Strategos, Inc.

3916 Wyandotte
Kansas City MO 64111 USA
816-931-1414

Mixed Model Production

By
Quarterman Lee, P.E.
Strategos, Inc.

C O N S U L T A N T S E N G I N E E R S S T R A T E G I S T S

www.strategosinc.com

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© 2006 Strategos, Inc.
 Mixed Model Production
What Is Mixed Model Production?
Mixed Model Production is the practice of assembling several distinct models of a product on
the same assembly line without changeovers and then sequencing those models in a way that
smoothes the demand for upstream components. The objective is to smooth demand on
upstream workcenters or suppliers and thereby reduce inventory, eliminate changeovers,
improve kanban operation. It also eliminates difficult assembly line changeovers.

Toyota developed the concept in the 1960's in response to the problems created by line
changeovers. It originally applied to long assembly lines such as those used in automotive.

However, Mixed Model Production is adaptable to other situations. There are also alternatives,
such as assembly cells, that accomplish the same purpose, often with better results. This topic
also relates to Focused Factories in because it addresses the same issues at a more detailed
level.

The Underlying Principle

Henry Ford demonstrated that steady, repetitive production dramatically reduces cost. This is
true for both assembly operations and for upstream fabrication. However, when final assembly
models proliferate and the issue is addressed by changeovers and long runs on the assembly
line, it creates highly variable demand in upstream fabrication and subassembly.

The ideal production system would be like a smoothly flowing stream with many tributaries
and no pools, dams or other accumulations.

Figure 1 The Ideal Flow

Or...
...like a marching band with everyone in step, spaced at a fixed distance, all in time to the
music beat and smoothly flowing from one figure to another throughout the performance. This
is the origin of "Takt Time."

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 Figure 2 Marching Band analogy

Demand Pattern With Batch & Line Changeover

Assume a scenario where an assembly line builds three major variations of the similar end-
product in figure 3. Assume also that the upper component comes from three separate sources
(vendors or workcenters). The graph of figure 4 shows average demand for each product.

Average Daily
Customer Demand

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1-GRN 2-YEL 3-RED

1-GRN 2-YEL 3-RED

Figure 3 The Three Similar Products Figure 4 Demand Pattern

On large assembly line, setup is often problematic. Parts are brought in for a new job and
remaining parts taken away for the just-completed job. Such lines often need re-balancing
with different stations and task assignments. Then, there is the initial startup as everyone gets
accustomed to the new configuration. If parts do not fit, or cannot be found, there is more
disturbance. When, at last, the line is humming, nobody wants to disturb it with another
changeover.

Such is the case with our hypothetical assembly line. And so, once setup, it runs for at least a
week on the first product, 1-GRN. At the end of a week, 40 units are complete. After another
frenetic changeover to product 2-YEL, the line runs for 2.0 weeks since the demand for this
part is higher. Another changeover and, for another week, the line runs 3-RED. Figure 5
illustrates.

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 Figure 5 Demand Patterns With Conventional Batch Assembly
The three suppliers for the upper covers of, respectively, 1-GRN, 2-YEL and 3-RED, see high
demand for one or two weeks and then no demand for 2-3 weeks. One way to deal with this
intermittent upstream demand is to size upstream production for the overall average demand
for each part and then build inventory between production runs. This, however, creates a host
of inventory control, scheduling and quality problems. Mixed Model Assembly lines address
this situation.

Demand Patterns With Mixed Model Lines

A Mixed Model Assembly line is configured to produce several models without changeover.
The mixed Model Line, as pioneered by Toyota, is shown in figure 6. A schedule specifies the
proportion of each model required for customer demand. In this example, the proportions are
25%, 25% and 50%.

Figure 6 Conversion To Mixed Model Line

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© 2006 Strategos, Inc.
 Proper sequencing of products smoothes the demand on upstream suppliers even further. In
this example, the sequence is:

RYGY--RYGY--RYGY--RYGY
§ Red- 1.0 Unit Every 2.0 Hours
§ Yellow- 1.0 Unit Every Hour
§ Green- 1.0 Unit Every 2.0 Hours

A mixed model line may complicate line operations to some extent. However, it streamlines
and simplifies upstream operations as well as the inventory, scheduling and transport system
that connect the line with upstream operations. Among the benefits are:

§ Upstream Demand Is Steady

§ Machines Sized For Customer Demand
§ Simplified Scheduling Such As Kanban
§ Stable Labor Requirements
§ Simpler Transport

Dedicated Assembly Cells

Toyota probably used Mixed Model Assembly lines because their large Detroit-style lines
were already in place. It may have seemed like a natural and easy solution to the problem of
upstream demand smoothing.

But there is another method for providing smooth demand: Final Assembly Cells. In this
approach, the assembly line is broken down into multiple, smaller workcells. Each workcell
produces a single model or, perhaps, several models with a high degree of part commonality.

Machining/Fab

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2.0 Per Day 4.0 Per Day 2.0 Per Day

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1-GRN Cell 2-YEL Cell 3-RED Cell

Final Assembly Workcells

Figure 7 Dedicated Assembly Cells

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Integrated Assembly-Fabrication Cells
A further evolution of assembly cells is to incorporate some (or all) upstream fabrication into
the cells. The figure below shows how the fabrication equipment for each model joins with
respective assembly operations in a cell or sub-cell. It provides even closer coordination and
corresponding improvements in quality and inventory.

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2.0 Per Day 4.0 Per Day 2.0 Per Day

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Integrated Assembly Workcells

Figure 8 Integrated Assembly-Fabrication Cells

Enabling Mixed Model Lines & Dedicated Cells

The principle of Mixed Model Production is simple enough. Designing the process and system
is often more difficult. When people are enmeshed in an existing system they have difficulty
envisioning how mixed model, smoothly flowing production is possible. It helps to ask two
key questions:

1. What must be true for this to work?

2. How could we make it true?

Thoroughness and tenacity can often make various conditions true and achieve (or come close
to) the ideal model of a smoothly flowing stream. The following tables summarize some of the
design problems related to mixed model lines, dedicated assembly cells and integrated cells.
They also suggest possible solutions.

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Mixed Model Assembly Lines
Problem Description Solutions
When different models have different work § A constantly moving line does only lends itself
content, operations must be flexible enough to mixed model production when work content is
to deal with the product mix. nearly identical for each station. See Balancing
Workcells.
Work Balance § Small Queues between stations accommodate
short-term variation.
§ Adjacent workers share tasks and help each
other.
§ Fewer stations and longer task times.

For a mixed model assembly line to function, § Small quantity of every part replenished by
Part Kanban.
every part for every product must be
Availability immediately available.

Tools and special fixtures must be readily § Multi-purpose fixtures & Tools

Tool available. (This is seldom a problem when § Setup Reduction

the product is small. It may be a problem § Dedicated cells with a permanent setup of
Availability with large products such as refrigerators or fixtures & tools.
vehicles.)

Dedicated fabrication equipment is not § Setup Reduction In Fabrication with small lots.
Fabrication always available. Long, expensive and/or § Redesign fabrication processes with more
Setup inconsistent changeovers force large dedicated equipment, even (if necessary) at the
Reduction batches and high inventory between cost of decreased labor efficiency.
fabrication and the mixed model line. § Investigate alternate processes.

Dedicated Assemby Cells

Problem Description Solutions
Variation in demand for each dedicated cell § Design assembly cells for multiple levels of
may be larger than the variation for a single staffing.
Demand line. (Peaks and valleys of demand often § Move people between cells to balance output
Variability cancel when combined.) & demand.
§ Provide excess equipment capacity to handle
peak demands.

Workcells appear simple and this is § Design cells from fundamental principles.
especially true for assembly cells. In reality
Cell Design they are complex and sometimes sensitive
socio-bio-technical systems.

Integrated Cells
Problem Description Solutions
This usually involves processes that must § Address the environmental problem with dust
Process control, noise control, etc.
be isolated for environmental reasons
Incompatibility (Dust, Dirt, Chemicals or Noise). § Investigate alternate processes.

Large-scale fabrication processes have too § Investigate alternate equipment and methods.
Process Scale much capacity for a single assembly cell. (e.g. small, manual paint booth replacing large
paint line)

Certain tasks require extensive skills, § Tools, fixtures or gages that require less skill
experience and/or training but do not § Train or cross train
Special Skills require a full-time operator for each cell. § Train cell workers in basics with consultant for
difficult problems. The daily tasks often do not
require high skills or knowledge.

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© 2006 Strategos, Inc.