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Sessions 1 & 2 Lean Tools and Theory of Constraints:
1. In a typical 7-day period, the planning department programmes a particular
machine to work for 150 hours its loading time. Changeovers and set-ups take
an average of 10 hours and breakdown failures average 5 hours every 7 days.
The time when the machine cannot work because it is waiting for material to be
delivered from other parts of the process (or IDLING) is 5 hours on average and
during the period when the machine is running, it averages 90 per cent of its
rated speed. Three per cent of the parts processed by the machine are
subsequently found to be defective in some way. What is the machines OEE?
Availability = (150-10-5)/150 = 0.9
Performance = 0.9*(135-5)/135 [0.9 because the machine loses out 10% of
performance time due to slow running speed] = 0.87
Quality = 100%-3% = 97% = 0.97
OEE=Availability X Performance X Quality = 76%
3. As local developers prepare for an increase in housing starts, they must
anticipate their demand for various materials. One such material is tile. Used in
bathrooms, kitchens and for decoration, tiles come in many shapes, colors and
sizes. In order to accommodate the varying needs, the tile manufacturer must
schedule its production efficiently. Each month developers order 30000 boxes of
quarry tile, 15000 boxes of Italian mosaic tile and 45000 boxes of 4 bathroom
tile. Determine a mixed model sequence that will efficiently meet these needs.
Assume 30 days a month.
Ratio of demand= Quarry:Mosaic:Bathroom = 2:1:3 (monthly)
Hypothetical calculation
Take LCM of 2, 1, 3 = 6
Find the individual frequency for each product type using the LCM as the total
takt time
So in a cycle of 6 time units, Quarry needs to be produced twice, Mosaic once
and Bathroom once.
Quarry release during a period of 6 time units:
0
3
Mosaic release during a period of 6 time units:
0
Bathroom release during a period of 6 time units: 0 2 4
Hence the sequence for production is: Bathroom, Quarry, Mosaic, Bathroom,
Quarry and Bathroom.
In this sequence Bathroom comes first as it is the most demanded.
If we consider one piece flow, then this sequence will be repeated 15000 times
per month.
However if we consider daily level production, daily 3000 units are to be
produced and in ratio 2:1:3. In that case this sequence will be repeated 500
times per day.
4. One supplier of Toyota is planning to implement Heijunka. Toyota has
recommended that the supplier cut the batch sizes from the current level of 60
down to 10. In order to achieve this, the supplier should reduce setup time by
what factor?
Q*/Q* = 60/10 = 6 (Q*= EOQ current and Q* = EOQ reduced) = (A*/A*)
Suppose the MBPF team collects data on the actual weight of 100 standard
garage doors sampled randomly from monthly production of almost 2000
3
doors. Suppose 5 doors from each of the past 20 days production runs were
weighed at same 2 hour time intervals (7am, 9am, 11am, 1pm, 3pm) and
recorded. The average and overall standard deviation of the 20 sample
averages came out to be 82.5 kg and 4.2 kg respectively. Can you set the
control limits for the production process? Assuming a normal distribution of
weights of garage door produced by the production process, what % of
samples would be falling within the control limits? How many hours on
average will pass by before an assignable cause for weight variation is
detected?
Answer:
82.5+3*4.2/sqrt(5) = 88.13, 82.5-3*4.2/sqrt(5) = 76.87
Zh= (88.13-82.5)/4.2/sqrt(5)=0.6; zl= -0.6; 99.7% within control; 0.3%
of samples will be out of control =>long time to detect an out of
control sample
Suppose the design engineers determine that a standard garage door weighs
a minimum of 75kg and a maximum of 85kg, specifying its design quality.
Calculate process capability and explain the state of the process. What % of
doors do not fall within the specifications assuming normal distribution for the
garage door weight (with above mean and s.d.)?
Cpk = min (85-82.5/3*4.2; 82.5-75/3*4.2) = 0.1984, 0.6 sigma process.
Hence it is grossly incapable of meeting the specifications
Zh = (85-82.5)/4.2 =0.5952; Zl=(75-82.5)/4.2=-1.78, 68.7% are out of
spec
If the process is correctly centered at 80kg, compute Cp and sigma capability
0.4, 1.2
What % of doors now conform to specifications?
76.6%
In order for the door making process to be a six sigma process what should be
the standard deviation? 0.8333
What will be the control limits once the process becomes a six sigma process?
How many hours on average will pass by before an assignable cause for
weight variation is detected?
80+3*0.8333/sqrt(5)=81.12, 78.89
Same result
If the mean shifts to 82.5 now, only 0.012% will be within CL
THEORY OF CONSTRAINTS
Problem on finding the maximum weekly profit done in 3 rd session, slide 8
I hope all of you got the reason behind producing 100 P and 30 Q within the 2400
minutes weekly assigned for each machine A B C D. So the total maximum
weekly profit is:
100X45 + 30X60 6000 = $300/Problem on Slide 9
a)Assuming a batch size of 50
Capacity of step 1 (in units/minute): 50 units/(50x1+20m setup) =0.714285714
Capacity of step 2 (in units/minute):
Capacity of step 3 (in units/minute):