Line Balance
Training Pack
Course agenda
• Introduction : What is line balancing?
• Where do we use line balancing?
• Example
• Line Balance – A simple example
• Pre-requisites for line balancing…
• The benefits of the pre-requisites
• Method
• Visual management
• Summary - flowchart
Introduction : What is line balancing?
Everyone is doing the same
amount of work
Doing the same amount of work to
customer requirement
Variation is ‘smoothed’
No one overburdened
No one waiting
Everyone working together in a
BALANCED fashion
What is Line
balancing?
Introduction : What is line balancing?
Introduction : What is line balancing?
Example : Line Balance Chart
This is a VISUAL production tool that enables the planning and
organisation of individual, TIMED items of work to create the
foundation for a balanced production line.
It is used as a tool to continuously drive out waste from operations
and processes and it is also a valuable tool in implementing
changes in customer demand,
Line Balance : Simple Example
Over-processing
Overproduction which
causes the other 6
wastes
5 mins
1
Inventory
Waiting
Transportation
25 mins
15 mins
10 mins
2
3
4
This operator
must WAIT for
operator 2
This operator
must WAIT for
operator 3
2
3
4
20
mins
15
10
5
1
Motion
Constraint
Overburden
25
Rework
Line Balance : Simple Example
Avoids
overburden
Promotes onepiece FLOW
15 mins
1
15 mins
15 mins
10 mins
2
3
4
Redistribute the work
25
20
15
10
5
Reduces
Variation
Minimises the 7
wastes
Pre-requisites to line balancing…
Calculate Takt
Understand the ‘drumbeat’
of the CUSTOMER
Achieve CONSISTENCY in
operations
Standardise
Enabling us to achieve our
customers requirements by
‘managing our production effectively’
Variation in our operations demands
more human intervention which,
increases the risk of HUMAN ERROR
Takt Time
Takt is a German word
It describes the metronome
It is the principal that all activity within a business is
synchronised by a pulse, set by the customer
demand
Takt
=
total time available*
total customer demand
Takt time
Customer demand = 10 units / month
Total time available = 20 days
Takt = total time available
total customer demand
Drumbeat = 1 part every 2 days
Each process needs to complete one unit every 2 days
Every 2
days
Process 1
Every 2
days
Process 2
Every 2
days
Process 3
Every 2
days
Process 4
Every 2
days
Process 5
Customer
Standardise
Standard work layout
Operation
sequence
Capture the layout
From:
Cell/ Area
To:
Description:
PPE MUST BE
WORN AT ALL
TIMES
Scale:
stores
Indicate how the
work flows
Highlight key
information
Work
station 1
Quality check
Part No.
Safety precaution
Std in process stock
Tool
cabinet
Work
station 3
Work
station 2
Qty of SIPS
Takt Time
Cycle time
6
Name / position
Date
Name / position
Date
Name / position
Date
Standardise
NO
REVISION
DATE PUM
ME
WORK INSTRUCTION SHEET
LOCATION:
SHEET……..OF………
DEPT:
DATE:
OPERATION NO.
PREPARED BY:
WP
NO
P.P.E.
MAIN STEPS
NO
OPERATING DESCRIPTION
JIGS/ TOOLS
OPERATION DESCRIPTION
PEGS REF:
HRS
AUTHORISATION:
TL
TL
TL
Q
S
E
As per PEGS requirement
KEY POINTS
REQUIRED CHECKS
TIME
PUM
EXPLANATION/ EXAMPLES/ DIAGRAMS
TRAINING COMMENTS
ME
The benefits of the pre-requisites
Takt time
What do you think
are the benefits?
Standard Operations
The benefits of the pre-requisites
Takt time maximises the productivity due to:
•
•
Easily managed processes
Output of each process matches customer demand
Standard Operations provide:
•
•
•
•
•
•
•
•
Capable and repeatable processes
Process control at source
Improves accuracy of planning
Better adherence to plans
A platform from which continuous improvement can be made
Reduced costs
Improved quality
Basis for training
Method - capture current state
Calculate TAKT
Customer demand = 19 units a month
Time available = 20 days a month
TAKT = Available time
Customer demand
TAKT = 20 days ( x 24 hrs in a day)
19 units
Current State
Ops
TAKT = 25 hrs
TAKT
Total work
content
Line Balance
Ratio
Line Balance
Efficiency
3
25hrs
Method - capture current state
Calculate TAKT
Why video?
- Used to visually record activity
- Accurate method of recording
- Irrefutable and unambiguous
- Modern approach to establishing method
Time the process
1.
Capture a representative sample of the process
2.
Review the video with the operators present
3.
Break down the ‘elements’ of work
and record a time for each one
4.
Identify which of the elements are Value-added
and which are non-value added
Method – capture current state
The operators cycle is broken down into elements
These elements are put into three main categories, these being :
Calculate Takt time
1.
2.
3.
Time the process
Working (man or machine)
Walking
Waiting
COMPANY
Break down the
work elements
PART NAME
STANDARDISED WORK
COMBINATION TABLE
PART NUMBER
PROCESS
WORKING
SEQUENCE
1
ORIGINATOR
DATE
SECTION
VOLUME
TAKT TIME
OPERATION NAME
TIME
MANUAL
AUTO
WAIT
Fit bracket A
10
3
4
Walk to bench
Machine
Inspect
0
2
10
0
10
4
0
5
2
SEC
OPERATION TIME
WALK
1
15
2
1
g
TOTAL
¨ISSUER
•
COORDINATOR
MGR
ISSUER
KEY:
Manual
Auto
CHECKED
Walk
Waiting
18 of 43
TAKT
Method - capture current state
Constraint – customer
demand not being met
Calculate Takt time
30
Time the process
30
Takt (25 hrs)
25
20
Break down the
work elements
15
17
15
10
5
Draw current state
Line Balance
1
2
3
Current State
Ops
Calculate total work
content (stacked time) :
15 + 30 + 17 = 62 hrs
3
Takt
25 hrs
Total work
content
62 hrs
Line Balance
Ratio
Line Balance
Efficiency
Method - capture current state
Or alternatively …..
1.
Identify the business area to be balanced
3.
Break down each process by task
i.
ii.
iii.
Machining
Treatments
Assembly
Op 2
Op1
2.
Form small group with team leaders/
operators
Use ‘post it’ notes
Write on the process name
Place on a board in sequence
4.
i.
ii.
iii.
Main
process
steps
Sub
elements
of work
Agree estimated time for each job and
number of operators involved
Is it 1, 5 or 10 hours
Estimate a time for each sub element
(use a rough guide)
Add up all the elements
Write on the main ‘post it’ the total time and total operators
3
Number of operators
2 1
5hrs
Total estimated time
2
2 1
5hrs
1
10hrs
2 1
1hr
1 2
5 hrs
1 2
5 hrs
1 2
5 hrs
1 2
5 hrs
Method - capture current state
Calculate TAKT
Time the process
2 1
• Lay all the ‘post its’ out in
sequence so that all of the
processes are visible
5hrs
Break down the
work elements
• Draw on the TAKT line (or use
string)
Draw current state
Line Balance
TAKT
3
2
2
1
5hrs
2
1
5hrs
1
10hrs
2 1
1hr
1 2
5 hrs
1 2
5 hrs
1 2
5 hrs
1 2
5 hrs
Method - capture current state
Target Manpower = Total Work Content
Takt time
Calculate Takt time
Time the process
30
30
Takt (25 hrs)
25
Break down the
work elements
20
15
17
15
10
Draw current state
Line Balance
5
1
2
3
Current State
Calculate target
manpower
Total work content = 62 hrs
Takt time = 25 hrs
= 2.48
= 3 operators
Ops
3
Takt
25 hrs
Total work
content
62 hrs
Line Balance
Ratio
Line Balance
Efficiency
Method – capture current state
Line balance ratio =
Calculate Takt time
Total work content
No. of stations x longest operation
Line balance Efficiency =
Total work content
Target manpower x Takt
Time the process
30
30
Break down the
work elements
Takt (25 hrs)
25
20
15
17
15
Draw current state
Line Balance
10
5
1
2
3
Calculate target
manpower
Target
manpower
Line Balance Ratio
Calculate Line
Balance Ratio &
Efficiency
Current State
= 62 hrs
(3 x 30)
X 100
= 69%
What could be achieved without
Line Balance Efficiency = 62 hrs X 100
reducing waste and still meeting = 83%
(3 x 25)
TAKT – simply REBALANCING!!
3
Takt
25 hrs
Stacked
time
62 hrs
Line Balance
Ratio
69%
Line Balance
Efficiency
83%
Method – balance to TAKT
30
30
Takt (25 hrs)
25
20
17
15
30
25
25
20
15
15
10
10
5
Takt (25 hrs)
25
12
Target 83%
Efficiency
5
1
example
2
3
1
2
3
Method – balance to TAKT
1.
Identify the elements of work that exceed TAKT
Balance to TAKT
30
30
Reduce Non Value
Added and
eliminate waste
Takt (25 hrs)
25
20
17
15
15
10
Re-allocate work &
re-balance
5
1
2
3
Update calculations
2.
Can this
be
improved?
Refer to Standard Work Combination table
COMPANY
DATE
ORIGINATOR
CHECKED
PART NAME
SECTION
STANDARDISED
WORK
COMBINATION VOLUME
TABLE
PART NUMBER
PROCESS
TAKT TIME
SEC
TIME
WORKING
OPERATION TIMETAKT
OPERATION
NAME
SEQUENCE
MANUAL
10AUTO
4 WALK
3 WAIT
1
0 0 0
1
Fit bracket2 A10 5 15
10 4 2 2
Walk to bench
1
Machine
Inspect
Yes
No
No
Complete work
instruction
(standardise) &
implement
TOTAL
¨ISSUER
•
COORDINATOR
MGR
ISSUER
3.
KEY:
Manual
Auto
Walk
Waiting
Identify where work can be re-allocated
Method – balance to TAKT
Or alternatively……
Balance to TAKT
Reduce Non Value
Added and
eliminate waste
Re-allocate work &
re-balance
1.
Refer to the ‘post it’
notes on the wall
2.
Use magnetic strips to signify the ‘post
it’ notes (elements of time)
Update calculations
3
2 1
Can this
be
improved?
1
1 2
1 2
1 2
2 1
1hr
1 2
5 hrs
5 hrs
5 hrs
5 hrs
5hrs
Yes
2
2 1
5hrs
10hrs
No
No
Complete work
instruction
(standardise) &
implement
3.
Using the experience of the team
leaders/ operators, invite them to
rebalance the work to below TAKT
Method – Identify value added and non-value added
time
Value Adding:
Any process that changes the
nature, shape or characteristics
of the product, in line with
customer requirements e.g
machining, assembly
What is Value added and non-value
added time?
Non-Value Adding,but unavoidable
with current technology or methods.
Any work carried out that does not increase
product value e.g inspection, part movement,
tool changing, maintenance
Waste
And don’t forget !!
All other meaningless, non-essential
activities that do not add value to the
product you can eliminate immediately e.g.
looking for tools, waiting time
Method – Identify value added and non-value added
time
Traditional Focus
• Work Longer-Harder-Faster
• Add People or Equipment
Value
Added
Waste
LEAD TIME
Lean Manufacturing
• Improve the Value
Stream to Eliminate
Waste
Method – reduce non-value added time and eliminate
waste
So, identify the category of work on the
standard work combination table
Balance to TAKT
Reduce Non Value
Added and
eliminate waste
COMPANY
DATE
PART NAME
SECTION
PROCESS
WORKING
SEQUENCE
1
Re-allocate work &
re-balance
OPERATION NAME
TIME
MANUAL AUTO
Fit bracket A
WAIT
3
4
Walk to bench 0
0
2 10
Machine
10 4
Inspect
0
5
2
10
1
15
2
1
Yes
TOTAL
¨ISSUER
•
COORDINATOR
MGR
ISSUER
SEC
OPERATION TIME
WALK
No
No
Complete work
instruction
(standardise) &
implement
KEY:
Manual
Auto
CHECKED
VOLUME
TAKT TIME
Update calculations
Can this
be
improved?
STANDARDISED WORK
COMBINATION TABLE
PART NUMBER
ORIGINATOR
Walk
Waiting
29 of 43
TAKT
Method – balance to TAKT
Or alternatively…
Balance to TAKT
Reduce Non Value
Added and
eliminate waste
Re-allocate work &
re-balance
Update calculations
Can this
be
improved?
No
No
Complete work
instruction
(standardise) &
implement
Yes
Detail each process step (on format above)
Indicate whether the work is :
• Wait
• Walk
• Work
Now you can split the operations on
the board into elements of Value added
and non value added work
Method – reduce non-value added time and eliminate
waste
Balance to TAKT
Highlight the Value added and the non-value
added work elements on the line balance board
Reduce Non Value
Added and
eliminate waste
Takt (25 hrs)
30
25
20
Non value added activity
15
Re-allocate work &
re-balance
10
Value added activity
5
1
Update calculations
Can this
be
improved?
Yes
No
No
Complete work
instruction
(standardise) &
implement
Use red strips to
signify non-value
added work
2
3
Method - reduce non-value added time and eliminate
waste
Balance to TAKT
Non value added activity
Value added activity
Reduce Non Value
Added and
eliminate waste
30
Takt (25 hrs)
25
20
15
Re-allocate work &
re-balance
10
5
1
Update calculations
Can this
be
improved?
Yes
2
3
•Reduce the NVA activity by applying
waste removal tools (changeover
reduction, 5C, process mapping etc)
No
No
Complete work
instruction
(standardise) &
implement
Attack the
red,
redistribute
the green !!
Future State
Ops
2
Takt
27 hrs
Stacked
time
57 hrs
Line Balance
Ratio
Line Balance
Efficiency
Method – re-allocate & re-balance
Balance to TAKT
30
Takt (25 hrs)
25
Reduce Non Value
Added and
eliminate waste
20
15
10
5
Re-allocate work &
re-balance
1
2
3
Update calculations
30
Takt (25 hrs)
25
Can this
be
improved?
No
No
Complete work
instruction
(standardise) &
implement
Yes
20
Operator freed
up for other
process or
improvement
team
15
10
5
1
2
3
Method - update the calculations
Line balance ratio =
Balance to TAKT
Total work content
No. of stations x longest operation
Line balance Efficiency =
Reduce Non Value
Added and
eliminate waste
30
Future State
Takt (25 hrs)
25
Re-allocate work &
re-balance
Total work content
Target manpower x Takt
Ops
20
15
2
Takt
25 hrs
Total work
content
44 hrs
10
5
Update calculations
1
Can this
be
improved?
Yes
Line Balance Ratio
2
= 44 hrs
(2 x 24)
Line Balance
Ratio
X 100
Line Balance
Efficiency
= 92%
No
No
Complete work
instruction
(standardise) &
implement
Previous
balance
ratio= =4469%
Line Balance
Efficiency
hrs
Improvement of 23% (2 x 25)
X 100
= 88%
92%
88%
Method - Continuous Improvement
Balance to TAKT
Act
Plan
A
Reduce Non Value
Added and
eliminate waste
Check
P
C D
Do
Re-allocate work &
re-balance
Continuously use
waste elimination tools
Update calculations
Can this
be
improved?
No
Complete work
instruction
(standardise) &
implement
Yes
Value
Added
Waste
LEAD TIME
Method - standardise
Standard work layout
Operation
sequence
Capture the NEW
layout
From:
Cell/ Area
To:
Description:
PPE MUST BE
WORN AT ALL
TIMES
Part No.
Scale:
Tool
cabinet
stores
Indicate how the
work flows
Tool
cabinet
Highlight key
information
Work
station 1
Quality check
Safety precaution
Std in process stock
Work
station 3
Work
station 2
Qty of SIPS
Takt Time
Cycle time
6
Name / position
Date
Name / position
Date
Name / position
Date
Method - standardise
NO
REVISION
DATE Mgr
ME
WORK INSTRUCTION SHEET
LOCATION:
SHEET……..OF………
DEPT:
DATE:
OPERATION NO.
PREPARED BY:
WP
NO
P.P.E.
MAIN STEPS
NO
OPERATING DESCRIPTION
JIGS/ TOOLS
OPERATION DESCRIPTION
PEGS REF:
HRS
AUTHORISATION:
TL
TL
TL
Q
S
E
KEY POINTS
REQUIRED CHECKS
TIME
PUM
EXPLANATION/ EXAMPLES/ DIAGRAMS
TRAINING COMMENTS
ME
Visual Management
The new line balance chart should be
displayed on the cell
The impact of changes in resource or
Takt on operator cycle times can be
seen instantly
Opportunities for Kaizen activities can
be easily identified
Summary
Balance to TAKT & eliminate waste
Capture the current state
Balance to TAKT
Calculate Takt time
Time the process
2
Current State
Operators
Takt
3
62 hrs
Line Balance
Efficiency
69%
Line Balance
Ratio
Future State
Break down the
work elements
25 hrs
Total work
content
83%
1
5hrs
Reduce Non Value
Added and
eliminate waste
Draw current state
Line Balance
Calculate target
manpower
Re-allocate work &
re-balance
Update calculations
Can
Can this
this
be
be
improved?
improved?
No
Calculate Line
Balance Ratio &
Efficiency
Complete work
instruction
(standardise) &
implement
Yes
Ops
2
Takt
25 hrs
Total work
content
44 hrs
Line Balance
Ratio
92%
Line Balance
Efficiency
88%