Industrial Engineering Manual PDF

INDUSTRIAL ENGINEERING MANUAL
Released Date:
3/6/07
OPERATIONS ENGINEERING & TECHNOLOGY

I.E. Manual Rev. 2.0, 6-MAR-07
CONTENTS
Section 1: Definition of Waste
Seven Types of Waste
Section 2: Principles of 5S
Elements of 5S
Section 3: Production Line Concept Development

Takt Time
Efficiency factor
Standard Time for Assembly Elements
Line Balancing – Loss to balance
Labor Distribution
Section 4: Labor Distribution Sheet (LDS)
Section 5: Standard Development Cycle

Principles of Motion Economy
Predetermined Method-Time Data (PMD)
PMD Card
Section 6: Workstation Design

Appendix: 7-Step Ergonomic Checklist (BOSCH)
Section 7: Line Layout Guidelines

Aisle Guidelines
One-piece flow vs. Batch and Queue
Line Layout Checklist
Section 8: Flowchart Procedure

Part Numbering system
Section 9: New Toy Development

Cost Sheet
5 Why’s
Packaging Specs Under constructions
Pilots Est. completion date
Standard Audits end of Q2 ‘07
Section 10: Industrial Ergonomics
Section 11: Kaizen Experiences
Glossary
Page 1 of 1
SECTION 1 - DEFINITION OF WASTE
SEVEN TYPES OF WASTE

I.E. Manual Section 1 Definition of Waste Rev. 2.0, 22-FEB-07
DEFINITION OF WASTE (MUDA)

In order to identify and eliminate waste, it is important to understand exactly what
waste is and where it exists. In Lean Manufacturing, waste is called MUDA,
which comes from the Japanese term for waste. The old school definition of
waste is usually described as scrap and rework. However, to truly implement
Lean Manufacturing System, we must first change the definition of waste to any
activity that consumes resources but creates no value added for the
customer. Value added here is defined as something the customer recognizes
as being important and is willing to pay for. While products significantly differ
between factories, the typical wastes found in manufacturing environments are
quite similar. The seven types of waste consist of:
1. Defects
2. Over-Production
3. Unnecessary Inventory
4. Excess Motion
5. Over-Processing
6. Transportation
7. Waiting
1. Defects
Production of a part that is scrapped or requires rework.
Having to rework parts because of manufacturing errors is a
large source of waste. Associated costs include quarantining
inventory, re-inspecting, rescheduling, and capacity loss.
2. Over-Production
Producing more, sooner, or faster than is required by the next
process. Overproduction is highly costly to a manufacturing
plant because it prohibits the smooth flow of materials and
actually degrades quality and productivity. Overproduction
also creates excessive lead times, results in high storage
costs, and makes it difficult to detect defects.
3. Unnecessary Inventory
Holding or purchasing unnecessary raw materials, work in
process, and finished goods. Excess inventory including
stockpiling inventory between processes ties up a great deal
of cash, which is wasteful. Excess inventory tends to hide
problems on the plant floor, increases lead times, consumes
productive floor space, and inhibit communication.
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4. Excess Motion
Movements of people or equipment that do not add value to
the product. This waste is often related to ergonomics and is
seen in all instances of bending, stretching, walking, lifting,
and reaching. Unnecessary or awkward operator motions put
undue stress on the body and cause waste.
5. Over-Processing
Efforts that create no added value from the customer’s view.
Unclear customer requirements often cause the manufacturer
to add unnecessary processes, which add cost to the product.
Using a more expensive or otherwise valuable resource than
is needed for the task also considered as over-processing.
6. Transportation
Movement between plants or areas that does not add to the
value of finished goods or service. Each time a product is
moved it stands the risk of being damaged, lost, delayed, etc.
Poor layouts also lead to things being moved multiple times.
7. Waiting
Idle time created when people, materials, information, or
equipment is not available when required. Whenever products
are not moving or being processed, the waste of waiting
occurs. Waiting also occurs when the hands of the operator
are idle; when an operator’s work is put on hold because of
line imbalances, lack of parts or machine downtime; or when
the operator is simply monitoring the machine as it adds value.
Page 2 of 3
The Seven Definition Manufacturing Other Examples

Wastes Examples
Defects Production of a • Missing parts • Missing
part that is • Scrapping/Sorting information
scrapped or • Shipping wrong • Data entry errors
requires rework. parts • Missed
specifications
Over- • Production for stock
Producing more, • Giving more detail
Production • Working in large
sooner, or faster than is necessary
than is required
batches to avoid set • Producing reports
by the next ups that nobody reads
process. • Adding ‘scrap’ • Making extra
allowances copies
Unnecessary More materials or • Excess raw • Unused records in
Inventory information on materials database
hand than is • Excess Work in • Files waiting to be
currently required Process worked on
• Off site inventory • Office supplies
Excess Movements of • Reaching for • Searching for files
Motion people or tools/parts • Additional
equipment that do • Unnecessary keystrokes or
not add value to movements of clicks
the product. robots
• Walking away to
bring tools to area
Over- Efforts that create • Multiple cleaning • Repeated entry of
Processing no added value • Over-tight data
from the tolerances • Creating reports
customer’s view. • Multiple • Use of
inspection/counting inappropriate
software
Transportati Movement • Double handling of • Retrieving or
on between plants or parts between storing files
areas that does processes • Going to get
not add to the • Moving parts or signatures
value of finished equipment in and
goods or service. out of storage
Waiting Idle time created • Waiting for parts • Waiting for
when people, • Waiting for machine information
materials, repairs • Meetings
information, or • Waiting for machine • Waiting for people
equipment is not • Waiting for people • Waiting for
available when computers
required.
Page 3 of 3
SECTION 2 - PRINCIPLE OF 5S
ELEMENTS OF 5S
I.E. Manual Section 2 Principles of 5S Rev. 1.0, 17-MAR-06
PRINCIPLES OF 5S
What is 5S?
• A process and method for creating and maintaining an organized, clean,
high-performance workplace.
• A conditioning discipline for kaizen.
Why have a 5S program?

• Enables standard operations.
• Improves quality.
• Allows visual control.
• Enables waste identification.
• Improves machine reliability.
• Promotes safety.
• Promotes employee satisfaction.
What are the elements of 5S?

• Step 1: Seiri – Segregate & Discard.
• Step 2: Seiton – Arrange & Identify.
• Step 3: Seiso – Clean, Inspect, & Maintain Daily.
• Step 4: Seiketsu – Revisit Frequently.
• Step 5: Shitsuke – Motivate To Sustain.
Housekeeping is only a small part of 5S.
Step 1: Seiri – Segregate & Discard.

• Identify and eliminate items from the workplace that are not necessary.
• Items are identified with “Red Tags” and reviewed to determine the
disposition.
• Don’t compromise. When it doubt, Red Tag the item.
• Don’t Red Tag people!
• Don’t put multiple tags on 1 item.
• Be reasonable about decorative items such as pictures, plants, etc.
• Examples of items to segregate & discard:
o Unused tools.
o Parts that cannot be used.
o A table that is no longer required.
o Trash.
o Unnecessary chemicals.
o Obsolete instructions or manuals.
Step 2: Seiton – Arrange & Identify.

• Plan a location for everything.
• Place everything in the correct location.
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• Identify materials and locations.

o Note maximum and minimum quantity if appropriate.
o Label containers with part numbers and quantity.
o Identify maintenance items such as lubricants and spare parts.
o Label bins and hoppers with part number if appropriate.
o Identify key tools and fixtures.
• Design the workplace such that travel distance is minimized.
• Give location preference to frequently used items.
• Standard color codes for floor marking are:
o Red = Flammable / combustible material container storage area,
o Yellow = Nonflammable corrosive / unstable material container
storage area, flammable material storage cabinet, or physical
hazard.
o Green = Location of first aid and safety equipment.
o Brown = Incoming material "receiving" area.
o White = Outgoing material "shipping" area.
o White/Black = Rejected material area.
o Purple = Material in process “kanban” area.
Step 3: Seiso – Clean, Inspect, & Maintain Daily.

• Identify cleaning activities and routine maintenance required.
• Develop standard operations and work standards.
• Implement a Daily 5S Checklist. Some items to consider are:
o Unnecessary items removed from area.
o Parts organized & labeled.
o All parts in designated place.
o All parts in required quantity.
o Standard WIP at designated level .
o All carts & pallets in place.
o Air lines off the floor and properly stored.
o Brooms & dustpans in designated areas.
o Floor clean & free of debris.
o Equipment clean & functional.
o Scheduled maintenance is up to date.
o Standard operations documentation posted, current, in good
condition.
Step 4: Seiketsu – Discipline and Prevention. Revisit Frequently.

• Conduct weekly 5S audits to uncover 5S abnormalities.
• Use a standard 5S score sheet (See attached).
• Determine root cause(s) of any 5S abnormalities.
• Implement countermeasures for abnormality prevention.
o Perform Preventive Maintenance to improve reliability and quality of
operations.
o Prevent or contain leaks and spills.
o Prevent things from becoming dirty rather than cleaning.
o If you drop it, pick it up.
Page 2 of 3
Step 5: Shitsuke – Motivate To Sustain.

• Leadership is the key.
• Management at all levels must be committed to 5S.
• Supervisors must ensure that the shop floor meets 5S principles at the
end of each day.
• Use standard operations for monitoring adherence
• Quantify results of workplace inspections
• Prominently display each area’s results
• Promote positive results in company communications.
• Management must be lead by example and appeal to worker pride and
competitive spirit.
The Principles of 5S provides a foundation on which we can build a lean

organization. The process works by:
• Defining what we do.
o Standard Work instructions define how we perform our tasks and
how product will be made.
o Kanban size defines and limits how much inventory we will store.
• Visually identifying abnormalities.
o Floor layouts define where materials and stations will be located.
o Visual controls in place to indicate if kanban size is exceeded.
o Standard color codes are used to indicate what type of item is to be
located in a specific area.
• Measuring our performance.
o Individuals check their own workplace.
o Supervisors monitor their areas daily.
o Audits are conducted at scheduled intervals to measure adherence.
• Periodically reviewing our operations with the goal of preventing 5S
problems.
o Upgrading the level of preventive maintenance.
o Avoiding conditions that create mess or waste.
o Determining root cause(s) of abnormalities.
• Sustaining the 5S effort.
o Ongoing management support at all levels.
o Management review of results.
o Recognition of employee performance.
Page 3 of 3
SECTION 3 - PRODUCTION LINE CONCEPT
DEVELOPMENT
TAKT Time
Efficiency Factor
Standard Time for Assembly Elements
Line Balancing – Loss to Balance
Labor Distribution
I.E. Manual Section 3 Production Line Concept Development Rev. 2.0, 22-FEB-07
PRODUCTION LINE CONCEPT DEVELOPMENT

This section, in conjunction with the Labor Distribution Sheet section, describes
how to develop a Line Concept. When developing a production line concept, it is
the industrial engineer’s responsibility to design and implement a series of
sequential workstations that deliver the right amount of product (customer
demand) for a given hour, day, week, or month – no more, no less, with
acceptable and consistent quality and in a productive and efficient manner.
The attributes of a well designed line will include the following:
• A throughput time under 30 minutes for the line.

• A minimum of inventory (ideally one piece) between stations.
• Machinery and equipment that is designed for a minimum batch size (if the
ideal of one cannot be implemented) and incorporated on the line.
• A “pull” system for subassembly, components and partially completed
items.
1 – Determine Gross Operating Time (Minutes/Week)

This is typically stated at the top of the Labor Distribution Sheet. Gross
Operating Time is the total number of paid working minutes per week. This
includes all activities except meal times or company paid break times.
2 – Determine Efficiency Factor (% Efficiency)

% Efficiency is the expected % productivity that will be achieved. This is equal to
100% productivity minus efficiency losses due to poor performance, product
complexity, personal time, fatigue, delays, cleanup, equipment downtime, etc.
Individual plants will have their own guidelines to establish the Efficiency Factor
% Efficiency = 100% - Efficiency Loss%
It is the goal of all organizations to eliminate waste, thus achieving an efficiency

factor of 100%. However, it is important to give this careful consideration and
make the most accurate assessment possible. If the estimated efficiency factor
is higher than actual performance then the line will under produce and the
customer will be disappointed. If the estimated efficiency factor is lower than
actual performance then the line will overproduce, which is the greatest waste.
The Efficiency Factor is a key input into the Labor Distribution Sheet.
Page 1 of 12
3 – Calculate Net Operating Time (Minutes/Week)

Net operating time is the number of available working minutes remaining after
allowing for efficiency losses.
Net Operating Time = Gross Operating Time X % Efficiency
Net Operating Time is calculated on the Labor Distribution Sheet.
4 – Get Weekly Customer Demand (Toys/Week)

Weekly Customer Demand is a key input into the Labor Distribution Sheet. This
value is normally provided by the facility’s Materials and Planning Department or
from Corporate Master Planning and is usually in weekly requirements. In
general, the number will not vary from week to week unless a drastic change is
requested due to significant swings in marketing demands.
In a more complex situation, there may be 2 or more different running rates to

consider. There are several ways that a rate change can be achieved:
• Rebalance the line to a different rate. Physically change the line and
number of operators.
• Provide multiple lines. Achieve different rates by running fewer or more
lines.
• Change the number of shifts or days or hours per week that the line is
running.
This is a good time to review the Tool Plan to discover the limiting tool rate. For
medium to large products, the Weekly Customer Demand often corresponds with
limiting tool rate.
5 – Calculate Target Takt Time (Seconds/Toy)

Target Takt Time, calculated on the Labor Distribution Sheet, is the “tempo” at
which the line must run in order to meet customer demand.
Net Operating Time

Target Takt Time = Customer Demand
Once the Target Takt Time has been established for a specific product, the I.E.
may then start to generate a line concept using this time as a controlling variable.
6 - Determine Assembly Element Sequences

The events required to manufacture or assemble any product can be broken up
to smaller incremental “elements of work”. Each smaller element will have a set
of unique characteristics that include the following:
• The element of work will either be added value or non-added value
Page 2 of 12
• The element of work may be dependent on previous or subsequent

elements of work.
• The element of work may be independent in the sequence required to
assemble the product.
• The element of work may be dependant on a fixture, machine or other
piece of equipment.
• The element of work will have a standard time value associated with it.
7 – Establish Standard Times for Assembly Elements

There are 3 methods used by Mattel to establish Standard Times for assembly
elements:
1. PMD or Predetermined Method-time Data. - This is the most accurate
method and has the advantage of establishing the time standard before
tooling or stations are built.
2. Time Study – This method has several serious disadvantages.
o It requires fixtures and work stations to be built before establishing the
labor standard.
o It requires trained operators correctly following the approved method.
o Error can easily be introduced because operators may not be working
faster or slower than the normal 100% pace. An engineer performing
the time study should be trained and skilled in pace rating.
o It is difficult to establish accurate times for small elements.
3. Historical Data – This method also has several serious disadvantages.
o The data indicates how long an operation took to perform rather than
how long it SHOULD take.
o Any data reporting problems or errors are passed on to the new
standard.
8 – Group Assembly Elements Into Line Stations

The I.E. must finalize the sequence of events for the assembly and fabrication of
the product given the constraints of Takt time, number of assemblies required per
toy, available equipment, available space, work station design and several other
contributing factors.
Use the Takt Time from step #5 as a target for grouping labor elements into work
stations. The time for each station, called the Station Cycle Time, should be less
than the target time to satisfy Customer Demand from step #4, but should be as
close to the target time as possible to reduce waiting time.
If the Station Time is greater than the Target Takt Time, the Engineer may:
• Improve the assembly method to reduce the Station Time.
• Reduce cycle time of a process, such as blister sealing or heat staking.
• Move a small portion of the work to another station.
• Add additional, identical stations. In this case:
Target Station Cycle Time = Takt Time X Number of Stations Required
• Add automation. This is the last option to consider.
Page 3 of 12
1 long, fast line vs. 2 short, slower lines:

When producing a product with small components and high weekly rates, it may
be possible to build 2 shorter, slow lines instead of 1 long, fast line. Most
operators must: “get” an incoming assembly, perform a value added operation,
and “aside” a complete assembly. The “get” and “aside” are always wasted effort
because they add no value to the product. In the case of 2 shorter, slow lines,
there are fewer “gets” and “asides” performed per product, so the line will likely
be more efficient. Also, it is easier to react to a change in customer demand by
allowing the production department to run either 1 or 2 lines. Faster doesn’t
always equal efficient.
9 – Complete Labor Distribution Sheet

See the separate section in the IE Manual, LDS – Labor Distribution Sheets, for
detailed instructions.
The Labor Distribution Sheet is a valuable tool used to calculate Target Takt
Time, number of stations required, station loading, loss to balance, total labor
and line running rates.
10 – Review the Line Running Rate

The Engineer should make every reasonable effort to provide a line that closely
matches the Customer Demand rate. If matching the rate would have a high
cost, then plant management should consider negotiating a new rate with Master
Planning. A few examples would be:
• The rate limiting mold is expensive and would have to be duplicated. This
information may be seen on the Tool Plan.
• The need to purchase an expensive piece of capital equipment.
• The need to run the line at an inherently inefficient rate that would greatly
increase labor cost.
If necessary, the engineer will need to return to step 8 and Regroup Assembly
Elements in order to better match the Target Takt Time.
11 – Review the Loss to Balance

Loss to balance, calculated on the Labor Distribution Sheet, is waste caused by
unequal labor content between stations. If necessary, the engineer will need to
return to step 8 and Regroup Assembly Elements such that the stations have
more equal labor content. In this way the Loss to Balance may be reduced by
further analysis and adjustment.
Page 4 of 12
LOSS TO BALANCE
120%
Poor Balance Improved Balance
100% 0% 0% 4%
7% 9%
18%
28% 31%
80% 39%
60%
Waiting
Working
40%
20%
0%
12 – Ready for Station Design/Line Layout

The next step in the development of an assembly line is to prepare preliminary
station designs/line layout.
Page 5 of 12
3/20/06
1 6
Determine Gross Determine
Operating Time Assembly Element
(Minutes/Week) Sequences
2
Determine Efficiency
7
Factor
Establish Time
(% Efficiency)
Standard For
Assembly Elements
3
Calculate Net
Operating Time
(Minutes/Week) 8 11
Group Assembly Loss to Balance
Elements Into Line No OK?
Stations
Yes
4
Get Weekly
Customer Demand
(Toys/Week)
Ready for Station

9
Design/Line Layout
Complete Labor
Distribution Sheet
5
Calculate Target
Takt Time
(Seconds/Toy)
10 No
Line Rate
OK?
Yes
Page 6 of 12
Target Takt Time Example “A”

A new factory works a six days a week, 2 shifts and 10 hours a shift. Local
regulations require no paid breaks. The factory is not expected to exceed 75%
efficiency in its first year. Product schedule is 31,000 toys/week.

Total Time = 10 hrs/shift X 60 minutes/hr X 2 shifts/day X 6 days/week
= 7,200 minutes/week
Paid Breaks =0
Gross Operating Time = 7,200 minutes/week - 0 minutes/week = 7,200

minutes/week

100% (ideal) - 75% (historical) = 25% efficiency loss
Remember that this factor will be based on individual plant guidelines and will
vary due to historic plant performance, product complexity, cleanup, delays,
fatigue, downtime, etc. The Engineer will consult his Manager or Director for
guidance.

Net Operating Time = 7,200 minutes/week X 75% Efficiency = 5,400
minutes/week

Per the plant schedule, the Customer Demand = 31,000 toys/week

Target Takt Time = Net Operating Time / Customer Demand
= 5,400 minutes/week / 31,000 toys/week
= .174 minutes/toy
= 10.5 seconds/toy
This means that a finished product must be produced every 10.5 seconds in
order to fulfill the customer’s demand of 31,000 units every week. This takes into
account lost time due to breaks and efficiency.
Page 7 of 12
Target Takt Time Example “B”

A factory works 6 days a week, 2 shifts and 8 hours a shift. Local regulations
require (2) 15 minute paid breaks for every 8 hours worked. The factory has
made products similar to this one and they average 85% efficiency. Product
schedule is 17,500 toys/week.

Total Time = 8 hrs/shift X 60 minutes/hr X 2 shifts/day X 6 days/week
= 5,760 minutes/week
Paid Breaks = 30 minutes/shift X 2 shifts/day X 6 days/week

= 360 minutes/week
Gross Operating Time = 5,760 minutes/week - 360 minutes/week = 5,400

minutes/week

100% (ideal) - 85% (historical) = 15% efficiency loss
Remember that this factor will be based on individual plant guidelines and will
vary due to historic plant performance, product complexity, cleanup, delays,
fatigue, downtime, etc. The Engineer will consult his Manager or Director for
guidance.

Net Operating Time = 5,400 minutes/week X 85% Efficiency = 4,590
minutes/week

Per the plant schedule, the Customer Demand = 17,500 toys/week

Target Takt Time = Net Operating Time / Customer Demand
= 4,590 minutes/week / 17,500 toys/week
= .262 minutes/toy
= 15.7 seconds/toy
This means that a finished product must be produced every 15.7 seconds in
order to fulfill the customer’s demand of 17,500 units every week. This takes into
account lost time due to breaks and efficiency.
Page 8 of 12
Line Concept Example “C”

Product: Superman Ball
Target Takt Time: 15.7 seconds/toy

(see Example “B”, above)
Components Description: A metallic ball, 2 mm in

diameter (BB)
Plastic upper sphere, 5 cm in diameter
Plastic lower sphere, 5 cm in diameter
Self adhesive label, 1 cm x 2 cm
Printed polybag
Glue
Master carton
6 - Determine Assembly Element Sequences

Get lower sphere and place to assembly fixture.
Place metal BB into concave portion of sphere.
Get glue gun and apply a bead of adhesive 360 degrees around the edge.
Get upper sphere and place to lower sphere.
Clamp shut and let dry.
After drying, get assembled ball and get label.
Place label on ball.
Inspect finished unit for a good glue seam
Clean the unit and test the unit to make sure the BB can move within the ball.
Place the finished ball in the polybag and pack 24 per master carton.
7 – Establish Standard Times for Assembly Elements

The Engineer should break the manufacturing operation into smaller “elements of
work”, determine if they are dependent or independent, note whether they are
added value or non added value and finally, detail the time associated with each
element of work (preferably by using PMD’s or other predetermined time based
systems.)
Element Dependent Added or Time

Number Description on Non added (seconds)
0 Get lower sphere Non 2
1 Load to fixture 0 Non 1
2 Get BB Non 1
3 Place BB to sphere 1, 2 Added 1
4 Get glue gun Non 2
5 Apply glue to lower sph. 3 Added 3
6 Aside glue gun Non 2
7 Get upper sphere Non 2
8 Place upper onto lower 5 Added 2
Page 9 of 12

9 Clamp and dry 8 Added 5
10 Get label Non 3
11 Place label to sphere 10 Added 6
12 Get finished assembly 9 Non 3
13 Inspect glue seam 12 Non 4
14 Clean 12 Non 6
15 Test for sound of BB 12 Non 3
16 Get polybag Non 3
17 Load ball to polybag 11,13,14,15 Added 4
18 Aside bagged ball to m/c 17 Non 4
8 – Group Assembly Elements Into Line Stations
Now we must combine elements using the Target Takt Time as our goal, taking
into consideration the sequence dependency, work station design and possible
material movement.
For a first pass let’s look at the simplest approach assuming a basic single
assembly fixture, then passed on for clean, inspect and test, and finally
packaging.
The first station would have the following elements: (Station 1)

2 Get BB Non 1
The second station would have the following elements: (Station 2)

10 Get label Non 3
14 Clean 12 Non 6
Page 10 of 12
And the final station would have the following elements: (Station 3)

The station times are as follows: Station 1 21 seconds

Station 2 25 seconds
Target Takt Time: 15.7 seconds
Obviously we have a problem. Since the station times are slower than the Target
Takt Time, the line would not meet Customer Demand. Therefore we must
revisit the work elements and move some in order to get closer to our Target
Takt Time.
For example, placing the label is an independent element. It can be performed

before assembly or after as long as it is completed before the polybag operation.
Utilizing some roundtable designs and at least 2 fixtures we can split the
assemble sequence even more.
Let’s try the following:
The first station would have the following elements: (Station 1)

10 Get label Non 3
2 Get BB Non 1
The second station would have the following elements: (Station 2)

Page 11 of 12
The third station would have the following elements: (Station 3)

14 Clean 12 Non 6
And the final station would have the following elements: (Station 4)
The station times are as follows: Station 1 14 seconds

Takt time: 15.7 seconds
So now we have a line concept that meets our Target Takt Time.
9 – Complete Labor Distribution Sheet

At this point the Engineer will complete the Labor Distribution Sheet as described
in the IE Manual Labor Distribution Sheet section. This will yield valuable
information that may be used to analyze the merit of a concept and allow multiple
line concepts to be compared. Key indicators are line Takt Time, total labor, and
loss to balance.
10 – Review the Line Takt Time

The engineer will compare the Line Takt Time to the Target Takt Time in order
to ensure that the line has sufficient capacity to meet Customer Demand. Ideally
these two times will be nearly equal. If not, the Engineer should return to step 8
to make improvements.
11 – Review the Loss to Balance

An assembly line can only go as fast as the slowest station. The % Loss to
Balance indicator calculated on the Labor Distribution Sheet calculates the %
time that faster stations must wait for the slowest station. A high % Loss to
Balance will indicate an opportunity for the engineer to return to step 8 and make
improvements.
12 – Ready for Line Layout

At this point, the Engineer may continue to Line Layout.
Page 12 of 12
SECTION 4 - LABOR DISTRIBUTION SHEET (LDS)
I.E. Manual Section 4 Labor Distribution Sheet Rev. 2.0, 22-FEB-07
LABOR DISTRIBUTION SHEET

The information below will help you understand the procedures on how to design
a manufacturing line using the Labor Distribution sheet. Some of this information
is previously introduced in the “Production Line Concept Development” in
Section 3 should you need further details. Other data needed to start the LDS
calculation may come from your manager such as efficiency factor, weekly
demand etc.
1. Weekly Demand:
Based on quota forecasts projected over available working weeks and
hard tooling capacity.
2. Efficiency factor:
Efficiency Loss is due to cleanup time, material delay, fatigue and product
complexity. Each facility viewed it differently and it is best to consult the IE
Manager or Director for this information.
Plant with a 10% efficiency loss = Plant with a 90% Efficiency factor
3. Net operating time:
Net operating time = Gross operating time X % Efficiency
4. Actual line capacity:

Capacity of line based on the expected efficiency attainment.
Line capacity = Net operating time

100 % station
5. Takt time:
Factor used to determine the Maximum amount of time that can
be allowed to produce a unit in order to achieve the desired rate . This is
the targeted time. Ideally, we want all operations in column D to reflect
this number. As defined in previous sections:
Page 1 of 5
Takt time = Net operating time

Customer demand
6. Operation Number:
Sequential number that corresponds to flowchart operation number.
7. Operation Description.
8. B = Normal minutes: (Minute/Cycle)

Cycle time required to complete one operation as defined in operation
description based on PMD.
9. C: B/TAKT = Number of stations required to produce at desired running

rate.
10. D: B/C = Line Station. Used for balancing purposes.
11. E: % Load = Load of station in percent, in relation to controlling station or

100 % station. Select highest time in column D as 100 % station and
divide all other time shown In column D by the 100 % time. Not applicable
with sub assemblies.
12. F: Station minutes = Time at controlling station (or 100%) multiply by

number of operators in column C.
13. G: Standard hours per thousand units: 16.67 x F = HPM

Multiply balanced cycle time from column F by 16.67 to convert decimal
minutes to standard hours per thousand units.
14. H: Pieces per hour = Production per hour required at 100 % performance.
Divide 1000 pieces by standard hours per M in column G
15. Total of column B:

This is the total productive time needed to produce one toy.
16. Total of column C: Required total number of operators.
17. Total of column F:

This is the time needed to produce 1 toy on the production line
represented by the LDS.
18. Total of column G:

Time required to produce 1000 toys.
Page 2 of 5
19. Loss to Balance:

Acceptable LTB at Mattel is 10% or less for first year engineers and 5% for
senior IE’s.
Item # 17 - 1 x 100
Item # 15
Page 3 of 5
Page 4 of 5
Page 5 of 5
SECTION 5 - STANDARD DEVELOPMENT CYCLE
Principles of Motion Economy

Predetermined Method-Time Data (PMD)
PMD Card
I.E. Manual Section 5 Standard Development Rev. 1.0, 28-FEB-07
STANDARD DEVELOPMENT CYCLE

11 - Revision
1 2 3 4
Equipment, Work to be Parts TAKT Time
Tools, & Fixtures Accomplished Required
5
Principles of
Motion Economy
6
Develop Work 10 - Revision
Place Layout
7
Develop Method
and PMD
8 9
Detailed Description Time Standard
of Method
Page 1 of 9
STANDARD DEVELOPMENT CYCLE
1. Equipment, Tools, & Fixtures.

The engineer must know the size, shape, and operating characteristics of
all equipment, tools, and fixtures. The engineer must also know any
process times, such as the machine time to blister seal, ultrasonic weld, or
drive a screw. For gluing or solvent bonding stations, the times required
to wet pins in solvent or clamp housings until dry must be known.
2. Work to be Accomplished.
The goal of the engineer is to break the entire toy manufacturing process
into individual operations that closely match the TAKT time or even
multiples of the TAKT time. Each operation becomes one step in the
construction of the toy. By moving labor from one operation to another,
the engineer can balance the process such that all operations have nearly
equal cycle times. The engineer must also understand the quality
requirements of the toy.
3. Parts Required.
The engineer must know the size, shape, and characteristics of each part.
He must understand if special handling or packaging is required to prevent
damage. Tape, plasties, adhesives, solvents, etc. must also be known.
4. TAKT Time.
The engineer, with the help of his supervisor, must know the target cycle
time for the line, also known as the TAKT time. The TAKT time takes into
consideration the customer requirements, cycle time of limiting molds, and
number of shifts that the line will run.
5. Principles of Motion Economy.

Guidelines for effective use of the human body used to establish the
operation method.
6. Work Place Layout Development.

In this step the engineer uses the Principles of Motion Economy to
establish the location of parts and fixtures, establish station type & height,
design parts hoppers & bins.
7. Develop Method & PMD.

In this step, the assembly sequence is documented and time values are
assigned to each motion using the PMD method. Generally, the physical
characteristics of the toy determine the sequence in which the parts are
assembled. However, when alternatives exist, the engineer must
determine the most effective assembly sequence. The goal is to reduce
the cycle time by minimizing and simplifying motions, utilizing both hands
Page 2 of 9
equally, and by minimizing idle time. Once again, the engineer must refer
to the Principles of Motion Economy.
8. Detailed Description of Method.

The engineer can now summarize the method in the form of a Method
Sheet or Standard Operating Procedure. The goal is to communicate the
operation sequence to Production Department personnel, and should also
communicate which hand is used for each step.
9. Time Standard.
The PMD provides an accurate cycle time for the operation. When cycle
times have been established for all stations, a Labor Distribution Sheet is
prepared to establish the Time Standard.
10. & 11. Revision.

It is common to discover that a change to the operation is required in order
to optimize the cycle time. For example, additional tools or fixtures might
be required or the station layout might need to be changed. To arrive at a
cycle time that is very near to the TAKT time, it is also common to add or
remove a part from the operation. Revision is a natural part of the
process.
Page 3 of 9
PRINCIPLES OF MOTION ECONOMY
1. The two hands should begin and complete their motions at the same
time.
2. The hands should be idle a minimum amount of time.
3. Consider making 2 assemblies at the same time in order to make the

motion both hands more symmetrical and more productive.
4. Motions of the arms should be made in opposite and symmetrical

directions, and should be made at the same time.
5. Minimize changes in direction or motion.
6. There should be a defined and fixed place for all parts and tools.
7. Tools, parts, and controls should be located close to and in front of

the operator.
8. Gravity feed bins and containers should be used to deliver parts

close to the point of use.
9. Small parts that are difficult to grasp should be placed on a soft

surface to make the grasp easier.
10. The location of parts and tools should allow the best sequence of
motions.
11. Light should be good enough for proper vision.
12. The height of the work place and chair should allow either sitting or
standing.
13. The chair should allow good posture.
14. The hands should not be used as a nest or fixture.
15. Two or more tools should be combined whenever possible.
16. Tool handles should be designed to not hurt the hand.
17. Consider providing a secondary supply or “sub-staging” location.
Page 4 of 9
PRINCIPLES OF MOTION ECONOMY - EXPLANATIONS
1. The two hands should begin and complete their motions at the same
time.
2. The hands should be idle a minimum amount of time.
3. Consider making 2 assemblies at the same time in order to make the

motion both hands more symmetrical and more productive.
If one hand or the other is idle for a significant portion of the cycle,
consider making 2 assemblies at the same time. By having both hands
performing the exact same motions, the balance between left and right
hands is often improved.
4. Motions of the arms should be made in opposite and symmetrical

directions, and should be made at the same time.
For the same reason that it is easier to carry 2 pails of water than 1 pail,
the best way to work is to have the motions balanced. Correct balance
reduces fatigue.
5. Minimize changes in direction or motion.
Smooth, continuous motions of the hands are better than angled or

straight line motions with sudden changes in direction. For example, the
point of release of a finished assembly might be located in a direct line to
the next part.
Usually it is easier to establish a rhythm of movement if the hands move

progressively from the center of the work space to the sides.
6. There should be a defined and fixed place for all parts and tools.
It is easier to establish a rhythm of movement if the hands always move to

exactly the same place. This reduces fatigue and saves time.
7. Tools, parts, and controls should be located close to and in front of

the operator.
8. Gravity feed bins and containers should be used to deliver parts

close to the point of use.
Locate the parts and fixtures close to the operator. Remember to locate
materials along the natural curved path of the hands. Use of well
Page 5 of 9
designed bins and hoppers with sloped bottoms helps the engineer to
provide a station that can deliver parts closer to the operator.
9. Small parts that are difficult to grasp should be placed on a soft

surface to make the grasp easier.
In the same way that playing cards are easier to pick up from a soft
surface, small parts such as washers and nuts are also easier to pick up
from a soft surface.
10. The location of parts and tools should allow the best sequence of
motions.
An efficient sequence saves effort and helps to establish a rhythm.
11. Light should be good enough for proper vision.
The smaller the parts and the finer the work, the more important it is to
have adequate lighting.
12. The height of the work place and chair should allow either sitting or
standing.
13. The chair should allow good posture.
Some stations, such as packing stations, are primarily standing stations.

By designing lines with work surfaces between 32” and 34”, operators can
either sit or stand as required.
Operators with chairs can choose to stand for a while in order to change
posture and reduce fatigue.
The height of the chair and work station should be designed so that the
work surface is between 1” and 4” lower than the elbow, as the operator
sits with arms at his/her sides.
14. The hands should not be used as a nest or fixture.
Whenever possible, a nest or fixture should be provided to free the hand

for productive work.
15. Two or more tools should be combined whenever possible.
For example, a pencil usually is combined with an eraser. If 2 hand tools

are required, is it possible to combine them?
Page 6 of 9
16. Tool handles should be designed to not hurt the hand.
For example, files should have a handle so that the sharp point does not
hurt the hand.
Tools for fine work, like paint brushes, typically require careful control and
are smaller in diameter.
Tools for heavy work, such as hammers, require force rather than fine
control and are larger in diameter.
17. Consider providing a secondary supply or “sub-staging” location.
It is often difficult to supply a large quantity of a part close to the point of

use. Consider providing a location for a secondary supply for the part. In
this way, a handful of parts can periodically be moved very close to the
point of use. A PMD will tell if the time spent occasionally moving parts to
the secondary supply is offset by the shorter reach for each assembly
Page 7 of 9
PREDETERMINED METHOD–TIME DATA (PMD)
• What is PMD?
o PMD is a procedure which breaks manual operations into basic
motions and assigns a predetermined time to each motion. This
time is affected by the nature of the motion and the conditions
under which it is done.
• What are the advantages of PMD over stopwatch time study?

o PMD is the most accurate method used in Mattel facilities for
determining time standards.
o Using PMD, the engineer is able to determine an accurate time
standard BEFORE a station with tooling is built. This is a very
important reason for using the technique. The engineer can
balance the labor on all the stations of an assembly line before he
has the opportunity to see the line run and before any money is
spent.
o The use of PMD forces the engineer to carefully consider the method
and workplace. Because of this forced consideration, the engineer
can hardly avoid discovering improvements, even if he isn’t looking
for them.
o The use of PMD eliminates the need for the troublesome performance
rating or “pace rating” that is required by stopwatch time study.
PMD does require the use of some judgment, but it is far less
subjective and less controversial.
o The use of PMD also gives a detailed record of the operation method.
This is useful for preparing a method sheet, or some other means
of communicating the proper method to production personnel.
• What is the benefit of accurate time standards?

o Accurate standards are fair for the employee or supplier, and fair for
Mattel.
o Inaccurate standards tend to be “loose” or “fat” standards. If the
standard is “tight”, then there is always pressure for the engineer to
adjust or correct the standard. If the standard is “loose” then there
is no pressure to correct the standard.
o To optimize labor on an assembly line, it is important that all stations
are “balanced” or have the same amount of work. It is impossible
to closely balance a line when the standards are not accurate.
• What are the principle uses of PMD at Mattel?

o Establish optimum work methods.
o Establish an accurate and fair time standard.
o Establish line capacity and staffing.
o Evaluate the effect of changes to methods or equipment.
o Assist in the evaluation of machinery or tooling.
Page 8 of 9
PMD CARD
TRANSPORT (T) BODY MOTIONS
TYPE 1-NORMAL TYPE 4-SPECIAL TYPE DESCRIPTION VALUE
INCHES VALUE VALUE B1-FT FOOT AND LOWER LEG 6
0 1 4 B2-HZ HORIZONTAL - STEP, WHOLE LEG 11
1 2 5 B3-VT VERTICAL - BEND, STOOP, ARISE 20
2-4 4 6 B4-EY EYE FIXATION, EYE TRAVEL 6
5-8 6 8 B5-SF STATIC FORCE 7
9-13 8 10
14-18 10 12
19-23 12 14 MOTION PATTERN CONSTRUCTION TABLE
24-29 14 16 P11 P12 P21 P22 G2 G01 G02 G03
30-36 15 17 P11 6 9 12 14 7 7 10 13
P12 9 11 14 17 10 10 13 16
GRASP P21 12 14 18 20 14 14 17 20
TYPE CONDITION DIMENSION VALUE P22 14 17 20 22 17 17 20 23
G0 CONTACT 0 G2 7 10 14 17 6 6 9 12
G1 NO OBSTRUCTION >1/8" 1 G01 7 10 14 17 6 6 9 12
G2 NO OBSTRUCTION <1/8" 3 G02 10 13 17 20 9 9 12 15
G3 REGRASP 4 G03 13 16 20 23 12 12 15 18
G01 OBSTRUCTION >3/4" 3
G02 OBSTRUCTION 1/4"-3/4" 6
G03 OBSTRUCTION <1/4" 9
RL = RELEASE OBJECT IN HAND - VALUE = 0
POSITION
NOT
SYMMETRICAL SYMMETRICAL
VALUE VALUE CLEARANCE
P11 4 P12 7 1/32" - 1/4" TIME VALUE 1 = .001 MINUTE
P21 11 P22 14 <1/32"
Page 9 of 9
SECTION 6 - WORKSTATION DESIGN
Appendix:
7-Step Ergonomic Checklist (BOSCH)
I.E. Manual Section 6 Workstation Design Process Rev. 1.0, 9-FEB-07
WORKSTATION DESIGN
PREREQUISITES
Before beginning the workstation design you must know:
• The required parts and quantity, including tape, adhesive, etc.
(See flow chart or parts list)
• All of the required processes.
• The exact method and sequence that you wish the operator to
use, including which hand is used for each part, fixture, or tool.
(See PMD. If not available, you must determine this before
designing the station.)
• How the incoming and outgoing assembly will be transported.
(See Line Layout)
• How the parts will be packaged, quantity per container, type
and size of container, and special requirements such as layered
parts, protective wrapping, and reusable packaging. (See
packaging specification)
• Quality requirements for the operation. (See quality
specifications)
• Will trash be generated at the station? (See packaging
specification)
WORKSTATION DESIGN PROCESS

1. Determine exact assembly method and details. Review parts list,
preliminary PMD, line layout, and quality requirements, if available.
a. Determine all fixtures and tools that are required, such as dip nests,
clamping fixtures, presses, tape dispensers, screwdrivers, etc.
b. If clamping fixtures are required for a bonding or gluing station,
calculate number of clamping fixtures required.
i. Tape dispenser.
ii. Screwdriver
c. Determine type, size, and quantity of parts to be assembled.
Page 1 of 36
d. Determine if right hand or left hand is used to:

i. Obtain incoming assemblies.
ii. Aside Completed assemblies.
iii. Obtain and assemble parts.
iv. Use tools and fixtures
2. Determine basic station configuration.
a. Determine Method of Incoming and outgoing Part Transport.
i. Pass by hand
ii. Slide
iii. Conveyor
1. Flatbed conveyor
2. Flatbed pacing conveyor
3. Overhead Conveyor
4. Slantbed Conveyor
5. Roller Conveyor – Straight
6. Roller Conveyor – Curved
iv. Bulk in cartons.
v. Layered in cartons.
vi. Special handling device to transport delicate parts.
vii. Other.
b. If possible, avoid methods that encourage building large banks of
parts.
c. Determine station height. 32” to 34” is the ideal station height, and
allows both sitting and standing.
d. Determine if station is located beside a conveyor or over a
conveyor.
e. Check for poor ergonomic conditions to:
i. Avoid awkward reaches.
ii. Avoid operator standing on platforms.
iii. Avoid contact stress.
iv. Ensure sufficient lighting for fine work.
Page 2 of 36
3. Prepare station layout, paying close attention to:

a. Minimize reach distance.
i. Locate materials, controls, and tools within the normal work
area, 15” maximum for small cube products.
ii. Locate small parts very close to their point of use.
iii. Use hoppers where possible
iv. Tilt containers toward operator
b. Place parts and fixtures on the correct side of the station, as
determined above.
c. Ensure that both hands are working productively.
d. Provide a fixed location for tools and fixtures and make them easy
to grasp.
e. Provide a trash bin if trash is generated at the station.
f. Provide a designated bin for defective assemblies.
g. Minimize walking, if applicable.
4. Design tools and fixtures if required.
a. Design fixtures to simplify positions and grasps.
b. Provide a fixed location for each tool or fixture.
c. Make tools easy to grasp.
d. Design fixtures so that the operator can work during long process
times.
e. Design fixtures with the Poka-Yoke concept in mind in order to
prevent defects.
f. Identify fixtures.
5. Design bins and hoppers.
a. Deliver medium to large parts in hoppers when possible. If not
possible, tilt container towards operator.
b. Make hoppers and bins large enough for:
i. 1 hour of each part minimum.
ii. 1 carton of each part minimum.
c. Design to minimize part spillage.
d. Make part level visible in large hoppers,
Page 3 of 36
e. Identify part number on bins and hoppers.

f. For fast changeover lines, make large hoppers easy to empty.
g. Provide safety devices and guards as required per plant safety
requirements.
6. Design station base, if required.
7. Review “WORKSTATION DESIGN CHECKLIST” to ensure that nothing is
forgotten.
Page 4 of 36
WORKSTATION DESIGN CHECKLIST

1. Does the station layout match the line layout?
2. Does the station layout match the PMD?
3. Are safety devices required? If safety guards or palm buttons are required,
are they adequate?
4. Are materials, controls, and tools located within the normal work area? (15”
maximum reach for most small product stations)
5. Are parts delivered in hoppers where possible?
6. Are hoppers large enough to contain at least 1 hour of parts, or 1 full
incoming container, whichever is larger?
7. Are the hopper openings designed to allow easy loading without spillage?
8. Are parts delivered in handling containers tilted toward the operator?
9. Is lead-in and finger relief provided on fixtures?
10. Are fixtures identified?
11. Are counterbalances provided for screwdriver stations?
12. If the station has parts that use reusable packaging materials such as
corrugated dividers or blister trays, is there a place to store them?
13. If the station generates trash, is there a trash bin?
14. If the station can generate defective assemblies, is there a designated place
for them so that they don’t become mixed with good assemblies?
15. Is fine work located close enough and at a proper angle to the eyes?
16. If possible, is the station designed to allow alternate sitting and standing?
The ideal station height is 32” to 34”.
17. On bonding stations, do the clamping fixtures allow enough drying time?
Page 5 of 36
1b) Example: Fixture vs. Dry Time Calculation

Assumptions:
Dry Time = 90 Seconds
Station Cycle = 17.3 Seconds
90 Sec. Dry Time

= 5.2 (Round up to 6 fixtures)
17.3 Sec. Station Cycle
6 Fixtures Required
Page 6 of 36
2a) Determine Method of Incoming and

Outgoing Part Transfer
Assembly Can Move With Slide
Large Assembly Can Move With Conveyor
Page 7 of 36
2a) Pacing Conveyor
Pacing Conveyor
Calculations
Distance = Takt Time X Line Speed
Or
Distance
Line Speed =
Takt Time
Page 8 of 36
2a) Special Handling Devices
Design or Select Special Handling Devices, if Required, to

Transport Delicate Parts
Page 9 of 36
2e) Station Height
Anthropometric Data
Page 10 of 36
** Data for North Americans
Page 11 of 36
2e) Provide Adequate Lighting
Poor lighting
can cause
defects and
stress.
If required,
provide
additional
light.
Page 12 of 36
2e) Check For Poor Ergonomic Conditions
Avoid
Stress of
Extended
Reaches
Avoid
Stress of
High
Reaches
Page 13 of 36
2e) Check For Poor Ergonomic Conditions
Avoid using platforms.
Page 14 of 36
3a) Minimize Long Reaches
Use The Hand’s Natural Curved Path
Place materials and tooling considering this curved motion.
Page 15 of 36
Typical Station Zones
Green Zone – Short reaches, main work area, small parts
Yellow Zone – Medium reaches, larger parts
Red Zone – Avoid reaches into this area
Page 16 of 36
Locate Small Parts Near to Fixture
Tilt Container Towards Operator
Page 17 of 36
Tilt Container Towards Operator
Page 18 of 36
3c) Ensure That Both Hands Are Working

Productively
Avoid Using Hand As Fixture

Only 1 hand working
Use Fixture to Hold Part

2 hands working
Page 19 of 36
3d) Provide a Fixed Location for Tools &

Fixtures and Make Them Easy to Grasp
Screwdriver
With
Counterbalance
Soldering
Iron
Stand
Page 20 of 36
3d) Provide a Fixed Location for Tools &

Fixtures and Make Them Easy to Grasp
Glue Gun Stand
Air Tool
Stand
Page 21 of 36
3e) Provide a Trash Bin if Trash is Generated at

the Station
Hole For
Trash
Trash Bin
Hole For
Trash
Trash Bin
Page 22 of 36
3g) Minimize Walking
Page 23 of 36
4a) Design Fixtures to Simplify Positions and

Grasps
Add Guides to Position Parts
Page 24 of 36
4d) Design Tooling So That Operator Can Work

During Process Time
Load & Unload

During Seal
Time
Assemble &
Unload During
Dry Time
Page 25 of 36
4f) Identify Fixtures
Page 26 of 36
5a) Bins, Hoppers, and Vee Stands
Page 27 of 36
Page 28 of 36
Page 29 of 36
Page 30 of 36
Inexpensive Parts Bin
Page 31 of 36
5b) Make Bins and Hoppers Large Enough
Page 32 of 36
5c) Design Hoppers to Minimize Spillage
Page 33 of 36
5d) Make Part Level Visible in Large Hoppers

Hoppers With Windows
Page 34 of 36
5e) Identify Part Numbers on Hoppers
Page 35 of 36
5f) For Fast Changeovers, Make Large Hoppers

Easy to Empty
Page 36 of 36
APPENDIX: Manual Workplace Systems –
7-Step Ergonomic Checklist (BOSCH)
Industrial Electric Drives Linear Motion and Service Mobile
Hydraulics and Controls Assembly Technologies Pneumatics Automation Hydraulics
Manual Workplace Systems

Bosch Rexroth Corporation 7-Step Ergonomic Checklist
Linear Motion and
Assembly Technologies
816 E. Third Street
Buchanan, MI 49107
Telephone (269) 695-0151
Facsimile (269) 695-5363
www.boschrexroth-us.com A guide to designing a workplace that fits the worker and the work task
Bosch Rexroth Corporation

Corporate Headquarters
5150 Prairie Stone Parkway
Hoffman Estates, IL 60192-3707
Telephone (847) 645-3600
Facsimile (847) 645-6201

Industrial Hydraulics
2315 City Line Road
Bethlehem, PA 18017-2131
Telephone (610) 694-8300
Facsimile (610) 694-8467

Electric Drives and Controls
5150 Prairie Stone Parkway
Hoffman Estates, IL 60192-3707
Telephone (847) 645-3600
Facsimile (847) 645-6201

Pneumatics
1953 Mercer Road
Lexington, KY 40511-1021
Telephone (859) 254-8031
Facsimile (859) 281-3491

Mobile Hydraulics
1700 Old Mansfield Road
Wooster, OH 44691-0394
Telephone (330) 263-3300
Facsimile (330) 263-3333
Printed in the United States

8981 500 179 2/05
2 Bosch Rexroth Corp. Linear Motion and Assembly Technologies Workstation Components 8981 500 179 2/05
Manual Workplace Systems: 7-Step Ergonomic Checklist
The Importance of Making Workstations Fit Your Tasks and Your

1 Workers
A work surface a little too low, a part

slightly out of reach, lighting not quite
bright enough. These situations, while
seemingly insignificant, can have a
detrimental effect on worker efficiency,
safety, and morale. In turn, this directly
affects productivity and manufacturing
costs. In fact, many experts believe more
productivity is lost due to these types of
situations than to actual physical illness.
To help you achieve maximum worker

efficiency, safety, and morale—and,
hence, productivity—Bosch Rexroth has
prepared this brochure on ergonomics in
the workplace. Based on the Seven
Fundamental Rules of Ergonomics, this
brochure serves as a guide to help you
design workstations that are right for
each worker and right for each task.
Workstations properly designed significantly increase worker productivity, morale,
Because when you take care of your and product quality
workers, your workers will do a better
job of helping you take care of business.
Bosch’s AutoCAD-based MASsoft software allows you to design workstations to

match your needs quickly and easily
8981 500 179 2/05 Workstation Components Linear Motion and Assembly Technologies Bosch Rexroth Corp. 3
1. Consider Work Height
The worktable surface height must

accommodate the postures, movements,
and chair heights for a wide range of
employee body sizes. Standard Bosch WORKPIECE
Rexroth workstations are designed to fit
body heights from the 5th percentile
2"
female to the 95th percentile male
workers (custom workstations are also
available). When selecting workstation
height, consider the following: ELBOWS
• A worker’s arms should be below the

shoulders; back and neck should be at
less than a 20° to 30° incline.
A
Precise tasks 2” above elbow
• Ample leg room underneath the
worktable top. Approximately 1"
between legs and the bottom of work
top. No obstruction, such as drawers,
between legs and bottom of the work
top.
• Height of the workpiece on top of the

2"- 4"
worktable is what affects worker’s

posture.
ELBOWS
-For precision and close inspection, WORKPIECE
workpiece should be 2" above
worker’s elbows. (See A)
B
-For light assembly tasks (up to 5 lbs),
Light assembly 2-4” below elbow
workpiece should be 2" to 4" below
worker’s elbows. (See B)
-For heavy work requiring force during

assembly (5 to 10 lbs), workpiece
should be 4" to 8" below worker’s
elbows. (See C)
ELBOWS
4"-8"
WORKPIECE
C
Heavy work 4-8” below elbow
2. Consider Size of Grab Area

1
There are three grab areas for a worker:

maximum, optimum, and two-hand. All OPTIMUM WORK
parts, supplies, and tools should be
35˚ AREA
placed within easy reach of the worker.
Placing items within easy reach helps 15˚
avoid body and arm twists and continu-
ous wrist flexing when reaching for parts,
which in turn reduces repetitive motion
injuries.
A
• Maximum grab area. In general, 25",
with worker leaning forward at the
B
trunk, using the shoulder joint as the
reference point for the measurement. C
(See A)
• Optimum grab area. In general, 12",

with worker leaning forward at trunk,
using the shoulder joint as the A=Maximum reach
reference point. (See B) B=Optimum reach
C=2-hand reach
• Optimum work area. A 10" x 10" box Consider grab area size to minimize worker reach and twist
measured 5" from the front of the
workers body.
• Two-hand extended reach with grip. In

general, 22.5", with worker leaning
forward at the trunk, using the shoulder
joint as the reference point for the
measurement. (See C)
3. Optimize Parts Container Layout
Locate grab containers so grab dis-

tances are as short as possible. Follow-
ing are some quick guidelines:
• Container layout should always be

within easy reach and with a minimum
motion–no further than 15" from the
front edge of the workstation at any
angle. 15" 15"
• Heavy parts should be placed in

bottom containers on the work table
surface. Reason: less exertion is
required to move parts from the
container in a parallel line to the work
surface than would be needed to move
parts in a top bin downward to the
work surface.
Optimize container layout to reduce wasted motion and speed piecepart throughput
• Position containers with parts used

most often as close as possible to the
worker.
• Position all containers in the optimum

grab area (12" with worker leaning
forward at trunk, using the shoulder as
a reference point). Containers mounted
on adjustable, articulating arms better
follow the sweep of the optimum grab
range than containers mounted flat at
the back of the workstation.
4. No Work Above the Heart

1
When designing a workstation, avoid

placing workers in the following condi-
tions:
• Work positions above the heart. This

reduces blood circulation, which
causes a worker’s performance to
rapidly decline.
• Static holding during assembly. This

reduces blood flow to the muscles,
which increases muscle fatigue. This
in turn, reduces coordination, which is
a leading cause of poor product
quality.
Right Wrong
Keep all work below the heart to enhance blood circulation
REST DYNAMIC ACTIVITY STATIC ACTIVITY
Blood Blood Blood Blood Blood Blood

requirement flow requirement flow requirement flow
e.g., Lifting e.g., Holding
Avoid static holding activity to prevent restricted blood flow

5. Consider Fields of Vision
The surroundings taken in by a worker’s

eyes, when the eyes and head don’t
move, is defined as the field of vision. It is
desirable to minimize movement of the
eyes and head during assembly or
inspection operations. Reason: it takes
approximately 3 seconds for the head to
rotate and the eyes to rotate and refocus.
During this process, piecepart through-
put is reduced. When locating grab
containers on the work top, consider the
following:
• A 15° view angle requires no worker

head or eye movement to grab parts.
As a result, piecepart throughput
should be at a maximum.
• A 35° view angle requires only the

worker’s eyes to move to grab parts.
As a result, piecepart throughput is
only slightly reduced.
• Position grab containers at equal vision

range. This makes it unnecessary for a View work without turning head or eyes
worker’s eyes to adjust to varying
distances every time he/she shifts
viewing angles.
15 15
94 94
Minimize view angles to less than 35°

6. Match Light Intensity to the Work Task

1
Proper lighting is
extremely important.
Proper lighting is extremely important.
The correct lighting for a task reduces
errors and increases worker perfor-
mance. Here are a few guidelines for
matching the light intensity to the task.
SIMPLE
ASSEMBLY
• 500 lux for simple assembly tasks such
as telephones, small motors, printers,
and automotive components.
• 1000 lux for testing electrical equip-

ment and for assembling delicate
electronics such as TVs and printed Standard light level-500 lux for most tasks
circuits.
• 1500 lux for adjusting and testing

electrical equipment, assembling
delicate electronics, and sorting
assemblies for quality.
ELECTRICAL
ASSEMBLY
Better work definition at 1000 lux
DELICATE
ELECTRICAL
ASSEMBLY
For critical work-1500 lux is required

7. Properly Adjust Work Equipment to the Task
Table, chairs, grab container tool shelves,

material shuttles, and parts case lifters
should be adjusted to fit the worker and
the work task. Properly adjusted
equipment reduces worker stress thus
lowering absenteeism, while increasing
worker productivity and performance.
Bosch Rexroth ergonomic workplace
equipment is a coordinated modular
system with the flexibility to quickly and
easily make all required adjustments.
Here’s how:
• Worktable frames and material shuttles

have longitudinal T-slots to adjust
accessories or container shelves to the
desired position.
Properly adjust workstations to worker
• Work chairs have a height adjustable
range to properly fit the 5th percentile
female to the 95th percentile male
seated worker at the workstation.
• Material shuttles have wheels to move

parts around the workstation for easy
part accessibility and quicker piecepart
throughput.
• Grab container tool shelves let workers

2
quickly adjust parts grab containers to
3
fit the task.
• Case lifters have operator selectable

height ranges between 25” and 43” to
1
lift heavy parts to the desired work
height.
height ranges between
25"
and 43" to lift heavy Properly adjust material shuttles to worker. 1 to raise, 2 to adjust in and out, and 3 to
parts to the adjust desired angle.
desired work height.
MASsoft Ergonomic Workplace Planning Software

1
Bosch Rexroth can provide systems

integrators, equipment distributors, and
end-users a powerful 3D AutoCAD
based software package which provides
better project visualization, reduced
specification time, and increased
ordering accuracy for workstation
designs. MASsoft (Manual Assembly
OPTIMUM REACH
Systems software) uses icons or digitizer AREA
menus and parametric programming to
quickly insert components, 3D manne-
quins, or individual modules of the Bosch
Rexroth Ergonomic Workstation Equip-
ment into a 2D or 3D drawing. Because
parametric programming allows you to
specify key dimensions, the MASsoft
geometry is accurate in “real-world”
coordinates.
Using MASsoft, workplace designers can

adapt the workplace to any body height
for reliable planning of grab areas and
work flow.
Your authorized Bosch Rexroth distribu-

tor will be happy to provide technical
assistance or deliver a copy of MASsoft
to your facility. For the name and number
of your local distributor call:
1-800-REXROTH
(1-800-739-7684) Grab area for 5’5” woman
Notes
SECTION 7 - LINE LAYOUT GUIDELINES
Aisle Guidelines
One Piece Flow vs. Batch and Queue
Line Layout Checklist
I.E. Manual Section 7 Line Layout Guidelines Rev. 1.0, 2-FEB-07
LINE LAYOUT GUIDELINES
Goals for a good line layout:

• Minimize material handling.
• Optimize efficient usage of space.
• Provide space for all normal, necessary functions.
• Provide a safe work environment.
• Accurately represent the production area.
To accomplish these goals, consider the following items when making a

line layout:
1. Packaging specifications should be written before beginning the line
layout. A good starting point is to calculate how many containers or
pallets are required online. Each plant will have its own guidelines on
how much material to store online.
2. It is critical that the layout be accurate in order to assure that
implementation will be successful. The most common causes of layout
problems are:
a. Underestimating the actual size of:
i. Workstations
ii. Materials
iii. Conveyors
iv. Equipment
b. Forgetting to include necessary items in the layout.
c. Forgetting to include plant obstructions in the layout.
When an item must be included in the layout but cannot be measured, it
is better to slightly overestimate the size than to underestimate. This
might result in a small waste of space, but the item will fit in the layout.
3. Include all plant obstructions on the layout.
a. Walls
b. Supporting columns
c. Electrical panels
d. Fire extinguishers
e. Drinking fountains
4. Work should flow in a logical manner.
a. Avoid large reversals in direction.
b. If possible, configure the line to flow from molding/stores toward the
shipping department.
5. Provide aisles of proper width.
a. Internal aisle width is dependant on the typical size of materials to
be carried in the aisles. Larger materials require wider aisles.
b. Minimum width for internal walking aisles is 30” or 0.75m, and
increases with the size of parts containers.
Page 1 of 9
c. Wider aisles must be considered on an individual basis. Often the

most important consideration is the turning radius of material
handling devices such as:
i. Pallet jacks
ii. Carts
iii. Forklifts
iv. Gaylords
d. For main factory traffic aisles, consider the safety of pedestrian
traffic both during peak season and during emergency evacuation.
6. Straight aisles are best.
7. Material should be located as close to their point of usage as possible to
minimize material handling.
8. Provide storage space for empty handling devices.
a. Containers
b. Pallets
c. Carts
d. Pallet jacks
9. Indicate direction of flow on conveyors and equipment.
10. Provide storage racks for small parts.
11. Provide an inspection station if required.
12. Provide a rework area if required.
13. If line changeovers are common, provide space for:
a. Changeover parts
b. Changeover fixtures
c. Changeover equipment or stations
14. Provide a place to store trash that is generated on the line.
15. Provide a title block including the Product Number, Product Description,
Line Rate, Engineer Name, Date, Length, Width, and Area on the layout.
Page 2 of 9
AISLE GUIDELINES
Page 3 of 9
AISLE GUIDELINES
Page 4 of 9
AISLE GUIDELINES
Page 5 of 9
AISLE GUIDELINES
Page 6 of 9
LINE LAYOUT CONFIGURATION

The configuration of the line should be heavily influenced by the product size,
TAKT time, and processes. The strengths and weaknesses of various options
should be considered to arrive at the optimal configuration.
ONE PIECE FLOW vs. BATCH AND QUEUE

Advantages of One Piece Flow
• Reduced cost of inventory.
• Improved quality. When a process failure occurs, fewer parts are
affected and the failure is discovered more quickly. Also, continuous flow
helps to reduce the likelihood of missing parts.
• Requires less space to store parts.
• Reduced material handling. The parts may be passed from operation to
operation rather than stored in containers and moved in batches.
Disadvantages of One Piece Flow
• Processes must be located next to one another. This may be impractical
for large, expensive processes such as injection molding, or processes
that must be in explosion proof environments.
• Each process must run at TAKT time. It may be impractical to run a fast,
expensive piece of machinery, such as a Ransburg Spray System at a
slow rate. Similarly, it may be impractical to purchase additional capacity
for slow, expensive equipment such as injection molding machines.
• On average, a product may run at TAKT time but from one assembly to
the next, cycles may vary considerably. Having several pieces of
inventory buffer between operations can help to reduce the effect of
occasional long cycles, in effect averaging them with short cycles and
reducing the overall labor required.
Summary
• The larger the batch of parts, the greater the potential for savings.
• Reducing the batch of parts from several pieces to 1 piece is of less
importance.
• Creating large piles of inventory on work stations is a very poor practice.
BASIC TRANSPORT METHODS

• Pass Parts
• Gravity Slide
• Roller Conveyor
• Flatbed Conveyor
• Overhead Conveyor
• 90 or 180 Degree Roller Conveyor
• Indexing Roundtable
• Indexing Conveyor
• Swing Arm
• Sliding Shuttle
Page 7 of 9
PASSING PARTS FROM STATION TO STATION VS. CONVEYOR

Advantages of Passing Station to Station
• Eliminate the cost of a conveyor.
• Easier to obtain One Piece Flow
• Is best suited for products that can be assembled sequentially without
sub-assemblies feeding in mid-line.
• Is best suited for products that require only 1 station for each operation.
Advantages of a Conveyor Line
• Can solve fairly complex transportation problems presented by mid-line
introductions of sub-assemblies.
• Can solve transportation problems presented by operations requiring
multiple operators.
• Can solve transportation problems presented by large products.
• Allows the use of V-stands between operations.
• May allow a TAKT Pacing by using stripes or nests and running the
conveyor at TAKT time.
SOME SPECIAL CONFIGURATIONS

Slant Bed Conveyor
• The conveyor belt is tilted at an angle.
• Cartons traveling on the belt become easier to load.
• Typically used for simple assortment or packout lines.
Overhead Conveyor
• Typically has points where custom hooks or handling devices may be
attached.
• Is typically used for transporting products through processes, such as
Randsburg Spray Systems.
• Is sometimes used to transport products that would easily become dirty or
damaged by other means of transportation, such as large groomed doll
heads.
Mini Overhead “Hook” Conveyor
• A miniature version of the overhead conveyor.
• Typically used for transporting very small product such as painted Barbie
heads and Hot Wheel cars.
1-Sided Line
• All stations are on 1 side of the line.
• May allow for a narrower layout.
Station(s) built on top of a flatbed conveyor
Page 8 of 9
LINE LAYOUT CHECK LIST
Toy________________ Engineer_________________ Date_______
□ 1. Have all necessary operations been included and identified by

number on the layout?
□ 2. Have V-stands been provided for where necessary?
□ 3. Is each work station accessible to the Water Spider?
□ 4. Have quality inspection stations been provided, if required?
□ 5. Has a location for non-conforming material been provided?
□ 6. Is there a logical flow of material between operations?
□ 7. Has 1 shift of material been provided for online or in the
supermarket?
□ 8. Are locations of materials, type of container, and quantity per
container indicated?
□ 9. Are all material staging areas accessible to material handling
equipment?
□ 10. Has space been provided for carton breakdown, if required?
□ 11. Have shelf racks been provided for small parts, and have the rack
items been indicated on the layout?
□ 12. Has space been provided for a minimum of 2 pallets of finished
goods?
□ 13. Has space been provided for empty pallet storage?
□ 14. Has space been provided for empty handling containers?
□ 15. Is all machinery and equipment labeled?
□ 16. Is conveyor width and direction shown?
□ 17. Are dividers and stops shown on conveyor, if required?
□ 18. Have trash containers been provided?
□ 19. Are internal aisles of the proper size?
□ 20. Are external aisles sufficient to convey materials and finished
goods?
□ 21. Has a title block been filled out?
□ 22. Has layout been approved?
Page 9 of 9
GLOSSARY
I.E. Manual Glossary Rev. 1.0, 17-MAR-06
GLOSSARY
4 M’s – the basic components of a production system that can add value in the
conversion process to produce a product or service; commonly referred to as
the sources of variation from a six sigma perspective.
• Man
• Machine
• Material
• Method
5S – a lean tool used for workplace organization and standardization; a system

of workplace standardization and organization; benefits include prompt
problem detection and clear standards. In addition, routine disciplines are
established to keep the workplace in order and ensure that materials are in
the correct location to maximize productivity; five terms beginning with ‘S’
utilized to create a workplace suited for visual control and lean production; the
five elements include:
• Sort (Seiri) – segregate and discard
• Set in order (Seiton) – arrange and identify
• Shine (Seiso) – clean, inspect, and maintain daily
• Standardize (Seiketsu) – revisit frequently
• Sustain (Shitsuke) – motivate to sustain
5 Why’s – the practice developed by Taiichi Ohno of asking ‘why’ five times
whenever a problem is encountered in order to identify the root cause of the
problem so that effective countermeasures could be developed and
implemented; supports concepts of Root Cause Analysis and general
problem solving.
7 Wastes – the original classification developed by Taiichi Ohno of the most

common wastes in manufacturing.
• Overproduction ahead of demand.
• Waiting for the next processing step.
• Unnecessary transport of materials.
• Over-processing of parts .
• Inventories more than the absolute minimum.
• Unnecessary movement by employees.
• Production of defective parts.
Affinity Diagram – a problem-solving tool for gathering and grouping ideas into
like relationships; used especially in brainstorming to align like concepts.
Page 1 of 8
Autonomation – transferring human intelligence to automated machinery to

detect the production of a single defective part and immediately stop the
process activity; supports jidoka.
Batch – the opposite of one-piece flow. The practice of making large lots of a
part or assembly.
Black Belt – a person who has completed five weeks of Six Sigma training,
culminating in two projects that show substantial financial benefit to the
company.
Bottleneck – a location in the chain of a complete process where the flow of

production slows downs and impedes the continuation of the process.
CA – Concept Approval – Approval of a toy concept by corporate executive

management.
Cell – an arrangement of people, machines, materials, tools, in-process WIP,

kanbans, and methods such that processing steps are adjacent and in
sequential order. The purpose of a cell is to minimize wasted motion, to
achieve and maintain continuous flow, and to facilitate self-check inspection
and feedback.
Chaku-Chaku – a Japanese word that means “load-load”; a method of

conducting a single-piece flow in which the operator proceeds from machine
to machine, taking a part from the previous operation and loading it in the
next machine, then taking the part just removed from that machine and
loading it in the following machine. Chaku-Chaku lines allow different parts of
a production process to be completed by one operator, eliminating the need
to move around large batches of work-in-process inventory.
Change Agent – a person with the personality and catalytic force to help lead a
company’s lean transformation.
Changeover – the installation of a new type of tool in a machine, a new paint in a

painting system, a new mold or new resin in a injection molding machine, etc.
The term applies whenever a production device is assigned to perform a
different operation.
Continuous Flow – refers to items that are processed and moved directly to the
next process one piece at a time; each upstream processing step completes
its work just before a downstream processing step requires the item; also
referred to as ‘one-piece flow’.
Customer Demand – the rate at which the customer requires product.
Page 2 of 8
Cycle time – the time required to complete one cycle of an operation. If cycle
time for every operation in a complete process can be reduced to equal takt
time, products can be made in one-piece flow.
Debug – Correcting of problems.
Defects – imperfections that cause inadequacy or failure.
DFMA – acronym for Design for Manufacture and Assembly; a system that
allows you to systematically analyze your product designs with the goal of
reducing manufacture and assembly costs, improving quality and speeding
time to market.
DMAIC – a 6-Sigma acronym: Define, Measure, Analyze, Improve and Control.
Downtime – the time that a machine or process is not working properly and
cannot produce product.
EA – Executive Approval – Approval of a toy by corporate executive

management.
Efficiency – a key measure of performance = Actual Performance / Standard.
EP – Engineering Pilot – assembling and evaluating parts using minimal line

tooling in order to discover design and parts issues.
FEP – Final Engineering Pilot – assembling and evaluating parts with line tooling
in order to in order to discover design, parts, and line tooling issues.
Final Release – release of documents, drawings, parts lists and specifications for
a toy.
First Pass Yield – a measure of products or services that are done right the first
time.
First Shots – the first parts produced by a mold that meet specifications.
Green Belt – a person who has completed three weeks of Six Sigma training,
culminating in a project that shows substantial financial benefit to the
company.
Heijunka – the creation of a “level schedule” by sequencing orders in a repetitive

pattern and smoothing the day-today variations in total orders to correspond
to longer-term demand; also known as production smoothing or production
leveling.
Inventory – the quantity of goods and materials on hand or in stock.
Page 3 of 8
Jidoka – automation (or autonomation) with a human mind; means to develop a

process with high capability (efficiency, stability, reliability; few defects
produced) and containment (defects contained within the process or zone).
JIT – a system for producing and delivering the right product, at the right cost or
price, at the right time, and in the right quantities; key elements of a JIT
system are flow, pull, standardized work, and takt time.
Kaizen – continuous, incremental movement of an activity to create more value

and reduce waste; a Japanese work that means “continuous improvement”;
refers to a small, incremental improvement of an activity to create more value
with less waste.
Kaizen Event – a small incremental improvement; typically referenced as a one-

week event involving training, line configuration, and debrief; a highly
focused, action-oriented workshop that typically involves a team of five to 15
individuals; the goal of a kaizen event is to concentrate on improving one
specific process.
Kanban – a visual signal to initiate replenishment; often a small card attached to

boxes of parts. The 2 types of kanbans are:
• Production kanbans
• Withdrawl kanbans
Kitting – a process in which assemblers are supplied with kits, a box of parts,
fittings and tools, for each task they perform. This eliminates time-consuming
trips from one parts bin, tool crib or supply center to another to get the
necessary material.
Lead Time – total time a customer must wait for receipt of an order from the time
the order is placed. When a production system is running at or below
capacity, lead time should approximate throughput time.
Lean Production System – another term for Toyota Production System.
Line Balancing– the process of arranging operations such that:

• All operator cycle times are balanced as evenly as possible.
• All cycle times are below, but as close to possible, to the takt time of the
line.
Milk Run – a routing for a supply or delivery vehicle to make multiple, sequential
pick-ups and drop-offs at different locations.
MRP – acronym for Material Requirements Planning; a computerized system

used to determine the quantity and timing requirements for materials used in
a production operation. MRP systems use a master production schedule, a
Page 4 of 8
bill of materials listing every item needed for each product to be made, and
information on current inventories of these items in order to schedule the
production and delivery of the necessary items.
Muda – waste; waste of time, material, motion, process; the opposite of value;
activities for which the customer is not willing to pay for; activities that
consume resources but add no value. See 7-Wastes.
Mura – unevenness or fluctuation in work, usually caused by fluctuating

production plans. The lean system seeks to reduce mura through heijunka.
Muri – hard to do; refers to tasks or activities requiring greater effort than need be
due to variations in production, poor job design or ergonomics, poor part fit,
inadequate tools or jigs, and unclear specifications.
Non-Value Add – opposite of value-added; activities that the customer is not

willing to pay for. Some activities may be necessary but do not add value as
defined by the customer. Examples are packaging, paperwork, counting, and
inspection.
One-piece Flow – a situation where product proceeds through sequential process

steps with only 1 piece of inventory between operations.
Operation – an activity performed on a product by a single station or machine.
Pace Rating – estimating the pace of an operator. 100% is the pace that a
normal, trained operator can work at. Pace rating is used with Time Study.
Pacemaker Process – more specifically, a pacemaker operation; the operation

where production is scheduled in a lean production system; upstream
processes are regulated and determined by a kanban system.
PDCA – the Plan-Do-Check-Act cycle developed by Walter Shewart and refined

by W. Edwards Deming; an iterative process.
Pitch – a measure of flow that determines the frequency of withdrawl and is a

multiple of takt time.
PMD – Predetermined Method-time Data – a system of accurately establishing

labor content by analyzing an operation and assigning time values to specific
motions.
Point-of-use – the location where tools or materials should be placed so that the
operator has access to them at the exact location where they will be used.
Page 5 of 8
Poka-Yoke – a mistake-proofing device or procedure to prevent defect

production or to detect an abnormal condition. Ideally a simple, inexpensive,
robust device.
Process – a series of operations required to create a design, a product, or a

completed service.
Product Development – the overall process of strategy, organization, concept

generation, product and marketing plan creation and evaluation, and
commercialization of a new product.
PP – Production Pilot - assembling and evaluating parts with line tooling and
production personnel in order to in order to discover design, parts, line
tooling, and production issues.
Productivity – the amount of output per unit of input (labor, equipment, and
capital). There are many different ways of measuring productivity. For
example, in a factory productivity might be measured based on the number of
hours it takes to produce a good, while in the service sector productivity might
be measured based on the revenue generated by an employee divided by
his/her salary.
PS – Production Start – the beginning of mass production of a toy.
Pull – a system of cascading production and delivery instructions from

downstream to upstream processes; to produce an item only when the
customer asks for it; upstream processes are engaged only after downstream
processes send a signal indicating a requirement.
Push – the opposite of pull; to produce an item irrespective of actual demand; a

process of manufacturing by which products are pushed through the system
by sending them to the next operation automatically upon completion of the
prior operation.
Setup time – the time it takes to change over a tool, die, mold, paint or resin in a
process step; time is calculated starting the end of the last good part made to
the first good part made.
Single-Minute Exchange of Dies (SMED) – a series of techniques pioneered by

Shigeo Shingo for changeovers of production machinery; key element of flow.
Single-piece Flow – a situation where product proceeds through sequential

process steps with only 1 piece of inventory between operations.
Six Sigma – a standard of operational excellence used in lean manufacturing

environments; a process that designs and monitors everyday business
activities in ways that minimize waste while increasing customer satisfaction.
Page 6 of 8
Six Sigma objectives are directly and quantifiably connected to the objectives
of the business.
Spaghetti Chart – a visual map of the path taken by a specific product as it

travels the production stream; a key tool used to identify wasted motion in
support of the creation of work cells.
Standard – a clear definition or image of a desired condition; makes

abnormalities immediately obvious such that corrective action can be applied.
Standard work – a precise description of each work activity specifying the cycle
time, takt-time, work sequence of specific tasks and the minimum inventory of
parts on hand needed to conduct the activity.
Store – a controlled inventory of items that are used to schedule production at an

upstream process.
Supermarket – another term for store, or storage area; usually refers to parts,
components, sub-components, and can include finished goods.
Takt Time – a reference number that is used to help match the rate of production
to the rate of sales; the pace of production synchronized with the rate of
sales; the available production time divided by the rate of customer demand;
“Takt” is a German word for pace or beat.
Throughput Time – time required for a product to proceed from raw materials to
customer receipt; includes both processing time and queue time.
Time Study – measuring labor by timing an operation with a stopwatch.
Tool Let – Placing the order for tooling.
Tool Plan – A Mattel document which defines critical tooling parameters for a toy,
such as mold cycle times, number of cavities, etc.
Total Productive Maintenance (TPM) – an integrated set of activities aimed at

maximizing equipment effectiveness by involving all departments at all levels;
typically entails implementation of a 5S system.
Value Added – work that the customer is willing to pay for; a transformation of the
shape or function of the material/information in a way that the customer will
pay for; opposite of Non-Value Added.
Value Chain –a set of linked, value-creating activities, ranging from securing

basic raw materials and energy to the ultimate delivery of products and
services.
Page 7 of 8
Value Stream – the specific activities required to design, order, and provide a
specific product, from concept to launch, from order to delivery, and raw
material through receipt.
Value Stream Mapping – identification of all the activities required to produce a

product or service.
Visual Workplace – a work environment that is self-explaining. The standard

condition is visually defined and abnormality is visually apparent.
Waste – anything that does not contribute to transforming a part to the

customer’s needs. See 7-Wastes.
Waterspider – a skilled and well-trained person who makes the rounds supplying
parts, assisting with changeover, providing tools and materials, and any
additional help needed to maintain Standard Work and keep the flow going.
Work in process (WIP) – items between machines or equipment waiting to be

processed.
Page 8 of 8

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INDUSTRIAL ENGINEERING MANUAL

OPERATIONS ENGINEERING & TECHNOLOGY

Section 3: Production Line Concept Development

Section 4: Labor Distribution Sheet (LDS)

Section 5: Standard Development Cycle

Section 6: Workstation Design

Section 7: Line Layout Guidelines

Section 8: Flowchart Procedure

Section 9: New Toy Development

Section 10: Industrial Ergonomics

Section 11: Kaizen Experiences

SEVEN TYPES OF WASTE

DEFINITION OF WASTE (MUDA)

The Seven Definition Manufacturing Other Examples

Why have a 5S program?

What are the elements of 5S?

Step 1: Seiri – Segregate & Discard.

Step 2: Seiton – Arrange & Identify.

• Identify materials and locations.

Step 3: Seiso – Clean, Inspect, & Maintain Daily.

Step 4: Seiketsu – Discipline and Prevention. Revisit Frequently.

Step 5: Shitsuke – Motivate To Sustain.

The Principles of 5S provides a foundation on which we can build a lean

PRODUCTION LINE CONCEPT DEVELOPMENT

The attributes of a well designed line will include the following:

• A throughput time under 30 minutes for the line.

1 – Determine Gross Operating Time (Minutes/Week)

2 – Determine Efficiency Factor (% Efficiency)

% Efficiency = 100% - Efficiency Loss%

It is the goal of all organizations to eliminate waste, thus achieving an efficiency

3 – Calculate Net Operating Time (Minutes/Week)

Net Operating Time = Gross Operating Time X % Efficiency

Net Operating Time is calculated on the Labor Distribution Sheet.

4 – Get Weekly Customer Demand (Toys/Week)

In a more complex situation, there may be 2 or more different running rates to

5 – Calculate Target Takt Time (Seconds/Toy)

Net Operating Time

6 - Determine Assembly Element Sequences

• The element of work will either be added value or non-added value

• The element of work may be dependent on previous or subsequent

7 – Establish Standard Times for Assembly Elements

8 – Group Assembly Elements Into Line Stations

1 long, fast line vs. 2 short, slower lines:

9 – Complete Labor Distribution Sheet

10 – Review the Line Running Rate

11 – Review the Loss to Balance

12 – Ready for Station Design/Line Layout

Ready for Station

Target Takt Time Example “A”

1 – Determine Gross Operating Time (Minutes/Week)

Gross Operating Time = 7,200 minutes/week - 0 minutes/week = 7,200

2 – Determine Efficiency Factor (% Efficiency)

3 – Calculate Net Operating Time (Minutes/Week)

4 – Get Weekly Customer Demand (Toys/Week)

5 – Calculate Target Takt Time (Seconds/Toy)

Target Takt Time Example “B”

1 – Determine Gross Operating Time (Minutes/Week)

Paid Breaks = 30 minutes/shift X 2 shifts/day X 6 days/week

Gross Operating Time = 5,760 minutes/week - 360 minutes/week = 5,400

2 – Determine Efficiency Factor (% Efficiency)

3 – Calculate Net Operating Time (Minutes/Week)

4 – Get Weekly Customer Demand (Toys/Week)

5 – Calculate Target Takt Time (Seconds/Toy)