| Cellular manufacturing is widely
accepted. The trend is towards product focused cells equipped with all the
machines, controls, people and support needed to make a finished product, sub-assembly or
component. Payment schemes, incentives, performance measures and accountability are also
aligned with the requirements of a responsive business, rather than with the traditional
functional organisation with incentives orientated towards maximising process output
whether needed or not.
The objective of cellular manufacturing is to create and
maintain a small business culture in which the cell is seen as the only place where real
work is done. We believe that there are four dimensions to cell manufacture. They are
interdependent and together they set in motion a continuous, self-generating spiral of
improvement. Each must be tackled consecutively in order to reap the benefits of getting
cell-manufacturing right.
People - The readitional
approach of trying to improve cost, quality and lead time by regrouping machines or
processes is being overtaken by attention to the people issues. Most companies that have
implemented cells suggest that people issue to be an important factor for success. They
suggest gaining commitment at all level as a key task. In fact, the most successful
companies made significant more investment in communication and training.b
Engineering - Everything that
happens in a cell can be considered as one operation. All process are physically located
in one area and managed as a single entity. Inputs to the cell are work instructions, and
workable work with all materials, tools and specifications. The cell's output is a
completed component, assembly, or product. Teaming between cell leaders and the specialist
quality, production, and mainte nance engineers supporting them enables all processes to be
physically located closer together and quickly highlights areas which need attention. Most
companies which have implemented cells have seen improvements in distance traveled, number
of times handled, productivity, quality and changeover times, and in many cases these are
judged to be significant.
Logistics and Control - Each
cell is both a supplier and a customer to other cells or functions. Cell team members need
to recognise this and develop ways of working with their suppliers to give their customers
satisfaction. Most companies achieve a lead time reduction of up to 25%, and some reduce
lead-time by more 50%. Reductions in work in progress and inventory are equally
impressive. It is important to break down any remaining barriers between functions. For
example, reductions in manufacturing lead time achieved by the application of cell
manufacturer need to be matched in other areas of the business, such as sales and
marketing, product design, and procurement.
Accountability for Performance
- Most companies who have implemented cells suggest that traditional performance measures
are inadequate. They have moved from measuring standard cost variance, direct labour
utilisation, and overhead recovery. They now favour more meaningful reports geared towards
customers’ drivers, for example:
Percentage achievement of plan
Throughput time
WIP and inventory levels
Percentage quality performance
The inclusion of support activities within the cell, often
being undertaken by the operators, enables accountability to be clearly defined. Material
movements and inspection are the most common inclusion, although some cells have
incorporated tool management and production control. Flexibility is the key to successful
cells. Not only must the operators be willing to be flexible but all concerned must be
flexible in their attitude and approach.
By Paul Simon
Enterprise
Change Consultant
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