World class manufacturing during prototyping for production
The transition from prototype to production affects impacts cost and scalability and contributes to the organizational culture. Since, the implementation of World Class Manufacturing (WCM) during prototyping has not been well document; this thesis examines applying WCM tools and techniques to foster a Lean culture by selecting, and optimizing the assembly process, integrating Enterprise Resource Planning (ERP) system, developing standard operating procedures, continually improving processes and adapting facility layouts, along with assessing ergonomic factors. The management team selected a modular assembly which allowed uncoupling workstations, un-synchronizing movements, improving changeability for agility, and lowering lead times. The effect balanced the production process. The assembly process was optimized by developing detailed assembly work instructions and training tools. A facility plan layouts and Value Stream Mapping (VSM) were also prepared for analysing cycle, lead, and Takt times. For the first VSM's value-added and non-value-added times were 11:37 and 1:25 (hours:minutes), respectively. The material travel distance within the facility was reduced by 11% from the initial layout to the third iteration despite floor space increasing. Improving ergonomics in the workplace included fabricating or modifying assembly and material carts, introducing anti-fatigue mats, and designing new modular, SA workstations. Assembler assessments for both the SA and GA workstations were completed using the Rapid Entire Body Assessment (REBA) and Rapid Upper Limb Assessment (RULA). For inventory management and pull system implementation, Kanban along with Point of Use Inventory (POUI) was introduced; item and Kanban cards were developed. The bin quantity calculation suggested allocating a 2-bin system for Kanban. The POUI for fasteners and hardware items were vendor-managed inventory by Fastenal Company. The fuzzy Decision-Making Trial and Evaluation Laboratory (DMATEL) analysis was performed to identify cause-and-effect relationships for drivers and barriers in the Lean implementations during prototyping and compared to results for companies in full-scale production as reported in the literature. The most significant barrier for companies either in the prototyping or in the production stage was the same: a lack of top management commitment. The driver for the prototyping company, LyteHorse, was support from U.S.-based assembly facility: Mayco International. The implementation of WCM during the prototyping as the company neared full scale production faced the challenges of changes in design components, the assembly process and resources along with their suppliers continually changing. No standard or repeated process exists for analysing or optimizing as typically is the case for WCM applied to established production lines. The prototyping design and assembly team was small, a mere subset of the future scaled production team. Nonetheless, with the support of management, Lean culture was established through daily and weekly meeting among the Operations and Engineering departments along with the primary investors. Work bench selections, facility layouts, Kanban systems, instruction and training supports, were designed and developed according to WCM principles. The WCM tools implemented included Value Stream Mapping, Production Mapping, Continuous Improvement (Kaizen events), Kanban, and ergonomic assessments throughout the prototyping process as the company moved towards its future production. To conclude, developing a WCM culture and implementing WCM techniques was appropriate and successful during the iterative prototyping stage, as the company is well positioned to be an industry leader in practising WCM principles.
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Faculty of Graduate Studies and Research, University of Regina