As manufacturers, we’re always looking for ways to make things work faster, cheaper, and simpler. Often the approach we take involves reassessing the production elements within the plant that impede system flow. In such an analysis we take stock of the operation as a whole in search of efficiencies in the parts. In short, to improve productivity and respond quickly to changing customer demands, we try to make the most of the resources available in our plant. In doing so, the modern manufacturer strives for total enterprise resource planning (ERP) that ensures that all elements of the plant are in sync with each other. In the evolution of ERP as a manufacturing concept, the idea of ​​managing the work center as a place of greatest efficiency gains has come to the fore.

While pull production techniques certainly strive for just-in-time (JIT) manufacturing modes, efficiencies that could be gained in other plant operations are sometimes lost in expensive set-ups and indirect labor costs associated with pull production. non-productive workshop time. . To overcome these negative aspects, the lean cells It was developed to take advantage of the production of repetitive units and the physical space of the plant. Based on sensible ergonomic principles, in the lean cell, operators work in close proximity to each other, so close that units of parts can simply be passed. In the classic lean work cell, an ERP operation can maximize production efficiencies through some of the most basic lean principles:

1. Continuous flow: By using shadow boards for tools and delivering material to the cell prior to assembly, the Lean Work Center eliminates most non-value-added operator movement (ie indirect costs). In other words, the lean cell becomes a place of efficiency where a value-added to value-added operation is performed.
2. Configuration and reconfiguration efficiencies: By isolating repetitive production processes in a single space, cell setup and reconfiguration costs and times are significantly reduced. This results in maximized changeover with minimized downtime in relatively uninterrupted plant flow.
3. improved quality: With the opportunity for immediate feedback through quality inspection, the lean cell reduces waste and improves continuous improvement, a principle of lean production. Also, by using simple and efficient machines in the cell, replacement of malfunctioning devices is usually quick and easy.
4. JIT delivery: Parts not only arrive in the cell when needed, but the lean cell’s rapid single-part (or small) batch flow means that pull output is maximized at every step along the system’s flow . Additionally, non-cyclical work is performed by support staff located outside of the cell. All of these factors help eliminate both inventory and work in progress.

Ultimately, the proper use of a lean cell system in an ERP operation significantly reduces production cycle time. From receiving the order by the order entry clerk to shipping finished products off the plant floor, production time is reduced and JIT production is improved. Additionally, with indirect costs minimized through continuous-flow ergonomic design, lean cell manufacturing improves the all-important bottom line profit margin.