Improving throughput of a semi-automated assembly line subject to operator skill-level constraint

See, Shu Xin (2022) Improving throughput of a semi-automated assembly line subject to operator skill-level constraint. Final Year Project, UTAR.

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Abstract

Integrating humans into manufacturing systems has been considered a critical aspect in a semi-automated line as dynamic human characteristic constrains the throughput production and leading to the occurrence of manufacturing bottleneck. In the research, it is discovered that the manufacturing problems was incurred at the manual assembly workstation where the process has longest cycle time and lowest production output.With regards to this, this paper presents a methodology for analysis of the bottleneck in the manufacturing systems and aims to develop potential solutions that have direct impact toward throughput improvement. Results obtained are based on the research that was carried out in the Camfil Malaysia Sdn Bhd. In this research, Root Cause Analysis was implemented as an analytical technique and preliminary step to identify the potential causes of the manufacturing problems. It was found out that poor arrangement of tasks, inconsistent performance of operators, imbalance in workload distribution, poor workflow and poor layout design were the main issues encountered in the manual bottleneck workstation. To tackle the relevant production issues, work standardization, 5s practices and redesign facility layout were adopted in the manufacturing line. Besides, Kaizen was applied in re-constructing the work sequence, working technique, equipment, work scheduling, workflow and the design layout. With the application of work standardization and Kaizen, consistent production with optimal work practices was achieved in the bottleneck station, which leading to a high production outcomes and low operating time. Based on the result, there is about 38.69% decrement in production cycle time in the bottleneck workstation. Moreover, work standardization enables to tackle the problem of imbalance in workload distribution in which the utilization of workers has an apparent improvement for 49.37%. Poor workflow was being solved by setting a normative procedure and SOP with the purpose of eliminating the non-value-added activity. It is said that the average waiting time was reduced from 8.8 secondsto 5 seconds per unit. Redesign facility layout was minimizing the unnecessary movement in the line and creating a comfy and ergonomic working condition. According to the result, the adjustment on facility layout allows time spent on motion to be reduce from 17.00 to 8.00 seconds which has a 52.94% improvement. Additionally, the practice of Set in Order and Sort that provide visual control and management had improved the efficiency and value toward the throughput production. In overall, the production throughput was obtained a 42.69% improvement with the aid of all the combined solutions

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