Activities in Manufacturing

Pull System of Production Control

1. Actual work - activities that add value to the product
A system in which the order to make and deliver parts at each workstation in
2. Auxiliary work - activities that support the value-adding activities
the production sequence comes from the downstream station that uses those
3. Muda (waste) - activities that neither add value nor support the value- parts
adding activities
1. JIT is based on a pull system of production control
2. Alternative is a push system in which parts are produced at each
station irrespective of the immediate need for those parts at the
downstream station
Kanban System
Toyotas way of implementing a pull system of
production control
Muda (Waste)
Kanban means card in Japanese
Taiichi Ohnos seven forms of waste:
Two types of kanbans:
1. Production of defective parts
1. Production kanban authorizes upstream station to produce a batch of
2. Production of more parts than needed (overproduction)
parts
3. Excessive inventories
2. Transport kanban authorizes transport of the parts to the downstream
4. Unnecessary processing steps
station
5. Unnecessary movement of people
6. Unnecessary handling of materials
Operation of a Kanban System
7. Workers waiting
Keys to Eliminating Waste
1. Just-in-time production
2. Autonomation (automation with a human touch)
3. Worker involvement
Just-In-Time Production
Production and delivery of exactly the required number of
each component to the downstream operation in the
manufacturing sequence just at the moment when the
component is needed
1. Minimizes:
1. Station i + 1 removes next P-kanban from dispatching rack. This P2. Work-in-process
kanban authorizes it to process a container of part b. A material
3. Manufacturing lead time
handling worker removes the T-kanban from incoming container of
Requisites for JIT
part b and takes it back to station i.
1. A pull system of production control
2. Setup time reduction for smaller batch sizes
3. Stable and reliable production operations

 Design the setup tooling and plan the changeover procedure to permit as
much of the setup as possible to consist of external elements
Examples:
Retrieve tooling for next job from tool crib
Assemble tools for next job
Reprogram machine for next job
Internal Work Elements
Use time & motion study and methods improvement to minimize the sum
1. At station i, the material handling worker finds the container of part of the internal work element times
b, removes the P-kanban and replaces it with a T-kanban. He then Use two workers rather than one to accomplish the changeover
Eliminate adjustments in the setup
puts the P-kanban in the dispatching rack at station i.
Use quick-acting fasteners rather than bolts and nuts
Use U-shaped washers instead of O-shaped washers
Design modular fixtures consisting of a base plus insert tooling that can be
quickly changed for each new part style
Base part remains attached to production machine
Stable and Reliable Production Operations
Production leveling - distribute changes in product mix and quantity as
1. The container of part b that was at station i is moved to station i + 1evenly as possible over time
as authorized by the T-kanban. The P-kanban for part b at station i On-time delivery of components
authorizes station i to process a new container of part b, but it must Defect-free components and materials
wait its turn in the dispatching rack. Scheduling of work at each Reliable production equipment
Workforce that is cooperative, committed, and crosstrained
station is determined by the order of P-kanbans.
Dependable supplier base
Setup Time Reduction
Starting point in setup time reduction is recognition that the work elements Autonomation
Automation with a human touch
in setup are of two types:
1. Internal elements can only be done while the production machine is Production machines operate autonomously as long as they are functioning
properly
stopped
When they do not function properly (e.g., they produce a defect), they are
2. External elements do not require the machine to be stopped
designed to stop
Autonomation topics:
External Work Elements
1. Stop the process
Can be accomplished while previous job is still running
2. Error prevention
Strategy:

3. Total Productive Maintenance (TPM)

Preventive maintenance = routine repairs to avoid breakdowns

Predictive maintenance = anticipating malfunctions before they occur
Equipment Availability Curve

Stop the Process

Jidoka
Japanese word meaning machines that are designed to stop automatically
when something goes wrong
Stop the process when:
Defective parts are produced
Required production quantity has been completed
Avoids overproduction
Error Prevention
Poka-yoke
Japanese word meaning prevention of errors using low cost devices to
prevent or detect them
Common mistakes in manufacturing:
Omitting processing steps
Overall Equipment Effectiveness
Incorrectly locating a part in a fixture
Measure that includes availability (reliability), equipment utilization, yield
Using the wrong tool
of good product, and operating capability
Neglecting to add a part in assembly
OEE = A U Y ros
where OEE = overall equipment effectiveness
Poka-Yoke Functions
A = availability (proportion uptime)
Performs 100% inspection for the following:
U = equipment utilization (time equipment is used relative to available time)
Workpart deviations
Y = yield of good product = 1 - q, where q = fraction defect rate
Processing and methods deviations
ros = operating capability (actual speed / design speed)
Counting and timing functions
Verification of steps during work cycle
When an error or other exception is identified, the pokayoke responses are Worker Involvement
Components:
either or both of the following:
Continuous improvement
Stops the process when an error or problem is detected
Provides an audible or visible warning to alert operator and other workers Visual workplace
Standard work procedures
Total productive maintenance
Total Productive Maintenance
Goal: zero breakdowns
TPM = integration of preventive and predictive maintenance to avoid
Continuous Improvement
emergency maintenance
Kaizen
Emergency maintenance = repair equipment that breaks down

 Japanese word meaning continuous improvement of production operations Qdd = daily quantity demanded
Usually implemented by worker teams, sometimes called quality circles In the Toyota Production System, the work must be designed so that the
operation cycle time is consistent with the takt time
Encourages worker sense of responsibility
Standard Operations Routine Sheet
Allows workers to gain recognition among colleagues
Shows the machines that must be visited by the worker during each work
Improves workers technical skills
cycle
Visual Management and 5S
Principle: the status of the work situation should be evident just by looking
at it
Objects that obstruct the view are not allowed
Build-up of WIP is limited to a specific height
Andon boards located above the assembly line indicate the status of the
workstations
Worker training includes use of photos and diagrams to document work
instructions
Worker Involvement through 5S
Japanese word
English equivalent
U-shaped Work Cell
Seiri
Sort
Allocation of work at nine machines between three workers in a production
Seiton
Set in order, simplify access
work cell
Seiso
Shine, sweep, scrub
Seiketsu
Standardize
Shitsuke
Self-discipline, sustain
Standardized Work Procedures
Three components:
1. Cycle time actual time required
Takt time reciprocal of demand rate adjusted for available shift time
2. Work sequence
Basically the same as a standard method
3. Standard work-in-process
Minimum number of parts to avoid waiting of workers
Takt Time and Cycle Time
Takt time defined
Ttakt = EOT / Qdd
where Ttakt = takt time
EOT = effective daily operating time

Operations Routine Sheets

Allocation of work at nine machines for three workers in a production work
cell

Standard Work-In-Process Quantity

Defined as the minimum number of parts necessary to avoid
workers waiting
Factors that affect the standard WIP quantity:
If quality inspections must be performed as distinct steps, then additional
parts must be provided
If processing includes heating of parts, then additional parts must be
provided for heating and cooling time
If the worker's work sequence is in the opposite direction of the part
processing sequence, then at least one workpart must be held between
machines to avoid waiting time