This project will have you work together in groups to practice and demonstrate your leadership skills and team decision making in a 3 to 4-week production simulation during our regular class time that will involve daily team huddles, assigning resources, data collection, data monitoring, and data reporting on your production performance. (. Improvement methods that were discussed in class are expected to be applied to improve performance of your production line.The final week of this project will have each team present their results, findings, and interesting things learned throughout.
Project Details – Outputs and successes include:
You must measure, record, and report out upon the following KPIs:
1. Throughput (units/min)
2. First Time Yield (FTY)
3. WIP (units in process)
4. Productivity (min/unit)
5. Direct vs. Indirect Labor ratio. Please refer attached document for your refere.
FinalProject-Group-3WEEKSInstructionsR20241.pptx
Group_1_Production_Line_Simulation_Day_3improvements-11884575.pdf
Manufacturing Leadership
FINAL PROJECT – Production Line
1
Now that you have learned and developed the necessary leadership skills and technical problem-solving skills, it’s time to start running and managing your very own production cell!
This project will have you work together in groups to practice and demonstrate your leadership skills and team decision making in a 3 to 4-week production simulation during our regular class time that will involve daily team huddles, assigning resources, data collection, data monitoring, and data reporting on your production performance. (i.e. applying the concepts learned in MGMT8670). Improvement methods that were discussed in class are expected to be applied to improve performance of your production line.
The final week of this project will have each team present their results, findings, and interesting things learned throughout.
Here’s how to accomplish this, stay on track, and earn the grades!
Week 10, will be “Day-1” setting up the “initial/current state” production (worth 10% of your grade):
“SETUP” and “PLAN” your production team and production cell. You will need workers, a QC person, and a leader/supervisor. You will be given an area of the classroom for which you are free to arrange the resources you need (desks, chairs, tables, bins, people, flow, etc.) in order to “RUN” your Day-1 production. Day-1 will represent what’s known as your “initial/current state” production process.
Week 11 and 12 will be dedicated to apply improvements to original set-up, measure productivity and improvement progress and be ready in week 12 to run a full scale production.
Project Details – Outputs and successes include:
All team members in attendance and participating
All team members have a role to play, and have fulfilled that role during the simulation
You must measure, record, and report out upon the following KPIs:
1. Throughput (units/min)
2. First Time Yield (FTY)
3. WIP (units in process)
4. Productivity (min/unit)
5. Direct vs. Indirect Labor ratio
Project Details – Outputs and successes for Day-1 (worth 10% of your mark):
A team huddle occurs prior to production run (led by team leader/supervisor)
Receive instructions on the product specifications and BoM
Day-1 production performance data has been collected somehow (paper, pen, or digital)
Day-1 informal report out to Plant Manager (Faculty). What is going well/not well, doubts needing clarified, etc. (24 hours after class)
Observe, document, take/make notes about anything you may want to use/share for your final presentation (final report out in week 15)
Production supplies returned to warehouse
Classroom tidied up and returned back to its original state
Depending on our successes and challenges, we may need to run production twice for Day-1. Plant manager will decide.
MGMT8670 Project Details – DAY 1 In Class Preparation and Work:
Group planning and decision making to production run. You will have about 60 to 70 minutes to complete the following:
Assign specific LEADERSHIP ROLES to each team member: Operational Leader, Team Huddle Leader, KPI Leader, Kaizen (improvement) Leader, Auditor/Notetaker (do not confuse auditor and inspector) – explain why the specific role (max 1 point)
Create a LSW (leader standard work) document for each leader (max 2 points)
Prepare an agenda and hold Team Huddles – communication, motivation (max 2 points)
Decide the metrics needed to be collected from the production line (explain) and create the template dashboard to be used throughout the project (max 2 points)
First attempt to production line set-up (initial/current state) (max 3 points)
Informal verbal report out (in class) to your Plant Manager (Faculty) what goes well, challenges, help needed
Within 24 after class ends, group submits any document created in the Project Folder for proper scoring of class activities.
Make any notes your group may need to use later on to create your final report out, including observations about leadership styles, personalities, etc. Notes from each week are key to final presentation preparation.
Depending on our successes and challenges, we may need to run production twice for Day-1. Plant manager will decide.
Project Details – Day-1 BOM (Bill of Materials)
Fig. 1 FINAL PRODUCT
Fig. 2 BOM
END OF DAY 1 TO BE CONTINUED
Your team will be tasked with “IMPROVING” your production process to meet a new level of demand (i.e. a new/higher production quota). Can you achieve this new production quota? What improvements/changes do you need to make in order to achieve this new production quota? This week will be dedicated to brainstorming, and making change for the better (kaizen …).
Outputs and successes for Day-2 include:
All team members in attendance and participating
Video capture (recording) from Day 1 is available/ready for team review during this week
Team Huddle
Several (multiple) process improvement ideas established (max 1 point); and
Top/best process improvement ideas selected and physically tested in time for the next production run and pilot run or trials conducted to validate success and practice new (changed) processes, techniques, or tools. Improved, optimized, balanced production line is ready to run (desired state = new process set-up) to meet new/higher production quota (max 2 points);
Dashboard updated (max 2 point)
Depending on our successes, challenges, ideas, and implementation progress this week, groups may decide to pilot/run production in week 3 (Day-3) instead. TBD by plant manager and groups.
Project Details –
Week 11 is “Day-2” PRODUCTION LINE IMPROVEMENT (worth 5% of your final grade)
9
END OF DAY 2 TO BE CONTINUED
This week will be used for piloting and running production based on the improvements/ideas/setups arrived at during Day-2. The goal for this week is to setup your improved state production process and resources, and then run production to achieve the target production quota.
Outputs and successes for Day-3 include:
All team members in attendance and participating
Top/best process improvement ideas from Day-2 are implemented
A team huddle occurs prior to production run (0.5 points)
Production run delivers on the throughput target (max 1.5 points)
Production monitoring of KPIs takes place (max 1.5 points)
One last improvement (final desired state) of performance has been achieved (max 1.5 point)
BUILD SOME FUN INTO IT
Project Details –
Week 12 will be “Day-3” FULL PRODUCTION RUN + FINAL IMPROVEMENT(worth 5% of your grade)
TARGET
25
pens/group
END OF PROJECT TO BE CONTINUED – FINAL PRESENTATION
image1.png
image2.png
,
Project
Production Line Simulation Day 1
MGMT8670 – MANUFACTURING LEADERSHIP
Presented by
Lino Johnson
Sai Pavan Sagam
Yoganshu Patil
Pranay Bogam
Guided by
Prof. Sorina Andries
Submission Date
03/17/2024
Rev. (i) – 03/26/2024
• Pranay Bogam has been chosen as the Operational and Kaizen Leader due to his
ability to resolve issues swiftly and effectively. He is proactive and excels at
coordinating team members to achieve objectives. His educational background
includes a bachelor’s degree in mechanical engineering from India. His one-year
experience under a production manager has equipped him with valuable insights into
managing production lines, enabling him to make crucial decisions. He is adept at
analyzing production schedules, addressing manufacturing line issues, and has a basic
understanding of Six Sigma and Lean manufacturing.
• Yoganshu, with his adventurous personality, serves as the Team Huddle Leader and
Assembler. His extroverted nature and strong communication skills are instrumental
in fostering team cohesion. He motivates his teammates and builds strong
relationships, contributing significantly to team development. He holds a diploma in
Mechanical Engineering and has gained professional experience as a supervisor at an
automotive company. This experience makes him well-suited for the role, as he is
familiar with the production process and understands product.
• Sai Pavan Reddy Sagam’s is chosen as KPI Leader his personality aligns with the
architect type. His background reflects a distinctive mindset, strategic vision, and
extensive design knowledge. Earning a Bachelor of Technology in Petroleum
Engineering and a Master of Science in Supply Chain Management exemplifies this.
Further, his experience as a Supply Chain Analyst at a firm for 2 years and as an
Inventory Management Specialist at another company for 1 year demonstrates his
ability to apply these skills in supervising workflows effectively.
• Experienced in auditing and final assembly, Lino Johnson contributes more than ten
years of global knowledge, especially from architectural projects in Dubai. His
educational background includes a bachelor’s degree in mechanical engineering from
India and he is well-known for his commitment to operational excellence and does
well in demanding settings. Lino demonstrates remarkable problem-solving skills and
has a track record of finishing projects on time and under budget. His responsibilities
include precisely supervising the final assembly process and conducting thorough
audits to maintain quality standards. Lino is a great help in maximising operational
performance because of his drive and leadership.
Leadership Standard Work:
Tasks
Week 1 Saturday
Week 2 Saturday
Week 3 Saturday
Raw Material
N/A N/A
Team Meeting
N/A N/A
Inspection of
raw material
N/A N/A
Line setup
N/A N/A
Distribution of
Raw material
N/A N/A
Gemba Walk
N/A N/A
Recording of
time and data
of production
N/A N/A
Collect and
Analyze KPI
Data
N/A N/A
Documentation
and Final
Report
N/A N/A
Meeting with
Plant Manager
N/A N/A
1. Discuss process starting and production responsibilities.
2. Talk with the team regarding the product.
3. Consult the team on assembly line configuration.
4. Provide assembly manuals for the product.
Team Huddle Agenda
Tasks Location Time
Pranay
Bogam
(Operational
& Kaizen)
Yoganshu
Patil
(Team
Huddle)
Sai
Pavan
Reddy
Sagam
(KPI
Leader)
Lino
Johnson
(Auditor)
Raw Material
Classroom (GU-GMB-
E8) 13:00
Team Meeting Classroom (GU-GMB-
E8)
13:05
Inspection of
raw material Classroom (GU-GMB-
E8) 13:15
Assigning
Operators Classroom (GU-GMB-
E8) 13:20
Distribution of
Raw material Classroom (GU-GMB-
E8) 13:28
Gemba Walk Classroom (GU-GMB-
E8) 13:40
Documentation
and Final
Report Classroom (GU-GMB-
E8)
14:00
Meeting with
Plant Manager Classroom (GU-GMB-
E8) 14:15
• DIRECT & INDIRECT LABOUR
DIRECT & INDIRECT LABOUR (3:5)
Direct Labour Indirect Labour
Operator 1 Operational Leader
Operator 2 Kaizen Leader
Assembler Auditor
KPI Leader
Team Huddle
1) First-time Yield: (number of good parts/numbers of total products) *100
= (3/3) *100
= 100
First-time yield of 100%
Day Number of units
Produced
Time
(min)
Quantity
good Rejection Reworked FTY
DAY 1 3 1.40 3 0 0 100.00%
DAY 2
DAY 3
KPI DAY 1 DAY 2 DAY
3
Improvement
1
Improvement
2
Improvement
3
First time yield (FTY) =
(quantity good / quantity
produce) *100
(3/3) *100 =
100%
Throughput = total number of
units/ total time (units/sec) 0.04
WIP (unit in process) 0
Productivity = total time taken /
unit produced 33.333
1. Rubber Grip
2. Upper Casing
3. Tip
4. Spring
5. Refill
6. Upper Part
7. Thrust Device
8. Lower Casing
Workstation 1
Workstation 2
Workstation 1
1. Rubber Grip 2. Upper Casing ( Sub-Assembly 1) 3. Tip 4. Upper Part 5.
Workstation 2
1. Spring 2. Refill (Sub-Assembly 2) 3. Thrust Device 4. Lower Casing
Workstation 3
Combining and tightening subassembly 1 & 2.
Assembly Flow Chart: (DAY 1)
Day-2” PRODUCTION LINE IMPROVEMENT
Team Huddle Agenda
Tasks Location Time
Pranay
Bogam
(Operational
& Kaizen)
Yoganshu
Patil
(Team
Huddle)
Sai
Pavan
Reddy
Sagam
(KPI
Leader)
Lino
Johnson
(Auditor)
Raw Material
Classroom (GU-GMB-
E8) 13:00
Team Meeting Classroom (GU-GMB-
E8)
13:05
Inspection of
raw material Classroom (GU-GMB-
E8) 13:15
Assigning
Operators Classroom (GU-GMB-
E8) 13:20
Distribution of
Raw material Classroom (GU-GMB-
E8)
13:28 –
13:30
Gemba Walk Classroom (GU-GMB-
E8)
13:40 –
13:45
Meeting on
Improvements Classroom (GU-GMB-
E8)
13:45 –
14:00
Sample test
runs (1-7) Classroom (GU-GMB-
E8)
14:00 –
14:20
Production
Review
meeting Classroom (GU-GMB-
E8)
14:20 –
14:25
Documentation
and Final
Report Classroom (GU-GMB-
E8)
14:00
Meeting with
Plant Manager Classroom (GU-GMB-
E8) 14:15
Leadership Standard Work:
Tasks
Week 1 Saturday
Week 2 Saturday
Week 3 Saturday
Raw Material
N/A
Team Meeting
N/A Inspection of
raw material
N/A
Line setup
N/A
Distribution of
Raw material
N/A
Gemba Walk
N/A Meeting on
Improvements
Sample test
runs (1-7)
Production
Review
meeting
Recording of
time and data
of production
N/A
Collect and
Analyze KPI
Data
N/A
Documentation
and Final
Report
N/A
Meeting with
Plant Manager
N/A
IMPROVING” our production process to meet a new desired state of our process (i.e. an
improved performance of any or all of the KPIs).
• We as a team discussed various options and recorded time each workstation took for completion
of each process as well as the entire process.
• All process that we executed had their own advantages as well as disadvantages. This exercise
has helped us to improve our production process skills and lot of brainstorming, creativity, and
imagination etc.
• We also gave attention to improving performance of any KPI’s.
• After long discussions and trial runs, we came up with 5 ideas where workstations were plotted
and assigned assembly of “Conestoga Pen”. Where the pen comprised of 08 parts which when
installed accurately, qualifies 100% working condition. Each workstation is crucial in
production of quality products. Therefore, we ensured inspection of parts, moving between the
workstations.
Several (multiple) process improvement ideas established.
Below are some of the list and part Number details of the assembly line.
Part Name Part Number
Rubber Grip P1
Upper Casing P2
Tip P3
Spring P4
Refill P5
Upper Part P6
Thrust Device P7
Lower Casing P8
Process Summary
WORKSTAT
ION 1
WORKSTATI
ON 2
WORKSTATI
ON 3
WORKST
ATION 4
QUANT
ITY OF
CONES
TOGA
PENS
PRODU
CED
RECOR
DED
COMLE
TION
TIME
PER
UNIT
PRO
CESS
1
P4, P5, P7 P2, P6, P8 P1, P3 NA 6 26s
PRO
CESS
2
P4, P5,P6, P8 P2, P7 P1, P3 NA 6 27s
PRO
CESS
3
P4, P5, P6, P7 P1,P2,P3,P8 NA NA 6 29s
PRO
CESS
4
P1,P2,P3,P4,P
5,P6,P7,P8
NA NA NA 6 40s
PRO
CESS
5
P1,P2,P3,P4,P
5,P6,P7,P9
P1,P2,P3,P4,P5
,P6,P7,P10
P1,P2,P3,P4,P5
,P6,P7,P11
NA 6 32s
PRO
CESS
6
P4,P5 P2,P7 P6,P8 P1,P3 6 24s
PRO
CESS
7
P4, P5, P6, P7 P1,P2,P3,P8 Assembly 2.0 NA 6 34s
PROCESS 1
WORKSTATI
ON 1
WORKSTATI
ON 2
WORKSTATI
ON 3
WORKSTATI
ON 4
RECORDE
D
COMLETI
ON TIME
PROCE
SS 1
P4, P5, P7 P2, P6, P8 P1, P3 NA 26
PROCESS 2
WORKSTATI
ON 1
WORKSTATI
ON 2
WORKSTATI
ON 3
WORKSTATI
ON 4
RECORDE
D
COMLETI
ON TIME
PROCE
SS 2
P4, P5,P6, P8 P2, P7 P1, P3 NA 27
PROCESS 3
WORKSTATI
ON 1
WORKSTATI
ON 2
WORKSTATI
ON 3
WORKSTATI
ON 4
RECORDE
D
COMLETI
ON TIME
PROCE
SS 3
P4, P5, P6, P7 P1,P2,P3,P8 NA NA 29
PROCESS 4
WORKSTATION
1
WORKSTAT
ION 2
WORKSTAT
ION 3
WORKSTAT
ION 4
RECORDE
D
COMLETI
ON TIME
PROCE
SS 4
P1,P2,P3,P4,P5,P6,
P7,P8
NA NA NA 40
PROCESS 5
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