Utilizing all that I have done below assist with answer 5.3, 5.4. Thank you in advance.

1. Problem Description and Diagnosis

1. Discuss with your team what you see to be the possible strengths and weaknesses of UC, Inc.

Enter your answer below:

As a manufacturing company that works with a variety of metal fabrication processes, UC Inc. has several strengths within the industry and the context of change. The biggest strength of the company is that the leadership demonstrates a collaborative tone and openness to external help and discussions for improvement. They are willing to change, which is an extremely important foundation to have. Another benefit of the company is that they have a diverse customer and product range. They have a mix between lean products, like one-off cuts, and more loyal, repetitive orders that contribute well to mass production. UC Inc. has several strengths that contribute to its success.

UC Inc. also has several major weaknesses. When it comes to the product mix, neither lean nor repetitive orders are being well managed. Many designs are being held off until there are enough similar parts to be cut from the same piece. This can be especially problematic for the more unique orders, especially those that use the thicker aluminum parts and often result in defects during the manufacturing process. The defects are also a huge weakness of UC Inc. The company struggles with high external defect rates, recording 1400 parts per million (ppm) compared to the industry standard of 400 ppm. While these numbers are slightly inflated due to whole orders being returned for defects in just a couple parts, it still results in high return rates and customer dissatisfaction. The working conditions are another major weakness as they are extremely hazardous, with issues such as dim lighting, unguarded gas tanks, unclear pathways, and employees exposed to paint or dust and sharp, defective cuts. With this work environment, it is not surprising that the company is really struggling with high turnover rates. There are also substantial communication and coordination issues among departments, leading to inefficiencies, poor culture, and a large backlog of orders with increased lead times. Another major weakness is the company structure. There are several reporting lines that don't follow the company structure, as can be seen with the reporting line for when a token fails the go/no-go test. UC Inc.'s weaknesses play a key role in the difficulties the company currently faces.

1. Considering Mr. Ohno's description of the 5 Why's and the CSD Flame Model of Systems, diagnose and describe the elements of structure, thinking and tone that are the potential root-cause of the problems that are showing up in the work and actions (i.e., expediting) of the people in the company.

Enter your answer below:

Analyzing UC Inc.'s issues using Mr. Ohno's 5 Why's method and the CSD Flame Model reveals deeper structural, thinking, and tonal problems within the organization. One problem statement is high external defect rates.

Why? Defective parts are being sent to customers.

Why? Lack of or ineffective quality control throughout the manufacturing process.

Why? Focus on completing as many products as possible.

Why? Because their orders are so backlogged.

Why? Inefficiencies in scheduling.

Why? Lack of understanding and communication between departments, particularly programming and water-jet operators.

The responsibility for defects is just pushed to a different department. With this problem, structure elements that contribute to this issue are a lack of specific quality control stops and the siloing of different departments. Thinking elements include different understandings of system requirements across departments. Tone elements include blaming other departments for defects or that defects are someone else's responsibility to deal with.

Another problem statement would be numerous hazardous working conditions.

Why? The facility lacks proper walkways and production flow.

Why? The set up of the facility and the lack of understanding of who is responsible for handling defects.

Why? Employees were not properly trained. They were trained to do their specific task only.

Why? The focus has been on keeping processes running and costs low.

Why? The quantity of production is being prioritized over all else, including safety and training.

Why? The capital investment into safety is viewed as a cost center.

Looking at this problem, the structure elements contributing to the issue include the siloing of departments and the distance of the Training Coordinator from the processes. The thinking elements include not knowing the actions and needs of other departments. Tone elements include a deprioritization of safety and the pressure to make as many products as quickly as possible.

Looking at some other issue, the large backlog of orders and increased lead times stem from inefficient production planning and workflow management, with short-term fixes favored over long-term solutions, leading to constant firefighting. Hazardous working conditions arise from an inadequate safety management system where safety is secondary to production speed and output, reflecting a production focused culture with insufficient emphasis on employee safety. The lack of defined walkways and dim lighting is a consequence of ineffective facility management, with a tendency to cut costs at the expense of workplace safety, indicating a reactive maintenance culture rather than proactive improvement. Additionally, there is a lack of flow for a single product through the plant. Some parts require more production time than others due to additional processes like bending and powder/paint coating. Overall, there is poor management of the flow of the system and a lack of communication currently in place.

1. 3 Complete the table below which relates the observed work and actions and their potential root cause structure, thinking and tone.

	Work or Action observed (positive or negative):	Possible Structure causing the work or action	Possible Thinking that creates the structure that you observe	Possible Tone that influences and affects the system thinking
1.	High external defect rates	Ineffective quality management system	Focus on speed over quality	Lack of trust and poor communication between departments
2.	Hazardous working conditions	Siloed departments and separation from Training coordinator	Lack of understanding of roles of other departments and expectations that other departments will handle the issues	Focus on mass production over safety
3.	Large backlog of orders	Inefficient production planning and workflow, siloed departments, and lack of effective quality control	Short-term fixes rather than long-term solutions; passing defects to different departments	Focus on quantity over quality, leading to more defects and more redos
4.	High turnover rate	Siloed departments, hazardous facility	Employees only know their process, and some don't even fully understand their process, just know how to make a specific part	Lack of understanding of the process and importance as a whole, lack of engagement which leads to low morale
5.	Low employee morale	Hazardous working conditions, lack of recognition and incentives	Feeling undervalued and unsafe, leading to disengagement and dissatisfaction	Lack of appreciation and respect for employee contributions
6.	Poor communication and coordination	Hierarchical structure and siloed departments	Limited cross-departmental interaction and collaboration	Lack of open communication channels and trust among departments

2. Establish the Tone and Environment to Facilitate Change

2.1 What should be the desired tone and values within the organization?

Enter your answer below:

The desired tone at UC Inc. should emphasize collaboration and openness. All levels of the organization need to be open to change and willing to collaborate in new ways. The tone should also be one of empowerment, encouraging employees to share ideas and concerns freely. Building trust and respect across all levels is crucial, ensuring that every employee feels valued and that blame for problems isn't just being passed off to another department.

When it comes to values, UC Inc. should value safety about all else. Ensuring safety and well-being in the workplace is essential. Safety should be a focus in every step of the process and a priority of every individual. This focus on safety can also lead to a value of quality. The company should value quality workers, quality processes, and quality products. When the products are created at a high quality through quality processes, there is less immediate danger to the employees that handle the parts. Quality control should be emphasized at all levels of the system and defects should never just be passed off, pushing towards a value of accountability across departments.

2.2 How would your project team, as part of the leadership team, facilitate change and collective agreement among the people in UC?

Enter your answer below:

To facilitate change and achieve collective agreement, the foundation is a tone of cooperation and openness to change. The project team should engage all relevant stakeholders in discussions and decision-making processes, ensuring their involvement. Transparent communication is vital, providing explanation and reasoning for change and regular updates on project progress and encouraging feedback. Offering training and education on new processes, safety protocols, and the importance of quality will help enhance skills and reduce resistance to change. Implementing pilot programs can demonstrate the benefits of new initiatives and gather valuable feedback before full-scale implementation. Recognizing and rewarding employees for their contributions to process improvements will boost morale and encourage active participation.

2.3 Identify at least 2 important aspects to practice with the UC team at each layer of the Flame Model of a System?

Enter your answer below:

Work and Actions:

• Implement safety enhancements to improve employee comfort and productivity.
• Ensure that the workspace is designed to promote a safer and more efficient working environment.

Structure:

• Develop standardized procedures to reduce variability and improve quality and communication across UC Inc.
• Implement Lean principles to eliminate waste and streamline workflows, enhancing efficiency and reducing lead times.

Thinking:

• Identify the functional requirements that focus on the needs of both internal and external customer. These requirements need to be collectively agreed upon.
• Design physical solutions that map directly to the functional requirements. Document those solutions and their impact on the system.

Tone:

• When identifying issues, look deeper than just the service level. Ask why the issues exists, and then ask why that response exists until able to identify the systematic issues that create or contribute to the problems.
• Maintain a culture of empathy and positivity. Employees should feel valued and respected, contributing to overall morale and engagement. Improvement can come from all levels of the organization. Remember that change is a necessary part of growth. Just because something has always been done a certain way doesn't mean it is the only way it should be done.

2.4 Would your project team seek to implement a new practice or solution that your team liked if the overall UC team disagreed with it?

Enter your answer below:

If we had a new practice or solution that the overall UC team disagreed with, it is essential first to engage with the team to understand their concerns. Based on this feedback, the solution can be iteratively improved. Ultimately, aiming for a consensus-driven decision-making process is crucial. Continued disagreement, especially if it is based on fact-less or inaccurate assumptions, could indicate a deeper issue in tone or thinking that may need addressed. Ultimately, though, if the UC team remains against the new process, then we would not seek to implement it. UC is our customer. We are providing them the service of recommending system improvements; however, it is ultimately their decision what recommendations to implement. It does not matter how beneficial our idea maybe, as it will never succeed if it does not have support from the overall UC team. Change can only happen when the people are willing to accept and participate in it. With our service, we have to select and adjust to solutions thatalign with the team's perspectives and the company's goals.

3. Agree on MSD Functional Requirements

3.1 Determine and state: Who are the customers?

Enter your answer below:

For UC Inc. there are two primary types of customers: internal and external. The external are the traditional customer. They are the organizations and individuals who order products from UC Inc. These external customers include loyal, repeat customers, like Avian Aquatics, Park Benches USA, and Ski-Lifer Inc, as well as smaller or one-off customers like Freacrosystems, Greenetworks, and Tiger Electronics. The internal customers are the UC Inc. employees. These are the people on the manufacturing line who work with the numerous processes and create the final product.

3.2 Determine and state: What are the customer needs?

Enter your answer below:

The external customers need quality products, free of defects. They need these products to be created using a variety of different processes, materials, and thicknesses. These parts need to be precise to measurements. They also need the products to be manufactured and delivered in a timely manner.

The internal customers need a safe and clean working environment. They should be able to do their jobs without concern or danger of injury. They also need an environment that promotes their mental well-being. They should be comfortable and able to do their jobs and work with the people around them.

3.3 Discuss within your team the meaning of the 7 FRs and whether the 7 FRs should be included in the Functional Requirements (FRs) of UC's Manufacturing System Design. Also, please consider the principles (L3.4, Figure 3.4.1) of stable manufacturing system design P1, P2, P3 and P4 when your team determines the FRs for re-designing the UC manufacturing system.

Enter your answer below:

When it comes to the 7 FRs of MSD, each could be applied to UC's system, but some are more relevant than others.

1. Continual Improvement- This requirement addresses the organization's ability to continue to evolve. Every company needs to be able to continually improve in order to keep up and excel in their industry. For UC, this is an extremely relevant FR, especially since they are looking to potentially make some dramatic changes to their manufacturing flow. As new processes are implemented, so should new processes to ensure that improvement can continue to happen for the company.
2. Safety and Stability- This requirement addressed the need for a safe and healthy working environment. This is paramount for UC. There are a number of major safety hazards throughout the plant and even working employees who are injuring themselves daily trying to deal with subpar cutting and processes. With employee turnover already an issue, ensuring a safe and healthy environment for the employees needs to be of the utmost importance to UC.
3. Just in Time Quantity- This requirement addresses the need to only make the number of parts needed to fill demand during a certain shift. This may not be extremely relevant to UC. Due to the water-jet cutting process, completing only parts for the shipments going out that day will likely create significantly more waste as it is unlikely that any raw sheets of material can be salvaged to be recut on a different design. Especially since the cuts are programmed, this would be extremely difficult to utilize sustainably, and most likely would result in more waste or more faulty cuts.
4. Just in Time Mix- This requirement addresses the need to only make the type of parts needed to fill an order, not too many of one type or another. This, again, may not be extremely relevant to UC. While UC may have storage issues, due to the frequency of repeat orders and the same waste-issue mentioned above, it may not be wise to fully move to a lean, JIT process.
5. Jidoka Quality Control-This requirement focuses on stopping defects when they happen, rather than allowing the part to continue through the workflow. This is a relevant FR for UC as they have a major issue with defects ending with customers. While there are a few quality controls in place, they mainly focus on the paint/powder coating process which only applies to about 50% of orders and products. Passing defects along creates hazards for later parts in the process.
6. Controllability- This requirement addresses the need to immediately identify disruptors and resolve them for long term benefits. This means finding the cause of defects and resolving the fault before it creates even more defects. This is also important for UC as it contributes to the quality issue mentioned above and works to find long-term solutions rather than just quick or individual fixes.
7. Robustness- This requirement addressed reaching all other requirements in spite of any variation. This very important for UC and they are working with a variety of materials, thicknesses, and processes. There is a lot of variability in their process flow, with every possible combination of processes existing in their Q4 orders. UC will need to focus on achieving its FRs through that variability.

4. As the leadership team, agree on and state your set of FRs for UC. Include any additional FRs beyond the 7 FRs that your team feels to be important. If your team wishes to delete one of the 7 FRs, please present your argument for why this is the case.

Enter your answer below:

Based on the needs of UC customers, both internal and external, we would recommend the following Functional Requirements (FRs):

1. Continual Improvement
2. Provide and maintain a safe, healthy, and compliant work environment to protect employees and meet regulatory standards
3. Ensure timely delivery for all products to meet customer deadlines and reduce lead time
4. Identify and do not advance defects to the customer or other processes
5. Identify and resolve any disruptions or causes of defects
6. Maintain all requirements regardless of variability

We chose not to include the original MSD FRs 2 and 3 in their original forms as implementing fully lean, made-to-order processes would result in a lot of waste. If we only produced the quantity and mix of parts the customers needed on any given day, then we would have to be cutting pieces out of the raw sheets without fully utilizing the material. We wouldn't want to cut a sheet of metal unless we can utilize a reasonable amount of the material.

4. Agree on Part Families and Value Streams

4.1 Describe the difference between the approaches to part families your individual team members developed.

Enter your answer below:

Our team explored several different approaches for part families. Each approach emphasized grouping parts based on similarities in aspects such as manufacturing processes, material, or customer requirements. One member focuses on specific materials and their grades, providing detailed insights into the properties and applications of each material. This approach prioritizes managing material properties essential for selecting appropriate tools and optimizing manufacturing processes accordingly. Another team member proposed categorizing parts based on manufacturing flow, and what processes each part needs. For internal customers, grouping by processes streamlines workflows and may reduce idle inventory; however, there are 16 different possible production flows that have to be accounted for, with every step past cutting, deburring, welding, bending, and painting, being selected per product and appearing in every possible combination in the Q4 parts. Grouping by material allows for standardized quality check and specialized manufacturing knowledge on how each material cuts and works within each process, making it easier to maintain high standards. For external customers, the benefits are equally significant as general or standardized parts do not have to be delayed to accommodate specialty cuts.

4.2 As the leadership team, agree on and state your part families for UC. Include the reasoning why your team chose this particular set of part families. Please list all of the processes that a part family goes through and all of the part numbers that go into that family. For example, Part Family 1 = Water Jet to Debur to Weld, and a list of the parts that flow through this sequence of operations.

Enter your answer below:

As the leadership team of US Inc., we have agreed upon the following part families based on base material and process flow:

Family 1: 6061-T6 Aluminum- Water-Jet to Debur to Weld to Press Brake

Parts: AAL002, AAL016, AAL042, AAL068, AAL077, AAL117, AAM003, AAM016, AAM046, AAM062, AAS050, PB005, PB009, PB038, PB049, PB057, PB060, PB061, PB070, PB094, PB098, PB104, PB128, PB157, PB162, PBK000, PBK001, PBK002, PBK003, PBK004, PBK005, PBK006, PBK007, PBK008, PBK009, PBK010, PBK011, PBK012, PBK013, PBK014, PBK015, PBK016, PBK017, PBK018, PBK019, PBK020, PBK021, PBK022, PBK023, PBK024, PBK025, PBK026, PBK027, PBK028, PBK029, PBK030, PBK031, PBK032, PBK033, PBK034, PBK035, PBK036, PBK037, PBK038, PBK039, RPN067, RPN084, SL023, SL039, SL055, SL094, SL121. SL146, SL151, SLK005, SLK011, SLK013, SLK020, SLK021, SLK025, SLK027, SLK029, SLK032, SLK034, SLK035, SLK046, SLK047, SLK049

Family 2: 6061-T6 Aluminum- Water-Jet to Debur to Weld

Parts: AAL004, AAL029, AAL037, AAL111, AAM049, AAM050, AAM072, AAS003, AAS014, AAS041, AAS054, PB026, PB062, PB078, PB107, PB116, PB129, PB147, RPN015, RPN020, RPN060, RPN080, RPN115, RPN145, SL062, SL106, SL108, SL147, SL160, SL253, SLK006, SLK009, SLK012, SLK016, SLK022, SLK023, SLK024, SLK026, SLK040, SLK041, SLK045, SLK050

Family 3: 6061-T6 Aluminum- Water-Jet to Debur to Press Brake

Parts: AAL020, AAL027, AAL028, AAL044, AAL093, AAL116, AAM013, AAM033, AAS002, AAS035, AAS048, PB002, PB014, PB025, PB037, PB041, PB045, PB058, PB076, PB080, PB092, PB130, PB146, PB155, RPN030, RPN033, RPN054, RPN094, RPN097, RPN149, RPN153, SL008, SL012, SL048, SL049, SL067, SL104, SL112, SL114, SL119, SL125, SL165, SL188, SLK001, SLK003, SLK007, SLK008, SLK010, SLK015, SLK019, SLK031, SLK036, SLK039, SLK043, SLK048

Family 4: 6061-T6 Aluminum- Water-Jet to Debur

Parts: AAL003, AAL035, AAL043, AAL045, AAL059, AAL086, AAL110, AAM019, AAM025, AAM032, AAM038, AAM042, AAM066, AAM067, AAS037, PB004, PB018, PB024, PB036, PB103, PB118, PB152, RPN008, RPN050, RPN074, RPN087, RPN163, SL014, SL027, SL159, SLK000, SLK002, SLK004, SLK014, SLK017, SLK018, SLK028, SLK030, SLK033, SLK037, SLK038, SLK042, SLK044

Family 5: 6061-T6 Aluminum- Water-Jet to Weld to Press Brake

Parts: PB007, PB056, PB099, PB109, PB135, PB143, RPN019, RPN034, RPN036, RPN077, RPN090, RPN114, SL015, SL078, SL081, SL093, SL096, SL137, SL155

Family 6: 6061-T6 Aluminum- Water-Jet to Weld

Parts: PB010, PB028, PB044, PB066, PB068, PB081, PB100, PB102, PB111, PB119, PB121, PB154, RPN001, RPN107, RPN113, RPN132, RPN134, RPN146, RPN166, RPN168, RPN171, SL002, SL004, SL035, SL088, SL116, SL133

Family 7: 6061-T6 Aluminum- Water-Jet to Press Brake

Parts: PB043, PB051, PB053, PB055, PB065, PB091, PB097, PB112, PB117, PB125, PB131, PB153, PB161, RPN018, RPN052, RPN070, RPN100, RPN129, RPN160, RPN164, SL092, SL129, SL156, SL179

Family 8: 6061-T6 Aluminum- Water-Jet

Parts: PB027, PB032, PB033, PB039, PB073, PB089, PB093, PB127, PB132, PB144, RPN088, RPN112, RPN120, RPN156, SL019, SL061, SL122, SL166, SL184, SL255

Family 9: Stainless Steel 304- Water-Jet to Debur to Weld to Press Brake

Parts: AAL023, AAL031, AAL039, AAL057, AAL062, AAL108, AAM005, AAM011, AAM044, AAM057, AAM073, AAS006, AAS007, PB008, PB012, PB035, PB063, PB084, PB123, PB138, PB140, PB150, PB151, RPN012, RPN041, RPN079, RPN102, RPN105, RPN118, SL009, SL047, SL056, SL063, SL070, SL132, SL194

Family 10: Stainless Steel 304- Water-Jet to Debur to Weld

Parts: AAL018, AAL040, AAL064, AAL065, AAL078, AAM022, AAS010, AAS017, AAS019, AAS042, PB040, PB046, PB048, PB059, PB079, PB095, PB105, PB106, PB136, PB148, RPN004, RPN029, RPN043, RPN044, RPN057, RPN059, RPN073, RPN096, SL018, SL136, SL141, SL148, SL170, SL172

Family 11: Stainless Steel 304- Water-Jet to Debur to Press Brake

Parts: AAL001, AAL014, AAL067, AAL089, AAL114, AAM017, AAM020, AAM035, AAM060, AAS015, AAS021, AAS038, AAS049, AAS055, PB011, PB022, PB042, PB050, PB082, PB142, PB160, PB163, RPN058, RPN139, RPN140, RPN152, RPN161, RPN165, SL017, SL058, SL075, SL076, SL090, SL102, SL135, SL181, SL182, SL191, SL193,

Family 12: Stainless Steel 304- Water-Jet to Debur

Parts: AAL009, AAL041, AAL058, AAL061, AAL081, AAL097, AAL118, AAM023, AAM029, AAM036, AAM054, AAM056, AAS004, AAS024, AAS059, PB019, PB029, PB030, PB034, PB064, PB067, PB086, PB087, PB088, PB101, PB110, PB113, PB124, PB156, RPN047, RPN086, RPN150, RPN158, SL051, SL101, SL143, SL145, SL149, SL152, SL168, SL171, SL185, SL197

Family 13: Stainless Steel 304- Water-Jet to Weld to Press Brake

Parts: PB001, PB003, PB006, PB015, PB031, PB054, RPN042, RPN083, RPN111, RPN117, RPN119, RPN154, RPN169, SL097, SL142, SL150, SL153, SL176, SL254

Family 14: Stainless Steel 304- Water-Jet to Weld

Parts: PB017, PB069, PB071, PB075, PB077, PB085, PB090, PB108, PB114, PB145, PB149, PB159, PB164, RPN062, SL031, SL085, SL095, SL186

Family 15: Stainless Steel 304- Water-Jet to Press Brake

Parts: PB013, PB016, PB021, PB052, PB096, PB115, PB120, PB122, PB133, PB134, PB137, PB141, RPN037, RPN076, RPN106, RPN138, RPN148, SL021, SL052, SL064, SL072, SL084

Family 16: Stainless Steel 304- Water-Jet

Parts: PB020, PB023, PB047, PB072, PB074, PB083, PB126, PB139, PB158, RPN065, RPN092, RPN124, SL033, SL046, SL068, SL079, SL089, SL107, SL127, SL157, SL167, SL187

Family 17: Mild Steel, Tool Steel, or Titanium- Water-Jet to Debur to Weld to Press Brake

Parts: AAL013, AAL032, AAL054, AAL079, AAL085, AAL091, AAL098, AAL099, AAL103, AAL104, AAL106, AAL113, AAM001, AAM002, AAM009, AAM012, AAM018, AAM030, AAM041, AAM045, AAM053, AAM055, AAM058, AAM059, AAM063, AAM068, AAM069, AAM071, AAS001, AAS005, AAS026, AAS029, AAS032, AAS034, AAS036, AAS040, AAS045, AAS060, AAS062, AAS065, RPN069, RPN091, RPN103, RPN110, RPN127, RPN147, RPN170, SL011, SL022, SL025, SL045, SL050, SL111, SL123, SL130, SL154

Family 18: Mild Steel, Tool Steel, or Titanium- Water-Jet to Debur to Weld

Parts: AAL012, AAL019, AAL024, AAL026, AAL030, AAL033, AAL034, AAL046, AAL052, AAL060, AAL069, AAL070, AAL072, AAL074, AAL076, AAL080, AAL087, AAL090, AAL092, AAL095, AAL096, AAL100, AAL102, AAL112, AAL115, AAM004, AAM006, AAM007, AAM008, AAM014, AAM015, AAM021, AAM037, AAM039, AAM043, AAM047, AAM048, AAS009, AAS011, AAS013, AAS020, AAS027, AAS028, AAS033, AAS043, AAS046, AAS051, AAS053, AAS056, RPN005, RPN010, RPN026, RPN031, RPN040, RPN046, RPN055, RPN063, RPN082, SL026, SL029, SL030, SL059, SL074, SL083, SL120, SL126, SL144, SL169, SL177

Family 19: Mild Steel, Tool Steel, or Titanium- Water-Jet to Debur to Press Brake

Parts: AAL008, AAL010, AAL021, AAL022, AAL025, AAL036, AAL048, AAL055, AAL063, AAL071, AAL073, AAL083, AAL084, AAL088, AAL094, AAL101, AAL105, AAL107, AAL109, AAM026, AAM040, AAM064, AAM065, AAS012, AAS016, AAS018, AAS023, AAS030, AAS039, AAS057, RPN013, RPN028, RPN039, RPN048, RPN061, RPN071, RPN123, RPN125, RPN126, RPN131, RPN133, RPN137, RPN143, RPN144, RPN155, RPN162, SL032, SL036, SL098, SL118, SL161, SL189,

Family 20: Mild Steel, Tool Steel, or Titanium- Water-Jet to Debur

Parts: AAL005, AAL006, AAL007, AAL011, AAL015, AAL017, AAL038, AAL047, AAL049, AAL050, AAL051, AAL053, AAL056, AAL066, AAL075, AAL082, AAM010, AAM024, AAM027, AAM028, AAM031, AAM034, AAM051, AAM052, AAM061, AAM070, AAS008, AAS022, AAS025, AAS031, AAS044, AAS047, AAS052, AAS058, AAS061, AAS063, AAS064, RPN011, RPN017, RPN049, RPN056, RPN066, RPN098, RPN101, RPN108, RPN130, RPN141, RPN167, SL003, SL028, SL034, SL060, SL071, SL073, SL099, SL105, SL110, SL117, SL138, SL140, SL164, SL173, SL196

Family 21: Mild Steel, Tool Steel, or Titanium- Water-Jet to Weld to Press Brake

Parts: RPN007, RPN023, RPN024, RPN038, RPN045, RPN072, RPN078, RPN081, RPN085, RPN095, RPN136, SL005, SL044, SL053, SL077, SL080, SL103, SL139, SL162, SL178

Family 22: Mild Steel, Tool Steel, or Titanium- Water-Jet to Weld

Parts: RPN006, RPN014, RPN068, RPN075, RPN104, RPN121, RPN122, RPN151, RPN157, SL006, SL010, SL013, SL016, SL038, SL041, SL042, SL043, SL065, SL066, SL100, SL115, SL134, SL174

Family 23: Mild Steel, Tool Steel, or Titanium- Water-Jet to Press Brake

Parts: RPN003, RPN009, RPN022, RPN025, RPN027, RPN032, RPN035, RPN051, RPN053, RPN089, RPN093, RPN128, RPN135, RPN142, RPN159, SL001, SL007, SL024, SL037, SL040, SL057, SL082, SL086, SL124, SL158, SL163, SL180, SL183, SL192, SL195

Family 24: Mild Steel, Tool Steel, or Titanium- Water-Jet

Parts: RPN002, RPN016, RPN021, RPN064, RPN099, RPN109, RPN116, RPN172, RPN173, SL020, SL054, SL069, SL087, SL091, SL109, SL113, SL128, SL131, SL175, SL190

All combinations of process flow are used with each material type. The material type distinction itself can account for approximately a third of total production time from Q4. We chose not to base our part families solely on processes as each process beyond cutting, besides deburring which was required for over 70% of orders, was required for about 50% of total orders and parts, which were spread across all 16 different combinations of work flow. It is unreasonable to have 16 entirely separated value streams with the current manufacturing capabilities. On top of that, having value streams or even cells devoted to specific process flows would result in certain cells and machines sitting idle while other cells are moving non-stop since some process flows accounted for 17% of overall manufacturing time, while others only accounted for 2%.

4.3 Draw the value streams that should be defined at UC and describe which part families are within which value stream. Please use a table to list your value streams and the associated part families. Remember, there may be more than one value stream. Please include a drawing of the customer-supplier connections for EACH Value Stream.

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For UC Inc., we have identified three value stream that are based on primary material. Value Steam 1 works with 6061-T6 Aluminum parts, which accounts for about 36% of total orders, 37% of total parts produced, and 34% of total manufacturing time in Q4. Value Stream 2 works with Stainless Steel 304 parts, which accounts for about 26% of total orders, 29% of total parts produces, and 32% of total manufacturing time in Q4. Value Stream 3 works with Mild Steel, Titanium, and Tool Steel- M2 parts, which accounts for about 38% of total orders, 34% of total parts produced, and 34% of total manufacturing time. This segmentation enables us to optimize resource allocation and effectively address the varied demand across production processes.

Value Stream 1	Value Stream 2	Value Stream 3
Family 1	Family 9	Family 17
Family 2	Family 10	Family 18
Family 3	Family 11	Family 19
Family 4	Family 12	Family 20
Family 5	Family 13	Family 21
Family 6	Family 14	Family 22
Family 7	Family 15	Family 23
Family 8	Family 16	Family 24

The customer-supplier connections for each value stream look the same:

5. Determine System Takt Time, Linked-Cell System Layout, Cell Design and Standard Work to Takt Time

5.1 First, make a sketch of the linked-cell system. If there is more than one linked-cell system, show each system as a "value stream." Show the linkage between cells and define which parts (i.e., the family of parts that are processed for each linked-cell system. State the parts that are processed. Please note that the machine design and location may be changed for this assignment!

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Sketch of System - Provide a drawing of each value stream / linked-cell manufacturing system showing the customer-supplier connections between each cell.

Please see model above. All 6061-T6 Al products run through value stream/cell 1; SS 304 products through value stream/cell 2; and all other products through value stream/cell 3.

To find the takt time of each value stream, we divided the total production time needed to produce the appropriate product families divided by the total number of parts demanded in Q4. The chart below shows the calculation for each value stream:

	Total Needed Production Time (sec)	Total Demanded Parts	Takt Time (sec/part)
VS1	8,128,264.3	10,173	799.0
VS2	7,731,821.0	7,912	977.2
VS3	8,014,437.2	9,296	862.1

5.2 For each value stream / linked-cell manufacturing system, calculate the takt time using numbers on a per shift basis using the data provided with the case study. Be sure to show all work for the calculations, including demand and associated parts.

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List the parts that are processed for each cell

VS1	AAL002, AAL016, AAL042, AAL068, AAL077, AAL117, AAM003, AAM016, AAM046, AAM062, AAS050, PB005, PB009, PB038, PB049, PB057, PB060, PB061, PB070, PB094, PB098, PB104, PB128, PB157, PB162, PBK000, PBK001, PBK002, PBK003, PBK004, PBK005, PBK006, PBK007, PBK008, PBK009, PBK010, PBK011, PBK012, PBK013, PBK014, PBK015, PBK016, PBK017, PBK018, PBK019, PBK020, PBK021, PBK022, PBK023, PBK024, PBK025, PBK026, PBK027, PBK028, PBK029, PBK030, PBK031, PBK032, PBK033, PBK034, PBK035, PBK036, PBK037, PBK038, PBK039, RPN067, RPN084, SL023, SL039, SL055, SL094, SL121. SL146, SL151, SLK005, SLK011, SLK013, SLK020, SLK021, SLK025, SLK027, SLK029, SLK032, SLK034, SLK035, SLK046, SLK047, SLK049,AAL004, AAL029, AAL037, AAL111, AAM049, AAM050, AAM072, AAS003, AAS014, AAS041, AAS054, PB026, PB062, PB078, PB107, PB116, PB129, PB147, RPN015, RPN020, RPN060, RPN080, RPN115, RPN145, SL062, SL106, SL108, SL147, SL160, SL253, SLK006, SLK009, SLK012, SLK016, SLK022, SLK023, SLK024, SLK026, SLK040, SLK041, SLK045, SLK050,AAL020, AAL027, AAL028, AAL044, AAL093, AAL116, AAM013, AAM033, AAS002, AAS035, AAS048, PB002, PB014, PB025, PB037, PB041, PB045, PB058, PB076, PB080, PB092, PB130, PB146, PB155, RPN030, RPN033, RPN054, RPN094, RPN097, RPN149, RPN153, SL008, SL012, SL048, SL049, SL067, SL104, SL112, SL114, SL119, SL125, SL165, SL188, SLK001, SLK003, SLK007, SLK008, SLK010, SLK015, SLK019, SLK031, SLK036, SLK039, SLK043, SLK048,AAL003, AAL035, AAL043, AAL045, AAL059, AAL086, AAL110, AAM019, AAM025, AAM032, AAM038, AAM042, AAM066, AAM067, AAS037, PB004, PB018, PB024, PB036, PB103, PB118, PB152, RPN008, RPN050, RPN074, RPN087, RPN163, SL014, SL027, SL159, SLK000, SLK002, SLK004, SLK014, SLK017, SLK018, SLK028, SLK030, SLK033, SLK037, SLK038, SLK042, SLK044,PB007, PB056, PB099, PB109, PB135, PB143, RPN019, RPN034, RPN036, RPN077, RPN090, RPN114, SL015, SL078, SL081, SL093, SL096, SL137, SL155,Parts: PB010, PB028, PB044, PB066, PB068, PB081, PB100, PB102, PB111, PB119, PB121, PB154, RPN001, RPN107, RPN113, RPN132, RPN134, RPN146, RPN166, RPN168, RPN171, SL002, SL004, SL035, SL088, SL116, SL133,PB043, PB051, PB053, PB055, PB065, PB091, PB097, PB112, PB117, PB125, PB131, PB153, PB161, RPN018, RPN052, RPN070, RPN100, RPN129, RPN160, RPN164, SL092, SL129, SL156, SL179,PB027, PB032, PB033, PB039, PB073, PB089, PB093, PB127, PB132, PB144, RPN088, RPN112, RPN120, RPN156, SL019, SL061, SL122, SL166, SL184, SL255
VS2	AAL023, AAL031, AAL039, AAL057, AAL062, AAL108, AAM005, AAM011, AAM044, AAM057, AAM073, AAS006, AAS007, PB008, PB012, PB035, PB063, PB084, PB123, PB138, PB140, PB150, PB151, RPN012, RPN041, RPN079, RPN102, RPN105, RPN118, SL009, SL047, SL056, SL063, SL070, SL132, SL194,AAL018, AAL040, AAL064, AAL065, AAL078, AAM022, AAS010, AAS017, AAS019, AAS042, PB040, PB046, PB048, PB059, PB079, PB095, PB105, PB106, PB136, PB148, RPN004, RPN029, RPN043, RPN044, RPN057, RPN059, RPN073, RPN096, SL018, SL136, SL141, SL148, SL170, SL172,AAL001, AAL014, AAL067, AAL089, AAL114, AAM017, AAM020, AAM035, AAM060, AAS015, AAS021, AAS038, AAS049, AAS055, PB011, PB022, PB042, PB050, PB082, PB142, PB160, PB163, RPN058, RPN139, RPN140, RPN152, RPN161, RPN165, SL017, SL058, SL075, SL076, SL090, SL102, SL135, SL181, SL182, SL191, SL193, AAL009, AAL041, AAL058, AAL061, AAL081, AAL097, AAL118, AAM023, AAM029, AAM036, AAM054, AAM056, AAS004, AAS024, AAS059, PB019, PB029, PB030, PB034, PB064, PB067, PB086, PB087, PB088, PB101, PB110, PB113, PB124, PB156, RPN047, RPN086, RPN150, RPN158, SL051, SL101, SL143, SL145, SL149, SL152, SL168, SL171, SL185, SL197,PB001, PB003, PB006, PB015, PB031, PB054, RPN042, RPN083, RPN111, RPN117, RPN119, RPN154, RPN169, SL097, SL142, SL150, SL153, SL176, SL254,PB017, PB069, PB071, PB075, PB077, PB085, PB090, PB108, PB114, PB145, PB149, PB159, PB164, RPN062, SL031, SL085, SL095, SL186,PB013, PB016, PB021, PB052, PB096, PB115, PB120, PB122, PB133, PB134, PB137, PB141, RPN037, RPN076, RPN106, RPN138, RPN148, SL021, SL052, SL064, SL072, SL084,PB020, PB023, PB047, PB072, PB074, PB083, PB126, PB139, PB158, RPN065, RPN092, RPN124, SL033, SL046, SL068, SL079, SL089, SL107, SL127, SL157, SL167, SL187
VS3	AAL013, AAL032, AAL054, AAL079, AAL085, AAL091, AAL098, AAL099, AAL103, AAL104, AAL106, AAL113, AAM001, AAM002, AAM009, AAM012, AAM018, AAM030, AAM041, AAM045, AAM053, AAM055, AAM058, AAM059, AAM063, AAM068, AAM069, AAM071, AAS001, AAS005, AAS026, AAS029, AAS032, AAS034, AAS036, AAS040, AAS045, AAS060, AAS062, AAS065, RPN069, RPN091, RPN103, RPN110, RPN127, RPN147, RPN170, SL011, SL022, SL025, SL045, SL050, SL111, SL123, SL130, SL154, AAL012, AAL019, AAL024, AAL026, AAL030, AAL033, AAL034, AAL046, AAL052, AAL060, AAL069, AAL070, AAL072, AAL074, AAL076, AAL080, AAL087, AAL090, AAL092, AAL095, AAL096, AAL100, AAL102, AAL112, AAL115, AAM004, AAM006, AAM007, AAM008, AAM014, AAM015, AAM021, AAM037, AAM039, AAM043, AAM047, AAM048, AAS009, AAS011, AAS013, AAS020, AAS027, AAS028, AAS033, AAS043, AAS046, AAS051, AAS053, AAS056, RPN005, RPN010, RPN026, RPN031, RPN040, RPN046, RPN055, RPN063, RPN082, SL026, SL029, SL030, SL059, SL074, SL083, SL120, SL126, SL144, SL169, SL177, AAL008, AAL010, AAL021, AAL022, AAL025, AAL036, AAL048, AAL055, AAL063, AAL071, AAL073, AAL083, AAL084, AAL088, AAL094, AAL101, AAL105, AAL107, AAL109, AAM026, AAM040, AAM064, AAM065, AAS012, AAS016, AAS018, AAS023, AAS030, AAS039, AAS057, RPN013, RPN028, RPN039, RPN048, RPN061, RPN071, RPN123, RPN125, RPN126, RPN131, RPN133, RPN137, RPN143, RPN144, RPN155, RPN162, SL032, SL036, SL098, SL118, SL161, SL189, AAL005, AAL006, AAL007, AAL011, AAL015, AAL017, AAL038, AAL047, AAL049, AAL050, AAL051, AAL053, AAL056, AAL066, AAL075, AAL082, AAM010, AAM024, AAM027, AAM028, AAM031, AAM034, AAM051, AAM052, AAM061, AAM070, AAS008, AAS022, AAS025, AAS031, AAS044, AAS047, AAS052, AAS058, AAS061, AAS063, AAS064, RPN011, RPN017, RPN049, RPN056, RPN066, RPN098, RPN101, RPN108, RPN130, RPN141, RPN167, SL003, SL028, SL034, SL060, SL071, SL073, SL099, SL105, SL110, SL117, SL138, SL140, SL164, SL173, SL196, RPN007, RPN023, RPN024, RPN038, RPN045, RPN072, RPN078, RPN081, RPN085, RPN095, RPN136, SL005, SL044, SL053, SL077, SL080, SL103, SL139, SL162, SL178, RPN006, RPN014, RPN068, RPN075, RPN104, RPN121, RPN122, RPN151, RPN157, SL006, SL010, SL013, SL016, SL038, SL041, SL042, SL043, SL065, SL066, SL100, SL115, SL134, SL174, RPN003, RPN009, RPN022, RPN025, RPN027, RPN032, RPN035, RPN051, RPN053, RPN089, RPN093, RPN128, RPN135, RPN142, RPN159, SL001, SL007, SL024, SL037, SL040, SL057, SL082, SL086, SL124, SL158, SL163, SL180, SL183, SL192, SL195, RPN002, RPN016, RPN021, RPN064, RPN099, RPN109, RPN116, RPN172, RPN173, SL020, SL054, SL069, SL087, SL091, SL109, SL113, SL128, SL131, SL175, SL190

Available Time for each cell in a value stream = [Write the equation]

Show the available time calculation for each cell in a value stream.

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Takt Time for each cell = [Write the equation]

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Show the Takt Time calculation for each cell in a value stream.

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[Complete the table, including calculations for the takt time and available time for each cell]

Value Stream Cell Name Parts Processed Demand Available Time Takt Time

5.3 Develop a first draft drawing of the fabrication and assembly cells to produce the part families and state the operations in those cells, along with the expected quantity demanded for each part number.

Remember that we need to balance the machine cycle time to the takt time. If a machine cycle time is not less than or equal to takt time, we have two options: (1) purchase duplicate machines to run in parallel, or (2) we could design a machine to meet the takt time.

If your team needs to purchase new machines (assuming secondary operations, i.e., not a water jet unless proven to be justifiable) keep in mind these key equipment design characteristics: Ergonomic design Control Panel/Serviceability from rear Automatic Unload Mistake-Proof Load Narrow in width Built-in diagnostic and machinery control capabilities Decoupler/Place for intermediate part (i.e., SWIP*=1)

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5.4 Balance the cells to takt time by developing the Standard Work Combination (SWC) Routine Sheet. For one fabrication cell, in one value stream develop the SWC Routine Sheet for each associate who works in the cell. There should be one SWC sheet per associate in the cell.

Draw the takt time line in red on the Standard Work Combination Routine Sheet. Label the Takt Time Line as illustrated in the Standard Work Combination Worksheets Excel file provided in P4.1.

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