Team Vision for System-Level Design PhaseSummarize:
- During the Design Phase SEW LEAN planned to complete individual assignments to finish current state value stream maps, time studies, baseline measurements for all engineering requirements, and research on blind manufacturing and previous process changes that have been completed at ABVI.
- During the Systems Design Phase SEW LEAN continued understanding of the current state at ABVI. The team spent time updating floor plans, creating VSMs, fishbone diagrams, researching possible ideas for machine conversion and doing time studies. There also was a lot of discussion to correctly update customer and engineering requirements, and on how project success will be measured.
Blind Sensitivity TrainingTo increase understanding the team completed blind sensitivity training on Sept. 28th.
The material shared with the team during training can be viewed here: Sensitivity Training Guide
SEW LEAN still plans to meet with Rehab Engineers at ABVI to learn more about the conversion of jobs from sighted to blind or visually impaired. Tentative plan is to meet the week of October 30th, during the next phase.
The National Institute for the Blind (NIB) operates dozens of sewing facilities, employing thousands of workers across the country.
Using NIB’s resources, extensive research has been conducted as to how to convert a sewing machine so that a blind or visually impaired worker is able to operate it.
Based on this research, anything beyond simple guards on each machine is ineffective due to the various levels of sight and different abilities that are specific to each individual worker.
As we progress through this project, we will try to convert as many machines as possible while leaving ABVI with the ability to easily change the adaptations to suit the needs of future employees.
The team is using a live document to compile ideas through the trial and error that is expected with any machine conversion. This document can be viewed here:
Good Practices Observations
There are many observations the team has made while analyzing the current state of good practices currently ABVI.
- Many areas are set up in a U-shaped cell (liners and shells)
- There is high flexibility to rearrange employees/work when the line is stopped (observed this phase)
- Every part is inspected, leading to high quality of shipped goods
- There are already systems for tracking and reporting defects
- There is a system in place to track size/production changes (orange block)
SEW LEAN created fishbone diagrams for each of the four problem focuses to help determine root cause.
The Sew Lean team had the opportunity to perform time studies on the AFP production line. Time studies are helpful when studying the current state and working on improving the balance as well as the flow of the line. Figure (1) below shows the data collection sheet that was created and used to collect data. The times captured include the duration of the overall process at each station as well as the duration the tool was touching the material, which was defined to be the value-added portion of the process.
Figure (2) below shows a snapshot of the sheet containing input time study data. The overall process as well as the “value-added” portion of the process at each station were timed four times, and the averages were taken to find the cycle time of the overall process versus the value-added time per station.
Finally, stations with similar functions were grouped together and their average cycle times and value-added times were added together. This is shown in Figure (3). A bar chart, displayed in Figure (4), was generated to represent the “Average Cycle Time” versus “Duration of Material Under Machine”.
During this phase SEW LEAN determined Key Performance Indicators that will be measured to indicate the success of the project. Improvement will indicate project success. In addition, each indicator was tied to a project focus to ensure all focus areas were being monitored and addressed.
SEW LEAN determined key areas of importance and focus for project success. The responsibilities were divided among group members to ensure focus throughout the project.
Value Stream MapsDuring this phase the team began a current state VSM. The air force pant line being down delayed time studies, and map completion. SEW LEAN plans to complete the VSM in the next phase.
After creating a current state floor layout SEW LEAN created spaghetti diagrams to understand and visualize all the motion and transportation throughout the AFP process.
Designs and Flowcharts
During Phase II SEW LEAN continued to take measurements and update a floor layout of the current state at ABVI.
The numbers represent machine locations and correspond to the following Machine List. The orientation of each number represents the direction the operator sits while operating the machine.
Process Flow Charts
To understand the process SEW LEAN finished flow diagrams of the coast guard shorts line during this phase. All diagrams can be viewed here:
A live document SEW LEAN is using to plan for and mitigate risks can be found here: Risk Management
Design Review Materials
The SEW LEAN Systems Design Phase Presentation can be found here: Systems Design Presentation
Plans for next phase
- During the Detailed Design Phase SEW LEAN is committed to finishing any outstanding task from the current phase. Begin tracking important metrics, and current state of KPIs. Begin testing machine conversion ideas.
- Individual team member 3-week plans can be found here: