Measuring the Line Productivity by Implementing Lean Production System in One of the Photovoltaic Manufacturing Plants in Malaysia

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TABLE OF CONTENTS

LIST OF ABBREVIATIONSIII

CHAPTER 3: METHODLOGY1

Inventory Tracking System and Database Development1

Barcode Tracking Procedure2

Process Input Parameters4

Inventory Tracking Using Barcode Reading Time Stamps6

Statistical Data Analysis6

Lamination Data Analysis7

Solar Performance Testing Analysis10

Manual Time Study Analysis11

Production Scheduling12

Issues of Production Scheduling in Startup Environment12

Accuracy in Production Scheduling13

Inputs and Outputs14

Process Parameters14

Summary15

CHAPTER 4: DISCUSSION16

Barcode Tracking System16

Barcode Database Analysis17

Time Results and Analysis for Solar Performance Testing17

Production Scheduling Tool21

Lean Manufacturing and Waste Reduction24

Product Transport & Human Movement Waste25

Inventory & Inconsistent Flow26

Over-processing Waste27

Defects Waste27

Statistical Process Control27

Summary28

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS30

Lean, Six Sigma and TOC33

Lean manufacturing and transformation currently34

Elements of lean manufacturing and transformation37

Automation38

Advancement in lean manufacturing and transformation tools/techniques39

Transfer machines41

Organizational change42

Cultural change42

Work practices change44

Future Work45

REFERENCES47

LIST OF ABBREVIATIONS

OPVS= Organic Photovoltaics

RES=Renewable Energy Systems

PV= Photovoltaic

DC=Direct Current

EROI=Energy return on investment

NOX= Nitrous oxides

SOX= Sulfurous oxides

C02= Carbon dioxide

EMF=Electromotive Force

JIT=Just in Time

WIP=Work in process

CHAPTER 3: METHODLOGY

Introduction

The team developed a tracking system schematic for the WIP inventory that illustrated the flow of material and how barcodes would be printed and read. The panels have a unique 14-bit panel ID encoded in a data matrix based on its production run number and its location in the coated roll. We discussed the feasibility of this system with the stakeholders in this project, and both our group and the stakeholders felt that the implementation of this system would allow Konarka to reduce its operating costs (Wilmeth 2008).

The goal of this tracking system is to increase inventory accountability and overall system performance by making any production problems more apparent through tracking the inventory status. At the current stage, we worked toward an ideal fully-automated system as well as an implementable system in the short-term. The barcode printed for each module at the bussing station must be an invisible barcode printed on the edge of the bus bar because of aesthetics concerns of having a visible barcode in the middle of the panel. However, once the modules are sheeted into a panel form and laminated, the barcode printed on the external lamination barrier must be visible for customer traceability reasons (Welch 2008).

Figure 6: Barcode tracking system schematic

Hypothesis of the study

HO:The implementation of lean manufacturing tools and techniques can bring forth remarkable improvements to various type of manufacturing systems.

H1: The implementation of lean manufacturing tools and techniques cannot bring forth remarkable improvements to various type of manufacturing systems

Sampling

The beginning of the tracking system occurs at the bussing station, where an ultraviolet (UV) barcode is printed on each of the modules and is read immediately by an in-line reader and its panel identification number (ID) is entered into a database. The reading process also doubles as a verification system that checks the integrity of the printed barcode. At this stage, all of the modules are considered good and the same is reflected in the database. Any issues that are identified during the bussing process are tagged by physically marking the specific module with a colored marker ...