Agile Manufacturing:What, Why, and… How to get started
Go Beyond Lean, Get Agile
Collaborative Is More than Robots
Scaling With Automation
SuperTrak CONVEYANCE™ is the foundation of the world’s top manufacturers
Reduce Complexity | Accelerate Deployment | Increase Flexibility
$3B+Active Automation
18+Years In Market
600+Systems Deployed
Today
1 – Lean v. Agile2 – Market Conditions3 – Taking a First Step4 – Questions and Open Discussion
Lean manufacturing is generally considered to be a precursor to agile. Many lean practices are also enablers for agile manufacturing.
- leanproduction.com
Mass Production
CIM(Robotics)
Lean Manufacturing
Just In Time
Agile Manufacturing
Toward 21st Century
?
Source: Agile operations for volatile times by
A world class medical device manufacturer cultivated world class operations in high volume, low margin business.
Sought to increase flexibility by looking upstream and increasing the number of shared components.
Source: Agile operations for volatile times by
Lowered capital costs for the targeted products by 40 percent while reducing the ramp-up time for new product variations by 75 percent.
Source: Agile operations for volatile times by
Item Lean Agile Enablers
Kaizen - Continuous Improvement l l Statistical Process Analysis
Continuous, Level Flow (Heijunka) l l Robust Communication
Single Piece Flow l l Data Systems Drive Communication
Polka Yoke – Mistake proofing l l In Process Inspection
Jikoda – Detection through automation l l Partial Automation
Agile principles
The market is pushing us into more unpredictability, therefore, we all need at least a little bit of agile in our business.
The factory of the future will have only two employees, a man and a dog.The man will be there to feed the dog.
The dog will be there to keep the man from touching the equipment- Warren Bennis
Step 1
Process Definition
Foundation is correctly identifying all
inputs & outputs
Reduce cost (e.g., for production)
Improve quality
Increase productivity through R&A
Improved capabilities of robots (technology driven)
Enable higher flexibility in production
Reinforcing safety increase (e.g., tasks are too dangerous for employees)
(Physical) unburdening of employees
Respond to labor shortage
Decreasing robot prices
New application enabled by new R&A technology
New applications in productions require additional equipment
Brand perception
Step 1
Process Definition
Foundation is correctly identifying all
inputs & outputs
When to move on?1. Exhausted practical process improvement
→ Confirmed that a new approach is needed
2. Removed (or identified) bottlenecks
→ Informs you and the next stage of system design
3. Reviewed serial vs. parallel processing
→ Directs “finish line” of centralized / decentralized approach
Step 2
Data Analysis &Infrastructure
Process validationat defined inputs / outputs
Reduce cost (e.g., for production)
Improve quality
Increase productivity through R&A
Improved capabilities of robots (technology driven)
Enable higher flexibility in production
Reinforcing safety increase (e.g., tasks are too dangerous for employees)
(Physical) unburdening of employees
Respond to labor shortage
Decreasing robot prices
New application enabled by new R&A technology
New applications in productions require additional equipment
Brand perception
Step 2
Data Analysis &Infrastructure
Process validationat defined inputs / outputs
When to move on?1. Process data supports investment
→ Create the business case
2. IT / Infrastructure needs are known
→ Included in the plan
3. Organizational capacity for traceability
→ Automation generates new necessities
Automate (or augment)
Add technology where and when it ‘makes sense’
Reduce cost (e.g., for production)
Improve quality
Increase productivity through R&A
Improved capabilities of robots (technology driven)
Enable higher flexibility in production
Reinforcing safety increase (e.g., tasks are too dangerous for employees)
(Physical) unburdening of employees
Respond to labor shortage
Decreasing robot prices
New application enabled by new R&A technology
New applications in productions require additional equipment
Brand perception
Automate (or augment)
Add technology where and when it ‘makes sense’
When to move on?1. We don’t’!
→ Mix of automation technologies shifts
→ Dependent on organizations goals and the business case for each stage
→ Reliant on the team’s readiness to utilize new teachnologies
Any of these three stages may be the end destination of “automation” for your business
Manual + Technology Semi-Automated Fully Automated
Primary driver of need, with an understanding thatspeed brings complexity to process
Throughput (Volume)
Quality (Yield)
Availability (Uptime) Capacity and capability to meet shifting
customer demands
Continuous improvement and cost reduction initiatives
The Business CaseMajor Driver
Throughput (Volume)
Major Driver Extending Value
Quality (Yield)
Availability (Uptime)
Redeployment
Cost of Poor Quality
Total Cost of Ownership
Task Complexity
Labor
Supporting Driver
Scaling Up Product Mix
Material Value
Space
The Business Case
Example #1 – Product Development
Throughput (Volume)
Quality (Yield)
Availability (Uptime)
Cost of Poor Quality
Total Cost of Ownership
Labor
Scaling Up Product Mix Redeployment
Task Complexity Material Value
Space
Major Driver Extending ValueSupporting Driver
Stage 1:
Manual Process Development.
Utilized to develop critical
manufacturing process while IP is
in development or regulatory
process is completed.
Stage 2:Semi-
Autono
mous
6 PPM.
Manual stations integrated into
autonomous system to
demonstrate cycle time capability.Stage 3:Full
y
Aut
om
ate
d
35
PP
M.
Convert manual load stations to
auto-feed.
All stations tooled to run at 35 PPM.Stage 4:High-speed, Full
Automation 140 PPM.
Utilize asynchronous transport to
duplicate stations and increase
system rate for high-volume
manufacturing.
Development
Low Volume
High Volume
Validation
Task Complexity
Example #2 – Scale Fast
Throughput (Volume)
Quality (Yield)
Availability (Uptime)
Redeployment
Cost of Poor Quality
Total Cost of Ownership
Labor
Scaling Up
Material Value
Space
Major Driver Extending ValueSupporting Driver
Product Mix
COVID-19 Test Kits
Risk Complexity Flexibility ScheduleClean Room + FDAComplianceRe-configurability
ATS Automation Awarded Order
Booking to Enable Rapid Scale-Up of COVID-19
Test Kit Manufacturing
…expertise and technology were critical in the customer’s decision to award ATS this strategic program,” said Andrew Hider, Chief Executive Officer. “The program will be built on our
best-in class SuperTrak Conveyance™ platform. We look forward to delivering on…”
Instantaneous Choice Unpredictable
The market is pushing us into more unpredictability, therefore,we all need at least a little bit of agile in our business.
Today‘s Consumer
1. Start with the end in Mind2. Don’t Boil the Ocean3. Solid Process Definition4. Choose Foundational Technologies5. Find Strong Partners
Things to remember:
Agile Manufacturing:What, Why, and… How to get started
Go Beyond Lean, Get Agile
Collaborative
Is More than Robots
Scaling With
Automation
THANK YOU
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www.supertrakconveyance.com
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