Classic Productivity Systems for the Assembly Manufacturer or Distribution Center

iUniverse, Inc.

Contents

1 THE CONSULTANT..................................................................................62 OPERATIONS AUDIT................................................................................93 SURVEY AND REPORT (WHAT THE ROI ANALYSIS' MAJOR COMPONENTS SHOULD RESEMBLE).....................384 CLASSIC PRODUCTIVITY SYSTEMS (WHAT THE ROI ANALYSIS SHOULD INCLUDE).............................705 CASE HISTORIES..................................................................................1856 YOUR PRODUCTIVITY EVALUATION....................................................................2027 THE STANDARDS GUIDE.............................................................................2208 PACED ASSEMBLY WITHROBOTIC WORK CELLS...........................................................2339 STANDARD IMPLEMENTATION PROCEDURES..............................................................25610 MATERIALS HANDLING SIZING AND COSTING DIALS....................................................28011 GRASP CONVEYOR SYSTEM CONFIGURATIONS...........................................................28112 BIBLIOGRAPHY...................................................................................304

Chapter One

Thank you for your purchase of our CLASSIC PRODUCTIVITY SYSTEMS Book. As noted on the cover, Revision A contains our generic industrial engineering proposals should your company seek outside expertise in your improvement effort. Since you have chosen Revision A, congratulations, as we guarantee your savings will offset our fees within the first year should you decide to use us in your cost reduction efforts. Our proven track record, concentrated effort, objectivity with no dilution of your own personnel will result in earlier realized gains.

Classic Productivity Systems is a collection of labor and space optimization techniques and examples of various return-on-investment scenarios designed to assist the industrial sector in being cost competitive. It is a detailed modernization return-on-investment exercise in the stockroom, fabrication, assembly, work-in-process, finished goods departments and addresses materials handling mechanization & product automation feasibility as well as classical direct labor control systems.

JD Gray Associates has developed a two phased approach designed especially for each clients requirements:

OPERATIONS AUDIT. Our industrial engineering critique of plant-wide operations determines a cost reduction master plan.

Our Operations Audit will develop materials handling configurations, work cell automation types and classical direct labor controls systems that are best used with assembly manufacturers or distribution centers. It is the first and most critical step in cost reduction as it is performed prior to materials handling or automation equipment purchase to enable the client to view mechanization alternatives with paybacks for each scenario. This is an industrial engineering critique of plant-wide operations and includes thru put analysis, staffing, plant wide-departmental-work station layout, equipment specifications-request for quotations-quotations, semi-automation tooling, detailed productivity recommendations, alternative material handling systems, outline of consulting services, comparison of savings versus cost & phased modular segments of our recommended systems.

As a result of the completion of our Operations Audit ... concentrated effort will have been paid to the classical productivity areas of materials handling, work-in-process storage and tracking, semi-automatic machinery, paced assembly, short-interval-scheduling, labor reporting, industrial engineered standards and methods & industrial incentives ... and sub proposals will be generated where the return-on-investment is greatest.

We have provided samples of the major Operations Audit sections including the personnel summary, the implementation `action required' section, layout, the savings and cost section and the executive summary as well as step by step preparation procedures so you can create your own Operations Audit if you so choose. We have also provided the final documents of some of our installed consulting activities including printed circuit board insertion time values entitled The Standards Guide, a workstation visual aid, workstation line balancing, final materials handling equipment specifications, a sample of the control panel preset dwell time by model, implementation follow-up, final component automation equipment specifications, short run scheduling and a paced assembly manufacturing procedure. JD Gray Associates' materials handling live storage and retrieval carousel and transporter sizing dial fliers, our budget costing and investment return dial flier for assembly and storage conveyors and our Grasp conveyor system configuration fliers have been supplied. Case Studies have also been provided where a few of our Classic Productivity Systems have been installed.

IMPLEMENTATION. All required industrial, mechanical and electrical engineering services to ensure the proper functioning of purchased hardware. These activities are always outlined and costed in the Operations Audit generated report but can be performed exclusive of same if desired.

We have also prepared separate questionnaires for the assembly manufacturer, the printed circuit board manufacturer and the distribution center ... from a classical industrial engineering viewpoint. How efficient is your operation? Take our QUIZ and see!

We would like to acknowledge the following companies having used excerpts from their articles, books or quotations: H.B. Maynard and Company Inc., Industrial Time Study Institute, Managers-Net, Alexander Proudfoot, Kepner-Tregoe Inc, Phoenix Welding, White Systems, Buschman Conveyors, Diamond Phoenix, Institute of Industrial Engineers, Versa-Tech Automation and the former Alden Systems.

JOSEPH D GRAY

Joseph D. Gray is the Director of JD Gray Associates. He has more than 30 years experience in industrial engineering, product automation, materials handling and lean manufacturing management and specializes in the following areas:

Labor standards Labor standards and Performance Based Performance Based and methods for methods for Payment Chart and Payment System Manufacturing Distribution Centers Manufacturer and Distribution Center

Plant layout Staffing analyses Just-In-Time Industrial Incentive techniques systems

Short-Interval- Lean Paced Pick and pack Automation of Scheduling and Assembly Lines - warehouse systems assembly work cells labor reporting Line Balance - Method of Assembly

Mr. Gray has pioneered the design and implementation of a controlled work atmosphere in assembly and machining systems, and his designs frequently save clients 30% to 50% in labor costs and factory space. He also has significant experience in work-in-process inventory reduction, stockroom design and operations.

As a consultant, he has worked with more than 50 corporations, including manufacturers of steel, plastics, wood, electronic components and assemblies, mechanical components, electro-mechanical products, pharmaceuticals, printed circuit boards, thermo-electrics and hydraulic assemblies. In this capacity, he has:

Interfaced programmed dispatch Coupled paced assembly conveyor systems transporters, live storage and retrieval with pick and place robotic work cells carousels and paced rotary indexing machines into cohesive networks

Implemented TQM, JIT, S-I-S and Developed a Manufacturing Job Creation industrial incentives with hundreds of System and Project Milestone Chart thru union and non-union employees paced production lines and work cell automation

Designed and engineered production lines Developed plant operations policy and direct labor controls.

Mr. Gray has implemented many industrial semi-automation systems. A recognized expert in the planning, design, line balancing, and installation of paced systems, he engineered more than 100 synchronized production lines and 1,000 finished products.

Before entering the consulting profession, Mr. Gray held positions in industry as factory automation manager with Perkin-Elmer, general foreman with Honeywell, and productivity improvement manager for Johnson and Johnson. He is a graduate from Rider University with a bachelor's degree in Business Administration.

RETURN-ON-INVESTMENT ANALYSIS

2. OPERATIONS AUDIT

2.1 ASSEMBLY MANUFACTURER

2.11 PURPOSE

2.12 SCOPE

2.13 INDUSTRIAL ENGINEERING GENERIC PROPOSAL

2.2 DISTRIBUTION CENTER

2.21 PURPOSE

2.22 SCOPE

2.23 INDUSTRIAL ENGINEERING GENERIC PROPOSAL

RETURN-ON-INVESTMENT ANALYSIS

2. THE OPERATIONS AUDIT

RETURN-ON-INVESTMENT ANALYSIS SUMMARY

The return-on-investment analysis begins with the operations audit in Section 2. The completed survey and report is a narrative comparison of the present versus our proposed method of operation in product automation, materials handling and direct labor control systems. It encompasses a representative time and method study of all product lines in the stockroom, finished goods or warehouse, fabrication, assembly and work-in-process. Gains are identified in labor, space and inventory carrying cost. There are automation, materials handling & miscellaneous equipment quotations, including installation, to substantiate all cost and affordable modular phases leading up to a state-of-the-art semi automatic manufacturing or distribution center system. There is also a total savings and cost justification for each modular phase with payback periods as well as materials handling alternatives. A customized layout of the optimum materials handling alternative is supplied. Program installation actions are specified and illustrated by pert chart including proposals for turnkey, guaranteed consulting implementation services.

Section 3 illustrates the development of major components of the return-on-investment analysis while Section 4 describes what the analysis should include.

Implementation services (Sections 7,8,9) are the installation of the operations audit return-on-investment recommendations and cites examples of specific consulting activity as identified in the areas of Production Automation, Direct Labor Controls and Materials Handling.

Product Automation industrial engineering services include final equipment specifications, research and development, computerized part prints, industrial – electrical – mechanical engineering, pilot run, training and installation.

Direct Labor Controls implementation services are in the areas of Standards including remethodization, time study, work station layout – instruction sheets – bills of material – tooling – visual aids. Other labor controls include short-interval-scheduling, labor reporting, staffing, total quality management, just-in-time and industrial incentives.

Materials Handling industrial engineering services for workstation slider bed or rotary conveyors are line balancing on synchronous/asynchronous conveyor configurations, operation procedures, parts and tooling set-up and group leader/operator training.

Departmental materials handling services in the areas of the stockroom – finished goods – warehouse for LSRS, ARS, aisle saver and mini load conveying equipment involve shelf pattern determination, final layout, capacity development, kitted component thru put time, final storage equipment specifications, warehouse staff training, stockroom – finished goods – warehouse procedures and installation. Departmental services in the areas of assembly – fabrication – work in process for DGVS, transporter and overhead monorail conveyor equipment include tote tray patterns, traffic flow and equipment sizing, tote flow and routings, final layout, capacity development, work-in-process thru put time, final work-in- process equipment specifications, production staff training, manufacturing procedures and installation. Plant wide services involve a combination of the above.

The Operations Audit is presented in an outline format and supported with graphics.

Let's begin ...

RETURN-ON-INVESTMENT ANALYSIS

2. OPERATIONS AUDIT

2.1 ASSEMBLY MANUFACTURER

2.11 PURPOSE

2.12 SCOPE

2.13 INDUSTRIAL ENGINEERING GENERIC PROPOSAL

MANUFACTURING AUDIT OF SEMI-AUTOMATION MACHINERY

MATERIALS HANDLING EQUIPMENT

DIRECT LABOR CONTROLS

METHODS AND STANDARDS, SHORT-INTERVAL-SCHEDULING, LABOR REPORTING, PACED ASSEMBLY, PACED ASSEMBLY WITH ROBOTICS, PICK AND PACK SYSTEMS & INDUSTRIAL INCENTIVES

RETURN-ON-INVESTMENT ANALYSIS

2. OPERATIONS AUDIT

2.1 ASSEMBLY MANUFACTURER

2.11 PURPOSE

The purpose of our MANUFACTURING AUDIT is to present to management comprehensive assistance in the evaluation of the company's current status regarding semi-automation machinery, materials handling equipment and direct labor controls for the profitable manufacturing of the company products of the highest degree of reliability with optimum lead times and unit cost, within the space confines the current facility for the volume levels and efficiency of operations projected.

2.2 SCOPE

Review and understand company objectives and short and long-term goals, as they relate to program areas defined. Review and understand company product line and sales forecast. Evaluate existing manufacturing facility building plan auto cad drawings including building walls, square footage, column location, utilities locations (will need local power and air pressure requirements) for the listed departments:

• Stockroom Area • Fabrication Department • Assembly Department • Finished Goods Department

Analyze, review and evaluate, by application of sound engineering/management techniques, the fabrication and assembly requirements at various anticipated production levels for space, manpower, shift and machine utilization. Operational assessment including materials handling alternatives and productivity areas of semi-automation and direct labor control systems will be closely scrutinized within the following areas:

COMPONENT PREP AREA, WORK-IN-PROCESS, FINISHED GOODS AND STOCKROOM

- Handling, dispatch and stocking components in the most cost effective manner.

- Live Storage and Retrieval Systems

- Horizontal, Revolving Parts Carousel

- Horizontal, Revolving Skid Carousel

- Vertical Revolving Parts Carousel

- Order Picking Vehicle servicing stationary shelving

- Electrical and/or Mechanical Aisle Savers

- Live and Conventional Skid Rack Application

- Component part picking methodology

- Shelving and Flow Rack Application

- Use of cubic capacity and space optimization

- Programmed and computer controlled robot picking and replenishment of tote trays

- Sortbars and Lightrees

- Material Flow

- Storage and queue requirements

- Staffing and organization chart

FABRICATION, SUBASSEMBLY, FINAL ASSEMBLY, QUALITY CONTROL AND PACKAGING OPERATIONS

- Paced Assembly Conveyor Applications - Work Center

- Paced Assembly Conveyor Applications - Rotary with or w/o pick & place robot

- Paced Assembly Conveyor Applications - Straight Line with or w/o pick & place robot

- Paced Assembly Conveyor Applications - Overhead Monorail

- Bench-Progressive Line Applications

- Supply, Storage and Interface with prior and subsequent operations

- Transporter Conveyor System Applications

- Progressive Assembly Carousel Applications

- Guided Vehicle Applications

- Work-In-Process Computer Control - Lot Tracking System

- Work-In-Process Computer Control - Inventory System

- Computer Interface with total conveyor network feasibility

- Automatic Cleaning

(Continues...)

Excerpted from Classic Productivity Systems for the Assembly Manufacturer or Distribution Centerby Joseph D. Gray Copyright © 2011 by JD Gray Associates. Excerpted by permission of iUniverse, Inc.. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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