Page 414 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

Design and Improvement of Service Processes—Process Management 373

particular work cell; this work cell is equipped with machines that are fit to
produce this category of products. This multiple-cell setup is illustrated by
Fig. 10.23. This group work cell setup can handle as large a number of
product varieties as that of the job shop illustrated by Fig. 10.20. However,
the flows of the work cell group will be much smoother and faster than that
of the job shop.
In an office process, such as insurance claim processing, there are many
types of claims, and each type should be processed in a different way. Many
office processes use a similar process to that of the job shop; each claim
goes to a different path, and flows are really messy and erratic. A lot of
errors and delays can be caused by this job shop setup. If we use the work
cell group concept, we can establish several separate flow line departments,
each one handling one category of claims. Within each category the claims
type and paperwork procedures are similar, and each department has several
operators, each one handling one step of the paperwork. All the paperwork
needed for one piece of the claim will be finished after one complete flow
through a work cell, as illustrated by Fig. 10.23. This departmentalization-
type work flow is usually more efficient than the job shop or batch flow shop
processes.

Pull-Based Production
A pull-based production system is a demand-driven production system. It is
modeled after the supermarket shelf replenishment operation. On
supermarket shelves, there are lots of goods, such as milk, eggs, and orange
juices, that are ready for customers to pick up. The customers pull the goods
from the shelves, and then depending on how many items are taken away,

Cell 4 Cell 1

Cell 3 Cell 2

Figure 10.23 A Group of Work Cells