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| WHAT
IS TSS? |
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Continuous
flow manufacturing: once a product starts in manufacturing,
it does not stop until completed
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Handled
by standing, moving multi-functional team: members
cover zone including several operations; know part
of adjacent zones to cover for absenteeism, process
time variability; members never wait for work, and
work never sits idle
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Eliminates
individual pick-ups, disposals at every operation
as in single operation focus batch production; reduces
SAMs
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Throughput
time equals processing time; quickest response for
customer service, make-to-order
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Line
always balanced: optimum efficiency (average 50%
productivity improvement versus batch)
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Team
produces one-at-a-time; minimum W-I-P - typically
one unit per person except unit(s) left in cycling
machine(s)
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Greater
productivity per person through reduced handling -- the primary
portion of process time
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Eliminates
multiple pickups, disposals
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Reduces
bundle, batch handling
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Ends
clerical time on bundles, batches
Line fully balanced at all times -- with proper
team performance pay system totally eliminates all off-standard
variances, performance fluctuations, work imbalances except
bi-weekly team meeting (15-20 minutes) as needed and plant-wide
stoppages
Cross-training increases flexibility to handle alternate styles, absenteeism,
turnover
TSS clusters (work cells) become "plants within a plant" allowing for
style, even color focusing; simpler planning and control; reliable scheduling
and measurement; other benefits
Virtually eliminates non-value adding activities which increase cost
Production results in same day completion of units started that day
Eliminates handling of repairs -- fixed in line; improves quality by single-piece
flow for immediate defect recognition and correction; better attention to work
with constant movement, multiple jobs; team ownership of whole product also aids
quality
TSS requires some added equipment but fewer operators for same or even greater
production volumes
Equipment cost recovered in productivity gains; benefits savings on direct labor;
savings in downtime, maintenance, machine/parts replacement; faster cash flow
and reduced carrying costs from inventory reduction; overhead savings by increased
output by smaller staff in existing facilities
Fast throughput allows increased manufacturing to order versus forecast; lowering
finished goods inventory (particularly high risk SKUs)
Space savings result from reduction in W-I-P, elimination of batches
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| BENEFITS |
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Greater
productivity
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Lower
labor costs
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Lower
inventory investment
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Lower
workers' compensation
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More
flexibility on pricing/margins
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Simpler
systems
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Better
space utilization, less space needed
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Lower
cost of quality
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Higher
quality
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Repairs
handled in process without delay
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More
flexibility in handling style changes, small orders
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Lower
turnover, absenteeism
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Selling
tool
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Balanced
production
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Lower
overhead
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| RESULTS
OF TSS |
| MEASURE |
PRE-TSS |
POST-TSS |
CHANGE |
| Daily Production (units) |
100 |
100 |
0% |
| Staff Required |
30 |
20 |
-33.3% |
| Hours/Product |
2.4 |
1.6 |
-33.3% |
| Units/Person/Day |
3.3 |
5.0 |
+51.50% |
| Response Time |
10 days |
2 days |
-80.0% |
| Labor Cost with Sharing of Gains |
$31.52 |
$24.00 |
-24% |
| Hourly Wage With Team Bonus |
$13.50 |
$15.00 |
+11.0% |
| Work-in-Process (units) |
1000 |
200 |
-80.0% |
| Space Required (sq. ft.) |
1,800 |
1,200 |
-33.3% |
| Defects/100 units |
1.0 |
0.1 |
-90.0% |
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