Basic Factory Dinamics-1

Basic Factory Dynamics
Physics should be explained as simply as possible,

but no simpler.
– Albert Einstein
1
© Wallace J. Hopp, Mark L. Spearman, 1996, 2000 http://www.factory-physics.com
HAL Case
Large Panel Line: produces unpopulated printed circuit boards
Line runs 24 hr/day (but 19.5 hrs of productive time)

Recent Performance:
• throughput = 1,400 panels per day (71.8 panels/hr)
• WIP = 47,600 panels
• CT = 34 days (663 hr at 19.5 hr/day)
• customer service = 75% on-time delivery
Is HAL lean?
What data do we need to decide?
If not, what are levers for improvement?
2
HAL - Large Panel Line Processes
Lamination (Cores): press copper and prepreg into core blanks
Machining: trim cores to size
Internal Circuitize: etch circuitry into copper of cores
Optical Test and Repair (Internal): scan panels optically for defects
Lamination (Composites): press cores into multiple layer boards
External Circuitize: etch circuitry into copper on outside of composites
Optical Test and Repair (External): scan composites optically for defects
Drilling: holes to provide connections between layers
Copper Plate: deposits copper in holes to establish connections
Procoat: apply plastic coating to protect boards
Sizing: cut panels into boards
End of Line Test: final electrical test
3
HAL Case - Science?
External Benchmarking
• but other plants may not be comparable
Internal Benchmarking
• capacity data: what is utilization?
• but this ignores WIP effects
Need relationships between WIP, TH, CT, service!
4
Basic Definitions
Workstation: a collection of one or more identical machines.
Part: a component, sub-assembly, or an assembly that moves through the
workstations.
End Item: part sold directly to customers; relationship to constituent
parts defined in bill of material.
Consumables: bits, chemicals, gasses, etc., used in process but do not
become part of the product that is sold.
Routing: sequence of workstations needed to make a part.
Order: request from customer.
Job: transfer quantity on the line.
5
Basic Measures
Throughput (TH): for a line, throughput is the average quantity of

good (non-defective) parts produced per unit time.
Work in Process (WIP): inventory between the start and endpoints of
a product routing.
Raw Material Inventory (RMI): material stocked at beginning of
routing.
Crib and Finished Goods Inventory (FGI): crib inventory is
material held in a stockpoint at the end of a routing; FGI is material
held in inventory prior to shipping to the customer.
Cycle Time (CT): time between release of the job at the beginning of
the routing until it reaches an inventory point at the end of the
routing.
6
Factory Physics
Definition: A production system is a goal-oriented network of

processes and stockpoints through which parts flow.
Structure: Network is made up of routings (lines), which in turn are

made up of processes.
Focus: Factory Physics is concerned with the network and flows at

the routing (line) level.
7
Parameters
Descriptors of a Line:
1) Bottleneck Rate (rb): Rate (parts/unit time or jobs/unit time)
of the workstation with the highest long-term utilization.
2) Raw Process Time (T0): Sum of the long-term average

process times of each station in the line.
3)Critical WIP (W0): WIP level in which a line having no
congestion would achieve maximum throughput (i.e., rb) with
minimum cycle time (i.e., T0).
W0 = rb T0
8
Definition of Bottleneck
Why do we use highest utilization instead of slowest to define

the bottleneck? rate in
u
capacity
1 min 2 min
r
r A B u (1)   r
y 1
r y
u (2)   2ry
1-y 0.5
u (1)  u (2) if y  0.5
If yield loss is greater than 50% then station 1 becomes the bottleneck
because it processes more jobs than station 2. The same thing
happens with systems that have multiple routings.
9
The Penny Fab
Characteristics:
• Four identical tools in series.
• Each takes 2 hours per piece (penny).
• No variability.
• CONWIP job releases.
Parameters:
rb =
T0 =
W0 =
a =
10
The Penny Fab
WIP TH CT TH x CT
1
2
3
4
5
6
7
8
9
11
TH vs. WIP: Best Case
.5
Throughput (Jobs/hr)
.4
.3
.2
.1
0
0 2 4 6 8 10 12 14
WIP (Jobs)
12
CT vs. WIP: Best Case
20
Cycle time (Hours)
16
12
0
0 2 4 6 8 10 12 14
WIP (Jobs)
13
Best Case Performance
Best Case Law: The minimum cycle time (CTbest) for a given
WIP level, w, is given by
T0 , if w  W0
CTbest ( w)  
w / rb , otherwise.
The maximum throughput (THbest) for a given WIP level, w is

given by,
w / T0 , if w  W0
TH best ( w)  
 rb , otherwise.
14
Best Case Performance (cont.)
Example: For Penny Fab, rb = 0.5 and T0 = 8, so W0 = 0.5  8 = 4,
8, if w  4
CTbest ( w)  
2 w, otherwise.
w / 8, if w  4
TH best ( w)  
0.5, otherwise.
which are exactly the curves we plotted.
15
A Manufacturing Law
Little's Law: The fundamental relation between WIP, CT, and

TH over the long-term is:
WIP  TH  CT
parts
parts   hr
hr
Insights:
• Fundamental relationship
• Simple units transformation
• Definition of cycle time (CT = WIP/TH)
16
Penny Fab Two
2 hr
5 hr 3 hr
10 hr
17
Penny Fab Two
Station Number of Process Station

Number Machines Time Rate
1 1 2 hr j/hr
2 2 5 hr j/hr
3 6 10 hr j/hr
4 2 3 hr j/hr
rb = ____________ T0 = ____________ W0 = ____________
18
Worst Case
Observation: The Best Case yields the minimum cycle time and
maximum throughput for each WIP level.
Question: What conditions would cause the maximum cycle time

and minimum throughput?
Analysis:
• throughput cannot be worse than one job in empty line
• use Little’s law to get worst possible cycle time
• Results are exactly what you get if every job in the line is moved in
a single batch between stations.
19
Worst Case Performance
0.6
Best Case
Throughput: TH 
rb 0.5
0.4
1/T0
TH
0.3
0.2 Worst Case
1/T0 0.1
0
0 1 2 3 4 5 6 7 8 9 10 11 12
W0 WIP
32 Worst Case
Little’s Law: 28
24
WIP WIP 20
CT    wT0
CT
16 Best Case
TH 1 / T0 12
T0 8
4
0
0 1 2 3 4 5 6 7 8 9 10 11 12
W0 WIP 20
Worst Case Performance
Worst Case Law: The worst case cycle time for a given WIP
level, w, is given by,
CTworst(w) = w T0
The worst case throughput for a given WIP level, w, is given

by,
THworst(w) = 1 / T0
Randomness? None - perfectly predictable, but bad!
21
Practical Worst Case
Observation: There is a BIG GAP between the Best Case and

Worst Case performance.
Question: Can we find an intermediate case that:

• divides “good” and “bad” lines, and
• is computable?
Experiment: consider a line with a given rb and T0 and:

1. single machine stations
2. balanced lines
3. variability such that all WIP configurations (states) are equally
likely
22
PWC Example – 3 jobs, 4 stations
clumped
up states
State Vector State Vector
1 (3,0,0,0) 11 (1,0,2,0)
2 (0,3,0,0) 12 (0,1,2,0)
3 (0,0,3,0) 13 (0,0,2,1)
4 (0,0,0,3) 14 (1,0,0,2)
5 (2,1,0,0) 15 (0,1,0,2)
6 (2,0,1,0) 16 (0,0,1,2)
7 (2,0,0,1) 17 (1,1,1,0)
8 (1,2,0,0) 18 (1,1,0,1)
9 (0,2,1,0) 19 (1,0,1,1)
10 (0,2,0,1) 20 (0,1,1,1) spread
out states
Note: average WIP at any station is 15/20 = 0.75,
so jobs are spread evenly between stations.
23
Practical Worst Case
Let w = jobs in system, N = no. stations in line, and t =

process time at all stations:
CT(single) = (1 + (w-1)/N) t
CT(line) = N [1 + (w-1)/N] t
= Nt + (w-1)t
= T0 + (w-1)/rb
TH = WIP/CT From Little’s Law

= [w/(w+W0-1)]rb
24
Practical Worst Case Performance
Practical Worst Case Definition: The practical worst case

(PWC) cycle time for a given WIP level, w, is given by,
w 1
CTPWC ( w)  T0 
rb
The PWC throughput for a given WIP level, w, is given by,
w
TH PWC ( w)  rb ,
W0  w  1
where W0 is the critical WIP.
25
TH vs. WIP: Practical Worst Case
0.6
Best Case
rb 0.5
0.4 Good (lean)
PWC
TH
0.3
0.2 Bad (fat) Worst Case
1/T0 0.1
0
0 1 2 3 4 5 6 7 8 9 10 11 12
W0 WIP
26
CT vs. WIP: Practical Worst Case
32 Worst Case PWC

28
24
20 Bad (fat)
CT
16 Best Case
12 Good
(lean)
T0 8
4
0
0 1 2 3 4 5 6 7 8 9 10 11 12
W0 WIP
27
Penny Fab Two Performance
0.5
Why is PF2
Best Case
rb 0.4 better than
PWC?
0.3
TH
0.2
0.1
1/T0
Worst Case
0
0 2 4 6 8 10 12 14 16 18 20 22 24 26
W0 WIP
28
Penny Fab Two Performance (cont.)
80
70
Worst Case
60
50
CT 40 1/rb
30
T0 20
Best Case
10
0
0 2 4 6 8 10 12 14 16 18 20 22 24 26
W0
WIP
29
Back to the HAL Case - Capacity Data
Process Rate (p/hr) Time (hr)

Lamination 191.5 4.7
Machining 186.2 0.5
Internal Circuitize 114.0 3.6
Optical Test/Repair - Int 150.5 1.0
Lamination – Composites 158.7 2.0
External Circuitize 159.9 4.3
Optical Test/Repair - Ext 150.5 1.0
Drilling 185.9 10.2
Copper Plate 136.4 1.0
Procoat 117.3 4.1
Sizing 126.5 1.1
EOL Test 169.5 0.5
rb, T0 114.0 33.9
30
HAL Case - Situation
Critical WIP: rbT0 = 114  33.9 = 3,869
Actual Values:
• CT = 34 days = 663 hours (at 19.5 hr/day)
• WIP = 47,600 panels
• TH = 71.8 panels/hour
Conclusions:
• Throughput is 63% of capacity
• WIP is 12.3 times critical WIP
• CT is 24.1 times raw process time
31
HAL Internal Benchmarking Outcome
120.0 Current
TH = 71.8
Throughput (panels/hour)
“Lean" Region WIP = 47,600

100.0
80.0
Best
60.0 Worst
“Fat" Region
PWC
40.0
20.0
0.0
0 10,000 20,000 30,000 40,000 50,000
WIP
32
Actividades
• Leer capítulo 7 Factory Physics ”Basic Facttory

Dinamics” hasta la sección 7.3
• Desarrollar Study Questions del capítulo 7
• Desarrollar los ejercicios al final del capítulo excepto
el número 7 (T&D Electric manufacturer)
33

Basic Factory Dinamics-1

Uploaded by

Copyright:

Available Formats

You might also like

Basic Factory Dinamics-1

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Basic Factory Dinamics-1

Uploaded by

Copyright:

Available Formats

Basic Factory Dynamics

Physics should be explained as simply as possible,

Large Panel Line: produces unpopulated printed circuit boards

Line runs 24 hr/day (but 19.5 hrs of productive time)

Need relationships between WIP, TH, CT, service!

Throughput (TH): for a line, throughput is the average quantity of

Definition: A production system is a goal-oriented network of

Structure: Network is made up of routings (lines), which in turn are

Focus: Factory Physics is concerned with the network and flows at

2) Raw Process Time (T0): Sum of the long-term average

Why do we use highest utilization instead of slowest to define

The maximum throughput (THbest) for a given WIP level, w is

Example: For Penny Fab, rb = 0.5 and T0 = 8, so W0 = 0.5  8 = 4,

which are exactly the curves we plotted.

Little's Law: The fundamental relation between WIP, CT, and

Station Number of Process Station

rb = ____________ T0 = ____________ W0 = ____________

Question: What conditions would cause the maximum cycle time

The worst case throughput for a given WIP level, w, is given

Randomness? None - perfectly predictable, but bad!

Observation: There is a BIG GAP between the Best Case and

Question: Can we find an intermediate case that:

Experiment: consider a line with a given rb and T0 and:

Let w = jobs in system, N = no. stations in line, and t =

TH = WIP/CT From Little’s Law

Practical Worst Case Definition: The practical worst case

The PWC throughput for a given WIP level, w, is given by,

where W0 is the critical WIP.

32 Worst Case PWC

Process Rate (p/hr) Time (hr)

Critical WIP: rbT0 = 114  33.9 = 3,869

“Lean" Region WIP = 47,600

• Leer capítulo 7 Factory Physics ”Basic Facttory

You might also like

rb = T0 = W0 =