle, you need to implement a pull system in the process, which is a mechanism that signals the upstream activities to produce only when there is a demand from the downstream activities. Then, you need to use a kanban system in the process, which is a visual tool that indicates the status and quantity of the work items in the process. Finally, you need to adjust the kanban system according to the changes in the customer demand and feedback.
We were challenged to run 2 separate assembly lines, each with multiple variants that supplied our customer with a combined mix just in time. The labor content per unit was 40% higher on one of the lines due to complexity. Manning had to be rebalanced weekly between lines to meet customer forecast, and the customer’s long term forecast was spot on. However, hour by hour product mix would vary widely, resulting in one line struggling to keep up while the other line was waiting to ship. We had much better success by laying out one line with work cells so both products ran down the same line in order. Some loss as workstations and materials were spread out; also some increase in WIP needed between stations, but much better flexibility.
this applies to processes with a relatively stable demand and relatively standardized set-up. for non-standardized processes, QRM is a far better method of managing pull.
Here's an example: 1. Customer places an order. 2. The order triggers a signal to the production or service team. 3. The team pulls the necessary resources, materials, and information. 4. Work is completed and delivered to the customer. 5. The customer's feedback or new order initiates the next pull system. 6. This process continues, with each pull triggering the next step in the workflow. 7. The pull system ensures that work is only done when there is actual demand, reducing waste and improving efficiency. 8. It allows for flexibility. 9. By eliminating overproduction and excess inventory, the pull system helps to minimize costs. 10. Continuous improvement is achieved by analyzing customer demand patterns and adjusting the pull system.
Standardized carts with Tavel cards mounted on them that are designed to hold and present parts at the work station are a very effective pull signal and inventory management method. Plan for the route the carts will take and what the replenishment rate and upstream lead times are. Plan for the inventory footprint to change from warehouse racking to “parking spaces”. Assign clear duties using RACI. ??
The perfection principle states that the process should strive for continuous improvement and innovation, rather than settling for the current state or performance. To apply this principle, you need to measure and monitor the process performance and quality using key performance indicators and control charts. Then, you need to identify and analyze the root causes of the process problems and waste using tools such as fishbone diagrams and Pareto charts. Finally, you need to implement and evaluate the process improvement and innovation solutions using tools such as PDCA cycles and A3 reports.
The concept of the principle of perfection, derived from Lean manufacturing, refers to the continuous pursuit of excellence and the elimination of waste in processes. It involves identifying and eliminating non-value-added activities, reducing defects, and striving for optimal efficiency. In daily process management, this principle is applied by constantly seeking opportunities for improvement, engaging employees in problem-solving, and implementing small, incremental changes to enhance quality and productivity. It involves setting high standards, measuring performance, and using feedback loops to drive ongoing refinement.
The key to flexibility is muktiskilling of the staff. If your people are able to perform multiple processes and tasks then balancing ofcwork flow becomes easy. Also the use of cnc maxhines and AI enabled processes will help in achieving the desired outcome with respect to qwality and timely delivery. Ofcourse shredding of the non essentials with value engineering will also help economize and optimise the outcome.
Minha opini?o sobre atingir o processo da perfei??o Se o tivesse atingido n?o faria esta pergunta. O processo da perfei??o é simplificar no máximo o processo produtivo manter controle sobre estoque, reduzir custos. Com fluidez da demanda e coordenar com qualidade e agilidade e seguran?a os colaboradores E aí estará a meio caminho da perfei??o.
The only thing I remember from Thermodynamics (part of my engineering degree) was Entropy. Well, it was over half a century ago. Do the people posting here and their leadership realise that Entropy affects all systems, including organisations? If we are aware of the degrading effects of Entropy, then kaizen is not an "initiative" but a way of life involving everyone from people in the Gemba down to the CEO. If the organisation creates a priesthood (as in Six-Sigma Black Belt Belts), time, money and effort are wasted. You also create greater and greater cynicism in the workforce, with Entropy degrading their best efforts.
Imagine you have a product that needs three processing steps, but not all products need the same set up for each step, and some might just need two. Two of the workstations require similar capability of your personnel, but the third is significantly different. On top demand fluctuates on all three workstations, driven by the orders flowing in. The best way to approach this, is to start defining the boundaries: do you want your personnel to be flexible to run all stations? Or just the two that are similar in capability and you staff separately for the third? Do you have good insight in the process capability of each step, or not? Based on this knowledge, you can decide what to standardize and what flexibility to build into your process.
Some things to consider when designing Standardized and Flexible processes. 1. Use Weighted Average Cycle Time to accommodate options and product within Takt time. 2. Build Standard Work with Job Elements that enable their movement/balance up or down the line to Takt time. 3. Pre-plan Standard work to likely Takt changes that have moveable Job Elements in appropriate Standard Work…Train and Practice Takt changes to competency. 4. Incorporate Plug n Play Pokayoke so they can be moved as required with Job Element movement. All this planning/preparation is best done in advance??
Temos a linha de encartuchado na Explovale que fabrica a Emuls?o de 1 X 8" até 5x24 polegadas e o que fizemos foi criar um Procedimento único de trabalho e o que varia é o filme e o mandril que precisa ser trocado para cada bitola, mas esse setup leva no máximo 20 minutos. Desta forma, conseguimos ser flexíveis e atender a demanda que o cliente quer, com destreza e agilidade.
Autonomous Work Teams in Manufacturing. This approach can be applied after the process is standardized and the inputs and outputs are in control. We set up a production line that managed change overs based on standard build quantities. Finished goods went in to lanes in the warehouse pulled by the external customer. Job packets were prepared by the scheduler and presented to the production team to manage based on the external customer pull and min max visual identification in the warehouse lanes. ??