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To main challenge in the process of standardization would be to observe and collect data about all the non value added activities in the process and then try to educate people about the new system with an open mind. Traditional thinking people who do not understand “why” and “how” will be human road blocks in the process of standardization. Lack of understanding of the need to change as well as lack in confidence in new methods of working may have adverse effect on any efforts at lean and standardization

The most vital solution would be to expose and make all potential problems caused due to bad practices more visible, which will require people to respond rapidly - this is the intent, to eliminate problems and implement the new system. Lean manufacturing methodologies such as Value Stream Mapping, High Performance work Teams and extensive use of concepts such as Single Minute Exchange of Dies (SMED) and 5S will help to bring about a change.

A new Kanban system is introduced in this work to improve the flow of material and information between the cells to various other supporting departments. This system accelerates people based on ordinary visual controls, that tell us precisely where things are, what needs to be done, by when, in what quantity, by whom and how. This is a very important step towards process standardization to reduce confusion. With the help of visual control, work standardization can be easily implemented where what is supposed to happen does happen on time.

1.3 Background and Approach

Schlumberger Houston Product Center is a job shop manufacturing organization that is involved in the manufacture of various types of safety valves. The products released to the shop floor are constantly changing and thus there is a need to modify and enhance standardized work procedures. It is interesting to note that the products have a low repeatability in production, but still they possess similarities in features and in the way they are machined.

In the first week of this work a team was assigned to work on developing a team charter. The goals for each week were set to track the progress of the new system. The work was started with the initial plans of implementing 5S and visual improvements in the cell. The word cell used in this work loosely refers to 6 machines which are grouped together to make a single product.

The cells are newly formed with machines moved from different locations in the shop floor to product oriented cells to improve the flow and to reduce the operator movement time. The objectives of this work were very clear as to improve the delivery time and to reduce any confusion in the newly formed cell. As the initial works of cell design and machine grouping were already done, the main job was to focus on increasing the cell throughput, with a focus on solving any practical problem.

Lean Manufacturing techniques particularly setup and cycle time reduction strategies had been introduced in this cell several times previously before this work with good initial success and were declined as time went past. So care is taken in this work to implement and 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。