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Line Balancing Vs Line of Balance

Line Balancing

"Line balancing is the technique of balancing the unbalanced production line so that the idle time of machines

in the assembly line get reduced which in turn result in reduced overall cycle time in making of a product." 

"The main object of the line balancing is to distribute the tasks evenly over the work stations so that idle time ofmen and machines is minimised." 

"Line balancing aims at grouping the facilities (or tasks) and workers in an efficient pattern in order to obtainan optimum or most efficient balance of the capacities and flows of the production or assembly processes.

Tasks are grouped so that their total time is preferably equal to or a little lesser than the time available at each

work station this reduces the idle time and in turn overall cycle time." 

Suppose there are three machines or work stations, A, B, C which can process 5 , 10, and 15 pieces per unit

time respectivel and the se!uence of operations is such that the pieces flow from machine A to B and from Bto C"

Since, A has minimum capacit i"e" of processing onl 5 pieces per unit time , naturall work station or machine

B will remain idle for 50# of its time and machine C for $$"$$# if its time" %t shows that the line is un&alanced"

'ne wa to practicall &alance the line is to have three machines of tpe A, ( of tpe B and with ever machineof tpe C ) another approach to &alance the line will &e to give some other task to machines B and C so that the

do not remain idle"

Line of Balance

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"Line of balance (L!) is a manual planning and scheduling technique. #t is utili$ed in determining production

 progress in terms of percent of task completion." 

*he o&+ective of L'B is

• *o stud the progress of +o&s at regular intervals and

• *o compare the actual progress with that re!uired to satisf deliver re!uirements and,

• *o identif those operations in which progress is unsatisfactor"

L'B techni!ue is an e-ample of management & e-ception since it deals onl with the important or crucial

.e-ceptional/ operations in a +o&, esta&lishes a schedule .or plan/ for them and attracts attention to those which

do not confirm to this schedule"%t is particularl useful where large &atches of fairl comple- items re!uiring man operations, are to &e

completed delivered over a period of time"

L'B techni!ue consists of five main stages , all utiliing graphic aids"

1" A graphical representation of the deliver o&+ective"

(" A chart of production programme showing the se!uence and duration of all activities re!uired to produce a product"

2" A progress chart of the current status of component completion"

3" A line of &alance drawn to show the relationship of component progress to the output needed to meet thedeliver schedule"

5" Analsis of progress"

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5S : Best Management Practices from Kitchen to workplace.

*he 5-S  techni!ue has &een widel practiced in 4apan" ost 4apanese 56S practitioners consider 5S useful no

 +ust for improving their phsical environment , &ut also for improving their thinking processes too" Apparentlthe 5S can help in all stratas of life from kitchen of lad to the office of a anager C7' of an industr" A lad

who handle the kitchen dail practice the 5S even without knowing a&out it"

*he 5S practice is a techni!ue used to esta&lish and maintain !ualit environment in an organiation " *he

name stands for five 4apanese words %eiri %eiton %eiso %eiketsu and %hitsuke . *he 7nglish e!uivalent their meanings and tpical e-amples are shown in the following ta&le

S.

No.JAPANS N!L"S# MAN"N! $%pical &ample

1 Seiri Sort 'rganiation *hrow awa ru&&ish

( Seiton Shine 8eatness 20 9 Second retrieval of a document

2 Seiso Set in order Cleaning %ndividual cleaning responsi&ililt

3 Seiketsu Standardise Standardisation *ransparenc of Storage

5 Shitsuke Sustain :iscipline :o 5S :ail

'()ecti*es of 5S

1" ;romote Safet

(" %mprove <ork =low2" Better ;roduct >ualit

3" ?educe %nventor <aste

5" @ive ;eople Control of *heir <orkplace

Benefits of 5S

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:iscipline to follow standard work 

?educe Variation 7-pose pro&lems

Safe working areas

<aste reductions

%mprove 7fficienc

Space reduction ;roductivit

=oundation of all other activities

&plaination of 5-S

Seiri +Sort , 'rganiation

'rganiation is a&out separating the things which are necessar for the +o& from those that are not and keepingthe num&er of the necessar once as low as possi&le and at a convenient location"

Stratification Management

*he art of organiation is in stratification management" %t involves deciding how important something is andthen reducing the non essential inventor" At the same time stratification management ensures that the essentia

things are close at hand for ma-imum efficienc" *hus the ke to good stratification management is the a&ilit

to make these decisions a&out usage fre!uenc and to ensure that things are in their proper places" %t is +ust asimportant to have the things ou do not need far from hand as it is to have the things ou do close at hand" %t is

 +ust as important to &e a&le to throw out a &roken or defective part as it is to &e a&le to fi- it" A summar of

organiing things is shown in ta&le &elow"

 /sage 0egree of Nee1 +fre23enc% of 3se Storage Metho1 +Stratification

Low *hings ou have not used in the past ear 

*hings ou have onl used once in the last $61( months

*hrow them out

Store at a distance

Average *hings ou have onl used once in the last (6$ months, things

used more than once a month

Store in central place in the workplac

igh *hings used once a week ,

*hings used ever da

*hings used hourl

Store near the work site or carr &

the person

0ifferentiation (etween Nee1 an1 4ant

an people do confuse &etween nee1 and want. ost of us have a colleague who has collected $0 trademagaines in his shelf over the last five ears and claims that he wants to keep all of them for reference" %f ou

ask him <hich of the $0 magaines do ou need DE, he would pro&a&l scratch his head and sa % do not

know what ou are talking a&out "E owever , if ou formulate ou !uestion the following wa <hich ofthese $0 magaines have ou not &een touching over the last earDE, ou should not &e surprised to find that the

answer is 50"

ost people tend to err in the &eginning , on the conservative side of saving things F+ust in caseG" But it iscrucial that management make a decision" %s it neededD %f not, get rid of it" %f es, how much of it is neededD @et

rid of the rest" %f something is &orrowed , return it to its owner"

Seiton + Shine, Neatness

 8eatness is a stud of efficienc" %t is !uestion of how !uickl ou can get the things ou need and how !uickl

ou can put them awa" 4ust making an ar&itrar decision on where things go is not going to make ou anfaster" %nstead , ou have to anale wh getting things out and putting them awa takes so long" Hou have tostud this for &oth the people using the things fre!uentl and those who seldom use them" Hou have to devise a

sstem that everone can understand" *here are four steps in achieving neatness

Step .  Anal%e the stat3s 23o

Start & analing how people get things out and put them awa, and wh it takes so long" *his is especiall

important in workplaces where a lot of different tools and materials are used, &ecause time spent getting things

out and putting them awa is time lost" =or e-ample , %f a person gets something out or puts something out or

 puts something awa (00 times a da and each time takes 20 seconds , ou are talking a&out 100 minutes a da"%f the average time could &e reduced to 10 seconds , more than an hour could &e saved"

*pical pro&lems in retrieving things are

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1" 8ot knowing what things are called

(" 8ot sure where things are kept"2" Storage site far awa"

3" Storage site scattered all around"

5" ?epeated trips$" ard to find &ecause man things are there"

I" 8ot la&eled"

J" 8ot there, &ut not clear whether it is finished or some&od is using it"

K" nclear if spare parts e-ist .no ledger and nowhere to ask/10" 'ne &rought was defective"

11" ard to get out"

1(" *oo &ig to carr"12" 8eed to set or assem&le"

13" *oo heav to carr"

15" 8o gangwa to transport"

Step 6.  0eci1e where things (elong.

*he second step is to decide where things &elong" %t often happens that an o&+ect can have two names %ts realname and what ever&od call it" %n such cases , make a decision which one ou are going to use and stick to it

%t onl confuses people to have two names for the same o&+ect" 'n the other hand, during stock6take , ou mafind out that there are man things that do not have a name" *here ma &e times when two different things have

the same name, even when there are minor differences &etween them" Hou should rectif all these pro&lems assoon as possi&le"

Step 7.  0eci1e how things sho3l1 (e p3t awa%.

*he third step is to decide how things should &e put awa" *his is critical to functional storage" =or e-amplefiles and tools should &e put awa so that the are eas to find and eas to access" Storage has to &e done with

retrieval in mind"

aving a name for everthing is not et sufficient" *hings must have a location, +ust like ever&od would havea home" %t is in fact !uite amaing to send a letter through the world6wide mailing sstem" As long as ou put on

the right address, it will go to its destination, anwhere in the world" *he principle is ver simple 9 there is a

name on our letter and then there is a name on the location which matches with that on the letter" *herefore indoing our FneatnessG , it is imperative that ever o&+ect should have &oth a name an a location"

%n assigning storage space, designate not onl the location, &ut even the shelf" :ecide where things should &e,

and make sure that the are at their home" *his is crucial" <hen the storage location is on the tool and the toolGs

name is on the storage location, ou know ou are doing it right" *he following procedures should &e adheredto

1" 7verthing should have a name"

(" A place for everthing and everthing in its place M;77;NO 8o more homeless items"

O 7ven if someone is +ust using something temporaril, it should &e clear where it is"

2" >uick identification

O Arrows and lampsO =re!uent 9use items to &e retrieved easil

3" Safe storage

O eav things on the &ottomO eav things on dollies

O Benches and ladders

5" eight considerationsO Pnee to shoulder height most convenient"

Step 8.  '(e% the p3t 9awa% r3les.

*he last step is to o&e the rules" *his means alwas putting things &ack where the &elong" %t sounds simple,and it is as if ou would &e doing it" %t is +ust doing it that is difficult" <hether or not this is done will determine

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whether or not organiation and neatness succeeds" At the same time, inventor management is important to see

that ou do not run out of parts or products" %n order to achieve this, the rules are1" 'ut of stock 

O :ecide on minimum stock level

O %ndicate that more are on order (" Some&od is using it

O ave an indication of who is using it and when the will return it"

2" Lost

O :ecide how man there should &eO :raw a shadow outline indicating clearl what is missing

Seiso + Set in or1er :

F7verone is a 4anitorGQCleaning should &e done & everone in the organiation, from the managing director

to the cleaner" *his is wh in 4apan, the do not need street cleaners in residential areas" 7ver famil is

responsi&le for cleaning the pavement in front of their houses" *herefore, what the need are ru&&ish collectors"

*he 4apanese &elieve that while the are doing cleaning, the are cleaning their minds, too" %f ou have doneour annual cleaning at home &efore the 8ew Hear, ou would pro&a&l have this feeling of freshness"

*here are even companies that have taken steps towards putting little gardens in their workplace rest areas as

hgiene has ramifications well &eond the factories and offices to the surrounding environment" *he mottoesfor cleaning are

O % will not get things dirt"O % will not spill"O % will not scatter things around"

O % will clean things right awa"

O % will rewrite things that have got erased"O % will tape up things that have come down"

An orderl progression of cleaning in the factor environment & piece of e!uipment and & location will often

identif causes of various pro&lems in the production process, such as

O :irt air 9 conditioning filters lead to defects in printing"O =iling in the conveance chutes lead to scratching"

O Scraps in the die leading to fault pressings"

O *hings fall off the e!uipment and get into the products"O *hings get dented or &ent in conveance"

O =ilings and other particles contaminate the resin"

O :irt coolant leads to clogging"O :ust and other su&stances ruin the painting process"

O Bad connections ate made &ecause the electrical contacts are dirt"

O =ires are caused &ecause gar&age short6circuited the electrical e!uipment"

O Computer alwas plas up &ecause dirt is accumulated inside"%n an office or a factor, ou might start & graphing out the individual areas of responsi&ilit" %n doing this, it is

important that all assignments &e a&solutel clear and that there is no undefined, unallocated, or gre area"

nless each and ever person takes these admonitions to heart and accepts personal responsi&ilit, ou are not

going to get anwhere"Seikets3+Stan1ar1iation

Standardiation means continuall and repeatedl maintaining our organiation, neatness and cleaning" As

such, it em&races &oth personal cleanliness and the cleanliness of the environment" *he emphasis here is onvisual management and 56S standardiation" %nnovation and total visual management are used to attain and

maintain standardied conditions so that ou can alwas act !uickl"

Visual management

Visual management has recentl come into the limelight as an effective means of continuous improvement" %thas &een used for production, !ualit, safet, and customer services" Colour management has also come in for

considera&le attention latel" *his has &een used not onl for colour6coding, &ut also to create a more pleasant

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work environment" *here are more and more workers opting for white and other light6coloured clothes" Because

these clothes show the dirt !uickl, the provide a good indicator of how clean the workplace is" *he highlightthe need for cleaning" 'ne effective method of visual management is to put up appropriate la&els"

7-amples are

1" Lu&rication oil la&el6 %ndicate the tpe, grade, colour, and where it is for"(" Annual inspection la&el6Should &e attached to all e!uipment"

2" *emperature la&el 9%ndicate a&normalit or overheat"

3" ?esponsi&ilit la&el6Show who is responsi&le for what"

5" %dentification la&el 9 *ell people what things are"$" Safet la&el 9 ?emind people of special safet considerations"

I" Rone la&el on meters 9 8ormal one and danger one should &e differentiated & different colours"

J" 'k mark6 After things have &een inspected, an 'P mark will tell others that the part is accepta&le"K" ;osition mark6 ;ut little position marks for where things go" ;lace footprints where people should stand

;lace lines to indicate where things are supposed to stop" ;ut up lots of visual clues so that ever&od

will &e a&le to see what is happening and to anticipate what will happen ne-t"

 *ransparencAnother important consideration for standardiation is FtransparencG" %n most factories and offices, tools and

files are put in lockers, on closed shelves, and under covers to &e off sight" 4ust like sweeping things under the

carpet this is known as out of sight, out of mindE practice" *hose closed spaces are often among the most

disorderl places, &ecause the are not a constant eesore" So it will &e a good idea to take the wraps off thesemesses" ake the covers transparent" %f ou must have metal panels, put inspection windows in them" ake it

so that ever&od can see what is stored and how good .or &ad/ things look"

Visualising Conditionsan places have little ri&&ons on the fans so ou can see the &reee" Sometimes, this method is called

Fvisualiing conditionsG" As a variation of this, some plant maintenance people put windows and plastic strips in

some of the drain pipes so that other people can see the effluent flowing" *here are man other things ou cando to help people visualie a process"

*rou&le aps

<hen there are pro&lems, ou can show them on a map of the workplace" 4ust as man sales departments have

 pins in maps to show where their people are, ou can also have pins to show pro&lems, emergenc e-its, fire6

fighting e!uipment, and other locations" ;ut the maps where the are visi&le to everone" A trou&le map canalso &e used to indicate those workplaces and processes that are trou&le6free"

>uantification

B constantl measuring things, !uantifing the results, and analing the data statisticall, ou can !uicklidentif the limits to management and spot deviations &efore the &ecome ma+or headaches"

Shits3ke +S3stain, 0iscipline

:iscipline means instilling the a&ilit of doing things the wa the are supposed to &e done" *he emphasis hereis on creating a workplace with good ha&its" B teaching everone what needs to &e done and having everone

 practicing it &ad ha&its are &roken and good ones are formed" *his process helps people form ha&its of making

and following the rules"*he word shitsuke originall comes from the guiding stitches that are done &efore a garment is properl sewn" %f

accepted that wa, discipline is an underling tool in making life goes smoother" %t is recognied & the4apanese as the minimum the societ needs in order to function properl"

Self 9discipline is important &ecause it reaches &eond discipline" %f a person is FdisciplinedG to do something atone time there is a chance that he ma not &e disciplined ne-t time" owever, self6discipline guarantees the

continuit of a dail routine" *he 4apanese are a ver self6disciplined race the have one of the lower crime

rates in the world and are well6known as Fo&edientG tourists":iscipline is process of repetition and practice" *hink of discipline as an integral part of industrial safet

helmet, their safet shoes, or their gogglesD =ar too man" ow man have had accidents &ecause the stuck

their hands into the machiner without shutting it off firstD Again, too man" %t is important that everone hasthe ha&it of o&eing simple safet rules"