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Lecture 8 PDF
Lecture 8 PDF
LECTURE 8.1
MANUFACTURING ENGINEERING PROCESSES
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MANUFACTURING SYSTEMS
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Manufacturing Systems
Characteristics
o A structure for assembly of components using standardized procedures in mass
production of products
A system process architecture with an acquisition waterfall working on a well
defined product architecture
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Leveraging Architectures in Manufacturing Strategies
Full Development and Serial Production
o Prototypes are produced and tested for functionality
Designs are then finalized and put into full production
o Examples: automobile models
Feedback Systems
o Two kinds of feedback: external feedback (example: customers and suppliers feedback, market
survey) and internal feedback from manufacturing system (example: lean production)
o Factors influencing feedbacks are
1. time delay for making changes (loop delay): changes take time to implement and to be effective,
a longer time delay means slower response
2. feedback resonance (positive and negative feedback): negative feedback results in improvements (better
quality raw materials produce higher quality products)
while positive feedback results in more problems (increase production rate may cause more machine
breakdowns and higher defects)
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System Engineering Waterfall Process Model
o Sequential Model
o Activities followed each other step by step
o Feedback are adjustment of inputs from a
preceding step to resolve unexpected
problems before proceeding to the
subsequent step
o Similar to system life cycle structure
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Classic Waterfall Intersecting Waterfall
Implementation Implementation
Product Manufacturing
Development Process
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System Engineering “Vee” Process Model
Feedback
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System Engineering Spiral Process Model
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Systems Architecting in Manufacturing Systems
2 Flexible Manufacturing
o Flexible manufacturing is the capability of sequentially making more than one product on the
same production line
o Can be implemented with modular manufacturing by dividing a certain product into parts, then
manufacture each part separately in different production lines, and final assembly at last stage
o Requires real time interaction of a production waterfall with multiple product waterfalls
o Example: laptops are customizable with different RAM chips, hard disk size, but still retaining the
motherboard, microprocessor, and screen
3 Lean Production
o Two architecture viewpoints in Lean Production
1. value streams: customer, product design and test, production, and knowledge
2. application domains: design, supply, manufacturing, and customer
Examples: JIT, Toyota Production System, Kanban, Pull Systems, Lean Thinking
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END OF LECTURE 8.1
MANUFACTURING SYSTEMS
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SDM 5001 SYSTEMS ARCHITECTURE
LECTURE 8.2
TOYOTA PRODUCTION SYSTEM
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History of Toyota Production System and Lean Production
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What is Toyota Production System?
Overview
The Toyota Production System is a framework for conserving resources by eliminating waste (1998)
This framework has been expanded and refined many times by Toyota Corporation throughout its history
The Toyota Production System (TPS) is an integrated socio-technical system that comprises its management
philosophy and practices
The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with
suppliers and customers
Background
The first TPS principle, “Just-In-Time Production”, was developed by Sakichi Toyoda and his son, Kiichiro Toyoda
Toyota Production System (トヨタ) is created out of necessity in the post-war period :
o At that time Japan was poor, lack of resources, and lack of land, so cost minimization and efficiency were
most important
o Japanese could not afford the expensive mass production facilities of the type used in the USA so they
instead focused on reducing waste and low cost automation
o Post war demand was low and minimising the cost per unit through economies of scale was inappropriate.
This led to the development of demand-led pull systems
o TPS is low tech, not dependent on computers. Furthermore, all actions easily understandable
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History of the Development of the Toyota Production System
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Toyota Production System or The Toyota Way
Waste Reduction
TPS is a set of techniques, processes, or systems which aims to The Toyota Way is a set of principles and behaviors that
o seek competitive advantage through customer satisfaction underlie the Toyota Motor Corporation's managerial approach
o by increasing the level of Just-in-time and Jidoka and production system
o through engaging people into heijunka, standardized work Toyota first summed up its philosophy, values and
and kaizen, and manufacturing ideals in 2001
o resting on a basis of stability
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Books on Toyota Production System
Yasuhiro Monden. Taiichi Ohno. The Toyota Hayes, Wheelwright and Shigeo Shingo. A Study Womack, Jones, Roos.
Toyota Production Production System. Clark. Dynamic of the Toyota Production The Machine That
System. 2ed 1983 Productivity Press. 1988 Manufacturing. Free System. Productivity Changed the World.
Press 1988 Press 1989 Free Press 1990
Womack, Jones. Lean Spear, Bowen. The DNA John Nicholas. Lean Mark Eaton. The Lean
Thinking. Simon and of the TPS. HBR 1999 production for Practitioner's Handbook.
Schuster 1996 competitive advantage. Kogan Page 2013
CRC 2011. TS155 Nic 7
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THE TOYOTA WAY
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The Toyota Way 2001
A set of Management Principles proposed by Toyota Motor Corporation
o Temporary and Subject to Changes
o Responsive to business environment
o Reinforces the value of Continuous Improvements
o 2 Major Components
1. Continuous Improvement
2. Respect for People
JK Liker (2004) interprets Toyota Way in 14 Management Principles which are classified into 4 groups
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14 Principles of “The Toyota Way 2001”
Philosophy as the 1. Base your management decisions on a long-term philosophy, even at expense of short-term
Foundation financial goals
9. Grow leaders who thoroughly understand the work, live the philosophy and teach it to others
Add Value by
10. Develop exceptional people and teams who follow the company philosophy
developing your
11. Respect extended network of partners and suppliers by challenging them and helping them to
people and partners
improve
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Video : Toyota Production System
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Video (4:14) : https://www.youtube.com/watch?v=P-bDlYWuptM © LGChan
Toyota Production System DNA
Kent Bowen and Steven Spear (1990s) proposes 4 main principles in Toyota Production Systems
o three rules of design, which show how Toyota sets up all its
operations as experiments, and
o one rule of improvement, which describes how Toyota teaches the
scientific method to workers at every level of the organization, form
the essence of Toyota’s system
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Source Bowen, H. Kent, Spear, S (1999) Decoding the DNA of the Toyota Production System. Harvard Business Review Sept-Oct 1999
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Design Rule 1 Application Benefits
Operators follow a well-defined sequence of steps for a Less uncertainty to the
How People Work particular job, it is instantly clear when they deviate from the process, and less defects
specifications
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TPS House
Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale
Jikoda
Just-In-Time People and (Autonomation)
Teamwork
Continuous Flow Stop Notify Defects
Takt Time Self Inspection
Rapid Changeover Continuous Solving Root Causes
Pull System Improvement Empowerment
Waste Reduction
Heijunka Standardized Work Kaizan
Stability
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House of Toyota Production System
TPS House
Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale
Jikoda
Just-In-Time
(Autonomation)
People and Teamwork
Continuous Flow Stop Notify Defects
Takt Time Continuous Improvement Self Inspection
Rapid Changeover Solving Root Causes
Pull System Empowerment
Waste Reduction
Stability
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PRINCIPLE 1
KAIZEN
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Principle 1 Kaizen
The term Kaizen is derived from two Japanese characters:
改善 kai, meaning “change” and zen meaning “continuous improvement”
Literal translation Kaizen means “good change”
A “zero investment cost” improvement requires participation of all affected departments in the
activities to find the most creative solutions for the best improvement for all
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Kaizen - Secret behind Japanese Productivity Kaizen Toyota, Derbyshire, United Kingdom
Video (4:16) https://www.youtube.com/watch?v=fcBXtwGexNc Video (4:33) https://www.youtube.com/watch?v=wot9DFzFRLU
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Kaizen Process
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PDCA (plan-do-check-act) – Continuous Improvement
PDCA (plan-do-check-act) is an iterative four-step management method used for control and continual
improvement of processes and products
It is also known as the Deming circle/cycle/wheel, the Shewhart cycle, PDSA (plan–do–study–act)
PDCA process is similar to Kaizen process
Plan Create a plan for change, identifying specifically what you want to change
Analyze the situation: Try to understand what the current situation is:
Talk to people. Visit shop floor and observe (Genchi Genbutsu). Collect data.
Define the steps you need to make the change, and predict the results of the change
Do Carry out the plan in a trial or test environment, on a small scale, under controlled conditions
Create a standard, train the workers
Check Examine the results of your trial. Verify that you’ve improved the process
(Study) If you have, consider implementing it on a broader scale
If you haven’t improved the process, go back and try again
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Kaizen creates New Standards which leads to Innovation
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改善 改革
Kaizen involves taking many Kaikaku means radical change, breakthrough, or
small steps to achieve gradual reform is a Japanese Lean Production term that
improvement aims to eliminate waste and to create greater value
Muda means ‘Waste’ in Japanese
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Other Management Techniques in Continuous Improvement
Total Quality Management (TQM) 1980s
TQM is a management system for a customer-focused organization that involves all employees in continual improvement
It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of
the organization
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PRINCIPLE 2
HEIJUNKA 平準化
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Principle 2 Heijunka (平準化) – Production Smoothing
Heijunk is a method used in Just in Time production to smooth the quantity of production
over a fixed period of time
LEVELLING
Smoothing of
Heijunka goals Volume Production
o Stabilizes production volume and variety in an even in order to reduce
Variation
manner during the period
o Ensures high order fulfilment rate of orders
o Reduces the non-value added portion of the process
cycle time (production lead time) Heijunka
o Removes the waste of items in queue and inventory
STANDARDIZING
Reduce the SEQUENCING
Variation in the Mixing types of
way the work is work processes
carried out
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Example : Heijunka (平準化) – Production Smoothing
Example
A factory has a monthly demand of 1400 units Product A and 200 units Product B. Establish a production
schedule for the factory
Calculate the Build Ratio and production frequency for each type of product
Based on the lowest unit demand of product to be manufactured (this is 10 units of Product B)
Product A 70/10 = 7
Product B 10/10 = 1
Total production frequency = 8
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Source : http://www.leanmath.com/blog-entry/level-loading-heijunka-cycle
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PRINCIPLE 3
STANDARDIZED WORK
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Principle 3 Standardized Work
Standard work is…
o Foundation of Lean
o Safest, highest quality, and most efficient way known to perform a particular task and process
o The only acceptable way to do the task and process
o Continually improved
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Standard Operating Procedure Exercise – Draw a Pig in 2 minutes
1. Draw a capital M, so the tip of the middle V of the M touches the intersection of the grid lines in the NW quadrant
2. Draw a capital W, so the tip of the middle V of the W touches the intersection of the grid lines in the SW quadrant
3. Draw a capital W, so the tip of the middle V of the W touches the intersection of the grid lines in the SE quadrant
4. Go back to the M you drew in Step 1, and draw a slightly upwardly bowed line that runs from the most eastern point of the M, to the
intersection of the grid lines in the NE quadrant
5. Continue that line from the intersection of the grid lines in the NE quadrant to the most easterly point of the W that you constructed
in the 3rd step
6. Draw a downwardly bowed line from the most western point of the W in the SE quadrant, to the most easterly point of the W in the
SW quadrant
7. In the exact middle of the box between the NW quadrant and the SW quadrant, draw a circle the size of a dime
8. Draw an inwardly bowed line from the most westerly point of the M created in Step 1, to the top of the circle you just drew in Step 7
9. Draw an inwardly bowed line from the most westerly point of the W created in Step 2, to the bottom of the circle you drew in Step 7
10. Draw a horizontal straight line about ½ inch in length starting from the middle of the line you created in Step 8
11. Draw a horizontal straight line about 1/3 inch in length starting from the middle of the line you drew in step 9
12. Draw a curly-cue about 1 inch in length starting at the upper third of the line you created in Step 5, extending in an easterly direction
13. Put two dots in middle of the circle you drew in Step 7, arranged horizontally, and about ¼ of an inch apart
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Standard Work Model
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END OF LECTURE 8.2
TOYOTA PRODUCTION SYSTEM
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SDM 5001 SYSTEMS ARCHITECTURE
LECTURE 8.3
Lean Fundamental 1 : 7 Deadly Wastes
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Adapted from TUM
Lean Tools to Eliminate Mura, Muri, Muda
Just-in-Time
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Adapted from TUM
Lean Tools Improve Process Capacity
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Adapted from TUM
Improving Capacity increases Productivity and Performance
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Adapted from TUM
SDM 5001 SYSTEMS ARCHITECTURE
LECTURE 8.4
Lean Fundamental 2 : 5 S
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What are 5 S?
Method for creating an orderly, high performance work environment
Benefits of applying 5S
o Removes Lean Wastes from workplace
o Increases Quality
o Makes Defects visible 2
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Video : What is 5S?
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Video (4:19) https://www.youtube.com/watch?v=umUvWLeMZMY
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When in A place for
doubt, everything Clean and Make up Part of Daily
move it out and Inspect or the Rules, Work and it
everything Inspect and follow becomes a
Red Tag in its place through and enforce Habit
Technique Cleaning them
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5S NUMBER GAME
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Source : http://www.leansimulations.org/2011/12/5s-red-tag-process-5s-numbers-game.html © LGChan
Step 1
In 20 second,
27
30 Strike out the
numbers 1 to
51 49 in correct
sequence
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23
47
40
10
58 13
Time (sec)
79 6
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Step 2 SORT
In 20 second,
27
30 Strike out the
numbers 1 to
49 in correct
sequence
23
47
40
10
13
7
Time (sec) © LGChan
Step 3 SET IN ORDER
In 20 second,
27
30 Strike out the
numbers 1 to
49 in correct
sequence
23
47
40
10
13
8
Time (sec) © LGChan
Step 4 STANDARDIZED
In 20 second,
Numbers from 1 to 49 Strike out the
numbers 1 to
49 in correct
sequence
10
13
23 27 30
40
47
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Step 5 FINAL
Find 2 missing
27
30 numbers
51
62
23
47
40
10
58 13
Time (sec)
79 10
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Ferrari F1 Pit Stop Perfection
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Video (starts 0:10) : https://www.youtube.com/watch?v=aHSUp7msCIE
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What are the 5 S Practices can you identify in this Photograph?
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Video (0:50) https://www.youtube.com/watch?v=edXVQcBSD6o
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2 Second Formula 1 Pit Stop
Crew Member Job Function
1 rear jack Raise car off the ground by special car jack, so that
11 front jack wheelmen can switch tyres easily
10 backup front jack same responsibilities with the front jack
15 lollipop man chief mechanic, oversee the whole procedure
9 and 13 wings readjustments
5 and 17 cleaning the driver’s visor and for stabilizing the car at each
side
For each wheel 3 wheelmen team
14 gunner removal of the wheel from the car and is armed with a
pneumatic gun in order to loosen the nuts
13 first tyre carrier removes the wheel
16 second tyre putting on new wheel and tyre to the car
carrier
(seconds)
Source: https://statathlon.com/analysis-of-the-pit-stop-strategy-in-f1/
https://www.autosport.com/f1/news/108724/the-secrets-of-a-twosecond-f1-pitstop
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SDM 5001 SYSTEMS ARCHITECTURE
LECTURE 8.5
TOYOTA PRODUCTION SYSTEM - KANBAN
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Kanban
A tool to operationalise the “pull system” in production
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Videos (9:25) : https://www.youtube.com/watch?v=6y3qrOla9Tc
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KanBan Card
o Standardized Card
o Direct connection between supplier & customer
o Essential information captured
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Kanban Systems
Kanban Bin
(note upside down empty bin with reorder card)
1. Each process issues requests (kanban) to its suppliers as it consumes its supplies
2. Each process produces according to the quantity and sequence of incoming requests
3. No items are made or transported without a request
4. The request associated with an item is always attached to it
5. Processes must not send out defective items, to ensure that finished products will be defect-free
6. Limiting the number of pending requests makes the process more sensitive and reveals
inefficiencies
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SDM 5001 SYSTEMS ARCHITECTURE
LECTURE 8.6
LEAN ENGINEERING IN MANUFACTURING SYSTEMS
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What is Lean?
Toyota Production System main focuses on developing processes that are capable to
delivering the required outputs as smoothly, flexibility, and free of stress as possible,
utilizing the minimum amount of resistance, thereby achieving productivity, quality,
staff morale, and customer service
Toyota
Lean
Way
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Key Concepts of Lean Manufacturing
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Comparison of Toyota Production System and Lean
Method Toyota Production System Lean (1988)1 Lean (1996)2
Designer Industrial Engineers Mechanical Engineers Social Scientists
Goal Cost Reduction Quality Productivity Maximum Customer Value
Productivity Improvement
Specify Value
Principles Continuous Improvement Continuous Identify Value Stream
Respect for People Improvement Flow, Pull, Perfection
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Source : Jostein Pettersen 2008. Defining Lean Production: Some conceptual and practical issues. Accessed http://www.ep.liu.se/ecp/033/025/ecp0803325.pdf
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Lean Manufacturing Techniques
In this Section the Slides in this focus on techniques found in Two Pillars of Toyota Production Systems
TPS House
Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale
Jikoda
Just-In-Time People and (Autonomation)
Time
Takt Time
Rapid Changeover Continuous Self Inspection
Solving Root Causes
Jidoka
Pull System Improvement Empowerment
Waste Reduction
Heijunka Standardized Work Kaizan (visual management
Stability
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Genba Kanri (現場管理) – Workplace Management
Genba: the real place, the place where the value is added
Kanri: administration, control, management
translation: scene management or workplace management
A system for on the site management by which standards of inter-relationships for running the day-to-day
business using various tools and techniques for effective management of people, products, processes in
order to achieve Quality, Cost and Delivery requirements
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Single-Minute Exchange of Die - SMED
SMED is a system for reducing equipment changeover time in manufacturing
SMED Essence is to convert as many changeover steps as possible to “External” (performed while
the equipment is running), and to simplify and streamline the remaining steps
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Waller, D.L., 2003,”Operations Management: a Supply Chain Perspective 2nd Edition”, Thompson, London
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Pit Stop Error Costs Ricciardo 1st Place in Monaco Grand Prix 2016
3 Carrying New Tire 4a Removing Old Tire Daniel Ricciardo (Ferrari) exiting Pit Stop
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Cellular Manufacturing
Cutting Assembly
Forming Packing
Functional Layout
Cellular Layout
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Process Layout 1 - I Shaped Material Flow
Common for very short lines or for automated lines. It is also used
for processes that cannot have bends in the line for technical
reasons
Advantage
Easy access from both sides for both material and operators
Disadvantage
Due to the length of the line, managing and supervising the line
involves more waste for the supervisor and possibly also the
operators due to walking
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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
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Process Layout 2 - U Shaped Material Flow
Best line layout for lean manufacturing
Mostly used for manual manufacturing lines
All the operators are within the “U,” while the material is supplied from
outside of the “U”
Advantages
Main benefit exists if multiple operators are within the “U” of the line
Ability of workers to tend multiple processes within the line well suited
for multi-machine handling
Worker can tend to both the beginning and the end of a line, breakdowns
and other problems may be fixed faster than in other lines
Disadvantages
A U-line is less ideal for fully or mostly automated lines
Refilling material in an U-line is not as easy as with an I-line
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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
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Process Layout 2 - U Shaped Material Flow
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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
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Process Layout 3 - S Shaped Material Flow
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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
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What is a Good Manufacturing Layout?
What is the overall material flow in your plant?
Where is your inbound warehouse?
Where is your outbound warehouse?
A good line design would follow the overall material flow and go from the left to the right
A bad line design would go in the opposite direction,
requiring you to transport all material through the plant twice
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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
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TAKT TIME
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Process Capacity
Bottleneck and
Process Capacity Resource Utilization
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Takt Time
Takt Time is the amount of time
a) a product needs to be produced in order to satisfy customer demand
b) between the start of production of one unit and the start of production of the next unit [if (a) is true]
To reduce waste (“muda”) and WIP, cells and processes need to “pulse” at this frequency
that is every 12 seconds you should produce a part to meet the demand
TA
Time Available
T D
Takt Time Demand Rate
The final assembly rate was established at "a bomber in 60 minutes" so the Takt time for Final Assembly is 60 minutes
Four propellers per aircraft generate a Takt time at Propeller Dress of 15 minutes (4 x 15 min = 60 min)
Each ship needs two rudders, so Takt time for Rudder Sub-Assembly is 30 minutes (2 x 30 min = 60 min)
Each rudder requires six ribs. Takt time for Rib Forming is, therefore, 5 minutes (2 x 6 x 5 min = 2 x 30 min)
The aircraft requires one Forward Fuselage sub-assembly and the Takt time for this production area is also 60 minutes
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Source : http://www.strategosinc.com/takt_time.htm
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Takt Time vs Cycle Time
Cycle Time as the average time between two products coming of the line
Lead Time is all process times added up to each other, plus all the waiting times between the process steps
When there are parallel processed in a value stream with different process times, the longest one is taken into account
for the Lead time calculation
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Source : http://www.panview.nl/de/node/580 © LGChan
Faster Cycle Time Enables Faster Delivery Times
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Source: Ray Leopold, MIT Minta Martin Lecture, May 2004 © LGChan
PUSH PULL SYSTEMS
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Push vs Pull Systems
Push System Pull System
Based on forecasted demand that is completed Based on requirements of subsequent work station:
and sent to the next work station or in the case o Each succeeding workstation pulls (demands) output
of the final work station is pushed to finished from previous workstation as needed
goods inventory o Next work station determines when and how much
output is requested
o Output from final workstation is pulled by customer
demand or the master production schedule
forecast
Orders
Demand
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Push and Pull Distribution Systems
Supermarket Push
Push Supply at Cake Store Normal Taxi Push Demand
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Push and Pull Production Systems
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Ideal Conditions for Pull System
Work centres only authorised to produce when Conditions Pull Scheduling works best :
it has been signalled that there is a need from a o Small lot-sizes (more flexibility)
user / downstream department o Low inventory and low Work-In-Progress
Example: o Fast throughput
o Visual / audio signal o Guaranteed quality
o One / Two card Kanban
o Electronic ERP
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Small Lot Batch Sizing
Preference for large batches stems from the tendency to view material ordering, handling, and setup as fixed
activities. Therefore, there is economy of manufacturing scale in large batches
In Just in Time or Lean Manufacturing, there is considerable savings in lean activities which reduces time
wasted in other areas (eg SMED, Muda, etc)
This will justify making small lot batching possible and economical
With small batch sizes it is easier to change job schedules, and to insert new jobs with less effect on the
schedules of other jobs
Waste Reduction
Heijunka Standardized Work Kaizan (visual management
Stability
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Autonomation – Jidoka (自働化)
Jidoka (Autonomation) means automation with a human intelligence
Three Requirements in Jidoka : Autonomation, Stop the Process Authority, Poka Yoke
In Jidoka, machines and operators have the ability to detect when an abnormal condition has occurred and
immediately stop work
Benefits of Jidoka
o Highlights the early causes of problems
o Leads to improvements in the processes and quality by eliminating the root causes of defects
o Eliminate waste by avoiding re-work of defect parts
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Andon System
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Error Proofing – Poka Yoke (ポカヨケ)
Poka (blunder, mistake, error) Yoke (protect, repel, avoid) is a system, mechanism, technique
designed to prevent inadvertent human errors made by workers performing a process
Its objective is to improve quality, eliminate product defects and waste by preventing, correcting,
or drawing attention to human errors as they occur
5 Whys Process
1. Write down the specific problem
2. Ask WHY the Problem happened and write down the Answer
3. If the Answer is not the Root Cause, Ask WHY the Answer
happened and write down the new ANSWER
4. Repeat Step 3 many times until the team agrees that the Root
Cause has been identified
"Having no problems is the
biggest problem of all“
Taiichi Ohno
If the root cause is that someone made a mistake, keep asking “WHY?”
o Human Error is never a root cause (respect people!)
o Human Error is usually the result of some bad design
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Reference : https://www.slideshare.net/timothywooi/pokayoke-a-lean-strategy-to-mistake-proofing
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END OF LECTURE 8.6
ARCHITECTING MANUFACTURING SYSTEMS
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