Mixed Model Line Design Workshop June 2013

Lean Process Design
Mixed-Model Line
Design Workshop
June 2013
Manufacturing Strategy
Introductions
• Principal, Leonardo Group Americas, LLC.
• Co-Author of Fundamentals of Flow
Manufacturing, Aerospace Flow, and the
“In the OR” suite. Richard
• VP of Technology, John Costanza Institute of Rahn
Technology.
• MBA, University of Colorado and APICS
CPIM certified.
• Trained over 5,000 engineers and lean
professionals since 1994.
• Lean implementation project leader with
Boeing, John Deere, Johnson & Johnson,
and over 100 other small and large
companies.
• Creator of the Lean Operations track for the
Aerospace Supplier Excellence Alliance
(SEA).
• 16 years of manufacturing management at
Storage Technology Corporation and Ball
Corporation prior to consulting career.
• Bilingual Spanish-English.
 Principal, and Leader of Lean Healthcare
Practice, at Leonardo Group Americas, LLC.
 Leading implementer of Lean and Flow Tools
Gerard in the office with several articles published
on the subject.
Leone  Lean Implementation Leader in over 150
businesses of various sizes.
 Co-Author of Fundamentals of Flow
Manufacturing, Aerospace Flow, and the “In
the OR” suite.
 VP of Technology, John Costanza Institute of
Technology.
 Trained over 5,000 manufacturing
professionals seeking improved performance
over his tenure at JCIT and CSU.
 Adjunct Instructor of Manufacturing
Management at Colorado State University.
 Bilingual Spanish-English.
 12 years of manufacturing management and
teaching at university level prior to
consulting career.
Lean
Factory
Group
• Name
• Company
• Position
Introductions • Lean Background
• Did you attend the Lean
Material Management
Workshop?
 Introduction to Mixed
Model Production Agenda
 The Lean Roadmaps
 Hands-On Exercises
 The Model Product
 The Plant Tours (2)
 Book, Workbook and
Materials
Points To Ponder
What To Expect For Your Benefit Only

• After every lesson there will
be a short discussion
session on the topic just
discussed.
Lesson 1:
Background
Leonardo Group Americas What is Flow Processing?
Flow Processing is a series of tools

and techniques used to design
processes so work can be
performed without interruptions,
bottlenecks, errors or wasted time.
The Places The Origen
1910’s
1950’s
1970’s
1990’s
TODAY
A Century of Progress
Sample
Sample Industries
Industries
 Aerospace Products and Accessories  Injection Molding and Die Casting

 Automotive Parts and Accessories  Insulation Materials
 Castings and Forgings  Machine Tools
 Clothing and Shoes  Machining Job Shops
 Computers and Peripherals  Material Handling Equipment
 Digital Imaging Equipment  Metal Fabrications
 Electric Motors and Controls  Medical Equipment
 Electronic/Circuit Card Assembly  Musical Instruments
 Electronic Equipment  Photocopiers
 Fabrication Job Shops  Plastic Resin
 Glass Products  Printing
 HVAC Products and Accessories  Paper Products
 Hearing Aids  Snow Removal Equipment
 Household Appliances  Subcontracted Assembly
 Hospitals  Windows and Doors
Lesson 1 Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
If Lean has been around so long,

why isn’t it better known?
How many engineering and

business schools teach Lean?
Who deserves more credit for

Lean, the US or Japan?
What comes after Lean?

Lesson 2:
Flow Benefits
Benefit One: Faster Response Time
4 Weeks 4 Weeks 1 Week 3 Weeks

Supplied Materials Work In Process Customer Lead-Time Finished Goods
Working Capital
Benefit Two:
BENEFITS: Improved
COST Quality
OF QUALITY
PARTS
PER
MILLION?
Benefit Three: Reduced
BENEFITS: Floor Space
FLOORSPACE
RAW MACHINING
MATERIAL DEPARTMENT
TACK
FINISH
Semi-Finished WELD
Product
WELD
FGI
POWDER
INSPECT
CRATE
COAT ASSY
Benefit Four: Reduced
Benefits: Lead Time
Lead-time
SCHEDULE WAIT PROD

(days) (days) (min)
START QTY DUE

SCHEDULE WAIT PROD
(days) (days) (min)
DEPARTMENT
SCHEDULE WAIT PROD START QTY DUE LEAD-TIME
(days) (days) (min)
DEPARTMENT
START QTY DUE LEAD-TIME
DEPARTMENT
DEPARTMENT
LEAD-TIME
LEAD-TIME
MANUFACTURING LEAD-TIME
PROD PROD PROD

(min) (min) (min)
FLOW RESPONSE
Benefit Five: Reduced Throughput Time
Throughput Time: the Key Lean Metric

 Ratio of Value-Add Time to Total Time
 Highlight the Waste . . . And Opportunities
Benefit Six: One Line, Multiple Products
Benefit Seven: Operator Flexibility
Avoid Overstaffing
Vary Output of the Line
Improve Productivity
Self-Balancing Line
Benefit Eight: Improved Working Capital
Reduce investment in
inputs versus outputs
frees up capital:
 Floor Space
 Productivity
 Materials
 Quality
Summary Benefits
 Response Time
 Inventory and Working Capital
 Cost of Quality
 Floor Space Optimization
 Productivity
 Flexibility - Multi-Product Line
 Employee Engagement
1.2.3
ESTABLISH VOLUMES
AND MIX
What are some the benefits of

shorter lead-time?
What is the difference between

manufacturing lead-time and
customer response time?
Why is working capital important?
Is the idea of the “flexible

employee” accepted in your
company?
Exercise 1:
Flow Line Simulation
Simulation Scenarios
Lean Simulation Toolkit Scenarios To Test

1. Fully Staffed Mixed Model
Unsequenced, No IPK
2. Fully Staffed Mixed Model
Sequenced, IPK
3. Partially Staffed Mixed
Model, Sequenced, IPK,
Flexing
What Did We See?
 Sequential Build
 Multi-Product Flow
 Build-to-Order
 Production Sequencing
 Output Rate Variation
 Employee Movement
 Self-Balancing Line
Lesson 3:
Line Design
Roadmap
The Roadmap Approach
“Without Standardization
there is no Kaizen.”
Not inflexible. It can be
improved.
Think of it as a checklist and
foundation for CPI.
LEANROADMAP® GETTING STARTED
Welcome to the Mixed-Model Line Design LeanRoadMap™

The Mixed-Model Line Design LeanRoadMap™ leads you through the step-by-step process of designing and implementing a Lean production line or cell that is able to build any product any
day, one at a time, in the right sequence, and to customer orders. Additional tools, reference materials and tips are also documented in the roadmap. A well-designed and sustained
production system is a requirement for any Lean manufacturer, and designing the line correctly up-front is the best way to avoid excessive need for Kaizen activities later on.
MIXED MODEL LINE DESIGN ROADMAP (1.0)

CREATE ASSESSMENT This shape indicates that there
 1.1 Create Assessment and Master Plan This shape represents the are additional resources
AND MASTER PLAN
start and end of a
LEAN STEP-BY-STEP SERIES
 1.2 Gather Data available, in the form of

process. documents, training courses or
 1.3 Calculate Resources materials, or software tools.
 1.4 Define Workstations 1.1

This shape represents a
CALCULATE
 1.5 Develop Conceptual Layout task within a process or
RESOURCES This symbol is used to
sub-process. GO
 1.6 Design CAD Layout TO
1.2
signify a jump to another
LeanRoadMap™ process.
 1.7 Develop Deployment Plan This shape shows the
sequence of work
 1.8 Conduct Training between tasks.
 1.9 Bring Lean Process Live
1.2.3 This symbol indicates
 1.10 Kaizen Line Performance that an additional “drill
ELECTRONIC This shape represents a
 1.11 Perform Lean Audit and Certification DATA decision point, where the down” roadmap is
AVAILABLE? process can diverge or available as a list of sub-
where a prior task needs processes.
to have been completed.
The Kanban Manager
is the owner of the
Kanban system, and
the leader of the This shape represents a
Each task or activity will grouping of tasks that
implementation
normally be can be done in parallel.
efforts described in
accompanied by some
this document. This is
additional commentary.
a full-time job.
The LeanRoadMap® is a registered trademark of Leonardo Group Americas, LLC (http://www.leonardogroupamericas.com) © 2013 All rights reserved worldwide. Version 2.0.
LEANROADMAP® MIXED MODEL LINE DESIGN(1.0)
Assess current condition of Lay out work in parallel or

business with Lean Compile data for Calculate Takt times, labor
in sequence. Divide and Using Resource Calculations,
assessment. Develop Value quantitatively-based Lean and machinery resources,
balance work content. prepare a paper-based
Stream Maps and set target Line design: products, and work locations
Design workstation layouts, conceptual layout of new Lean
areas, schedule and volumes, machinery, work required to build target
material presentation and Line: processes, machinery,
expected benefits. content and labor, Process volumes and mix.
best work methods (GWIs). workstations, and IPKs.
Flow Diagrams.
1.1 1.2 1.3 1.4 1.5 1.6

CREATE ASSESSMENT GATHER DEVELOP STANDARD CALCULATE DEFINE CREATE
AND MASTER PLAN DATA WORK DEFINITIONS RESOURCES WORKSTATIONS CONCEPTUAL LAYOUT
Adapt Conceptual Design to

dimensionally correct layout.
1.7
Detail material, work flow,
DESIGN
START LINE DESIGN IPKs, utilities, CAD or blue-
CAD LAYOUT
IMPLEMENTATION prints for approval.
PROCESS
Set timeline, budget & resources for

Lean project. Sequence key tasks. 1.8
Assign responsibilities, dates. Use DEVELOP
project management software. DEPLOYMENT PLAN
1.12 1.11 1.10 1.9

ACHIEVE SUSTAINED
PERFORM LEAN AUDIT KAIZEN BRING LEAN CONDUCT
PERFORMANCE
AND CERTIFICATION LINE PERFORMANCE PROCESS LIVE TRAINING
Document training needs.

Once new line has “settled Correct any line imbalances Include Lean methods in
in”, revisit assessment with waste reduction, Set start-up strategy.
general, workstation-
checklist and Line Design. moving work, resources, Communicate goals and
specific Standard Work
Verify new performance IPKs, time or inventory, and plans. Go “Line Live”. Start
Definitions, GWIs. Certify
level, Lean standards. sequencing. Sustain. process improvements,
operators and leads.
measure results, celebrate!
1.2.3
ESTABLISH VOLUMES
AND MIX
Why does Taiichi Ohno say “No

standardization, no Kaizen”?
Does a roadmap kill creativity?
Can the roadmap be used as a

training document? Is it sufficient?
How could roadmap compliance be

checked?
Lesson 4:
Assessment &
Master Plan
Phase 1.1
LEANROADMAP® LINE DESIGN ASSESSMENT & MASTER PLAN (1.1)
If decision is to engage
Conduct a Lean-focused
Lean consultants, screen
assessment of Target Area,
1.1.3 for track record, deep
including financial and
SELECT LEAN experience, compatibility.
operating data, key
CONSULTING FIRM Must be headed by a C-
metrics, and pre-Lean YES
benchmarks. Level Champion, and
directed by a Team Leader
1.1.2 skilled in Lean principles
1.1.1 DECIDE: USE 1.1.4 and methods.
START ASSESSMENT
COMPLETE SELF- OUTSIDE LEAN NO APPOINT LEAN TEAM
AND MASTER PLAN
ASSESSMENT TOOL CONSULTANTS LEADERSHIP
Conduct Lean training for

management team – one to 1.1.5
three days. Emphasize cultural TRAIN MANAGEMENT
issues, challenges of Lean IN LEAN PRINCIPLES
change. Highlight the Lean
Management System.
ASSESSMENT AND
LEAN MASTER PLAN
Establish key performance issues to be
COMPLETE 1.1.6
addressed: additional capacity, faster
REVIEW CORPORATE
cycle times, greater flexibility, better
GOALS & PAIN POINTS
inventory turns, higher productivity, and
additional floor space.
1.1.11 1.1.10 1.1.9 1.1.8 1.1.7

PREPARE QUANTIFY VALUE OF DEVELOP FUTURE PREPARE VALUE WALK
MASTER PLAN OPPORTUNITIES STATE VSM STREAM MAP THE GEMBA
Write Master Plan for Line Design. For opportunities in Future Draw Current State Value
State VSM, quantify Apply Lean Thinking for As team, walk the Gemba
Include tasks and schedule, cost- improvements to Current Stream Map. Analyze
benefits: lower inventory and sequence of processes.
benefit analysis, paybacks, State Map. Draw Future Value-Added vs. non-VA
costs, new floor space for Observe with “Lean eyes”:
assigned responsibilities. Obtain State VSM showing these time, distances,
growth, incremental sales problems, opportunities,
top management sign-off and improvements. disconnected processes.
from short cycle times, etc. waste, handoffs, confusion.
ownership. Record process times.
1.1.1 Conduct Self-Assessment
Lean Assessment
 Go to the Gemba
 Talk To The People
Who Know
 Ask Respectful
Questions
 Engage In Genuine
Discussion
 Focus on Facts
Read A Plant Fast
“Read a Plant – Fast”
 Customer Satisfaction
 Safety, Cleanliness, Order
 Visual Management
 Scheduling & Pacing
 Space, Movement, Flow
 Inventory & WIP
 Teamwork & Motivation
 Maintenance Conditions
 Complexity, Variety
 Supply Chain Integrated
 Quality Commitment
R. Eugene Goodson
HBR May 2002
Lean
Lean Assessment Audit
Assessment Profile
1.1.1
COMPLETE SELF-
ASSESSMENT TOOL
1.1.51.1.5 Management Training
Management Training
1.1.5
TRAIN MANAGEMENT
IN LEAN PRINCIPLES
 Concept of a Lean
Management System:
Standard Work for Managers
 Hierarchy of Accountability
 Big concern: Sustainability of
Changes
 David Mann: Creating A Lean
Culture
1.1.9 Process Improvement Inventory
1.1.9
DEVELOP FUTURE
STATE VSM
Hoshin Kanri A3 Team Charter
Hoshin Kanri A3-X
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
What are some the common

standard assessment tools available
in the US?
How much focus in there in your

company on training managers to
be Lean leaders?
What is the possible effect of not

using the Hoshin Kanri A3-X chart?
Lesson 5:
Data Gathering:
Products and Volumes
Phase 1.2
LEANROADMAP® LINE DESIGN: DATA GATHERING (1.2)
Revisit Value Stream Maps Review sales history data,

developed during Create a comprehensive and chart trends and
Assessment, and confirm list of all products, models seasonality. Define mix
the chosen target areas. and options manufactured and volume for Line
Obtain team consensus in the target area(s). Design. Management signs
and management sign-off. off on all forecasts.
1.2.1 1.2.2 1.2.3

START DATA
CONFIRM LIST ALL PRODUCTS ESTABLISH VOLUMES
GATHERING PROCESS
TARGET AREAS AND OPTIONS AND MIX
Create a comprehensive list of all

production processes in the target
1.2.4
areas. Include scrap and rework.
DOCUMENT
These processes should correlate with
PROCESSES
the Present State Value Stream Map.
DATA GATHERING Create a detailed list of all 1.2.5

COMPLETE production machinery, LIST PRODUCTION
equipment, other fixed assets, RESOURCES
and people in the target areas.
1.2.8 1.2.8 1.2.7 1.2.6

WRITE STANDARD DEFINE INITIAL CREATE PROCESS CREATE PROCESS FLOW
WORK DEFINITIONS PRODUCT FAMILIES FLOW MATRIX DIAGRAMS
Organize products and processes For each product in target

For each product and process, Group products and models by
into a matrix format to document area, draw processes and
define best work methods and call process commonality. Each group
the relationships. Also call the “X- sequences required to
out critical quality checks. Collect will constitute a product family.
Chart”. manufacture one unit. Use
time-study data for all work steps.
standard PFD format.
Create Product List 1.2.2
LIST ALL PRODUCTS
AND OPTIONS
Part Number Description

16445DR Drill
16456DR Drill
16467DR Drill
16878SD Sander
16865CS Circular Saw
16227OS Orbital Sander
16238OV Orbital Sander
16144CS Chain Saw
16155CS Chain Saw
1.2.3
Drills ESTABLISH VOLUMES

AND MIX
1500
1000
500
0
Volume = 14,640 Per Year

Circular Saws
1.2.3
ESTABLISH VOLUMES
AND MIX
1000
500
0
Volume = 6,000 Per Year

Orbital Sanders
1.2.3
ESTABLISH VOLUMES
AND MIX
1000
500
0
Volume = 720 Per Month

Volume Mix Definition
1.2.3
ESTABLISH VOLUMES
AND MIX
3000
2500
2000
1500
1000
500
0
Volume = 2,440 per month

Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
How far into the future should you

look in order set Target Volumes?
What does mixing products do to
overall variability of demand?
Do we ever expect to actually build
the mix of products used to design
the line?
Lesson 6:
Processes & Process
Flow Diagrams
Phase 1.2
List Production Resources

1.2.5
Plastic Injection Molding Machine LIST PRODUCTION

RESOURCES
 Motor Winder
 Plastic Wrap Machine

1.2.4
DOCUMENT
PROCESSES
Processes
Test
Final Assembly
Mandrel
Electrical Test
Injection Molding
Pack
Wiring Assembly
Motor Assembly
Grind
Create Process Flow Diagrams
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Order Impression
Cast Shell Shell
Eval Detail &
Make Finish
Wax
Serialize
PDF Example: Hearing Aid
Level
Casing
Wiring
Diagnose Cut &
Buff
Ship Invoice Packout QA Fonix Finaling

PFD Example: Motor
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Stack Wind
Transfer
Block
Connect/Lace
Conn. Box
Assembly
Test
Cap. Box
Varnish Assembly
Final Assembly Test Pack

Shield
Assembly
Shield
Rotor-Shaft Assembly
Assembly
Heat
PFD Example: Motor
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Stack Wind
Transfer
Block
Connect/Lace
Conn. Box
Assembly
Test
Cap. Box
Varnish Assembly
Test Pack
Shield
Assembly
Shield
Assembly
Heat
PFD Example: Order Entry
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Customer Service
Receipt Order Entry Mfg. Invoicing Customer

PFD Example: V-Plow
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Hem Saw Laser
Cold Saw Drill
Laser Tap
Laser
Brake Tack Ctr
Roll
Laser
Finish Ctr Hydraulic
Brake Brake Assembly
Powder
Tack Bld Finish Bld Assembly Pack
Coat
Finish H Finish BC
Finish Cpl Finish PF
Tack H Tack BC
Hem Saw Hem Saw
Tack Cpl Tack PF
Brake Brake
Cold Saw Cold Saw
Laser Laser Brake Brake Brake Brake
Laser Laser
LaserCold Saw Laser Hem Saw
PFD EXAMPLE: V-POLY
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Hem Saw Drill Laser
Cold Saw
Laser Tap
Laser
Brake Tack Ctr
Roll
Laser
Roll Hydraulic
Finish Ctr Assembly
Brake Brake
Powder
Coat
Finish H Finish BC
Tack H Tack BC
Hem Saw Hem Saw
Tack Cpl Tack PF
Brake Brake
Cold Saw Cold Saw
Laser Laser Brake Brake Brake Brake
Laser Laser
LaserCold Saw Laser Hem Saw
PFD EXAMPLE: STRAIGHT PLOW
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Hem Saw Hem
Laser Band Saw

Laser
Tack Qd
Roll
Laser
Finish Qd Hydraulic
Brake Brake Assembly
Robotic Powder
Weld Coat
Hem Saw
Hem Saw Hem Saw

Tack Cpl Drill Hem Saw
Tack PF
Cold Saw Cold Saw Brake
Brake Brake Brake Brake
Laser Laser Punch
LaserCold Saw Laser Hem Saw Hem Saw

PFD EXAMPLE: STRAIGHT POLY
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Hem Saw Hem
Laser Band Saw

Laser Decisions,
Tack Qd
Roll Decisions…
Laser
Roll Hydraulic
Finish Qd Assembly
Brake Brake
Robotic Powder
Weld Coat
Hem Saw
Hem Saw Hem Saw

Tack Cpl Drill Hem Saw
Tack PF
Cold Saw Cold Saw Brake
Brake Brake Brake Brake
Laser Laser Punch
LaserCold Saw Laser Hem Saw Hem Saw

UNDERCARRIAGES
1.2.6
CREATE PROCESS
FLOW DIAGRAMS
Cold Saw
Hem Saw Band Saw
Powder
Tack U/C Finish U/C Assembly Pack
Punch Coat
Hem Saw
Laser Brake
Brake
Laser
Cold Saw
Powder
Hem Saw Tack U/C Finish U/C Assembly Pack
Coat
Laser Brake
Brake
Laser
Cold Saw
Powder
Hem Saw Tack U/C Finish U/C Assembly Pack
Coat
Laser Brake
Laser
V and Straight Steel/V and Straight Poly
Tack Qd
Tack Ctr
Finish Qd Hydraulic
Roll Assembly
Robotic Finish Ctr
Weld
Powder
Coat
Finish Cpl
Brake
Finish PF
Tack Cpl
Tack PF
Process Flow Matrix
1.2.7
DEFINE PRODUCT
FAMILIES
Part PFD Tack Finish Robotic Powder Hydr

Description Roll Brake Assembly Pack
Number Identifier Weld Weld F. Weld Coat Assy
76803 7.6 V-Plow AB X X X X X X

76323 7.6 V-Poly AC X X X X X X X
76503 7.6 S-Plow AD X X X X X X X
76443 7.6 S-Poly AE X X X X X X X
22345 U/C Ford AF X X X X X X
22346 U/C Dodge AG X X X X X
22347 U/C Chevy AF X X X X X X
22348 U/C Toyota AF X X X X X X
Defining Product Families
1.2.7
Sorting the Process Matrix DEFINE PRODUCT

FAMILIES
Step 1. Add a row directly above the process names, and number them 1 through n,
with n being the total number of processes.
Step 2. Replace each “X” in the spreadsheet with the process number for that column.
Make sure that the cells are formatted as numbers and not as text.
Step 3. Create a column to the right of the last process, and title it “Family”. For each
product row, sum the cell value to the power of the column value (col^col). The sum
statement for the seventh row, with seven processes, will look like this (without the
spaces): = B7^B$2 + C7^C$2 + D7^D$2 + E7^E$2 + F7^F$2 + G7^G$2 + H7^H$2.
Step 4: Sort the entire spreadsheet on the “Family” column. This will group products
with the same family value together.
Keep in mind that it is not necessary to have exactly the same family value to be
included or excluded from a product family. Values that are similar are an indication
that the process flow is also similar.
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
If you currently have 25 Final

Assembly workstations, how
many Final Assembly processes
are shown on a PFD?
Many products have the same
process flow. How would you
create PFDs for them?
How much variation should be
allowed to define members of a
product family?
Knowledge
Check 1
Leonardo Group Americas Rules: How Many Processes?
1.Change in Physical Location

(Product Move)
2.Change in Volume (Units Per Day)
3.Change in Number of Shifts
4.Change in Minutes Per Shift
5.Change in Qty Per Unit (BOM)
Leonardo Group Americas Knowledge Check 1
 Two areas of the plant do Final Assembly work, and the products flow
sequentially from one area to another. Area 1 works one shift, while Area 2
works two shifts. How many processes (minimum) are required?
 The Test process consists of 5 test steps. Approximately 10% of the units will
need to repeat step 3 (only) due to required adjustments. How many
processes (minimum) are required?
 Each unit contains a chassis and four wheels. The wheel line is continuous with
the chassis line, connected directly as a feeder line. How many processes
(minimum) are required?
 Invoice processing can be done as a continuous series of work steps by
Accounting. The completed invoice must be transferred to Engineering (in
another building) for final review prior to completion and mailing by
Accounting. How many processes (minimum) are required?
 A line with six processes experiences scrap at the end of the line. The scrapped
unit is thrown away and will need to be replaced. How many processes
(minimum) are required?
Exercise 2:
Create Process
Flow Diagrams
Leonardo Group Americas
Company Description
BLOT Inc.
Product Line: Heavy-Duty Desktop Organizers

# of Models: 3
Processes: 6
Key Suppliers: Orgatex Americas, Bosch Rexroth
Daily Volume: Approximately 230 units/day
Goal: Design a mixed-model line using
Lean/Flow methods.
Leonardo Group Americas Exercise 2-1
Work in teams as assigned by the instructor.
1. Review product and process list provided. Not all

processes will be needed for every product. Use
the exact process names provided.
2. Draw a PFD for each product on the flip chart
sheet provided.
3. Create a Process Matrix using the form provided.
4. Create a Mixed Model PFD that combines all
product PFDs.
5. Elect a spokesperson to present results to the
class.
Part Number Description

A Frame (with basket)
B Holder
C Combo Unit (with basket)
Process Name Description

Label Install labels based on customer specifications.
Final Assembly Install tray and Kanban card holder.
Base Assembly Assemble base unit
Vertical Frame Assembly Assemble Back Frame
Pack Bubble-wrap unit and place ID label.
Connector Subassembly Pre-Assembly Connector Pieces
Product/ Daily Base Vertical Final

Connector Label Pack
Processes Volume Assy Assy Assy
A (Frame)
B (Holder)
C (Combo)
Lesson 7:
Standard
Work
LEANROADMAP® LINE DESIGN: DEVELOP STANDARD WORK (1.3)
Document each discrete work step on the

Select a process that is currently A variety of different SWD forms are possible, SWD form. Don’t worry about times yet. The
experiences process variability, quality depending on the type of work being measured. level of detail needed will depend on the
issues, training issues or high volume. The Select the appropriate form to use. total work content and the volume. This is not
process should be on a Value Stream Map a time and motion study.
or Process Flow Diagram.
1.3.1 1.3.2 1.3.3 1.3.4 1.3.5

START STANDARD
IDENTIFY ASSIGN ESTABLISH VIDEO PROCESS DOCUMENT
WORK DEFINITIONS
TARGET PROCESS DOC TEAM SWD FORM (OPTIONAL) WORK STEPS
The Process Owner should be

It is sometimes useful to videotape the

involved in the creation of the SWD, process, in order to capture work times, and Observe a number of different
along with operators, engineering to be able to review the steps carefully. staff workers, and review with 1.3.6
and Kaizen Leader guidance. them. Agree on the optimum AUDIT & STANDARDIZE
sequence of step, especially when WORK STEPS
there are differences.
Use this opportunity to identify work steps with a

quality risk, and either error-proof the step or flag the 1.3.7
COMPLETE STANDARD
need for a check-do-check step. ESTABLISH QUALITY
WORK DEFINITIONS
CRITERIA
Take a sampling of times with a variety of different

Ensure that the process document itself is
workers if possible. Capture average times, not the fastest
stored in a safe location, and that it is under
or slowest worker. Classify the times appropriately.
document control procedures. Changes
cannot be made without approval. 1.3.8
RECORD WORK
Create Visual Aids (if helpful) as a visual If specialized tools and equipment are STEP TIMES
reminder of standard work. needed for this process, capture this
information on the SWD form also.
1.3.14 1.3.13 1.3.12 1.3.11 1.3.10 1.3.9

ARCHIVE SWD IN CONDUCT STAFF CREATE CONDUCT STAFF DOCUMENT TOOLS DOCUMENT
DOCUMENT CONTROL TRAINING VISUAL AIDS REVIEW AND EQUIPMENT SUPPLIES
Review completed document with This information will be

Use both the Visual Aids and the
the staff who do the work, and needed to design your supplies
detailed SWD as training materials.
correct as necessary. delivery, if needed.
STANDARD WORK
1.2.8
WRITE STANDARD
WORK DEFINITIONS
Stack Wind
Transfer
Block
Connect/Lace
Conn. Box
Assembly
Test
Cap. Box
Varnish Assembly
Test Pack
Shield
Assembly
Shield
Assembly
Heat
STANDARD WORK
1.2.8
WRITE STANDARD
WORK DEFINITIONS
Stack Wind
Transfer
Block
Connect/Lace
Conn. Box
Assembly
Test
Cap. Box
Assembly
Varnish
Final Test Pack
Shield Assembly
Assembly
Shield
Assembly
Heat
Standard Work Definition
Product: WHRPL 735H
1.2.8
Process: Final Assembly WRITE STANDARD
M-P Flow Line: R-55 WORK DEFINITIONS
SWD Name Assembly 7-series
Work Element Materials Total Quality Management
Quantity
Parts
Order
Task Description Self-Check Description

Consumed
10 Obtain fixture from under conveyor Fixture matches motor series

number
20 Retrieve stator and place on fixture Check shell for exposed metal,
presence of all notches, and wires
tucked in
30 Insert wire exit grommet 1253-B grmmt
40 Attach mounting bracket with one 6672 bracket Install on wire exit side. Screw
screw 2042 screw gun set to “3”
50 Repeat 40 once 2042 screw Screw gun set to “3”
60 Retrieve top shield and install with 1068 screw Bearing is greased and grease
one screw fitting is tight. Screw gun set
to “5”
70 Repeat 60 once 1068 screw Screw gun set to “5”
80 Insert rotor guide in stator
90 Retrieve rotor and install in stator Long side of shaft forward.

Check for free turn
100 Retrieve bottom shield and install 1068 screw Bearing is greased and grease
with one screw fitting is tight. Screw gun set
to “5”
Product: WHRPL 735H

1.2.8
Work Element Materials Mach S/U Mach Run Labor Transp Total Quality Management
TQM Check
Unattended
Unattended
Unattended
Attended
Quantity
Attended
Attended
Overlap
Order
Parts Setup Conv

Task Description Self-Check Description
Consumed
10 Obtain fixture from under conveyor 0.2 Fixture matches motor series
number
0.8
tucked in
30 Insert wire exit grommet 1253-B grmmt 0.5
0.3
50 Repeat 40 once 2042 screw 0.1 Screw gun set to “3”
0.6
to “5”
80 Insert rotor guide in stator 0.2
90 Retrieve rotor and install in stator Σ 0.6

Long side of shaft forward.
Check for free turn
STANDARD TIME
PER UNIT
Product: WHRPL 735H
1.2.8

Unattended
Unattended
Unattended
TQM Check
Attended
Attended
Attended
Quantity
Parts
Overlap
Order
Task Description Setup Conv Self-Check Description

Consumed
number
0.8
tucked in
0.3
0.6
to “5”
80 Insert rotor guide in stator 0.2

0.6
Check for free turn
100 Retrieve bottom shield and install 1068 screw

Quality
Bearing is greased and grease
0.6
What?
with one screw Parts How Long? (How?)
fitting is tight. Screw gun set
to “5”
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
Are all conversion steps

documented in the SWD value
adding?
Is a SWD the same thing as a
MTM study?
Are Quality Checks value-adding
work?
Knowledge
Check 2
Leonardo Group Americas Knowledge Check 2-1
1. Which of the items below is Standard Work not used for?
( ) Quality criteria for each task.
( ) Training.
( ) Planning for the number of people and machines required to produce a given number
of units.
( ) Indicating potential opportunities for improvements.
( ) Getting people to work faster.
2. Only Engineers should be documenting and timing Standard Work.

( ) True
( ) False
3. Our Standard Times will be more accurate if we time people using seconds of time as
the unit of measure.
( ) True
( ) False
4. All Conversion Work is value added work.

( ) True
( ) False
5. How does a company determine the proper order in which Standard Work
tasks are performed?
( ) The worker with the most experience and seniority gets to decide.
( ) The order of tasks is not really important as long as the final result is correct.
( ) The experts, the people that do the work, need to agree on the standard
sequence.
6. How is a task's Standard Work time determined?

( ) By how fast it can be done.
( ) By how fast I can do it.
( ) By an engineer or a supervisor.
( ) By how long it takes to do the work consistently, safely, and with quality.
Exercise 3:
Standard Work
Definitions
Work in the same teams as Exercise 2.
1. Create a Standard Work Definition document for

the processes assigned to your team. Use the
form provided.
2. Document the quality criteria for each work
step.
3. Time each work step and add up the times.
4. Present your SWD(s) to the class.
Bill of Materials
Part Part Number Frame Holder Combo
Daily Volume: 50 70 120
Black End Cap 80201 4 8 8
Standard Connector Assy 87777 4 6 6
200mm Rod 80303 2
210mm Rod 80525 2 1 1
250mm Mount Rod 80696 1 1
100mm Rod 89210 2
310mm Rod 81813 1 1
250mm Rod 87654 2 4
Vertical Connector Assy 88888 2 2
Small Screw 80909 2 2
Black Plastic Nut 80102 2 2
Grey Mountable Frame 85555 1 1
Green Product Holder 89999 1 1
Red Product Holder 88777 1 1
Clear Plastic Cover 81111 1 1
Metal Basket 80321 1 1
Standard Connector 80126 8 12 12
4mm Screw 80808 4 8 8
4mm Nut 90909 4 8 8
Vertical Connector 81234 2 2
Product:
Process:
M-P Flow Line:
SWD Name
Unattended
Unattended
Unattended
TQM Check
Attended
Attended
Attended
Quantity
Parts
Overlap
Order
Task Description Setup Conv Self-Check Description

Consumed
Lesson 8:
Process Volumes
LEANROADMAP® LINE DESIGN: RESOURCE CALCULATIONS (1.4)
Calculate actual work

Work from near-term sales Create Process Flow Matrix
minutes per shift less
forecast approved by mgmt. Add worksheet, by process.
breaks, lunch, meetings,
percentage factor for capacity and Include volume multipliers:
for each process. Verify
to accommodate growth. options, scrap, rework.
shift policy.
START RESOURCE 1.4.1 1.4.2 1.4.3

CALCULATIONS ESTABLISH VOLUMES CALCULATE DAILY ESTABLISH AVAILABLE
BY PRODUCT VOLUME BY PROCESS WORK TIME
Extend Process Flow Matrix to 1.4.4

include Available Work Minutes CACULATE TAKT TIME
divided by process volume. BY PROCESS
RESOURCE
1.4.7 1.4.6 1.4.5
CALCULATIONS
REFINE & REVIEW CALCULATE PREPARE STANDARD
COMPLETE
RESOURCE CALCS RESOURCES TIME MATRIX
Refine calculations: for

For each process, calculate
workstations, round up or
weighted average work time for Extend Process Flow Matrix with
down according to CPI
mix of products. Divide by Takt time data from Standard Work
opportunities. For
time. Result will be number of Definitions. Separate columns for
machines, minimum one
resources required. labor and machine times.
location for resource.
Process Flow Matrix
1.3.1
ESTABLISH VOLUMES
BY PRODUCT
Part PFD Tack Finish Robotic Powder Hydr


22345 U/C Ford AF X X X X X X
22346 U/C Dodge AG X X X X X
22347 U/C Chevy AF X X X X X X
22348 U/C Toyota AF X X X X X X
Process Flow Matrix
1.3.1
ESTABLISH VOLUMES
BY PRODUCT
Part PFD Forecasted Tack Finish Robotic Powder Hydr

Volume
76803 7.6 V-Plow AB 12.3 X X X X X X
79833 8.2 V-Plow AB 13.1 X X X X X X
76703 9.2 V-Plow AB 4.3 X X X X X X
21803 10.0 V-Plow AB 2.4 X X X X X X
76323 7.6 V-Poly AC 6.7 X X X X X X X
74323 8.2 V-Poly AC 5.5 X X X X X X X
78546 9.2 V-Poly AC 5.7 X X X X X X X
43803 10.0 V-Poly AC 2.3 X X X X X X X
76503 7.6 S-Plow AD 15.4 X X X X X X X
78883 8.0 S-Plow AD 14.3 X X X X X X X
76543 8.6 S-Plow AD 12.7 X X X X X X X
76987 9.0 S-Plow AD 5.4 X X X X X X X
58703 10.0 S-Plow AD 2.2 X X X X X X X
76443 7.6 S-Poly AE 7.7 X X X X X X X
70987 8.0 S-Poly AE 6.5 X X X X X X X
76823 8.6 S-Poly AE 6.8 X X X X X X X
72283 9.6 S-Poly AE 3.4 X X X X X X X
22345 U/C Ford AF 40.5 X X X X X X
22346 U/C Dodge AG 33.2 X X X X X
22347 U/C Chevy AF 42.5 X X X X X X
22348 U/C Toyota AF 10.5 X X X X X X
Volumes By Process
1.3.2
CALCULATE DAILY
VOLUME BY PROCESS
Part PFD Forecasted Tack Finish Robotic Powder Hydr

Volume
76803 7.6 V-Plow AB 12.3 X X X X X X
79833 8.2 V-Plow AB 13.1 X X X X X X
76703 9.2 V-Plow AB 4.3 X X X X X X
21803 10.0 V-Plow AB 2.4 X X X X X X
76323 7.6 V-Poly AC 6.7 X X X X X X X
74323 8.2 V-Poly AC 5.5 X X X X X X X
78546 9.2 V-Poly AC 5.7 X X X X X X X
43803 10.0 V-Poly AC 2.3 X X X X X X X
76503 7.6 S-Plow AD 15.4 X X X X X X X
78883 8.0 S-Plow AD 14.3 X X X X X X X
76543 8.6 S-Plow AD 12.7 X X X X X X X
76987 9.0 S-Plow AD 5.4 X X X X X X X
58703 10.0 S-Plow AD 2.2 X X X X X X X
76443 7.6 S-Poly AE 7.7 X X X X X X X
70987 8.0 S-Poly AE 6.5 X X X X X X X
76823 8.6 S-Poly AE 6.8 X X X X X X X
72283 9.6 S-Poly AE 3.4 X X X X X X X
22345 U/C Ford AF 40.5 X X X 40.5 X X
22347 U/C Chevy AF 42.5 X X X 42.5 X X
22348 U/C Toyota AF 10.5 X X X 10.5 X X
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
If a product does not require a

process, what impact does that
product’s volume have on the
process?
Should you consider spare parts
volume?
Can you use annual volumes for
line design calculations?
Lesson 9:
Takt Time
1.3.4
CACULATE TAKT TIME
BY PROCESS
TAKT FORMULA
Work Minutes
Takt = Process Volume
[Min/Unit]
1.3.3
ESTABLISH AVAILABLE
WORK TIME
AVAILABLE WORK TIME

Shift 8.5 hr/shift
(Lunch) -0.5 hr/shift
(Breaks/Rest) -0.5 hr/shift
(CPI/Kaizen) -0.3 hr/shift
Startup/Cleanup -0.2 hr/shift
Total Available 7.0 hr/shift
Number of Shifts x 1 shift/day
Convert to Minutes x 60 min/hr
Work Minutes 420 min/day

Low Volume
1.3.4
CACULATE TAKT TIME
8 BY PROCESS
6
4
2
0
Volume = 100 Per Year

Medium Volume
1.3.4
CACULATE TAKT TIME
14000 BY PROCESS
12000
10000
8000
6000
4000
2000
0
Volume = 5,000 per month

High Volume
1.3.4
CACULATE TAKT TIME
600000 BY PROCESS
500000
400000
300000
200000
100000
0
Volume = 4,906,080 per year

Takt Time Tool
1.3.4
CACULATE TAKT TIME
Takt = Work Minutes

BY PROCESS
[Min/Unit]
Volume
4,906,080 units/year
= 20,442 units/day
240 days/year
100 units/year
= 0.416 units/day
240 days/year
4,000 units/month
= 200 units/day
20 days/month
420 min/day
= 0.0205 min/unit
20,442 units/day
420 min/day 420 min/day
Takt = = 1,009 min/unit
Volume 0.416 units/day
420 min/day
= 2.1 min/unit
200 units/day
1.3.4
CACULATE TAKT TIME
Volume = 93.5 BY PROCESS
Forecasted Brake Assembly
BRAKE
Volume
4.49 min/unit Volume = 253.4
12.3 X
13.1 X 1.66 min/unit
4.3 X
2.4 X ASSEMBLY
6.7 X
5.5 X
X Work Minutes
5.7
Takt =
2.3 X Volume
15.4 X
14.3 X
12.7
5.4
X
X
BRAKE ASSEMBLY
2.2 X
7.7 X 420 420
6.5 X Takt = Takt =
6.8 X 93.5 253.4
3.4 X
40.5 X X
33.2 X Takt = 4.49 min/unit Takt = 1.66 min/unit
42.5 X X
10.5 X X
Oversizing
1.3.4
CACULATE TAKT TIME
BY PROCESS
Forecasted Brake Assembly
BRAKE
Volume
Volume = 93.5
12.3 X
13.1 X Volume = 253.4
4.49 min/unit
4.3 X
2.4 X 1.66 min/unit
6.7 X
5.5 X ASSEMBLY
5.7 X
2.3 X
15.4 X
14.3 X
12.7
5.4
X
X
BRAKE BRAKE OVZ
2.2 X
7.7 X 420 420
6.5 X Takt = Takt =
6.8 X 93.5 200
3.4 X
40.5 X X
33.2 X Takt = 4.49 min/unit Takt = 2.10 min/unit
42.5 X X
10.5 X X
1.3.4
CACULATE TAKT TIME
BY PROCESS
BRAKE Volume = 93.5
Volume = 253.4
4.49 min/unit
1.66 min/unit
ASSEMBLY
Volume = 159.9
2.62 min/unit
ROLL
BRAKE ROLL ASSEMBLY
420 420 420

Takt = Takt = Takt =
93.5 159.9 253.4
Takt = 4.49 min/unit Takt = 2.62 min/unit Takt = 1.66 min/unit

Assembly Pack Pack
UPS
PACK UPS Volume = 88.4
X X
X X
X X 4.75 min/unit
Volume = 253.4
X X
X X 1.66 min/unit
X X
X X ASSEMBLY
X X
X X Volume = 165
X X
X X PACK 2.54 min/unit
X X
X X
X X
X X PACK PACK UPS ASSEMBLY
X X
X X
X X 420 420 420
X X Takt = Takt = Takt =
X X 165 88.4 253.4
X X
Takt = 2.54 min/unit Takt = 4.75 min/unit Takt = 1.66 min/unit

Tack Robotic Finish Powder
Volume = 203.4
Weld F. Weld Weld Coat
X X X 2.07 min/unit
X X X Volume = 253.4 Volume = 253.4
X X X FINISH
X X 1.66 min/unit WELD 1.66 min/unit
X
X X X
TACK POWDER
X X X
COAT
X X X
X X X ROBOTIC Volume = 50
X X X WELD
X X X 8.4 min/unit
X X X
X X X
X X X
FINISH ROBOTIC
X X X
X X X
420 420
X X X Takt = Takt =
X X X 203.4 50
X X X
X X X
X X X
X X X Takt = 2.07 min/unit Takt = 8.4 min/unit
VOL ASSEMBLY TEST PACK
REWORK
A 70 X X X
B 110 X X X
ASSEMBLY TEST PACK
C 50 X X X
YIELD
Work Minutes OR
Takt = REWORK
Vol TH
%
Input? Throughput? A 70 X 3% X
Output
100 B 110 X 5% X
C 50 X 2% X
Vol = TH Vol IN-CONS x (1+Rwk)

Vol = TH Vol IN-CONS x (2-Yield)
1.3.4
CACULATE TAKT TIME
BY PROCESS
ASSEMBLY TEST PACK
VolTH = 70 x (1+0.03) Vol =TH Vol IN-CONS x (1+Rwk)

VolTH = 72.1
A 70 X 3 X
VolTH = 110 x (1+0.05)
B 110 X 5 X
VolTH = 115.5 C 50 X 2 X
VolTH = 50 x (1+0.02)
Work Minutes
VolTH = 51 Takt =
Vol TH
420
VolTH = 238.6 units/day Takt =
238.6 = 1.76 min/unit
1.3.4
CACULATE TAKT TIME
BY PROCESS
SCRAP Output
A 60 X X X
B 100 X X X
ASSEMBLY TEST PACK C 40 X X X
YIELD
Work Minutes OR
Takt = SCRAP
Vol TH
%
Input? Throughput? Output

A 60 X 6 X
B 100 X 2 X
100
C 40 X 4 X
VolIN-CONS VolIN-CONS
VolTH = (1-Scrap) VolTH = Yield
1.3.4
CACULATE TAKT TIME
BY PROCESS
ASSEMBLY TEST PACK
VolTH = 70 / (1-0.06) Vol = TH Vol IN-CONS / (1-Scrap)

VolTH = 74.5
A 70 X 6 X
VolTH = 110 / (1-0.02)
B 110 X 2 X
VolTH = 112.3 C 50 X 4 X
VolTH = 50 / (1-0.04)
Work Minutes
Takt =
VolTH = 52.1
420 Vol TH
Takt =
238.9
VolTH = 238.9 units/day = 1.758 min/unit
1.3.4
CACULATE TAKT TIME
BY PROCESS
ASSEMBLY TEST PACK
VolTH = 230/ (1-0.05) Vol =

TH Vol IN-CONS / (1-Scrap)
VolTH = 242.1 VOL ASSEMBLY TEST PACK
A 70 X 6 X
420 B 110 X 2
Takt = X
242.1 = 1.734 min/unit C 50 X 4 X
Work Minutes
VolTH = 230/ (1-0.07) Takt =
Vol TH
VolTH = 247.3
420
Takt = = 1.758 min/unit
420 238.9
Takt =
247.3 = 1.698 min/unit
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
The harder the work, the longer

the Takt time?
Does Takt time change with daily
customer demand?
Input, Output, and Throughput
are always the same.
Lesson 10:
Resources
1.3.5
PREPARE STANDARD
TIME MATRIX
Product:
Process:
M-P Flow Line:
SWD Name
Work Element
Final Assembly
WHRPL 735H
R-55
Assembly 7-series Materials
Mach S/U Mach Run

La
bo
r
Tr
an
sp
Total Quality Management
Resource Matrix
Unattended
Unattended
Unattended
TQM Check
Parts Attended
Attended
Attended
Se Co
Quantity
Order
Overlap
Task Description Consumed tu nv Self-Check Description

p
number
0.8
Process Flow Matrix

tucked in
2042 screw 0.3 gun set to “3”
screw
60 Retrieve top shield and install with 1068 screw Bearing is greased and grease Part PFD Forecasted Tack Finish Robotic Powder Hydr
0.6
Weld Weld F. Weld Coat Assy Roll
to “5”
Number Description Identifier Volume
Brake Assembly Pack
80 Insert rotor guide in stator 0.2 Screw gun set to “5”

76803 7.6 V-Plow AB 12.3 X X X X X X
0.6
Check for free turn
79833 8.2 V-Plow AB 13.1 X X X X X X
0.6

to “5”
76703 9.2 V-Plow AB 4.3 X X X X X X
21803 10.0 V-Plow AB 2.4 X X X X X X
76323 7.6 V-Poly AC 6.7 X X X X X X X
74323 8.2 V-Poly AC 5.5 X X X X X X X
78546 9.2 V-Poly AC 5.7 X X X X X X X

Product: Final Assembly Standard Work Definition 43803 10.0 V-Poly AC
Process: WHRPL 735H 2.3 X X X X X X X
M-P Flow Line: R-55
SWD Name
Work Element
Assembly 7-series Materials
La Tr
Mach S/U Mach Run bo
r
an
sp
Total Quality Management
76503 7.6 S-Plow AD 15.4 X X X X X X X
Unattended
Unattended
Unattended
TQM Check
Attended
Parts
Attended
Attended
Se Co
Quantity
Order
Overlap

p
78883 8.0 S-Plow AD 14.3 X X X X X X X

number
20 Retrieve stator and place on fixture

0.8 Check shell for exposed metal,
76543 8.6 S-Plow AD 12.7 X X X X X X X
tucked in

76987 9.0 S-Plow AD 5.4 X X X X X X X
screw
50 Repeat 40 once 2042 screw 0.1 Screw gun set to “3” 58703 10.0 S-Plow AD 2.2 X X X X X X X
0.6
to “5”
76443 7.6 S-Poly AE 7.7 X X X X X X X

70987 8.0 S-Poly AE 6.5 X X X X X X X
0.6
Check for free turn
100 Retrieve bottom shield and install 1068 screw

0.6
Bearing is greased and grease
76823 8.6 S-Poly AE 6.8 X X X X X X X

to “5”
72283 9.6 S-Poly AE 3.4 X X X X X X X

1.3.6
CALCULATE
RESOURCES
Product: Final Assembly Standard Work Definition

Process: WHRPL 735H
M-P Flow Line: R-55
SWD Name
Work Element
Assembly 7-series Materials Mach S/U Mach Run
La Tr
an Total Quality Management
b
or sp
Unattended
Unattended
Unattended
TQM Check
Attended
Parts
Attended
Attended
Quantity
Se Co
Overlap
Order

p
number
0.8
tucked in
screw
0.6
to “5”
Work Minutes
0.6
Check for free turn
0.6
Takt =

to “5”
Volume
Labor S/U (Dynamic)
Labor Conversion
Standard Mach S/U (Attended/Unattended)
Time
Mach Run (Attended/Unattended)
Resources = Standard Time

Takt
WS 1 WS 2 WS 3 WS 4 WS 5
1.3.6
CALCULATE
RESOURCES
ST = 14.2 min
STw =  (ST x Vol)
Standard
ST = 15.3 min
Weighted  Vol
Time
(STw) [(14.2 x 36) + (15.3 x 25) + (11.5 x 61)]
ST = 11.5 min STw =
36 + 25 + 61
[(511.2) + (382.5) + (701.5)]
Vol = 36 units/day STw =
122
Vol = 25 units/day
13.08 min
Vol = 61 units/day
13.08 min
Res = 3.44 min/unit = 3.79 People
Takt = 3.44 min/unit
= 4 WS
1.3.6
CALCULATE
RESOURCES
WS 1 WS 2 WS 3 WS 4
Labor Setup ALL?

Standard Time (ST) - LABOR
Labor Conversion
ST = 11.5 min
ST = 11.5 min
ST = 11.5 min
11.5 min
Res = 3.44 min/unit = 3.34 People = 4 WS
1.3.6
CALCULATE
RESOURCES
420 20 min
Takt = = 1.698 min/unit Res =
247.3 1.698 min/unit
= 11.77 WS = 12 WS
420 20 min
242.1 1.734 min/unit
= 11.53 WS = 12 WS
420 20 min
238.9 1.758 min/unit
= 11.37 WS = 12 WS
Resource Calculation Tool
1.3.7
REFINE & REVIEW
RESOURCE CALCS
SANITY CHECK  Compare

to actuals
 Review
with users
 Does total
make
sense?
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
When it comes to resource

calculations, is extreme
precision a must?
Do you always round up when
you calculate resources?
Does one workstation equals
one worker?
Knowledge
Check 3
1. Takt time is a measure of:

( ) Units Per Person
( ) Time Per Unit
( ) Units Per Minute
( ) Time Per Day
2. Takt time is an accurate measure of the actual flow rate of a mixed model line at
capacity, as long as (you may select more than one choice):
( ) We have done a good job of product family definition, with small variation in
standard time between products.
( ) We have calculated effective work minutes realistically.
( ) We have achieved single piece flow, and are not moving products in batches.
3. What does the term “Work Minutes” in the takt time formula mean?
( ) Effective work minutes per shift.
( ) Effective work minutes per day.
( ) Total work minutes per shift.
( ) Total number of shifts per day.
Knowledge Check 3-3
4. If the volume (or demand) for a product is low, the takt time for that product will be
long. If the volume for a product is high, the takt time for that product will be short.
( ) True
( ) False
5. True or False: In a mixed model line, the work time for each workstation needs to be
balanced to the calculated takt time. Otherwise the line will not be able to meet its
designed daily production rate.
( ) True
( ) False
6. If we design a line properly to produce 1000 units per day, using the tools of mixed-
model line design, then we should be able to consistently reach that goal and actually
produce 1000 units.
( ) True
( ) False
7. If your resource calculation results in a fraction of a resource, you should always

round up.
( ) True
( ) False
Exercise 4
Resource
Calculations
Work in the teams previously created.
1. Complete the worksheets provided, using the

times developed in the previous exercise.
2. Calculate takt time, standard time weighted and
required resources per process.
3. Share results with the class.
Worksheet
Weighted Average Standard Times
PROCESS: ____________________
Daily Unit Standard

Product ST x Vol
Volume Time
A (Frame) 80
B (Holder) 100
C (Combo) 50
TOTAL Σ (ST x Vol) 230 X

Weighted Average
Standard Time
STw = Σ (ST x Vol) / Σ (Vol)
Product/ Daily
Processes Volume
A (Frame) 80
B (Holder) 100
C (Combo) 50
Time Available (Min) 420 420 420 420 420 420 420
Volume (By Process)
Takt (Time/Vol)
St. Time (Weighted)
Resources (STw/Takt)
Workstations
Lesson 11:
In Process
Kanbans
In-Process Kanban (IPK)
   
WS 1 WS 2 WS 3 WS 4
Space for partially

complete units
Signal to work
 Empty means GO
Signal to …
DETERMINING IPKS
 Option 1: 0!
 Option 2: 1
 Option 3: > 1
 Option 4: Kanban Direct
 Option 5: Kanban RIP
OPTION 1: NO IPKS
 Large Product (Define)
 Long Takt time
 Space Constraints
 Caution: Balance Challenges
 Caution: Informal IPKs
 Not Recommended
Workstation 1 Workstation 2
OPTION 2: 1 IPK
 “Single Piece Flow”
 Another unit allowed at workstation
 Used to overcome normal and small variability
 Used as a signal to work or flex
 No chronic imbalance involved
 No formula required
Workstation 1 Workstation 2
OPTION 3: > 1 IPK
 Short Takt time
 Time/Shift differentials
 Chronic imbalance (Add resources)
 Setup time
 Static calculation
 Dynamic sizing
Workstation 1 FIFO Workstation 2

OPTION 4: KANBAN DIRECT
 Long physical distance

 Dedicated resources
 Based on replenishment time
 Use Single Card Kanban Formula
 FDU * SS% * R
600
Independent Consuming
Resource 600 Process
LINE
OPTION 5: SUPERMARKET
 Independent process, shared
 Long changeover times
 Supermarket inventory needed
 Define Kanban Chain, using Single Card Kanban formula
3600 600
Independent Consuming
Resource Process
3600 600
SUPERMARKET POU
IPKs & FIFO Lanes
 Buffers
 Visual Signals
 Real-Time Status
 Link Processes
 Optimize Flow
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
Do you always need an IPK

between workstations?
Do IPKs add value?
What are some examples where
no IPK is needed or possible?
Lesson 12:
Workstation
Definition
LEANROADMAP® LINE DESIGN: WORKSTATION DEFINITION (1.5)
Confirm resources, work

Confirm machine resources, content, demand. Try to
capacities, demand. If multiple avoid single-station build,
machines required at one process, and arrange labor
typically best to arrange in parallel. sequentially to allow Check-
Do-Check quality control.
1.5.2 1.5.3
START WORKSTATION DEFINE MACHINES DEFINE LABOR
DEFINITION PROCESS IN PARALLEL SEQUENTIALLY
Divide work content product-by-

1.5.4
product. Refer to SWDs. In mixed
DEFINE WORK
model line, balance to number of
CONTENT BY STATION
workstations, not to Takt time.
Provide materials, IPKs.
WORKSTATION
1.5.7 1.5.6 1.5.5
DEFINITION
TRAIN AND CERTIFY CREATE DETAIL DESIGN OF
COMPLETE
OPERATORS GWIs WORKSTATIONS
Create Graphic Work

Determine staffing plan.
Instructions, and tie to Standard Specify tools to be provided. Coordinate
Train operators acc. to SWDs and
Work Definitions. Illustrate work with Materials Team on materials
GWIs. Document skill levels on
steps, inspection points, presentation, parts lists, Kanban chains.
departmental Certification
tolerances. Use photos and Build in good ergonomics, and convenient
Board. Establish certification for
colored graphics. Translations operator flexing to adjacent workstations.
operators, trainers, supervisors.
for multilingual workforce.
1.5.4
DEFINE
WORKSTATIONS
Product Product Product

Empty IPK
25% complete 50% complete 75% complete
WS 1 WS 2 WS3 WS4
WS 1 WS 2 WS 3 WS 4
Standard Time (ST) - LABOR
ST = 14.2 min
Standard
Weighted
ST = 15.3 min
Time
Standard Time (STw)
Res = ST = 11.5 min
Takt
11.5 min = 3.34 People

Res = Takt = 3.44 min/unit
3.44 min/unit
= 4 WS
2.88
2.88
2.88
2.88
WS 1 WS 2 WS3 WS4
WS4
25% Std Work 25% Std Work 25% Std Work 25% Std Work

Process: WHRPL 735H
M-P Flow Line: R-55
Labor Transp
Work Element Materials Mach S/U Mach Run Total Quality Management
Parts Setup Conv

Task Description Consumed Self-Check Description
Unattended
Unattended
Unattended
Order
Attended
TQM Check
Quantity
Attended
Attended
Overlap
number
14.2 min
Check shell for exposed metal,
0.8 presence of all notches, and wires
tucked in
40 6672 bracket Install on wire exit side. Screw
15.3 min
Attach mounting bracket with one
screw 2042 screw 0.3 gun set to “3”
Repeat 40 once 2042 screw 0.1 Screw gun set to “3”

50
0.6
to “5”
80
90
Insert rotor guide in stator
Retrieve rotor and install in stator

0.2
0.6
Screw gun set to “5”

11.5 min
Check for free turn
with one screw 0.6 fitting is tight. Screw gun set
to “5”
3.83
3.83
3.83
3.83
WS 1 WS 2 WS3 WS4
25% Std Work 25% Std Work 25% Std Work 25% Std Work

Process: WHRPL 735H
M-P Flow Line: R-55
Labor Transp
Work Element Materials Mach S/U Mach Run Total Quality Management
Parts Setup Conv

Task Description Consumed Self-Check Description
Unattended
Unattended
Unattended
Order
Attended
TQM Check
Quantity
Attended
Attended
Overlap
number
14.2 min
Check shell for exposed metal,
0.8 presence of all notches, and wires
tucked in
40 6672 bracket Install on wire exit side. Screw
15.3 min
Attach mounting bracket with one
screw 2042 screw 0.3 gun set to “3”
Repeat 40 once 2042 screw 0.1 Screw gun set to “3”

50
0.6
to “5”
80
90
Insert rotor guide in stator
Retrieve rotor and install in stator

0.2
0.6
Screw gun set to “5”

11.5 min
Check for free turn
with one screw 0.6 fitting is tight. Screw gun set
to “5”
3.83
3.55
2.88
WS4
3.83
3.55
2.88
WS3
14.2 min
3.83
3.55
2.88
WS 2
3.83
3.55
15.3 min
2.88
WS 1
11.5 min
1.5.6
CREATE
GWIs
TQM
Checks
Bezel
Work
Hose
Multiple ways to
do?
Self
Checks
Hose
Parts
Table
Product
Process
Workstation
1.5.6
CREATE
GWIs
Model A
WORKSTATION STEP # 1
CHECK
FINAL ASSY 90
TQM CHECK REV. PAGE # VERIFY THAT 6 AND 0
DO 1 OF 1 LINE UP ON SCALE.
SELF CHECK
FIND PART # DESCRIPTION QTY
1 ASSEMBLY 1
2 10001 BIT HOLDER 1
3 10002 PIN 1
4 10003 OUTER BIT 1
5 20001 SET SCREW 1
BARCODE CHECK
3
1 2 4
5
1 CHECK
INSTALL SPIRAL PIN FLUSH
WITH OUTSIDE DIAMETER OF
BIT HOLDER USING FIXTURE
AND BALL PEEN HAMMER.
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
What defines a workstation?

Do you always round up to
calculate the number of
workstations?
True or False: Each workstation
has one takt time worth of work.
Lesson 13:
Creating
Cells
Process Flow Matrix
Downstream from Finish Weld
Part Alt Part PFD Forecasted Tack Finish Robotic Powder Hydraulic
Description Weld Weld F. Weld Coat Assembly Roll Brake Assembly Pack
Number Number Identifier Volume
76803 7.6 V-Plow AB 12.3 X X X X X X
79833 8.2 V-Plow AB 13.1 X X X X X X
76703 9.2 V-Plow AB 4.3 X X X X X X
21803 10.0 V-Plow AB 2.4 X X X X X X
76323 7.6 V-Poly AC 6.7 X X X X X X X
74323 8.2 V-Poly AC 5.5 X X X X X X X
78546 9.2 V-Poly AC 5.7 X X X X X X X
43803 10.0 V-Poly AC 2.3 X X X X X X X
76503 7.6 S-Plow AD 15.4 X X X X X X X
78883 8.0 S-Plow AD 14.3 X X X X X X X
76543 8.6 S-Plow AD 12.7 X X X X X X X
76987 9.0 S-Plow AD 5.4 X X X X X X X
58703 10.0 S-Plow AD 2.2 X X X X X X X
76443 7.6 S-Poly AE 7.7 X X X X X X X
70987 8.0 S-Poly AE 6.5 X X X X X X X
76823 8.6 S-Poly AE 6.8 X X X X X X X
72283 9.6 S-Poly AE 3.4 X X X X X X X
420
Process Flow Matrix Takt =
50
Part Alt Part PFD Forecasted Tack Robotic Finish
Description Weld F. Weld Weld
76803 7.6 V-Plow AB 12.3 X X = 8.4 min/unit
79833 8.2 V-Plow AB 13.1 X X
76703 9.2 V-Plow AB 4.3 X X
21803 10.0 V-Plow AB 2.4 X X
X X
 (ST x Vol)
76323 7.6 V-Poly AC 6.7
74323 8.2 V-Poly AC 5.5 X X STw =
78546 9.2 V-Poly AC 5.7 X X  Vol
43803 10.0 V-Poly AC 2.3 X X
76503 7.6 S-Plow AD 15.4 X 25.0 X = 25.0 min/unit
78883 8.0 S-Plow AD 14.3 X 25.0 X
76543 8.6 S-Plow AD 12.7 X 25.0 X
76987 9.0 S-Plow AD 5.4 X 25.0 X
58703 10.0 S-Plow AD 2.2 X 25.0 X
76443 7.6 S-Poly AE 7.7 X X
70987 8.0 S-Poly AE 6.5 X X STw
76823 8.6 S-Poly AE 6.8 X X Res =
72283 9.6 S-Poly AE 3.4 X X
Takt
22345 U/C Ford AF 40.5 X X
22346 U/C Dodge AG 33.2 X X = 3 machines
22347 U/C Chevy AF 42.5 X X
22348 U/C Toyota AF 10.5 X X
X
7.6 S-Plow
8.0 S-Plow
8.6 S-Plow
9.0 S-Plow
10.0 S-Plow
Process Flow Matrix
Part Alt Part
Description
PFD Forecasted Tack Robotic Finish
420
Number Number Identifier Volume Weld F. Weld Weld
Takt =
76803 7.6 V-Plow AB 12.3 X X 50
79833 8.2 V-Plow AB 13.1 X X
21803 10.0 V-Plow AB 2.4 X X
76323 7.6 V-Poly AC 6.7 X X
74323 8.2 V-Poly AC 5.5 X X
78546 9.2 V-Poly AC 5.7 X X  (ST x Vol)
STw =
X X
 Vol
43803 10.0 V-Poly AC 2.3
76503 7.6 S-Plow AD 15.4 X 13.0 X
78883 8.0 S-Plow AD 14.3 X 15.0 X = 24.95 min/unit
76543 8.6 S-Plow AD 12.7 X 41.0 X
76987 9.0 S-Plow AD 5.4 X 39.0 X
58703 10.0 S-Plow AD 2.2 X 46.0 X
76443 7.6 S-Poly AE 7.7 X X
70987 8.0 S-Poly AE 6.5 X X STw
76823 8.6 S-Poly AE 6.8 X X Res =
72283 9.6 S-Poly AE 3.4 X X
Takt
22345 U/C Ford AF 40.5 X X = 3 machines
22346 U/C Dodge AG 33.2 X X
22347 U/C Chevy AF 42.5 X X
Process Flow Matrix STwS =
 (ST x Vol)
Part Alt Part PFD Forecasted Tack Robotic Finish  Vol
Description Weld F. Weld Weld
79833 8.2 V-Plow AB 13.1 X X
76703 9.2 V-Plow AB 4.3 X X
21803 10.0 V-Plow AB 2.4 X X STw
76323 7.6 V-Poly AC 6.7 X X ResS = Takt
74323 8.2 V-Poly AC 5.5 X X
78546 9.2 V-Poly AC 5.7 X X
43803 10.0 V-Poly AC 2.3 X X = 1 machine
76503 7.6 S-Plow AD 15.4 X 13.0 X
78883 8.0 S-Plow AD 14.3 X 15.0 X
76543 8.6 S-Plow AD 12.7 X 41.0 X  (ST x Vol)
76987 9.0 S-Plow AD 5.4 X 39.0 X STwL =  Vol
58703 10.0 S-Plow AD 2.2 X 46.0 X
76443 7.6 S-Poly AE 7.7 X X = 41.00 min/unit
70987 8.0 S-Poly AE 6.5 X X
76823 8.6 S-Poly AE 6.8 X X
72283 9.6 S-Poly AE 3.4 X X STw
22345 U/C Ford AF 40.5 X X ResL = Takt
22346 U/C Dodge AG 33.2 X X
22347 U/C Chevy AF 42.5 X X = 2 machines
420
SHORT Takt =
WORK X 29.7
CONTENT = 14.1 min/unit
7.6 S-Plow
8.0 S-Plow
8.6 S-Plow
9.0 S-Plow
10.0 S-Plow
LONG WORK 420
Takt =
CONTENT 20.3
= 20.7 min/unit
Multi-Product Flow Line
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
Is a cell the same thing as a

focused factory?
Since they are part of the same
process, do all cells have the
same takt time?
Could the cell concept work in a
hospital? Where?
Lesson 14:
Conceptual
Layout
LEANROADMAP® LINE DESIGN CONCEPTUAL LAYOUT (1.6)
Gather and review all work Schedule ample time for Referring to the Process Flow
to-date. Revisit the Conceptual Line Design session. Matrix, with volumes, define the
Present and Future State Lay out work area, or wall space sequence of processes carrying the
Value Stream Maps and with butcher paper. Provide highest unit volume. Lay out this
improvement areas. pens and colored sticky notes. path with sticky notes.
1.6.1 1.6.2 1.6.3

BEGIN
GATHER DATA & PREPARE TEAM & DEFINE THE HIGH-
CONCEPTUAL LAYOUT
VALUE STREAM MAPS WORKSPACE VOLUME PATH
With the Main Path defined, fill in the 1.6.4

feeder processes and rework loops. LAY OUT
Ignore physical layout constraints such FEEDER PROCESSES
as floor space or walls.
Move to next level of detail. 1.6.5

Using resource calculations, set LAY OUT
machine locations, numbers of RESOURCE DETAILS
workstations. Decide parallel vs.
sequential layout of resources.
1.6.8 1.6.7 1.6.6

COMPLETE
DOCUMENT REVIEW CONCEPTUAL PLAN MATERIALS
CONCEPTUAL LAYOUT
CONCEPTUAL DESIGN LINE DESIGN AND IPKs.
Photograph Conceptual Line

Design on its butcher paper, and With Conceptual Line Design Plan material presentation to
transfer to hand-drafted or CAD displayed, “walk products through workstations, movement
document. Obtain sign-off from the line” to verify processes, between processes, and IPKs.
team and senior management. sequence, volumes and options. Display detail on the butcher
Make adjustments as required. paper layout chart.
1.4.2
PREPARE TEAM &
WORKSPACE
LAYOUT REQUIREMENTS
 Minimize material handling costs
 Utilize space efficiently
 Utilize labor efficiently
 Eliminate bottlenecks
 Facilitate communication and interaction between workers, between
workers and their supervisors, or between workers and customers
 Reduce manufacturing cycle time and customer service time
 Eliminate wasted or redundant movement
 Facilitate the entry, exit, and placement of material, products, and people
 Incorporate safety and security measures; Promote product and service
quality
 Encourage proper maintenance activities
 Provide a visual control of operations or activities
 Provide flexibility to adapt to changing conditions
Knowledge
Check 4
1. What two documents (previously created) are used to create a conceptual layout?
1. _________________________
2. _________________________
2. By adding IPKs to a well-balanced line, roughly how much WIP inventory will be
added?
( ) A small amount.
( ) Approximately 33% increase in WIP.
( ) Approximately a 50% increase in WIP.
( ) One additional unit of WIP for every IPK.
3. If a manual assembly line is well balanced, IPKs should not be necessary.

( ) True
( ) False
4. The same number of resources should be able to produce the same number of
units, whether they are organized to work in parallel or in sequence.
( ) True
( ) False
5. When do we calculate the number of IPKs needed in a line with no chronic

imbalances?
( ) Never
( ) Once the resource calculations have been completed.
( ) Once the line is up and running.
6. What is the default number of IPKs, in a well-balanced line?

( ) Zero, none needed.
( ) One
( ) Two
( ) More than two.
Exercise 5
Line
Layout
Workshop 5-1
Work in teams as previously defined.
1. Using Sticky Notes, Tape, Markers and Blank

paper, create a conceptual line layout. Include
IPKs, feeder lines, material access plan.
2. Refer to Resource Calculation worksheet and
Mixed Model PFD.
3. Present results to class.
Lesson 15:
Final Layout
Line Design Final Layout
Appoint skilled CAD
operator for team. Set up
in conference room with
Working with CAD file or CAD system, floor plan,
Gather Conceptual Layout paper blueprint, establish projector, screen and
and all supporting accurate image of facility 1.6.4-A
SET UP CAD SYSTEM ample workspace.
documents, lists of including floor plan, CAD
processes and resources, columns, fixed equipment, AND PROJECTOR
PFDs, and calculations. utilities and doors.
1.6.3
1.6.1 1.6.2 DECIDE: 1.6.5
REVIEW & CONFIRM PREPARE FLOORPLAN DESIGN WITH LAY OUT PROCESSES
CONCEPTUAL LAYOUT CAD OR BLUEPRINT CAD OR ON ON FLOORPLAN
PAPER?
Prepare first-cut layout of all

1.6.4-B
processes, using CAD or
PAPER SELECT SCALE AND
paper models. Replicate, as
CUT OUT MODELS
closely as possible, the
START BUILDING Conceptual Line Design.
Recommend largest scale
LAYOUT Resolve compromises.
possible: 1 inch to 1 foot.
Cut accurately-scaled
layout models for all
equipment, racking, fixed
assets and IPKs.
1.6.8 1.6.7 1.6.6

FINISH BUILDING
PREPARE LAYOUT PERFORM ON-SITE DETAIL THE PHYSICAL
LAYOUT
DOCUMENTS REALITY CHECK LAYOUT PLAN
With processes located, add

With all details complete and With detailed Layout Plan, detail for aisles, storage,
confirmed, prepare final walk the facility, verifying crane reach and load,
documents for Layout Plan: locations, equipment sizes, electrical, ceiling clearances.
CAD print-outs in large scale, utilities, clearances, and Call in Engineering and
or blueprints. Copy, post and other issues. Include Maintenance for review.
distribute as required. Engineering, Maintenance. Document thoroughly on CAD
or paper layout sheets.
Layout Example
Lesson 16:
Create
Deployment Plan
LEANROADMAP® LINE DESIGN: DEPLOYMENT PLAN (1.8)
Gather Layout Plan Create list and capital budget for all
With Maintenance and Engineering,
documents, resource new equipment. Set specifications,
determine all work required on
calculations, and lists of capacity, footprint, investment.
facility: utilities, remodeling,
production equipment, Obtain Management approval, and
moving racks, HVAC. Decide on in-
fixtures, and other assets issue POs and contracts to meet
house labor or contractors.
required by Line Design. time lines.
1.8.1 1.8.2 1.8.3

START DEPLOYMENT REVIEW LINE AND PLAN EQUIPMENT PLAN FACILITIES
PLANNING PHYSICAL LAYOUT PROCUREMENT IMPROVEMENTS
Working with full team, determine 1.8.4

long lead-time tasks, critical path, SET DEPLOYMENT
and preferred sequence for moves SEQUENCING
and installation of equipment.
With action items and sequences 1.8.5

set, build project management BUILD PROJECT MGMT
spreadsheet or GANTT chart. SPREADSHEET
Recommended to use PM
software.
DEPLOYMENT 1.8.8 1.8.7 1.8.6

PLANNING COMPLETE LAUNCH PHYSICAL APPROVE CAPITAL & ASSIGN DATES &
LAYOUT & MOVE EXPENSE BUDGETS RESPONSIBILITIES
For all Capital and Expense

Deployment of Layout and With project management spreadsheet
outlays not already approved,
Move is ready for launch. loaded, determine required milestones
obtain Management sign-off and
and dates. Assign responsible people.
issue POs and contracts.
Lesson 17:
Conduct
Training
LEANROADMAP® LINE DESIGN CONDUCT TRAINING (1.9)
Gather all documentation

For every process and Assess the skill levels of all operators
of work content and steps
workstation in the Lean Line, in the new Lean Line area. Create a
in the Line Design:
detail and document the skills department Certification Board with
Workstation Definitions,
required. information by skill and operator.
SWDs, and GWIs.
1.9.1 1.9.2 1.9.3

START
REVIEW ALL WORK DEFINE SKILLS BY ASSESS CURRENT SKILL
TRAINING
DOCUMENTATION PROCESS / STATION LEVELS
Conduct “Lean Overview” training for 1.9.4

all operators and supervisors. CONDUCT “LEAN
Emphasize benefits of the Lean OVERVIEW” TRAINING
workplace. Hands-on and role-
playing for flexing, IPKs, Kanban bins.
1.9.7 1.9.6 1.9.5

LEAN TRAINED
SUSTAIN CERTIFY TRAIN TO THE
WORKFORCE
SKILL LEVELS OPERATORS WORKSTATION
Train for process-specific

Determine interval for Supervisors and area leaders
work. Materials include
renewing skills: six to twelve observe operators at work, coach
SWDs, GWIs, Workstation
months. Include dates on where required, and certify that
Definitions, parts lists, key
Certification Board to schedule work is being performed correctly.
quality checkpoints.
refresher or recertification. Record on Certification Board.
Check-do-check.
Divide Work Into Three
First: Check prior work

Second: Do my own work
Third: Check my own work
Do & Check Check
WS 1 WS 2
1/100 x 1/100 WS3 x 1/100 WS4
1/100 x 1/100 x 1/100 = 1/ 1,000,000

 First: Check prior work (1% to 3%)
 Second: Do my own work (1% to 3%)
 Third: Check my own work (1% to 3%)
Rule 1
If your IPK or Workstation is empty:

WORK
 Pull unit from prior IPK

 Check prior work
 Do your work
 Check your own work
Rule 2
If your IPK or Workstation is empty

and the upstream IPK is empty too:
FLEX UP
“Bump, Don’t Jump”

Rule 3
The maximum number of units you

can have is:
ONE PER IPK PLUS

ONE AT THE WORKSTATION
Flexing Rule 4
If your IPK and Workstation are full:

FLEX DOWN
Test Your Flexing Understanding
Flexing Tips and Tricks
1. You don’t need to call it

“Flexing”.
2. Use the term “zone”
instead of “workstation”.
3. Emphasize any existing
group incentive, and the
benefits of flexing.
4. Abolish the “My Station”
mentality.
5. Do not overstaff, and plan
to run the line with fewer
workers than stations.
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
Unevenness causes waste, and one of

our goals is to smooth the work flow. Is
this possible in a mixed model line?
In additional to smoothing (heijunka)
what is the best strategy to achieve
high productivity and a smooth work
flow?
What is the biggest obstacle to getting
your employees to flex?
Lesson 18:
Lean Process Live
LEANROADMAP® LINE DESIGN LEAN PROCESS LIVE (1.10)
Decide to launch with With Materials Team,

“Dry” or “Wet” Line. All at Establish and communicate verify that all parts and
once, or process-by- daily unit volumes and Takt materials are in correct
process? If by process, times. Install white boards locations. Check material
then start at line end and to display ramp-up presentation in work-
1.10.1-A work upstream. Weekend schedules, milestones, and stations throughout the
VERIFY DEPLOYMENT or shutdown? Need to actual results. Lean Line. Walk and audit
PLAN COMPLETE build inventory? the Kanban chains.
1.10.2 1.10.3 1.10.4
START LEAN PROCESS
DETERMINE START-UP SET & COMMUNICATE CONFIRM PARTS AND
LIVE
STRATEGY METRICS KANBAN CHAINS
1.10.1-B
VERIFY TRAINING
PLAN COMPLETE
Communicate plans
thoroughly, emphasizing 1.10.5
value of Lean project. COMMUNICATE AND
Anticipate and address BUILD BUY-IN
operators’ concerns.
Clean and paint workspace 1.10.6

for fresh look. Install visual PREPARE
factory aids. Set the tone: THE WORK SPACE
“It’s a New Day.”
NEW LINE 1.10.9 1.10.8

1.10.7
DESIGN RUNNING CELEBRATE BEGIN PROCESS
“LINE LIVE DAY”
“LEAN LINE LIVE” IMPROVEMENT
Begin single-piece flow.

Appoint quick-response
Identify a short-term Start modestly and build up
team to identify, document
milestone (week or month) to design tempo.
and correct any line issues
to celebrate. Emphasize Management presence and
that appear. Begin
culture change, CPI, and coaching are crucial to
Continuous Process
organization buy-in. success and buy-in.
Improvement function.
Lesson 19:
Kaizen Line
Performance
LEANROADMAP® LINE DESIGN KAIZEN LINE PERFORMANCE (1.11)
Identify and eliminate NVA

activity. Focus on standard
1.11.3-A work times. Assign Kaizen
ELIMINATE teams.
WASTE
Observe imbalance area, and

wait for learning curve to
1.11.3-B level out. Focus on labor
START LINE RELOCATE steps and work content. Use
BALANCING WORK WORK input from operators and Following implementation,

supervisors. observe and confirm
improvements. Monitor,
Calculate investment in adjust and fine-tune the
new process machinery. Lean Line’s balance, flow
1.11.3-C May be required by and throughput.
ADD process variability or
RESOURCES capacity needs.
1.11.1 1.11.2 1.11.4
EVALUATE LINE APPLY LINE BALANCING IMPLEMENT
BALANCE TOOLS Calculate IPKs, and use when KAIZEN TOOLS
1.11.3.D actual times vary around
INSTALL IN-PROCESS Takt. A few inventory units
Look for indicators of line KANBANS (IPKs) can significantly smooth flow.
For each instance of line
imbalance: WIP piling up, imbalance, analyze causes, and
bottlenecks, constraints, apply one or more appropriate
idle operators, poor line balancing tools. Calculate inventory required. Can
volume and throughput. 1.11.3.E be used when average work time
ADD INVENTORY exceeds Takt. Build inventory
AND/OR TIME up- or down-stream, plus
additional work time.
Create and use sequencing

LINE IMPROVED &
in mixed-model line with
1.11.3.F SUSTAINED
differing work content.
INTRODUCE
Sequencing smooths flow,
SEQUENCING
helps avoid jamming and
starving workstations.
Tool 1: Eliminate Waste
3.83
3.55
2.88
TOOL 2: RELOCATE WORK
.48
WS 2
WS 1
3.83 3.78
3.55 2.76
2.88 2.44
TOOL 3: ADD RESOURCES
WS 2
WS 1
3.55 3.35 3.78

2.88 2.44 3.24
TOOL 3: ADD RESOURCES
RESOURCES = Std Time WS 2

Takt
RESOURCES = 3.78 = 1.1

3.44 3.78
= 2 WS 2.44 3.24
WS2
X
WS1 WS3 WS4
X X X
WS2
X
Work min
Takt =
 Volume
LOAD UN-LOAD
420 min
Takt = = 8.4 min/unit
50 units
ST - MACHINE STw 10.987

Res = = = 1.307
Takt 8.4
1 Piece/Cycle # Res = # Machines (only Run)
>1 Piece/Cycle # Res = # Pieces (only Run)

Continuous
>1 Piece/Cycle # Res = # Pieces (only Run)

Fixed Batch Buffer Up & Downstream
Std Time = 24 min/unit
Takt = 20 min/unit SINGLE PIECE MACHINE
Std Time (WS)

ADD RES =
Takt
LOAD UN-LOAD
ONE ONE
PIECE PIECE 24
ADD RES = = 1.2 ?
20
ADD RES = 2 Machines
Continuous Flow Batch Machine ?

Std Time = 720 min/unit
CONTINUOUS FLOW
Takt = 20 min/unit
BATCH MACHINE
Std Time (WS)
ADD RES =
Takt
LOAD UN-LOAD
ONE ONE
PIECE PIECE 720
ADD RES = = 36 ?
20
Quantity? ADD RES = 36 units (pieces)

36 units
12 hours
Batch Machine ?
Std Time (WS)
BATCH MACHINE ADD RES = Takt
Std Time = 720 min/unit 720

ADD RES = = 36 ?
Takt = 20 min/unit 20
ADD RES = 36 units x 2

LOAD UN-LOAD
A BATCH A BATCH
Quantity?
36 units 36 units 36 units
12 hours
Std Time (WS)
Std Time = 720 min/unit ADD RES =
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
BATCH MACHINE ADD RES = 36 units x 2
LOAD UN-LOAD
A BATCH A BATCH
12 hours
Std Time (WS)
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
LOAD UN-LOAD
A BATCH A BATCH
12 hours
Std Time (WS)
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
LOAD UN-LOAD
A BATCH A BATCH
12 hours
Std Time (WS)
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
LOAD UN-LOAD
A BATCH A BATCH
12 hours
Std Time (WS)
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
LOAD UN-LOAD
A BATCH A BATCH
12 hours
Std Time (WS)
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
LOAD UN-LOAD
A BATCH A BATCH
12 hours
Std Time (WS)
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
LOAD UN-LOAD
A BATCH A BATCH
12 hours
Std Time (WS)
Takt
Takt = 20 min/unit
720
ADD RES = = 36 ?
20
LOAD UN-LOAD
A BATCH A BATCH
12 hours
STILL BALANCING!
 Elimination of Waste
 Relocation of Work
 Addition of Resources
 Workstations
 Machines
 Single Piece Flow Machine
 Continuous Flow Batch
 Batch Machine
CHRONIC IMBALANCE: EXAMPLE
 H = 400 minutes, D = 1200 units, T = Work Content Time

 20 second Takt time
 Step 1: Calculate throughput of bottleneck resource
(H/T)
 Step 2: Calculate remaining quantity D – (H/T)
 Step 3: Calculate additional time required T * [D – (H/T)]
20 20 25 20 20
Time in Seconds
3.44 min/unit
3.55
3.34
3.28
3.12
   
WS 1 WS 2 WS3 WS4
CHRONIC IMBALANCE
IPK = W min W min IPK = 420 420

- - = 122 - 119 = 3 units
Takt STwWS 3.44 3.55
Time = IPK x STwWS Time = 3 x 3.55 = 10.65 min

Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
Can a chronic imbalance, e.g. a

workstation is always too slow, be
overcome with IPKS?
Why would a continuous flow batch
machine be preferable to a “static”
batch machine?
What is always the first choice in
correcting a line imbalance?
Lesson 20:
Daily
Staffing
Daily Staffing Profile
3000
2500
2000
1500
1000
500
0
Process: WHRPL 735H
M-P Flow Line: R-55
SWD Name
Work Element
Assembly 7-series Materials Mach S/U Mach Run
La Tr
an Total Quality Management
bo
r sp
Unattended
Unattended
Unattended
TQM Check
Attended
Parts
Attended
Attended
Se Co
Quantity
Order
Overlap

p
number
0.8
tucked in
screw
0.6
to “5”

0.6
Check for free turn
0.6

to “5”
Work Minutes
Takt =
Volume
Standard
Time
Resources = Standard Time

Takt
WS 1 WS 2 WS 3 WS 4 WS 5
Maximum Staffing Possible
Assy Assy Assy Assy Assy Assy

X X X X X X
X
Assy
Assy
X
X
Pack
Assy
21 Workstations
X
Pack
X
Pack
X
? ?
X

X X X X X X
? ? ?
X
Assy
Assy
X
X
Pack
Assy
X
Pack
X
Pack
X
   
WS 1 WS 2 WS 3 WS 4
Resource Time Required
 (Order Qty x ST)

People = Work Minutes
Product Design Volume Orders Std. Time RTR

200-1524-00 335 200 3 600
200-1655-01 135 80 5 400
300-11134-00 205 187 4 748
300-11139-03 30 50 5 250
400-2542-010 95 112 3 336
Total 800 629 2334
Work Minutes (420 min x 2 Sh) 840
Number of People Resources 2.778571
Rounded 3
X

X X X X X X
X
Assy
Assy
X
X
Pack
Assy
X
Pack
Round People Resources
X
by Process or
Pack
X
by Logical Flexing Group
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
What is the impact of staffing every

workstation fully?
Is the Resource calculation different
from the Staffing calculation?
How often should Production
Control calculate staffing
requirements?
Lesson 21:
Flow-Based
Planning
Flow-Based Planning
 Response Time
 Resource Planning
 Communication
SCHEDULE WAIT PROD
(days) (days) (min)
START QTY DUE

SCHEDULE WAIT PROD
(days) (days) (min)
DEPARTMENT
SCHEDULE WAIT PROD START QTY DUE LEAD-TIME
(days) (days) (min)
DEPARTMENT
START QTY DUE LEAD-TIME
DEPARTMENT
LEAD-TIME
MANUFACTURING LEAD-TIME
PROD PROD PROD

(min) (min) (min)
FLOW RESPONSE
Stack
?
Transfer
Wind
Flow-Based Response
Block
Connect/Lace
Test
?
Conn. Box
Assembly
Cap. Box
Varnish Assembly

Shield
Assembly
Shield
? Assembly
Heat
Stack
Wind
Flow-Based Response
Transfer
Block
Connect/Lace
Conn. Box
Assembly
Test
Cap. Box
Varnish Assembly

Shield
Assembly
Shield
Assembly
Heat
Flow-Based Response
Order +
Planning
Customer
FBRT < Lead-Time
Make-to-Order?
Customer
FBRT > Lead-Time
Customer
FBRT >
Lead-Time Order
FGI
Replenishment
Order
FGI
Finished
Goods
Flow-Based Response
Flow-Based Response
 Response Time to Customer Order
 Drive WIP Inventory
 Could allocate Overhead in ABC
 Frozen Period
 Ownership of Orders
 Planning Time (Order Processing)
How many can I REALLY make?

Volume Flexibility
W min
Takt =
700
600
500
Volume
400
300
200
100
0
3000
2500
1500
1000 2000
1000 800 1500
600
500 1000
400
0 200 500
0 0
ABC Manufacturing
Projected
Product
Volume
A 135
B 50
C 204
D 31
Total 420
ABC Manufacturing
Projected
Product
Volume
A
B
135
50
Number of Shifts = 2
C
D
204
31
Work Minutes = 420
Total 420
Process Flow?
Fabrication Assembly Pack
ABC Manufacturing
PFD Map
Product Fab Assy Pack

A X X X
B X X X
C X X X
D X X X
ABC Manufacturing
Standard Time Map
Product Fab Assy Pack

A 15 22 5
B 15 24 5
C 15 20 5
D 15 18 5
ABC Manufacturing
Product Vol Fab Assy Pack
A 135 15 22 5
B 50 15 24 5
C 204 15 20 5
D 31 15 18 5
Process Volume 420 420 420
Work Minutes 840 840 840
Takt 2.00 2.00 2.00
STw 15.00 20.97 5.00
Resources 7.50 10.49 2.50
WS 1 WS 2 WS 3 WS 4
X X X X
X

X X X X X X
X
X
Assy
Assy
X
X
X
Pack
Assy
X
Theoretical
Pack
Supermarket
X
Capacity
Pack
420 units/day
X
Theoretical
Projected Capacity
Product
Volume
A 135
B 50
C 204
D 31
Total 420
Practical Capacity Labor
is a Function of Available Theoretical
Capacity
Resource Minutes
Labor Resource Minutes
14 WS x 420 min x 2 shifts
11,760 Resource Minutes
Practical Capacity Machine
is a Function of Available Theoretical
Resource Minutes Capacity
Machine Resource Minutes

8 Mach x 420 min x 2 shifts
6,720 Resource Minutes
Resource Requirements
Capacity
Requirements
Capacity Requirements: Labor
Product Vol Orders Labor RTR

A 135 27 0
B 50 29 0
C 204 25 0
D 31 23 0
Totals 420 0
Resource Time Available 11760
Capacity Requirements: Labor

A 135 165 27
B 50 29
C 204 25
D 31 23
Totals 420 0
Capacity Requirements Labor

A 135 165 27 4455
B 50 29
C 204 25
D 31 23
Totals 420 4455

A 135 165 27 4455
B 50 29 0
C 204 230 25 5750
D 31 23
Totals 420 10205

A 135 165 27 4455
B 50 29 0
C 204 230 25 5750
D 31 40 23 920
Totals 420 435 11125
Capacity Requirements Machine
Product Vol Orders Mach RTR

A 135 165 15 2475
B 50 15 0
C 204 230 15 3450
D 31 40 15 600
Totals 420 435 6525

A 135 135 27 3645
B 50 60 29 1740
C 204 175 25 4375
D 31 40 23 920
Totals 420 410 10680
Capacity Requirements Machine
Product Vol Orders Mach RTR

A 135 135 15 2025
B 50 60 15 900
C 204 175 15 2625
D 31 40 15 600
Totals 420 410 6150

A 135 150 27 4050
B 50 100 29 2900
C 204 187 25 4675
D 31 5 23 115
Totals 420 442 11740
Capacity Requirements By Process
Product Vol Orders Fab Assy Pack

A 135 150 15 22 5
B 50 100 15 24 5
C 204 187 15 20 5
D 31 5 15 18 5

A 135 150 15 22 5
B 50 100 15 24 5
C 204 187 15 20 5
D 31 5 15 18 5
Resource Time Required

A 135 150 15 22 5
B 50 100 15 24 5
C 204 187 15 20 5
D 31 5 15 18 5
Resource Time Required 6630 9530 2210
Resource Time Available

A 135 150 15 22 5
B 50 100 15 24 5
C 204 187 15 20 5
D 31 5 15 18 5
Resource Time Available 6720.00 9240.00 2520.00
Utilization

A 135 150 15 22 5
B 50 100 15 24 5
C 204 187 15 20 5
D 31 5 15 18 5
Resource Time Available 6720.00 9240.00 2520.00
Utilization 99% 103% 88%
Resource Planning
 Takt time is for design

 Determine practical capacity
 Prove the line’s capacity
 Available versus required
 Plan by process
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
What is the takt time calculation used

for once the line is designed?
By how much can you exceed the
line’s design volume for any individual
product?
If we design the line for 420 units per
day, we should be able to actually
build that number of units per day.
Lesson 22:
Product
Sequencing
Product Sequencing
14.2 min
15.3 min
ST
11.5 min
#WS
3.83
3.83
3.83
3.83
3.55
3.55
3.55
3.55
2.88
2.88
2.88
2.88
WS 1 WS 2 WS3 WS4
Product Sequencing
ST (SWD)
min
15
18
STw
Resources =
14 Takt
13 3 WS
Product Sequencing
15 min ST
18 min
#WS
14 min
13 min
WS 1 WS 2 WS3
5.00 5.00 5.00

6.00 6.00 6.00
4.67 4.67 4.67
4.33 4.33 4.33
Product Sequencing
5.00 5.00 5.00

6.00 6.00 6.00
4.67 4.67 4.67
4.33 4.33 4.33
WS 1 WS 2 WS3
Product Sequencing
5.00 5.00 5.00

6.00 6.00 6.00
4.67 4.67 4.67
4.33 4.33 4.33
WS 1 WS 2 WS3
Product Sequencing
5.00 5.00 5.00

6.00 6.00 6.00
4.67 4.67 4.67
4.33 4.33 4.33
WS 1 WS 2 WS3
Product Sequencing
5.00 5.00 5.00

6.00 6.00 6.00
4.67 4.67 4.67
4.33 4.33 4.33
Product Sequencing
5.00 5.00 5.00

6.00 6.00 6.00
4.67 4.67 4.67
4.33 4.33 4.33
5.00 4.33 6.00 4.67 5.00 4.33 6.00 4.67

Product Sequencing
• By Standard Time (Work Content)

• By Color
• By Full Truck
• By Customer Order
Sequencing Points

X X X X X X
X
Assy
Assy
X
X
Pack
Assy
X
Pack
X
K
Pack
X
Product Sequencing
 Identify Sequencing Points

 Communication Mechanism
 Identify Sequencing Rules
 Identify Planning Input
 Establish Planning Time
 Prove Line’s Response Time
Production Control Board
Date: Line:
1 2 3 4 5 6 7 8 9
A A B A C A B A
10 11 12 13 14 15 16 17 18
19 20 21 22 23 24 25 26 27
28 29 30 31 32 33 34 35 36
37 38 39 40 41 42 43 44 45
Heijunka Box/Board
 Visual Sequencing
 Real-Time Status
 Operator
Engagement
 Flexible Time
Horizons
Points To Ponder
1.2.3
ESTABLISH VOLUMES
AND MIX
What are some of the options to

test your mixed-model line
performance before you finalize
the line design?
What benefit could a Heijunka box
have on the actual flow rate of a
line?
Unevenness causes waste in the
form of delays and blockage. Other
than sequencing, what is another
powerful tool to overcome
unevenness?
Exercise 5
Line
Live
Lesson 23:
Lean Audit and
Certification
LEANROADMAP® LINE DESIGN LEAN AUDIT & CERTIFICATION (1.12)
As with earlier decision

regarding consultants,
At least six months consider the value of
following “Line Live,” experienced outside
1.12.3-A
leadership decides on a experts in evaluating and
SELECT OUTSIDE
formal evaluation of the certifying the Lean project.
AUDITOR
Lean project’s measurable YES Select Audit Task Force.
results and sustainability. Gather and review all
documents, checklists and
START AUDIT & 1.12.2 other materials used at
1.12.1 1.12.3-B project inception.
CERTIFICATION DECIDE: USE
COMMIT TO LEAN NO PREPARE FOR LEAN
PROCESS OUTSIDE
AUDIT PROCESS AUDIT PROCESS
AUDITOR?
Are all action items on Master Plan 1.12.4

completed? Review Line Design, EVALUATE NEW
Resource Calculations: does Line “CURRENT STATE”
produce designed volumes with
calculated resources?
Is there measurable progress towards

1.12.5
LEAN AUDIT & corporate goals: inventory turns,
MEASURE PROGRESS
CERTIFICATION increased productivity, shorter cycle
TOWARD GOALS
PROCESS COMPLETE times? Has this progress produced the
expected Return on Investment?
1.12.9 1.12.8 1.12.6

1.12.7
SUSTAIN CERTIFY CHECK
ADD UP THE SCORE
AND IMPROVE AS LEAN THE CULTURE
Referring to the Value

When all results of audit
Stream Maturity Model, Retake the Self-Assessment Is there visible change in the
and review are satisfactory,
decide on several priorities questionnaire used before. facility: 5S conditions, orderliness,
determine that the target
for ongoing Lean work. Analyze scores: are they tempo, Visual Factory indicators,
area is “Lean-Certified.”
Sustain the Lean Line’s incremental gains, or a employee attitudes, CPI and
Plan an event to celebrate
gains and culture. Lean transformation? Kaizen activities?
the team’s success.
Successful Deployment
 Training
 Credibility
 Tangible Results
 Engagement
 Culture of CPI
Repeat Lean Assessment Audit
Quick and Easy
Kaizen
 Make small changes rather
than big changes. We can
improve little by little.
 Be realistic, and focus on
the things that you can do
now.
 Make your job easier by
improving the way you do
things.
Coming Up
 New Line Design

Workshop @
Toyota in August
 New Material
Management
Workshop in
September
 Line Design
Workshop in
December
www.leanfactorygroup.com
Time To Hit the Road
www.leonardogroupamericas.com
1-303-494-4404
contact@leonardogroupamericas.com

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Lean Process Design

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