Line Balance

Course agenda
• Introduction : What is line balancing?
• Where do we use line balancing?
• Example
• Line Balance – A simple example
• Pre-requisites for line balancing…
• The benefits of the pre-requisites
• Method
• Visual management
• Summary - flowchart
 Introduction : What is line balancing?

Everyone is doing the same

amount of work

Doing the same amount of work to What is Line

balancing?
customer requirement

Variation is ‘smoothed’

No one overburdened

No one waiting

Everyone working together in a

BALANCED fashion
Introduction : What is line balancing?
Introduction : What is line balancing?
Example : Line Balance Chart
This is a VISUAL production tool that enables the planning and
organisation of individual, TIMED items of work to create the
foundation for a balanced production line.

It is used as a tool to continuously drive out waste from operations

and processes and it is also a valuable tool in implementing
changes in customer demand,
 Line Balance : Simple Example
Over-processing
Overproduction which Rework
causes the other 6 Inventory Waiting
wastes Transportation Motion

5 mins 25 mins 15 mins 10 mins

1 2 3 4

Constraint This operator This operator

Overburden must WAIT for must WAIT for
operator 2 operator 3
25
20
mins 15
10
5

1 2 3 4
 Line Balance : Simple Example

Promotes one- Avoids Minimises the 7 Reduces

piece FLOW overburden wastes Variation

15 mins 15 mins 15 mins 10 mins

1 2 3 4

Redistribute the work

25
20
15
10
5
 Pre-requisites to line balancing…

Understand the ‘drumbeat’

Calculate Takt of the CUSTOMER

Achieve CONSISTENCY in
operations

Enabling us to achieve our

customers requirements by
Standardise ‘managing our production effectively’

Variation in our operations demands

more human intervention which,
increases the risk of HUMAN ERROR
 Takt Time

Takt is a German word

It describes the metronome

It is the principal that all activity within a business is

synchronised by a pulse, set by the customer
demand

Takt = total time available*

total customer demand
 Takt time

Customer demand = 10 units / month Takt = total time available

Total time available = 20 days total customer demand

Drumbeat = 1 part every 2 days

Each process needs to complete one unit every 2 days

Every 2 Every 2 Every 2 Every 2 Every 2

days days days days days

Process 1 Process 2 Process 3 Process 4 Process 5 Customer

 Standardise

Standard work layout

Operation From: Cell/ Area
sequence
To: Description: Part No.

Capture the layout PPE MUST BE

Scale:
WORN AT ALL
TIMES Tool
stores
cabinet
Indicate how the
work flows

Highlight key
information Work Work Work
station 1 station 2 station 3

Quality check Safety precaution Std in process stock

Qty of SIPS Takt Time Cycle time

Name / position Date Name / position Date Name / position Date

 Standardise
NO REVISION DATE PUM ME LOCATION: SHEET……..OF………
WORK INSTRUCTION SHEET DEPT: DATE:
OPERATION NO. OPERATION DESCRIPTION PEGS REF: PREPARED BY:
WP HRS
AUTHORISATION:
TL TL TL PUM ME

NO MAIN STEPS NO OPERATING DESCRIPTION Q S E KEY POINTS TIME EXPLANATION/ EXAMPLES/ DIAGRAMS

P.P.E. JIGS/ TOOLS As per PEGS requirement REQUIRED CHECKS TRAINING COMMENTS
 The benefits of the pre-requisites

Takt time

What do you think

are the benefits?

Standard Operations
 The benefits of the pre-requisites

Takt time maximises the productivity due to:

• Easily managed processes

• Output of each process matches customer demand

Standard Operations provide:

• Capable and repeatable processes

• Process control at source
• Improves accuracy of planning
• Better adherence to plans
• A platform from which continuous improvement can be made
• Reduced costs
• Improved quality
• Basis for training
 Method - capture current state

Calculate TAKT

Customer demand = 19 units a month

Time available = 20 days a month

TAKT = Available time

Customer demand

TAKT = 20 days ( x 24 hrs in a day)

19 units Current State

Ops 3

TAKT 25hrs
TAKT = 25 hrs
Total work
content
Line Balance
Ratio
Line Balance
Efficiency
 Method - capture current state

Calculate TAKT

Time the process Why video?

- Used to visually record activity
- Accurate method of recording
- Irrefutable and unambiguous
- Modern approach to establishing method

1. Capture a representative sample of the process

2. Review the video with the operators present

3. Break down the ‘elements’ of work

and record a time for each one

4. Identify which of the elements are Value-added

and which are non-value added
 Method – capture current state
The operators cycle is broken down into elements
Calculate Takt time These elements are put into three main categories, these being :

1. Working (man or machine)

Time the process 2. Walking
3. Waiting
COMPANY DATE ORIGINATOR CHECKED

Break down the PART NAME

STANDARDISED WORK SECTION

work elements PART NUMBER COMBINATION TABLE VOLUME

PROCESS TAKT TIME SEC TAKT
WORKING TIME
SEQUENCE OPERATION NAME OPERATION TIME
MANUAL AUTO W AIT W ALK

1 Fit bracket A 10 3 4
1
Walk to bench 0 0 0
15
Machine 2 10 5
2
Inspect 10 4 2
1

KEY:
TOTAL Manual Walk
¨ISSUER
•COORDINATOR
MGR
ISSUER Auto Waiting

18 of 43
 Method - capture current state
Constraint – customer
demand not being met
Calculate Takt time

30
Time the process 30 Takt (25 hrs)
25
20 15 17
Break down the 15
work elements
10
5

Draw current state 1 2 3

Line Balance

Current State

Ops 3
Calculate total work
Takt 25 hrs
content (stacked time) : 15 + 30 + 17 = 62 hrs
Total work
content 62 hrs

Line Balance
Ratio

Line Balance
Efficiency
 Method - capture current state
Or alternatively …..
1. Identify the business area to be balanced 3. Break down each process by task
i. Use ‘post it’ notes
ii. Write on the process name
iii. Place on a board in sequence

Machining Treatments Assembly

Op 2
Main Sub
process elements
Op1 steps of work

2. Form small group with team leaders/ 4. Agree estimated time for each job and
operators number of operators involved
Is it 1, 5 or 10 hours
i. Estimate a time for each sub element (use a rough guide)
ii. Add up all the elements
iii. Write on the main ‘post it’ the total time and total operators

3
2
Number of operators 2 1 2 1 1
10hrs 1
5hrs 5hrs 2
1hr
Total estimated time 1 2 1 2 1 2 1 2

5 hrs 5 hrs 5 hrs 5 hrs

 Method - capture current state

Calculate TAKT
• Lay all the ‘post its’ out in 3
2
sequence so that all of the 2 1 2 1 1
1
Time the process 2 1 processes are visible 5hrs 5hrs 10hrs 2
1hr
5hrs 1 2 1 2 1 2 1 2

• Draw on the TAKT line (or use 5 hrs 5 hrs 5 hrs 5 hrs
Break down the string)
work elements

Draw current state

Line Balance

TAKT
 Method - capture current state
Target Manpower = Total Work Content
Calculate Takt time Takt time

Time the process 30

30 Takt (25 hrs)
25
Break down the 20 15 17
work elements
15
10
5
Draw current state
Line Balance 1 2 3
Current State
Calculate target Ops 3
manpower Total work content = 62 hrs
Takt time = 25 hrs Takt 25 hrs
Total work
content 62 hrs
= 2.48 Line Balance
Ratio

Line Balance
= 3 operators Efficiency
 Method – capture current state
Line balance ratio = Total work content
Calculate Takt time No. of stations x longest operation

Line balance Efficiency = Total work content

Time the process Target manpower x Takt

30
Break down the 30 Takt (25 hrs)
work elements 25
20 15 17
15
Draw current state 10
Line Balance
5
Current State
1 2 3
Calculate target Target
manpower 3
manpower
Line Balance Ratio = 62 hrs X 100
= 69% Takt 25 hrs
(3 x 30)
Calculate Line Stacked 62 hrs
Balance Ratio & time
Efficiency What could be achieved without Line Balance
Line Balance Efficiency = 62 hrs X 100 Ratio
69%
reducing waste and still meeting = 83%
(3 x 25) Line Balance
TAKT – simply REBALANCING!! Efficiency
83%
 Method – balance to TAKT

30
30 Takt (25 hrs) 30 Takt (25 hrs)
25 25
25 25
17
20 15 20 12
15 15 Target 83%
10 10 Efficiency
5
5

1 2 3 1 2 3

example
 Method – balance to TAKT
1. Identify the elements of work that exceed TAKT
Balance to TAKT
30
30 Takt (25 hrs)
Reduce Non Value
Added and 25
17
eliminate waste 20 15
15
10
Re-allocate work &
5
re-balance
1 2 3
Update calculations
2. Refer to Standard Work Combination table
COMPANY DATE ORIGINATOR
CHECKED
PART NAME STANDARDISEDSECTION
WORK
PART NUMBER COMBINATION VOLUME
TABLE
Yes PROCESS
WORKING TIME
TAKT TIME
SEC
Can this OPERATION
SEQUENCE NAME
MANUAL
10AUTO
3 WAIT
4 WALK
1
OPERATION TIMETAKT

1 0 0 0 15
be Fit bracket
2 A10 5
10 4 2 2
Walk to bench
Machine 1
improved? Inspect

No
No
Complete work
instruction •
TOTAL
¨ISSUER
COORDINATOR
MGR
ISSUER
KEY:
Manual
Auto Walk
Waiting

(standardise) &
implement
3. Identify where work can be re-allocated
 Method – balance to TAKT

Balance to TAKT Or alternatively……

Reduce Non Value 1. Refer to the ‘post it’

Added and notes on the wall
eliminate waste

Re-allocate work & 2. Use magnetic strips to signify the ‘post

re-balance
it’ notes (elements of time)

Update calculations
3 2
2 1 2 1 1
10hrs 2 1
Yes 5hrs 5hrs
1hr
Can this 1 2 1 2 1 2 1 2
be
5 hrs 5 hrs 5 hrs 5 hrs
improved?
No
No
Complete work
instruction
(standardise) &
implement 3. Using the experience of the team
leaders/ operators, invite them to
rebalance the work to below TAKT
Method – Identify value added and non-value added
time

Value Adding: What is Value added and non-value

Any process that changes the added time?
nature, shape or characteristics
of the product, in line with
customer requirements e.g
machining, assembly

Non-Value Adding,but unavoidable

with current technology or methods.
Any work carried out that does not increase
product value e.g inspection, part movement,
tool changing, maintenance

Waste
All other meaningless, non-essential
And don’t forget !! activities that do not add value to the
product you can eliminate immediately e.g.
looking for tools, waiting time
Method – Identify value added and non-value added
time

Traditional Focus
Lean Manufacturing
• Work Longer-Harder-Faster
• Improve the Value
• Add People or Equipment Stream to Eliminate
Waste

Value
Waste
Added

LEAD TIME
Method – reduce non-value added time and eliminate
waste
So, identify the category of work on the
Balance to TAKT
standard work combination table
COMPANY DATE ORIGINATOR CHECKED

Reduce Non Value PART NAME SECTION

STANDARDISED WORK
Added and PART NUMBER COMBINATION TABLE VOLUME
eliminate waste PROCESS TAKT TIME SEC TAKT
WORKING TIME
SEQUENCE OPERATION NAME OPERATION TIME
MANUAL AUTO W AIT W ALK

1 Fit bracket A 10 3 4
Re-allocate work & 1
re-balance Walk to bench 0 0 0
15
Machine 2 10 5
2
Inspect 10 4 2

Update calculations 1

Yes
Can this
be
improved?
No
No
Complete work
instruction TOTAL
KEY:
Manual Walk

(standardise) & ¨ISSUER

•COORDINATOR
MGR
ISSUER Auto Waiting

implement

29 of 43
 Method – balance to TAKT
Or alternatively…
Balance to TAKT

Reduce Non Value

Added and
eliminate waste

Re-allocate work &

re-balance

Update calculations

Detail each process step (on format above)

Yes Indicate whether the work is :
Can this
be • Wait
improved? • Walk
No
No
• Work
Complete work
instruction
(standardise) & Now you can split the operations on
implement the board into elements of Value added
and non value added work
Method – reduce non-value added time and eliminate
waste
Balance to TAKT
Highlight the Value added and the non-value
added work elements on the line balance board
Reduce Non Value
Added and 30 Takt (25 hrs)
eliminate waste
25
20
15
Non value added activity
Re-allocate work &
re-balance 10
Value added activity
5

Update calculations 1 2 3

Yes
Can this
be
improved?
No
No
Complete work
instruction Use red strips to
(standardise) & signify non-value
implement added work
Method - reduce non-value added time and eliminate
waste
Balance to TAKT
Non value added activity

Value added activity

Reduce Non Value
Added and 30
eliminate waste Takt (25 hrs)
25
20
Re-allocate work & 15
re-balance 10
5

Update calculations 1 2 3

•Reduce the NVA activity by applying Future State

Yes waste removal tools (changeover
Can this
be reduction, 5C, process mapping etc) Ops 2
improved?
No
No
Takt 27 hrs
Complete work
instruction Stacked 57 hrs
(standardise) & Attack the time
implement red, Line Balance
redistribute Ratio
the green !! Line Balance
Efficiency
 Method – re-allocate & re-balance

Balance to TAKT

30 Takt (25 hrs)

Reduce Non Value 25
Added and 20
eliminate waste 15
10
5
Re-allocate work &
re-balance
1 2 3

Update calculations
30 Takt (25 hrs)
25
Yes 20
Can this Operator freed
be 15 up for other
improved? 10 process or
No improvement
No 5
Complete work team
instruction 1 2 3
(standardise) &
implement
 Method - update the calculations
Line balance ratio = Total work content
Balance to TAKT No. of stations x longest operation

Line balance Efficiency = Total work content

Reduce Non Value
Target manpower x Takt
Added and
eliminate waste
30 Future State
Takt (25 hrs)
25
Ops 2
Re-allocate work & 20
re-balance
15
Takt 25 hrs
10
Total work
Update calculations 5 44 hrs
content

1 2 Line Balance 92%

Ratio
Yes
Can this Line Balance Ratio = 44 hrs X 100
= 92%
Line Balance
88%
Efficiency
be (2 x 24)
improved?
No
No
Complete work
instruction Previous balance
Line Balance ratio= =4469%
Efficiency hrs X 100
= 88%
(standardise) &
implement
Improvement of 23% (2 x 25)
 Method - Continuous Improvement

Balance to TAKT Act Plan

A P
Reduce Non Value
Added and
eliminate waste C D
Check Do
Re-allocate work &
re-balance

Continuously use
Update calculations waste elimination tools

Yes
Can this
be
improved? Value
No
Added Waste
Complete work
instruction
(standardise) &
implement LEAD TIME
 Method - standardise

Standard work layout

Operation From: Cell/ Area
sequence
To: Description: Part No.

Capture the NEW PPE MUST BE

Scale:
WORN AT ALL
layout TIMES Tool
stores
cabinet
Indicate how the
Tool
work flows
cabinet

Highlight key
information Work Work Work
station 1 station 2 station 3

Quality check Safety precaution Std in process stock

Qty of SIPS Takt Time Cycle time

Name / position Date Name / position Date Name / position Date

 Method - standardise
NO REVISION DATE Mgr ME LOCATION: SHEET……..OF………
WORK INSTRUCTION SHEET DEPT: DATE:
OPERATION NO. OPERATION DESCRIPTION PEGS REF: PREPARED BY:
WP HRS
AUTHORISATION:
TL TL TL PUM ME

NO MAIN STEPS NO OPERATING DESCRIPTION Q S E KEY POINTS TIME EXPLANATION/ EXAMPLES/ DIAGRAMS

P.P.E. JIGS/ TOOLS REQUIRED CHECKS TRAINING COMMENTS

 Visual Management

The new line balance chart should be

displayed on the cell

The impact of changes in resource or

Takt on operator cycle times can be
seen instantly

Opportunities for Kaizen activities can

be easily identified
 Summary
Capture the current state Balance to TAKT & eliminate waste

Calculate Takt time Balance to TAKT

Reduce Non Value

Time the process
2 1
Added and
5hrs eliminate waste
Current State Future State
Operators 3
Break down the Ops 2
work elements Re-allocate work &
re-balance Takt 25 hrs
Takt 25 hrs
Total work
Total work 62 hrs Draw current state 44 hrs
content content
Line Balance Update calculations
Line Balance 92%
Line Balance 69%
Efficiency
Ratio
Line Balance
Line Balance 83% Calculate target Yes Efficiency 88%
Ratio Can
Can this
this
manpower be
be
improved?
improved?
No

Calculate Line Complete work

Balance Ratio & instruction
Efficiency (standardise) &
implement