ES2D8:

Technical Operations Management

Q1. Please discuss the importance of standardisation for:
- Daily operations management in manufacturing industry
- Continuous improvement in manufacturing operations.

Marks breakdown:
• 15 points for discussing the importance standardisations for daily operations
management in manufacturing industry
• 15 points for explaining the importance of standardisation on continuous
improvement in manufacturing operations
(Total 30 Marks)
Maximum answer word count: 630

A standardised system is much easier to maintain for daily operations, it allows for a
simple modification to be applied. It also gives visibility across all sites, even across
the whole business to make comparisons that wouldn’t otherwise be possible.
Standardise (or seiketsu) is part of the 5S methodology which describes how to
organise a workspace for efficiency. The other elements are seiri, seiton, seisō,
and shitsuke, translated as "sort", "set in order", "shine" and "sustain" [1]. A
standard operating procedure (SOP) is a set of instructions utilised by an
organisation to help employees carry out routine daily operations. Standardisation
ensures that employees have a confirmed process to follow. This can decrease the
requirement for guesswork and ensure quality. One of the first primary benefits of
standardisation is the decrease in ambiguity and guesswork. All complicated tasks
will probably have some uncertainty in their process that may only lead to time
wasted. An obvious set of instructions to follow from ensures more time is spent
actually doing the tasks and less time on trying to work it out. Effective
standardisation guarantees there’s only one clear way to do a task. As an absence of
standardisation results in more uncertainty, an inevitable result of this will be
reduced consistency and reliability. This may be because not all ways to do a task are
the same: some are better than others. An important way in which standardisation
can help to ensure quality is by reducing the possibility key details are overlooked.
By standardising the process an organisation uses, quality of the ultimate result will
be guaranteed. It encourages productivity by getting rid of inefficiency. As a
consequence, tasks are completed in a more efficient way; this means fewer quality
control issues from inconsistencies when tasks weren’t completed as well and as
accurately first time. If everyone learns an identical way of completing tasks and
uses this to finish them, it would be easier for teams to collaborate together.
Eliminating other procedures reduces the need for toxic competition and conflicts.
McIntyre writes: “If managed properly, standardised work establishes a relationship
between people and their work processes. This relationship can enhance ownership
and pride in the quality of work performance. The result is high morale and
productivity” [2]. If the standardised procedure is efficient, it will guide employees
to achieve something significant and gives them a feeling of satisfaction and
fulfilment.

Standardisation helps to facilitate continuous improvement in manufacturing
operations. Continuous improvement (Japanese: kaizen) means small steps and is a
section of the lean philosophy. Continuous improvement refers to a variety of
techniques that are used to identify what an organisation has done, what it needs to
do, any possible obstacles that may arise and how all members of the organisation
can make their work processes better [3]. It was developed in the United States in
the nineteenth century [4]. Because processes are constantly evaluated, they are
improved in the light of their effectiveness. In 1926, Henry Ford wrote “to
standardise a method is to chose out of the many the best one, and use it.
Standardisation means nothing unless it means standardising upward... If you think
of ‘standardisation’ as the best that you know today, but which is to be improved
tomorrow – you will get somewhere. But if you think of standards as confining, then
progress stops”[4]. For manufacturing operations, standardisation will specifically
reduce unit cost and ensure quality products. It will better utilise manpower and
equipment, as there is more effective training available. All of this will ensure
accurate dates or delivery and better services of production control, stock control
and purchasing.
Overall a standardised system gives more insight, costs considerably less and takes
less time to maintain and grow.

Q2. A product goes through each of the stages (introduction, growth, shakeout,
maturity, decline) identified in the PLC (Product Life Cycle) model (see Figure 3.1).
Operations and business environment are distinctively different at each of those
stages. Please compare and describe characteristics of the internal operations and
corresponding external business environment for introduction and assumed
maturity stages of the PLC for digital compact camera parts supplier.
(20 marks)


Figure 3.1. Product Life Cycle
Marks breakdown:
• 5 marks per internal operations characteristics description for the maturity
PLC stage
• 5 marks per corresponding external business environment characteristics
description for the maturity PLC stage
• 5 marks per internal operations characteristics description for the
introduction PLC stage
• 5 marks per corresponding external business environment characteristics
description for the introduction PLC stage
(Total 20 Marks)
Maximum answer word count: 420

Product Lifecycle Management (PLM) is the business activity of managing, in the
most effective way, a company’s products all the way across their lifecycles; from
the very first idea for a product all the way through until it is retired and disposed of
[5]. Once the digital compact camera parts have finished being developed, it enters
the first stage within the product lifecycle (PLC), the introduction stage. During this
stage, the initial product is entered into the market. When a brand new product is
released, it is usually a really high stake time in the products life, although this
doesn’t necessarily make or break it’s eventual success; it is the primary contributing
factor. During this introduction stage, marketing is high and sometimes the company
invests a lot into promotion and getting it out to all the customers. It’s at this stage
that the company is first ready to understand how the customers respond to the
digital compact camera parts, whether or not they like it and if it will achieve
success. This can often be a big spending time for the company with hardly any
guarantee the product sales will repay it. There’s generally little competition. The
primary objective of the introduction stage is to form a demand for the digital
compact camera parts. One limitation of the introduction stage is the sizable amount
of products that fail within this development stage, stepping in after a competitor
has stimulated early can prove successful.
When the digital compact camera parts reach the maturity stage of the product
lifecycle, the sales begin to slow or in some cases stop because of a largely saturated
market. Pricing can begin to induce competition, signalling margin shrinkage. This
can be because prices begin to fall due to external pressures like less demand or
increased competition. Companies may often begin to develop new replacement
products to achieve new market segments. Expenditure is reduced on development
and promotion (appropriately). Given the market is extremely saturated, it’s
normally within the maturity stage of a product lifecycle that less successful
competitors are pushed out of competition this is called the “shake-out point”[6]. In
the maturity stage, saturation is reached and sales volume is maxed out. Therefore
the digital compact camera parts supplier should begin to innovate in order to
maintain or increase their market share; this involves changing their product to
satisfy new demographics and changing technology.

Q3. Using John Elkington’s ‘Triple Bottom Line’ (TBL) model as a point of your
reference, argue that diesel engine powered train cannot be seen as a sustainable
transportation solution for the United Kingdom.
(20 marks)
Marks breakdown:
• 5 marks for evidence of understanding the principles of the highlighted
model
• 15 marks for quality of the arguments used
(Total 20 Marks)
Maximum answer word count: 420

The Triple Bottom Line (TBL) is a concept developed by John Elkington that has
innovated the way businesses monitor sustainability and the performance of
projects or policies. The Triple Bottom Line is a framework that integrates three
features of performance: social, environmental and financial. This differs from
traditional reporting frameworks as it includes ecological (or environmental) and
social measures that can be difficult to assign appropriate means of measurement
[7].
Internationally CO2 reduction and regulations are driving electrification. One
attraction of electric trains is their environmental benefits. For example, the
increased use of electric trains will decrease exhaust emissions (a major pollutant)
and improve air quality.
Enclosed railway stations hosting diesel trains are also at risk of reduced air quality
as a result of exhaust emissions that may endanger passengers and workers. Air
quality measurements were conducted inside London Paddington Station, a semi-
enclosed railway station where 70% of trains are powered by diesel engines. The
comparisons indicated that train station air quality was more polluted than the
nearby roadside [9]. This is a significant social disadvantage for all employees and
commuters especially, as they are there every day.
Diesel emissions are a significant and growing contributor to air pollution, especially
the microscopic soot know at “particulate matter”. Children are especially affected
because their respiratory systems are still developing and children have a quicker
breathing rate. Between 2017 and 2025, the total cost to the NHS and social care of
air pollution for diseases associated is estimated to be £5.56 billion [11]. This cost
can be detrimental to the economy. Also in 2019/20 fuel duty tax receipts in the
United Kingdom amounted to approximately 27.57 billion British pounds [10].
Having to pay less fuel tax can be very beneficial for the companies, increasing their
profit margin allowing more money to be invested back into the business. In 2016,
diesel locomotives hauled 93% of UK rail freight, and 7% on electrified services [8].
As the technology develops, battery efficiency and range will improve, so electric
freight should become cheaper. A large proportion of international freight trains use
diesel engines because there is no interoperability issue. However, diesel powered
trains have slower acceleration, higher fuel costs, and are heavier, meaning they
create more wear on the tracks.
As diesel engine powered trains do not meet the criteria of being beneficial socially,
environmentally and financially, they cannot be seen as a sustainable transportation
solution for the United Kingdom.

Q4. Please identify an example of poka-yoke application you are in contact with
on regular basis. Identify and explain what type of poka-yoke it represents (the
contact method, the constant number (or fixed-value)), the sequence (or motion
step). Discuss importance of using poka-yoke approach in manufacturing
environment and in customer applications.
(30 marks)
Marks breakdown:
• 5 marks for identifying a valid poka-yoke example
• 5 marks for identifying and explaining correct type of poka-yoke application
• 20 marks for discussing importance of using poka- yoke approach in:
- Manufacturing environment (10 marks)
- Everyday life customer applications (10 marks)
Total 30 Marks
Maximum answer word count: 630

Poka Yoke is one of the most valuable lean tools. A poka yoke is any mechanism in a
lean concept a process that helps an equipment operator avoid (yokeru) mistakes
(poka) [3]. The poka yoke concept was created in Shingo. At first, he called them
“fool proof devices”, but later he changed it to poka yoke, which is Japanese for
“unnoticed mistake proving” [13]. It has become one of the most predominant work
standardisation techniques applicable to any standardised process in service or
manufacturing industry. It aims to identify and stop any errors.
Poka yoke systems can be used in a company in order to mistake-proof activities.
Some of the most common poka yokes used are automatic part feeders, which
guarantee that 100 percent of the pieces are separated correctly [13]. In
manufacturing, poka yoke ensures filling material is not wasted, production lines do
not stop and incorrect products are removed due to improper orientation or
potentially enough weight to stay on the production line [13]. Also, poka yokes
would reduce the number of task or equipment necessary, this will improve the
overall efficiency of manufacture. Poka Yoke in the service or manufacturing
industry, should prevent many errors from any type of process: a process operation
missed or not performed to the standards of the SOP, a setup error from using the
wrong tools or by setting the machine adjustments correctly, a part may be missing
as not all parts are included in the assembly, welding or one of the other many
processes, a wrong or improper part may be used, an operation could be carried out
incorrectly that could be caused by having the incorrect version of the specification
and finally, there many be measurement errors in machine adjustment, test
measurement or dimensions of a part coming in from a supplier [12].

Figure 1 – example of Poka Yoke [13]

A typical poka yoke example is shown in figure 1 where the diameter of a fuel nozzle
indicates to the user whether or not they are using the right pump in order to avoid
using the wring fuel when filling up a car. This could cause damage to the car
because it causes internal friction and fuel lines will begin to disintegrate. Diesel
pump nozzles are larger than petrol to prevent this from happening. This is an
example of sensory (contact) method because it uses an object’s geometric shape to
avoid mistakes from being made; these are useful in situations that encourage
errors. Asymmetric parts can also reduce incorrect positioning. Other types of poka
yokes include fixed-value and motion step methods [14].
Poka yoke has many everyday life customer applications; these include car safety
features, such as warning alerts that tell users of potential errors. A lot of cars
nowadays have sensors included that tell drivers if they are leaving their lane. A
household appliance such as a washing machine, microwave and dishwasher is
designed to have control functions, which don't allow the process to start until
required; these include functions that stop it from working when the door is left
open. Spell check is again another example of a common way of error proofing in a
customers day-to-day life. Software is also equipped with the means to tell the user
(and would even automatically correct) spelling errors. A lot of plugs, such as USB
sticks and 3-pin plugs, are designed so only they can be put into a socket in the
correct orientation. This is an obvious example of the contact method that uses the
physical shape to prevent mistakes from being made [15].

References
[1] José Luís Quesado Pinto, (2018) Just in time factory: implementation through
lean manufacturing tools. Cham: Springer.
[2] Walter W McIntyre, (2009) Lean and Mean Process Improvement.
[3] Marc Helmold, (2020) Lean management and kaizen: fundamentals from cases
and examples in operations and supply chain management. Cham, Switzerland:
Springer.
[4] Javier Santos, Richard A. Wysk, and Jose M. Torres (2006) Improving Production
with Lean Thinking, John Wiley & Sons, Incorporated.
[5] John Stark (2020) Product lifecycle management (Volume 1): 21st Century
Paradigm for Product Realisation. 4TH ed. Springer.
[6] George S. Day (1997) Strategies for surviving a shakeout, Harvard Business
Review (Vol. 75, Issue 2).
[7] Slaper, Timothy F. and Hall, Tanya J. (2011). "The Triple Bottom Line: What Is It
and How Does It Work?" Indiana Business Review. Spring 2011, Volume 86, No. 1.
[8] ‘A time of unprecedented change in the transport system The Future of Mobility’
(2019). [Online] Available at:
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attac
hment_data/file/780868/future_of_mobility_final.pdf
[9] Uven Chong, Jacob J Swanson, and Adam M Boies , (2015). Air quality evaluation
of London Paddington train station, Environmental Research Letters, Volume 10,
Number 9.
[10] D. Clark (2020) Fuel duty tax receipts in the UK 2000-2020, HMRC Tax Receipts
and National Insurance Contributions for the UK.
[11] Pimpin L, Retat L, Fecht D, de Preux L, Sassi F, Gulliver J, et al. (2018) Estimating
the costs of air pollution to the National Health Service and social care: An
assessment and forecast up to 2035.
[12] Piotr Mazurkiewicz (2020) SOP and lean approach to quality lecture, University
of Warwick, Nov 2020.
[13] Javier Santos, Richard A. Wysk, and Jose M. Torres (2006) Improving Production
with Lean Thinking, John Wiley & Sons, Incorporated.
[14] R. Anthony Inman. Poka-Yoke - system, examples, type, company, workplace,
business, system. [Online] Available at:
https://www.referenceforbusiness.com/management/Or-Pr/Poka-
Yoke.html#ixzz5WCPRrurB
[15] “Lean Manufacturing in Real Life: 10 Examples of Poka Yoke in Daily Life” 2018.
[Online] Available at https://tulip.co/blog/lean-manufacturing/poka-yoke-examples-
everyday-life/