Transcript Document

Manufacturing Systems: EMP-5179
Dr. Ken Andrews
High Impact Facilitation
Fall 2010
Kenneth J. Andrews
EMP-5179-1-1
www.highimpactfacilitation.com/EMP-5179/OttawaU.htm
[email protected]
Kenneth J. Andrews
EMP-5179-1-2
Logistics
Kenneth J. Andrews
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Class times
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Breaks
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After-class activities
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References
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Assessment
EMP-5179-1-3
Program Overview (Modules & Weeks)
1. Intro. To
Manuf. Systems
2. Lean & JIT
3. Push vs. Pull
Process Impr.
4. TQ Tools & Techs.
7. Quality at Source
No Class on Nov 8?
8. Customer Ints.
9. QFD & DFM
10. Teams & Change
No Class on October 11
5. Value Stream Maps
6. Manuf. Metrics
Kenneth J. Andrews
11. Term Papers
12. Final Exam (Dec 13)
EMP-5179-1-4
Every Company has Three Types of
Management Systems
Technology
Management
Systems
People
Management
Systems
Business
Management
Systems
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What is a “Manufacturing System”?
Interactions of many processes, products and design decisions
made in the engineering of a product.
Machine requirements planning
Process planning
Production planning
Concurrent engineering
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Craft Manufacturing
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Late 1800’s
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Car built on blocks in the barn as workers walked around the car.
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Built by craftsmen with pride
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Components hand-crafted, hand-fitted
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Excellent quality
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Very expensive
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Few produced
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Mass Manufacturing
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Assembly line - Henry Ford 1920s
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Low skilled labor, simplistic jobs,
no pride in work
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Interchangeable parts
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Lower quality
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Affordably priced for the average family
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Billions produced - identical
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Lean Manufacturing
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Cells or flexible assembly lines
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Broader jobs, highly skilled
workers, proud of product
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Interchangeable parts,
even more variety
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Excellent quality mandatory
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Costs being decreased through process improvements.
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Global markets and competition.
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Manufacturing Issues
Falling sales – where to find new customers?
Input costs increasing, sales income falling
No time to introduce new methods
No money to develop new products / processes
How to increase output without increasing costs?
Too small to compete OR
Too big to react quickly to changing market
Increasing complexity of legislation and regulation
What can I / we / anybody do
about it?
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How Does Your Company Compete?
Price
Innovative Products
Customised and Tailored Solutions
Branded Products
Removing hassle from the Customer
‘Informal’ homework
thinking assignment:
1-2 examples
for each.
Interpersonal Relationships
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Company Actions: What Can We Do?
• Fact-based management (Performance Measurement, KPIs)
• Do you know your competitive position?
• Do you know your industry best practice?
• Do you have a balanced scorecard?
• Do you have a means of monitoring critical inputs
and processes?
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Company Actions: What Can We Do?
Mobilise your people
• Process focus
• Visual management
• Lean manufacturing
• Six Sigma
• Teamwork
• Delegation / Respect / Trust
• Change manifesto
Simple Tools and Techniques –
Not Rocket Science!
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What’s Lean Thinking
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Looking at manufacturing as three primary processes that create
value for consumers:
product development, order to delivery,
service through the product’s life cycle.
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Asking what value really is from the standpoint of the customer.
(The purpose of the process.)
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Asking how the process currently performs and how it
could perform better.
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Asking what people and business processes are needed
to support the value creating processes.
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Aligning purpose, process, and people in search of
the perfect process.
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Definition of “Lean”
 Half the hours of human effort in the factory
 Half the defects in the finished product
 One-third the hours of engineering effort
 Half the factory space for the same output
 A tenth or less of in-process inventories
Source: The Machine that Changed the World
Womack, Jones, Roos 1990
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Was Ford the First Lean Thinker?
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Ford saw a total system when others saw parts.
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By 1914 at Highland Park the full system of “flow production” was
largely in place:
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A comprehensive gauging system to prevent more than one bad
part from being made – poka yoke.
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A widespread practice of taking the process to the product to create
fabrication activities resembling cells.
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Continuous flow in most assembly activities, made possible by
interchangeable parts & standard work.
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A crude system of preventing over/under production.
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Lean Manufacturing
A manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
Business as Usual
Customer
Order
Waste
Product
Shipment
Time
Lean Manufacturing
Customer
Order
Waste
Product
Shipment
Time (Shorter)
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Price Increase
3
Price to
Sell
3
Some Profit
Cost to
Produce
2
1
Bigger Profit
2
1
Cost + Profit = Price
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Cost Reduction
Price to
Sell
1
Some Profit
Cost to
Produce
1
3
2
Bigger Profit
3
2
Price - Cost = Profit
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Traditional View of Manufacturing
 A key objective was to fully utilize production capacity so that more
products were produced with fewer workers and machines.
 This thinking led to large queues of in-process inventory waiting at
work centers.
 Large queues meant workers and machines never had to wait for
product to work on, so capacity utilization was high and production
costs were low.
 This resulted in products spending most of their time in
manufacturing just waiting, an arrangement that is unacceptable in
today’s time-based competition.
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Many Names – Same Concepts
Toyota Production System
Just-In-Time
Pull Manufacturing
World Class Manufacturing
Lean Manufacturing
JIT/TQC/EI/TPM
Short Cycle Manufacturing
One-Piece-Flow
Cellular Manufacturing
Stockless Production
Agility
Group Technology
Demand Flow Manufacturing
Focused Flow Manufacturing
Value Adding Manufacturing
Time Based Management
Synchronous Flow Manufacturing
Continuous Flow Manufacturing
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The Toyota Production System
Increase Profits By Eliminating Waste
Just In Time
Processing
Jidoka:
No Defects
Passed on
Flexibility
to Make
Only What
Customer
Wants
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5S Programme &
Standardisation
Jidoka
JIT
Jidoka
JIT
Waste
Elimination
“Production Smoothing” Foundation
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Capacity Utilization
Production Lead Times (days)
60
50
Traditional
Manufacturing
40
30
20
JIT
Manufacturing
10
% Capacity
Utilization
10 20 30 40 50 60 70 80 90 100
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Time-Based Competition
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It is no longer good enough for firms to be high-quality
and low-cost producers.
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To succeed today, they must also be first in getting
products and services to the customer fast.
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To compete in this new environment, the order-to-delivery
cycle must be drastically reduced.
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JIT is the weapon of choice today in reducing the
elapsed time of this cycle.
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Expectations from Suppliers
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Frequent deliveries.
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Hours (not days) lead time.
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Rapid response capability (not from stocks).
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Delivery to assembly line at the right time in the
right sequence without inspection.
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Reliability (quality and timing).
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Supplier Relationships
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Long-term, steady relationships with a few suppliers.
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Negotiation based on a long term commitment to
productivity and quality improvement.
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Interested in supplier capabilities.
– Continuous improvement.
– Product/process technology.
– Design for manufacturability.
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What’s in it for a Supplier?
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A Stable Manufacturing Environment.
– Steady production volume.
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Leaner Processes.
– Cost/Flexibility/Quality
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Profits.
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The Future ~ It’s Not What It Used To Be
 The future - will not be an extension of the past
 Competition - is NOT company vs. company… but rather
infrastructure vs.. infrastructure
 Value (seen by your customer) now defined by speed,
convenience, personalization and prices
 Knowledge as the source of competitive advantage
 Velocity is the game – time is the currency of the future
 Sharing – we’re more willing to share/learn from others
 Game changing technology – it’s everywhere
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Program Overview (Modules & Weeks)
1. Intro. To
Manuf. Systems
2. Lean & JIT
3. Push vs. Pull
Process Impr.
4. TQ Tools & Techs.
7. Quality at Source
No Class on Nov 8?
8. Customer Ints.
9. QFD & DFM
10. Teams & Change
No Class on October 11
5. Value Stream Maps
6. Manuf. Metrics
Kenneth J. Andrews
11. Term Papers
12. Final Exam (Dec 13)
EMP-5179-1-29