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Question 10 [80 points]: Company A is a small electrical manufacturing business in the Midwestern United States. The major products of Company A are industrial switchgears and switchboards. Company A has a wide variety of customers located all over the world, ranging from general contractors, to industrial facilities, to large commercial power grids. Although the manager had knowledge about how lean manufacturing could help the company, the workers at Company A had yet to complete a lean manufacturing project, and expressed their desire to transform the facility using Lean/Sigma strategy in order to increase the efficiency of their plant. Although Lean/Sigma has potential applications enterprise-wide in Company A, the switchboard unit was chosen as the starting point of this lean transformation project, since it is the major manufacturing section of the facility and involves the highest amount of personnel and equipment. The first step in creating a value-stream map is to collect data that represents the current status in the facility. The Lean/Sigma team visited Company A's production facility and performed two walkthroughs with the manufacturing manager, tracing the paths that the material and information flow through the production facility of Company A. Based on the collected information, the current value-stream map of Company A's facility is generated. Project Management po.00 30 days forecast Order Monthly End Customers Ryerson Steel Weekly Schedule Week Deliveries Daily Shipping Schedule daily Fabrication Welding Finishing Assembly Shipping 15 days Wiring *20 days PT.2400min Ave. C/T = 120 day days day C/T.140.5 min C/O-35min P/T 250 min C/T-125 min C/O-0 C/T-128 min C/0.0 P/T.480 min CIT-120 C/O. C/O-0 128 min 15 days 3 days 3 days 3 days 1 days L.T. 25 days 140.5 min 250 min 480 min 2400 min P.T. 3158.5 min Figure 5. Current Value Stream Map (P/T = processing time; C/T = cycle time; C/O = change over time, L.T. = lead time) on your answer, what is the percent value-enabling time in this process? (20 points) 6. If the system operates 8 hours a day with an average of five switchboards being ordered every working day, what is the takt time? (5 points) 7. If demand is 8 switchboards per day, what is the takt time? (5 points) 8. What would you do in the second situation (referenced in part 7)? (5 points) 9. Discuss your results and comment on the system ability to handle the demand. (10 points) Question 10 [80 points]: Company A is a small electrical manufacturing business in the Midwestern United States. The major products of Company A are industrial switchgears and switchboards. Company A has a wide variety of customers located all over the world, ranging from general contractors, to industrial facilities, to large commercial power grids. Although the manager had knowledge about how lean manufacturing could help the company, the workers at Company A had yet to complete a lean manufacturing project, and expressed their desire to transform the facility using Lean/Sigma strategy in order to increase the efficiency of their plant. Although Lean/Sigma has potential applications enterprise-wide in Company A, the switchboard unit was chosen as the starting point of this lean transformation project, since it is the major manufacturing section of the facility and involves the highest amount of personnel and equipment. The first step in creating a value-stream map is to collect data that represents the current status in the facility. The Lean/Sigma team visited Company A's production facility and performed two walkthroughs with the manufacturing manager, tracing the paths that the material and information flow through the production facility of Company A. Based on the collected information, the current value-stream map of Company A's facility is generated. Project Management po.00 30 days forecast Order Monthly End Customers Ryerson Steel Weekly Schedule Week Deliveries Daily Shipping Schedule daily Fabrication Welding Finishing Assembly Shipping 15 days Wiring *20 days PT.2400min Ave. C/T = 120 day days day C/T.140.5 min C/O-35min P/T 250 min C/T-125 min C/O-0 C/T-128 min C/0.0 P/T.480 min CIT-120 C/O. C/O-0 128 min 15 days 3 days 3 days 3 days 1 days L.T. 25 days 140.5 min 250 min 480 min 2400 min P.T. 3158.5 min Figure 5. Current Value Stream Map (P/T = processing time; C/T = cycle time; C/O = change over time, L.T. = lead time) on your answer, what is the percent value-enabling time in this process? (20 points) 6. If the system operates 8 hours a day with an average of five switchboards being ordered every working day, what is the takt time? (5 points) 7. If demand is 8 switchboards per day, what is the takt time? (5 points) 8. What would you do in the second situation (referenced in part 7)? (5 points) 9. Discuss your results and comment on the system ability to handle the demand. (10 points)
