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Cellular Layout: U-shaped

Why use it?

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To create workplace efficiency and flexibility with

respect to equipment, people, and part presentation.

Who does it?

The lean team will work with the operator in a kaizen event.
How long will it take to do?
Existing process: two to four hours to develop a plan to
redesign into a U-shaped cell. Four hours to two days to
rearrange equipment. The physical movement will depend on
equipment complexity.
New process: days to weeks, as equipment and process is
designed in conjunction with the product.
What does it do?
• Ensures most efficient layout for worker
• Ensures shortest part movement distance
• Allows for maximum flexibility via sharing of work elements
with processes behind and diagonal to one another
• It is the foundation of—and it enforces—one-piece and/or
small-lot flow
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• Connects processes with the same volume requirements

• Reduces the amount of floor space required
• Allows flexible output rate by adding or removing operators

Output

Input

How do you do it?

1. Draw layout of equipment flowing counterclockwise.
Consider the layout of equipment for each process.
2. Locate machine next to the equipment for the pre-
ceding process so that one-piece or small-lot manu-
facturing can occur.
3. Create various Standard Work Charts for high, low, and
average takt time scenarios. (See Standard Work)
• This tells managers how many workers are needed for dif-
fering takt times.
• This will allow additional workers to adapt quickly to differ-
ing takt times. (See example next page)

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7 6 5

9 8 7
A. 1 worker 4
6
60 seconds
1 2 3 4 5

1 2 3

7 6 5

9 8 7
B. 2 workers 4
6
30 seconds
1 2 3 4 5

1 2 3

7 6 5

9 8 7
C. 3 workers 4
6
20 seconds
1 2 3 4 5

1 2 3

Demand Takt Time Operators

A 1,000 60 seconds 1
B 2,000 30 seconds 2
C 3,000 20 seconds 3

4. Cycle times of equipment of slowest machine must be

increased to shortest takt time or less. Ideally, all equip-
ment cycles are balanced.
5. Plan how material can be delivered from outside the cell so
it is available to operators inside the cells (slides, rails,
rollers, etc.).
6. Use automation within the cell only for safety and
ergonomics, or when cycle time of a certain piece of the
process must be improved in order to meet takt time.

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Other considerations are:

• Determine preventive maintenance requirements and
allocate time for this to occur daily (TPM).
• Ensure that maintenance procedures and schedules are
visually posted.
• Establish quick changeover procedures so there is ease of
converting from one product to another.
• Standardize changeover procedures so that everyone
understands them, thus minimizing machine downtime.
• Machines and worktables should be on rollers whenever
possible for ease of rearrangement in future kaizens.
• Do not hard wire equipment. Use hoses and flex cables
dropped from the ceiling. This speeds rearrangement.
• Cross-train all operators to operate all machines and
perform any of the different standardized work jobs for the
one-, two-, or three-operator scenarios.
Key Points to Remember
• Do not group machines by type.
• Usually, the cells operate in a counterclockwise
direction.
• Arrange cells according to processing sequence.
• Design cells for operators standing up and ensure operator
movement does not conflict if more than one operator is in
the cell.
• R ev i e w t h e s e q u e n c e o f s t e p s a t a n i n d i v i d u a l
operation to eliminate excess material handling.
• Ensure that defects can be immediately detected (poka-
yoke).
• Ensure the operator can operate all the machines within the
cell.

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U-shaped cells should be well-organized to maximize one-

piece or small-lot flow.

U-shaped work areas can also be effective in administrative

areas.

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