What Is a Work Cell?A work cell is a logical and strategic arrangement of resources in a business environment. These arrangements are put into place to organize and improve process flow, increase efficiency, reduce costs, and eliminate wastage. Show
The concept of work cells is based on the platform of lean manufacturing, which focuses on value creation for the end customer and reduction of wastage. Work cells, which are also referred to as workcells, are typically found in manufacturing and office environments.
Key Takeaways
Understanding Work CellsA work cell is generally set up in order to complete a specific activity, most often in the manufacturing industry. It is the grouping of machines, people, and other equipment companies use in their manufacturing production process. These cells are often implemented to reduce the costs associated with production and ramp up productivity. Many companies also significantly reduce the rate of error by putting work cells into place. In a manufacturing facility, the machines involved in the production process would be arranged so the goods being produced move smoothly and seamlessly from one stage to the next. This would only be possible if the machines are grouped in work cells that facilitate the logical progression of the goods being produced—from raw materials at one end to finished product at the other. Work cells may also be found in the office or administrative departments. In this context, work cells may facilitate a better flow of communication and more efficient use of shared resources. Work cells are a product of the lean manufacturing process. Cellular ManufacturingCellular manufacturing is a manufacturing process which is a subsection of just-in-time manufacturing and lean manufacturing encompassing group technology. The goal of cellular manufacturing is to move as quickly as possible, making a wide variety of similar products, while producing as little waste as possible. Cellular manufacturing involves the use of multiple cells in an assembly line fashion. A cell is created by consolidating the processes required to create a specific output, such as a part or a set of instructions. These cells allow for the reduction of extraneous steps in the process of creating the specific output, facilitate quick identification of problems, and encourage communication of employees within the cell in order to resolve issues that arise quickly. Example of a Work CellLet's say a firm that assembles air-handling products faces high inventories and erratic delivery. It originally assembled units on a traditional production line. Long setups and logistics required long production runs. It often found that it had to pull products from finished goods and rebuild them for custom orders. Using a lean methodology, the company assembles cells to include twelve small (one to three-person) assembly work cells that were always set up and ready. People now work in different cells each day and assemble products per customer orders. Finished goods inventory dropped by 96%, lead-time was 24 hours, and productivity improved by as much as 30%. Value stream mapping (VSM) is defined as a lean tool that employs a flowchart documenting every step in the process. Many lean practitioners see VSM as a fundamental tool to identify waste, reduce process cycle times, and implement process improvement. VSM is a workplace efficiency tool designed to combine material processing steps with information flow, along with other important related data. VSM is an essential lean tool for an organization wanting to plan, implement, and improve while on its lean journey. VSM helps users create a solid implementation plan that will maximize their available resources and help ensure that materials and time are used efficiently. Profitable Applications of Lean Value Stream MappingThe original VSM template was created by Toyota Motor Company and implemented via material and process flowcharts. This VSM illustrated the necessary process steps that existed from order entry to final product delivery and was useful for gaining a wide-reaching view of the company’s activities. It allowed Toyota to remove nonessential activities that created waste while maintaining the manufacturing process. The "value stream" portion of the VSM system centers on how value can be added to a product or service by changing the market form or function to meet the customer’s needs. This includes adding features and functionality to a product or service that benefit the customer without increasing wasted time and materials (also called muda, the Japanese term for waste) on the company’s side. Scoping Out Your Value Stream MapUnderstanding the scope of the value stream under examination is a good start when planning your lean process or value stream map. This map is a single area in your organization. However, when multiple plants, customers, or suppliers are included, an extended level map is created. Consider an extended level map as the view of the values stream at 60,000 feet, the facility level map at 30,000 feet, and the process level map at 10,000 feet. It is best to start at diagramming a facility level map before attempting to draw a process level map or extended level map so you do not optimize one area and suboptimize another. Step 1: Form a Team to Create the Lean Value Stream MapForm a cross-functional team of high-level managers and supervisors from throughout your company. Representatives from multiple departments, such as sales, customer service, inventory, operations, and beyond, will help ensure that information can be passed freely back and forth, and that items don’t slip through the cracks. Consider also adding important suppliers to this group because an outside perspective can be helpful.
Step 2: The Kaizen Kick-Off – VSM PlanningAfter you’ve formed your VSM team, your next step is to hold a three-day kaizen event (see Table 1). Kaizen is Japanese and means "change for the better." During a kaizen, team members begin developing current and future plans. Note: It’s important to include an individual with VSM experience to help facilitate the kaizen event.  Value Stream Mapping, The Kaizen Kick-Off At the kaizen event, the team must complete four important steps:
Once these four steps have been completed and the team agrees with the plans and tactics, the VSM team can proceed to the next steps. Step 3: The Process Family – VSM PlanningA process family, also known as a product family, is a group of products or services that go through the same or similar processing steps. To determine your process family, create a matrix similar to the example shown in Figure 1 below. Value Stream Mapping, The Process Family Matrix Along the top row, write all the process steps your organization performs from a 30,000-foot point of view.
It’s important that this step is applied to all cross-functional teams and key areas within your company. This helps ensure all vital steps are included and no steps are overlooked. Step 4: Identifying SimilaritiesExamine the matrix and look for sections that have similar or identical processing steps. Also look for sections that share about 80% of the steps. Consider items that share many of the same steps and procedures that can be created together—by the same workers using similar or related steps—more efficiently in a manufacturing cell. Once you’ve identified similarities, the team must then identify which process family it will concentrate on first. The list below represents some common reasons for picking certain areas, and they are areas that the VSM team should consider:
Step 5: Creating the Current State Map – VSM PlanningTo create a current state map, collect the data and information by "walking the flow" and interviewing the people who perform the task. This is beneficial for two reasons:
When your team is "walking the flow," be sure to gather high-value information from employees, including:
The information gathered does not have to be perfect or overly detailed. As long as the data provides a relatively clear picture of major issues, the team can begin building its lean process map. Step 6: Start by Creating the Basic VSM TemplateOnce your team has gathered and reviewed the information obtained while "walking the flow," begin drawing the value stream map. Figure 2 below shows some common examples and strategies with VSM template development. Value Stream Mapping Template Development Key areas on the map are:
Calculate the cycle time vs. the inventory time (in days) for the material and information flow. Each VSM will look slightly different depending on the process and how it was drawn. Figure 3 below features an example of a VSM current state map used for a metal fabricating company. Value Stream Mapping Current State Map Example If this is one of the team’s first VSM kaizens, have the facilitator draw the map on a large dry-erase board and then have the team members draw each of their own maps on paper (ideally in pencil). The current state map is usually completed by the second day, but it may need refining. Step 7: Creating the Future State Map
On the VSM, place a kaizen burst (a sticky note or thought bubble) around any items to signal improvement is needed. Items may include low equipment reliability or first pass yield; long changeover times; large batches; any waste such as overproduction, motion, transportation, waiting, defects, or adjustments; and over or extra processing. Step 8: Creating the VSM Draft PlanDuring a typical VSM event, it is possible to create the draft plan based on the information from the future state map. The plan will need further refinement, especially in determining resources required, such as time, people, and budgets. A good plan, as shown in the example below, will include the description of the project, name of the project leader, possible team members, a schedule (or Gantt chart) of events and deliverables, an estimate of costs, and the impact, goals, or benefits. What term describes a philosophy in which similar parts are arranged into families and processes to make parts by manufacturing cells multiple choice question?Group technology is a philosophy wherein similar parts are grouped together and the processes required to make the parts are arranged as a work cell.
What term is used to describe a philosophy that focuses on continuous improvement?Kaizen is an approach to creating continuous improvement based on the idea that small, ongoing positive changes can reap significant improvements. Typically, it is based on cooperation and commitment and stands in contrast to approaches that use radical or top-down changes to achieve transformation.
What are the three sets of principles related to supply chain design?They all have the same foundational needs that I group into three general areas: Stakeholder Alignment, Visibility, and Role Clarity. Organizations with mature supply chains will likely have this embedded in their DNA already.
Which of the following terms is associated with just in time inventory and means some form of signal that a particular inventory is ready for replenishment?Kanban (Japanese for sign) is an inventory control system used in just-in-time (JIT) manufacturing to track production and order new shipments of parts and materials. Kanban was developed by Taiichi Ohno, an industrial engineer at Toyota, and uses visual cues to prompt the action needed to keep a process flowing.
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What term describes a philosophy in which similar parts are grouped into families and the processes to make the parts are arranged into manufacturing cells?
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