Manufacturing strategies for efficient mid-scale builds

A targeted approach to first production. 

When it comes to manufacturing new product designs, there are many reasons a company may need to kick off with a small scale and minimal upfront investment in production.  Maybe the product is unproven in the market and sinking up front capital into mechanization and facilities would be premature.  Or perhaps the project is a limited run and is simply not large enough justify significant investment in manufacturing infrastructure.  Partnering with a contract manufacturer might be an option but even those relationships can be subject to minimum purchase orders and require a level of trust and handoff effort that is ultimately prohibitive. Such barriers to entry can restrict a project from pursuing manufacturing solutions.  However, with the right approach, a small team with modest equipment can produce consistently high-quality products efficiently at a surprising pace meeting demand and schedule without breaking the bank.

At Sherpa, we not only guide our clients by designing the products of tomorrow, we also provide decades of experience tailoring successful manufacturing strategies for projects of all sizes. 

Achieving efficiency on a small scale starts well before the first screw is installed with the layout and planning of the production area. A well-planned assembly space can significantly improve productivity, reduce waste, and inherently promote a safe working environment.   

Planning begins with the allocation of square footage for each step in the process while also accounting for storage, equipment, hold points and pathways. Sequential steps in the manufacturing process should be located adjacent to one another whenever possible. The time an assembler travels between stations, to or from storage, or otherwise spent in handling, is a cost. When a hold point is necessary such as a curing stage or testing, it is important that appropriate accommodations are made to ensure the point does not result in a physical or procedural blockage.  

Once the spatial requirements are identified, a workflow is chosen. The workflow considers the physical path and transitions of the components, as well as how the operators move.  The aim in planning is to minimize steps and process time while looking for ways to ensure quality without sacrificing efficiency. Exactly where those optimization opportunities lie will depend on the specific product, build quantities, and available resources. At lower build volumes, a more flexible workflow is important. A U-shaped layout is often an effective way to accomplish this. This shape can accommodate frequent changeovers while minimizing setup time. The U shape also allows a worker to manage multiple stations at a time while not being subjected to passersby.   

Station Layout 

A single station in the build process must have enough space to accommodate both the parts being actively worked on, as well as the ones incoming and outgoing from the station. Say a station operator works in batches of ten, then their work area should comfortably fit 3X that amount. The station should also provide a readily accessible home for bulk hardware, consumables, and dedicated tools. Clearly designating space and labeling station inventory is an essential part of streamlining the locating of parts and minimizing the opportunity for errors. 
 

To manage inventory and identify stocking needs, a pull system/Kanban can be utilized. This inventory also includes supplies to support, a task such as paper towels, adhesives, cleaners, etc. 

Station Equipment and Utilities 

To maximize the efficiency of a station, it must be arranged and equipped to give the operator every reasonable advantage.  The area must be well lit for the tasks, ergonomic, and have adequate room to comfortably perform the necessary movements.  Consider the utility requirements such as power outlets, ventilation, and waste flows.  By keeping the required PPE nearby and easy to access, consistent use is encouraged. 

It is also important to remember that station operators individually have varying degrees of strength, dexterity, sight, and stamina.  It is important to consider each step for those with limited physical capability. If the items to be handled are cosmetic or are otherwise prone to damage, protective measures may be required.  It can be easy to overlook risk mitigation for delicate components when focusing on the approach of the assembly itself.  Common strategies for ensuring your parts make it to the finish line damage-free may include padded work surfaces, protective films, or antistatic wristbands. 

Lastly, in addition to the handling consideration for the station itself, consideration must be given to how the products safely and efficiently transfer to and from each station.  Carts, shelving, bins, and the like are common needs to keep the station from becoming cluttered with units that are coming or going. 

Trials 

With the layout and stations set up, it is time to begin testing the complete build process.  Those responsible for engineering and setting up the process begin by building the first units from start to finish in situ. Throughout this trial phase, it is important to track the actual time each step takes, as well as the experience.  Note which steps go as expected and which turn out to be more cumbersome.  Inevitably, potential areas for improvement will become clear. You must also assess the transition between steps and from unit to unit.  The time consumed by a clunky transition between steps can be just as significant of a time adder as the actual process itself. 

A common takeaway from the early units is the value of batching certain tasks, like soldering, which requires tool heat-up time and should not be left running constantly. Batching these steps can improve efficiency before or after other station tasks.

Conversely, while it may be tempting to maximize batch sizes for efficiency, there is a risk of a pervasive error or an obsoleted design rendering large quantities of parts and material useless. Therefore, a lean approach to batch work should always be considered. Preliminary station builds can also, at times, be the first opportunity to catch fitment issues, flaws, and assembly difficulties.  So, it is important to maintain process flexibility. 

Once the process is comprehensively reviewed, you need to identify and rank any additional improvements that present value and take the appropriate steps to address them as able.  The sooner these processes can be implemented, the sooner their gains can be realized.  Sometimes the order in which problems are addressed can come down to which can be effectively implemented the quickest.  

Going Live 

Once it feels like the workstations are sufficiently ready to go live, it is time for the engineers to pass the torch to trained technicians. These workers typically possess the fundamental skills to perform the tasks, but enter without an understanding of the product’s nuances.  Therefore, detailed training must be provided and comprehensive documentation of the steps created to ensure the operator’s success. Printed instruction packets or digital slides detailing the steps and critical information are essential.  It should be expected for the initial speed of new technicians to be a fraction of those familiar with the product.  Be patient and expect a bit of handholding at the beginning. 

One way to help ensure the success of the technicians is to have the components pre-kitted.  This allows workers to focus directly on learning the build process and demonstrates handling expectations from the outset.  

Equally as important as training techs to build is equipping them with the knowledge and tools to evaluate the quality of their own work.  Quality and acceptance are primarily determined through visual inspection and functional testing.  For fitment and sizing, precision go-no-go gauges are a fast and efficient way to confirm the unit is within tolerance. 

Continual Optimization  

Regardless of the build’s phase, there are always opportunities for improvement throughout production. In lean manufacturing, this philosophy of continuous improvement is known as ‘Kaizen’ which emphasizes incremental improvement to the processes and practices. One of the most valuable resources for identifying improvement opportunities is direct feedback from the station operators.  As the ones performing the tasks day in and day out, they will also be most intimately familiar with what is and is not working on the line.   

Kaizen also aims to continually minimize waste in all its forms. This includes not only physical waste, but overproduction, wait times, excess inventory, defects, and unnecessary movements. 

To better understand the subsequent effects and correlations of these costs, a Value Stream Map can be useful to visually display the relation and dependencies.  Creating a VSM helps to identify material flow, processing times, bottlenecks, and operator movement, highlighting the critical and non-value-added steps. 

Conclusion 

Producing any new product inherently comes with a unique set of circumstances and challenges.  Through consistent implementation of these strategies, we can kickoff production efforts for clients that are economical and high quality at a modest scale.  With thoughtful planning, organization and continual process feedback, great efficiency can be achieved in just about any manufacturing effort.