The lean assembly line is a critical part of the broader lean manufacturing method – which is now a common approach modern manufacturers take to cut costs and achieve greater profits.

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So what does a lean assembly line actually involve, how do you set one up, and how do you avoid common mistakes? We give you the answers in our one-stop practical guide.

What is the lean manufacturing method?

Lean manufacturing as a philosophy has three critical components:

• Deliver value to the customer
• Eliminate waste
• Continuously improve company processes.

The central idea is to cut costs as much as possible by working smarter, not harder. Thus optimisation and automation techniques are vital for successful going lean, including better workflow processes, inventory management software, automated bookkeeping, and even robotics.

Lean business thinking has become increasingly common across industries – especially in recent rocky economic times – and has a firm place in global manufacturing.

Learn more about going lean:

• Lean Manufacturing: What is it, How is it Done & Why?
• Five key elements of lean businesses
• How lean manufacturing is used in the food industry

Lean principles are now a staple part of manufacturing around the globe, aimed at delivering consistent value to the customer while cutting waste

What is a lean assembly line?

A lean assembly line is one to which the principles of lean manufacturing have been applied. Put simply, a lean assembly line is one where the right materials are in the right place at the right time – to ensure maximum production efficiency at all times.

A lean assembly line introduces simplicity as much as possible into the manufacturing flow, and anything that disrupts the forward momentum of a product is eliminated or mitigated.

One of the core issues fuelling the rise in lean assembly thinking is the increasing variety of modern products. It’s quite common now to see more than one model produced on the same line, and each change to models can bring waiting time. These small waiting times can build all the way down the line, and start to impact lead times drastically.

Lean assembly lines employ an array of techniques to try and mitigate the issue of time wastage (among other process inefficiencies). We’ll talk more about some of these later, but they include process mapping, inventory management, sequencing, automation and more.

Advantages of a lean assembly line

The three key advantages of using a lean assembly line contribute to overall efficiency and greater profits:

1. Improved lead times: Going lean is an act of streamlining. This leads to greater process efficiencies and faster work, allowing businesses to cut production delays and improve lead times. Generally speaking, reducing delays also can and often does lend itself to improved customer relationships.
2. Minimisation of waste: Waste during production is money down the drain. Anything that does not add value to the process can be minimised with lean thinking. Whether you’re wasting less materials or wasting less time, this streamlining can provide better sustainability outcomes, produce fewer unsold products, and mean less time that your staff are waiting for something to do.
3. Improved profit: As you can see, both of the above can lead to improved profit margins. Through lean assembly, you’re reducing the time it takes to make a product as well as reducing the waste that comes out of that process, thus trimming the fat off your costs while still delivering value and quality to the customer. You may even find you can produce a higher volume as a result, potentially increasing revenue further.

Automation is a key part of the move to lean manufacturing – from using inventory management software to robotic elements incorporated into the assembly line

Challenges of a lean assembly line

As with any manufacturing system, the lean assembly line comes with its challenges, including:

1. A long transition period: A lean assembly line is not a switch that can be flicked to ‘On’ and then that’s the whole thing done. Depending on your current business situation, there may be quite a lot to either invest in or do – and then there’s staff training to consider. So the process of changing can take some time.
2. Requiring improved equipment maintenance: You’ll often find in regular manufacturing that if a machine breaks down, employees will move to an alternative machine. However, it’s common in lean manufacturing to maximise the use of all equipment, all of the time, meaning there may not be many if any backup machines available. As such, if there is a failure, it can delay production times while repairs are made.
3. Requiring a similarly efficient supply chain: Manufacturers typically adopt a JIT business model when going lean, as this is a potentially huge way to cut supply chain and inventory costs. But JIT comes with a host of potential challenges built in – not least of which is that, by its very nature, it requires steady and consistent supply. So if there are hiccups in the supply chain, this may also cause delays.

Learn more about how companies use a Just-in-time system in the real world for inventory management

How to design an efficient lean assembly line: 4 key principles

Here we look at the four core principles of a lean assembly layout, and the different aspects of setting up and managing a lean assembly line that need to be considered if you’re going to use this type of production method.

We can’t provide a specific step-by-step instruction manual because, of course, every business is different – and what works for your facilities may not work for someone else’s.

To get started, consider these four key ideas and how they apply to your unique context:

1. Start with a clear value stream

Mapping the value stream is one of the five core principles of lean manufacturing as a whole – see the articles we linked to at the top of this article for more on these principles.

Essentially, to start creating a lean assembly line you must know two things:

• How your products create value for customers (i.e. what problems they solve)
• What the activities are that are required to produce those products and generate that value

From here you can start to work down.

So if you know what customers want and you know every step in the product lifecycle to achieve that end, you’ll be able to determine which machines your staff need, what tools, what materials, and so on. You’ll also be able to determine your VIP products – your top earners – so you can start there and then slowly work back towards less important products.

• Bonus tip: You may find that this means you choose to swap from vertically siloing your plant layout by process-based departments (e.g. cutting, fabrication, etc.) and start to think more horizontally, with workstations combined across the factory in order to reduce movement and materials handling.

Your first consideration when designing your lean assembly line is how you create value. Once this is established, you can focus on activities that produce that value

2. Go for functionality over form

Pleasing aesthetics and style for the sake of branding can be important, but in a lean production facility functionality trumps form.

So what does that look like? An example is where your machines focus on easy-to-use visual controls rather than easy-to-look-at aesthetics. Visual controls include simpler solutions such as colour coding, standardised worksheets or instructions, clear floor markings and signage, and so on. Basically, functionality means anything that makes it easier and more efficient to get the job done in a standardised, predictable manner.

The use of floor space will also contribute directly to function. The plant doesn’t need to look good, but it does need to function. That doesn’t mean maximising the use of space; it means being efficient with space. You don’t need machines to take up the whole floor, so long as each workstation is designed efficiently, reduces waste, cuts down walking and transport distances, and so on.

• Bonus tip: Not sure how to optimise your floor layout for function? Talk to your people! They know what they need to produce the best possible outcome and they will be the best collaborators you have in order to improve efficiency while maintaining job satisfaction and comfort.

3. Optimise flow

Common obstacles to flow include long setup times, process bottlenecks, big batch-oriented machines and large travel distances. The flow of your new lean assembly lines must take these obstacles into account and try to reduce them as much as possible.

This is why you start with value stream mapping. It gives you an end goal to work towards that will let you visualise each step of the process that adds or does not add value to production, so you can carefully plan out how your plant’s equipment will enable that goal – rather than disrupt it.

Some things to think about:

• Try to minimise process reversals where possible.
• Could you remove sub-assemblies from the main production line, giving them a separate sub-assembly line, in order to improve the efficiency of customisable goods?
• How ergonomic are your individual work cells? Improved ergonomics can improve productivity, not to mention worker wellbeing.

4. Continuously improve

Above all, lean manufacturing – and lean assembly lines as a by-product of this system – requires continuous improvement.

What’s efficient today may not be efficient tomorrow. The world is constantly changing, and your business will likely change too in order to keep up. If nothing else, customer demand will change over time, which will impact your value stream, thus requiring further optimisations.

This is the fifth and most important principle in lean manufacturing, commonly referred to as the ‘pursuit of perfection’. Evolution should be a part of your organisational culture, and you must always be on the hunt for things to improve. This may require new training and communication policies for staff, so they have the tools they need to identify, qualify and notify you about potential opportunities.

One challenge that the lean assembly method poses is that you will need a steady and reliable supply chain for the materials that go into your products

Common mistakes to avoid when setting up a lean assembly line

There are some common pitfalls manufacturing businesses fall into when setting up an assembly line – we’ve listed them here so you can avoid making the same mistakes:

1. Not involving operators

With such a strong focus on process, it can be all too easy to forget that the thing making the process flow forwards is people. The most optimal equipment and workstation layout on paper may not actually be the best for people, especially in a plant with large batch sizes or high variability of products.

You and your engineers must always talk to the people on the ground before making major changes. They will help you understand their needs, how their work flows from one station to another, and whether or not their suggested changes will help or hinder their ability to work efficiently – while reducing the risk of injury.

2. Forgetting staff education

Still on the topic of staff, another common mistake is rolling out all these big changes without adequately educating operators on proper use of the new layout. And not just operators – managers and team leaders must also understand the what and why – called ‘lean training’ – so they can champion the change and assist in spreading the right education.

People tend not to like change. But they’re far more likely to accept it – and even enjoy it – if they understand why it’s happening and how to get the most out of it.

3. No process for continuous improvement

You can write ‘continuous improvement’ into your plans as much as you like, but unless you actually build a written process that encourages this step, and integrate it fully into layers of the business, it’s unlikely to take place in the real world.

People are busy. Unless something is easy to do, chances are most people will put it off and then forget about it. In this situation, if someone were to see an opportunity for improvement but they did not feel they had the time or the process to suggest the change, they probably wouldn’t – and so an opportunity goes wasted.

Think about your communication processes, your company culture, the example you’re setting from the top down and your onboarding process. Do these encourage communication about opportunities, and do they make it easy?

Don’t forget your staff! Involve them in the change-making process and ensure they’re educated on new processes, equipment and layouts

How to use the A3 method to optimise a lean assembly line

A3 methodology, developed initially by Toyota and named after the size of paper once utilised as a part of the system, is an additional process you can use to help optimise your assembly line.

Contact us to discuss your requirements of Automatic Production line. Our experienced sales team can help you identify the options that best suit your needs.

The A3 method is a problem solving and analysis tool, used to help people better collaborate on a topic aligned to that topic’s goals. While the specifics vary between businesses, generally it involves seven key steps, which are reported on a single, A3-sized piece of paper at the end.

We’re going to go over it simply here so you get an idea, but encourage further reading into this topic if you’re interested in the concept.

The seven steps of the A3 method are:

1. Define the current state of the project, including its importance to the value stream.
2. Understand the history of the project, the source of past problems, and any opportunities you’re already aware of.
3. Set a desired outcome. What do you want to achieve as a group? What metrics can be used to measure this outcome?
4. Perform a root cause analysis. Ask why things are happening, and keep digging deeper and deeper until you find the true cause of a problem.
5. Identify corrective actions (known as countermeasures) that will address the root cause. Ensure these are aligned to the goal – and that your people are aligned on the actions.
6. Implement the corrective actions. Assign individuals responsibility over their part in the action, to ensure accountability. Measure success based on previously accepted KPIs and metrics. Set due dates for time-sensitive work items.
7. Follow up after an agreed amount of time to check results. You must be able to identify if the plan was executed, the goal met and the desired outcome achieved. The entire A3 methodology can be re-implemented from step one if the desired outcome was not achieved. Or if it was achieved, new improvements should be standardised and written as policy to ensure their continued use.

Lean assembly line example: The Toyota Production System

The famous Toyota Production System (TPS) is the grandfather of lean manufacturing and of the type that most other followers of lean methodology are trying to replicate. TPS changed how businesses around the world approach manufacturing, and has even been described as the most important innovation in manufacturing since the assembly line itself.

There is quite a lot to the TPS as it’s been developed over a very long period of time. However, Toyota itself claims it boils down to two key principles:

• Jidoka: This is the concept of ‘automation with a human touch’. Human engineers at Toyota handcraft each line component to the company’s required standards. Then, through continuous improvement, they look to increasingly simplify operations until any operator can step onto the line and produce the same result. In this way, Toyota’s equipment is simple and cost-effective, as well as safe.
• JIT: For Toyota, the Just-in-time model can be summed up by this mantra: “Make what is needed, when it is needed, and in the amount needed.”

Interested in learning more? Read Toyota’s full description of the TPS here

The A3 method is a framework for assessing and optimising your assembly line– and while simple, it provides the basis for ongoing improvements in your manufacturing processes

Using inventory management software to manage a lean assembly line

Let’s think back to one of the core challenges we mentioned earlier in this article: supply chain efficiency.

To achieve a truly JIT business model without constantly running out of materials requires meticulous, real-time inventory management. This generally can’t be achieved without smart inventory management software.

What does inventory management software do?

Inventory management software helps manufacturers know what to order, when, and in what quantity – and it’s immediately clear how essential this sort of functionality is if you’re running a lean, Just-in-time manufacturing model.

Inventory software combines a wide variety of features to assist in streamlining your stock management, such as real-time inventory tracking, reorder alerts and reports, serial number and batch tracking, digital bills of materials, manufacturing process management, automatic kitset production, and more.

Essentially, inventory management software is about visibility. What stock do you have, where is it, how long has it been there, and do you need more? When set up correctly and integrated throughout the business, it creates a real-time picture of your inventory and helps build a more stable, efficient supply chain that is capable of meeting your JIT requirements – and supporting your lean assembly line.

• Learn more about modern inventory management techniques

Sources used for this article:

Otto Motors:

Lean Manufacturing Assembly Line

Chron.com:

Key Issues for the Implementation of a Lean Manufacturing System

Manufacturing.net:

The Principles Of Lean Manufacturing

Assemblymag.com:

Lean Layout Do’s and Don’ts

MKNorthamerica.com:

The Benefits of Lean Manufacturing: Why and How to Go Lean

Kanbanize.com:

7 Keys Factors to consider when choosing food processing equipment

September 3,

Author: Emma Hodgson, Marketing Executive

The food processing industry is a rapidly evolving field, driven by growing consumer demand for efficiency, innovation, and sustainability. Choosing the right food processing equipment is a critical decision that can have long-lasting implications on your business’s productivity, profitability and sustainability. From ensuring a quick return on investment (ROI) to staying aligned with current technological advancements, there are multiple factors that businesses must weigh before making an investment. This blog post will explore the seven key factors to consider when selecting food processing equipment: ROI, expertise, sustainability, automation, facilities, services and quality.

1. Return on Investment (ROI)

One of the primary factors when selecting industrial food machinery is the potential for Return on Investment (ROI). Whether you’re a small start-up or a large multinational company, the cost of new equipment is always a significant expenditure. While upfront costs may appear daunting, it’s important to consider the long-term benefits such as increased productivity, reduced labour costs, and improved product quality.

• Cost vs. Benefit Analysis: Start by calculating how quickly the equipment will pay for itself. For instance, will it reduce labour costs or increase throughput? Analyse factors like maintenance costs, energy consumption, and potential for downtime.
• Lifespan of Equipment: Consider the equipment’s durability and longevity. How often will it need repair or replacement? Investing in high-quality equipment may seem expensive initially, but it can save significant costs over time.
• Scalability: Look for equipment that can scale with your business. As your production volumes increase, you want to ensure that the equipment can handle higher capacity without needing a complete overhaul.

In short, when assessing ROI, it’s crucial to not only think of the immediate costs but also to measure the equipment’s contribution to long-term profitability.

2. Expertise

Consider the need for specialised product and process knowledge right at the start of your project, as it is essential to select the right food processing machinery solution for your product.  Having access to an expert team, and product development kitchen for trials and training is an essential part of the buying process.  When the industrial cooking equipment is on-site and commissioned, the ability to have a team to train and support your staff, and ensure the equipment is running to its full potential is essential.

• Manufacturer Expertise: Does the equipment supplier have a strong reputation in the industry? Look for manufacturers that offer solid training programs, in-depth installation support, and after-sales service. Make sure they have a history of reliability in providing food processing equipment.
• Internal Expertise: You should also assess whether your team has the expertise to operate and maintain the new equipment. If not, consider if the supplier offers thorough training to help your workforce get up to speed.
• Technical Support: Ongoing technical support is essential. Equipment downtime can result in costly delays, and you want to ensure that any issues can be quickly addressed. Always check for warranty periods, availability of spare parts, and the supplier’s response time for repairs.

In an industry where precision and uptime are critical, having access to technical expertise is a game-changer.

3. Sustainability

Choose food processing equipment that supports your sustainability goals by reducing food waste, energy consumption, and environmental impact.  Factors such as reducing the amount of water used and optimising energy consumption play an essential role in mitigating global warming.

• Energy Efficiency: One of the main concerns in food processing is the high energy consumption. Look for equipment designed to minimise energy use without sacrificing performance. High energy-efficient models may come with an initial premium but can lead to significant savings on operational costs over time.
• Waste Reduction: Waste management is another critical aspect of sustainability. Choose equipment that minimises food waste or makes use of by-products, which will contribute to both environmental goals and financial savings.
• Materials and Design: Many manufacturers now offer equipment made from recyclable or sustainable materials. Additionally, equipment designed for ease of cleaning and maintenance reduces the use of harsh chemicals, further contributing to eco-friendly practices.

Incorporating sustainability into your equipment choice not only helps the environment but also meets consumer expectations and regulatory requirements, enhancing your brand image.

4. Automation

Look for equipment that leverages enhanced automation, recipe management, precision, and data-driven decision-making.  Advance automation can improve productivity, traceability, batch consistency, reduce errors, and adapt to changing production needs.

The rise of automation in food processing has been transformative, offering significant benefits in efficiency, consistency, and labour reduction. Investing in automation technology is no longer a futuristic goal; it’s becoming essential for staying competitive.

• Labour Savings: Automated equipment can reduce the need for manual labour, lowering your labour costs while also minimising the risk of human error.
• Consistency and Quality: Automation ensures consistent results, especially important for food safety and quality. Automated processes can handle repetitive tasks with precision, reducing variability in product quality.
• Data Integration: Many automated systems can now integrate with your business’s data platforms to provide real-time insights into performance metrics, downtime, and production efficiency. This data can help you make better decisions to optimize production processes.

The food industry is moving towards fully automated production lines, making automation one of the most important factors to consider in equipment selection.

 5. Flexibility

Assess whether the food processing equipment fits seamlessly within your existing production line and space constraints. Consider compatibility with other food machinery, scalability for future growth, and ease of installation.  Customisable bespoke solutions can be tailored to your specific production and facility needs.

Equipment flexibility is critical because of shifting market demands, seasonal trends, and ever-changing consumer preferences.

• Multi-functionality: Choose equipment that can handle multiple tasks or process a variety of products. This flexibility allows you to adapt quickly to market demands, whether it’s scaling up production or introducing new product lines.
• Quick Changeovers: If your business deals with seasonal products or frequent product variations, having equipment that allows for quick changeovers is essential. This reduces downtime and increases efficiency.
• Scalability: As your business grows, your equipment should be able to grow with it. Look for systems that can be easily upgraded or expanded without significant disruptions to operations.

Flexibility ensures that your equipment can adapt to future changes in market demands and business growth, saving you the need for constant reinvestment.

6. Utilities

When evaluating equipment, it’s also important to consider the existing utilities and infrastructure available at your site. For instance, larger food processing plants might already have steam boilers for heating, glycol systems for cooling, or other specific utilities like compressed air.  If your facility is equipped with these, you should ensure that the new equipment is compatible. On the other hand, smaller facilities might only have electrical systems in place, which would necessitate equipment that runs on electricity alone, such as electric kettles or mixers. Matching the equipment to your facility’s capabilities can reduce installation costs and streamline integration.

Strong after-sales support and the right infrastructure ensure that your investment remains in optimal condition and minimises disruption to your business.

7:  Quality

Prioritise high-quality food processing equipment that is durable, reliable, and meets industry standards.

• Material Quality: Choose food machinery that is manufactured in the UK, using the finest materials such as 316 stainless-steel for food contact parts and 304 stainless-steel in other areas. This will ensure consistent product output, reduces downtime, and minimises long-term maintenance costs.
• Precision and Accuracy: Equipment that delivers precise and accurate processing ensures consistency in product quality. This is especially crucial in processes like mixing, cutting, cooking and cooling where even slight deviations can affect the final product’s taste, texture, or safety.
• Quality Control Features: Modern food processing equipment often includes built-in quality control features such as sensors, automated inspection systems, and real-time monitoring. These features help in detecting and correcting any deviations from the desired quality standards during the production process.

By prioritising quality, you not only ensure that your products meet consumer expectations but also reduce the risk of costly recalls and enhance your brand’s market position.

Conclusion

Choosing the right food processing equipment involves more than simply evaluating the initial purchase price. Key factors such as ROI, expertise, sustainability, automation, flexibility and quality play crucial roles in determining whether your equipment will serve your business effectively in the long term. By carefully considering each of these factors, you can make an informed decision that supports operational efficiency, meets safety standards, and aligns with future growth and sustainability goals.

Ultimately, the right choice in food processing equipment can significantly impact your bottom line and your ability to stay competitive in a fast-paced, ever-changing industry.

Want more information on High Efficiency Double Head CNC Lathe? Feel free to contact us.