Productivity Improvement

Transcription

1 Productivity Improvement Thailand seminar (modified) Limited to Thailand seminar use only Toshitsugu Nakai Japan Productivity Center 1

2 Contents What is productivity? IE method Analysis approach process system Design approach Productivity Estimation and benchmarking 2

3 The Meaning of Productivity Definition of productivity The productivity is more than what its technical definition suggests. It is the driving force or dynamism behind developing and upgrading the quality of industrial activities. ( Technical definition : The ratio between input and output) The concept of productivity will change depending on what is expected of industrial activities 3

4 Productivity committee of the European Productivity Agency at Rome Conference in 1959 Productivity is, above all, a state of mind-set. It is an attitude that seeks the continuous improvement of what exist. It is a conviction that one can do better today than yesterday, and that tomorrow will be better than today. Furthermore, it requires constant efforts to adapt economic activities to ever-changing conditions, and the application of new theories and methods. It is a firm belief in the progress of humanity. 4

5 Productivity for Company (value added per person) Customer orientation Customer P roduction Q uality C ost D elivery and S afety M orale Human centered Quantity Price Quality Delivery timing and service 5

6 Productivity for supported by PQCDSM Man Machine Material Method Information Supported by Top management Middle management Staff Worker Super-viser 6

7 What is aimed at by improving productivity One example : JPC Three guiding principles 1 Increase of Employment ( Later developed into the employment security concept) 2 Labour Management Consultation and Co-operation on an Equal Footing 3 Fair Distribution of Productivity gains among Management, Labour, and Consumers. What is the company activity for? 1 Management ( Capital gain in long term foresight ) 2 Employee 3 Return for society 7

8 The meaning of IE Industrial engineering is concerned with the design, improvement, and installation of integrated system of men, materials and equipment. It draws upon specialized knowledge and skills in the mathematical, physical and social sciences together with the principles and methods of engineering analysis and design, to specify, predict, and evaluate the results to be obtained from such systems. From AIIE definition Improvement 1 Analytical approach 2 Designed approach 8

9 Analytical approach 1 IE is a scientific approach to a problem which demands quantitative data Measuring technique to obtain quantitative data Procedure for analysing such data Method for achieving a specific objective Technique for process analysis for manufacturing line, product design, maintenance, quality, purchasing, storage, and equipment planning. P, including Q, C, D, S, M 9

10 How to consider the production line Raw material Equipment Worker Energy, etc Technology Time Factory Material industry Steel,Chemical, Machining etc Fabrication industry Automobile Electric etc Other industry transportation, etc Product Quantity Quality Delivery, Lead time Production/hour, month Number of workers Yield Tool, energy consumption Inspection data Stock, Work in material Transportation, Strage 10

11 Shop floor observation Process analysis Observation Material Process Quality(Check and control) Cost(Wastage,Transportation) Delivery(Lot,Lead time) Work analysis Machine start Finish (work sampling) (Time study) product Work Quality(defective,Process ability) Cost(man, loss material) Delivery(set-up, tool change) 11

12 Work study Work study : Technique that analysis each element of a specific work to eliminate unnecessary operations and determine better method 1 Method study To analyse the elements of a given work and to plan better working method and operating system 2 Work measurement (Standard time setting) To calculate proper working time for optimum working method and operating system, and to supervise the output. 12

13 Method study Process analysis Production process analysis : flow process chart-material type flow process chart- man type Flow analysis : Drawn on layout sheets with lines of movement Lay out analysis, Total time efficiency, line balancing Operation analysis Operator operation analysis : The actions of a worker at fixed station expressed with operation chart symbols Machine operation analysis: The actions of a machine as above Motion Study Analysis by therbligs : The motions of body parts are analysed and expressed with the symbols for therbligs Analysis of machine movement : order, position, speed, etc 13

14 Flow process chart Flow chart 1/7 Distance Tim e Process Sequence D escription (m ) (m in) In m aterialw arehouse to line top by folk lift truck 125 O n pa let to m achine w ith hands 1 T o cut groove by m iling m achine autom atic transportation 1 Finishing cut of shaft autom atic transportation 2 inspection autom atic transportation 30 O n pa let 14

15 Process Flow chart example (material type1) Flow chart 4/7 Small electric current limiter production line Coil unit operation Wire operation 15

16 Process Flow chart example (man type) Flow chart 6/7 16

17 Continuous production line Fabrication parts 1 Fabrication parts 2 Raw material Machine 1 Machine 2 Inspection Machine 3 Machine 4 Inspection Storage yard Rework Defective Rework Defective Production line diagnosis Production method Production time efficiency production efficiency size of the product lot cycle time Quality Inspection result Process ability Cost Yield ( Unit yield, piece yield) tool, other consumable material Work in process Number of workers Transportation Delivery process time delay time 17

18 Layout 1 1. Lay out consideration is the total effect through the every production resource. Production plan, equipment plan, product plan Human plan 2. Optimum efficiency for : Production efficiency, material transportation, minimum worker, WIP, information transmittance and working environment 3. Easy to product change 4. Line production, job shop type, or mix type. PQ analysis 18

19 Layout 2 PQ Analysis Through consideration of the relationship between product(p) and quantity(q), find a better lay-out. 1. Investigate all type of product and their production quantity 2. List up the product (P) along the horizontal axis starting with those with the greatest production and plot the manufacturing quantity(q) along the vertical axis. 3. From the result of the analysis, select a suitable layout type. Quantity(Q) Product(P) 19

20 Which is better line production or independent production? Cell type? a Line production (muss production, high speed) 1 Production ability is limited by the lowest ability machine in the line. 2 Much WIP(work in process) material 3 Tool change time is longer than individual machine. 4 Less flexibility for product change. (for new product) 5 Worker responsibility is less than individual machine 6 Investment, area, big Independent machine production(or assembly) 1 Improvement of the machine 2 Low productivity by single machine, or single worker. 3 Require worker skill Cell type (several machines, one or two workers ) 1 Flexible for lean production 2 Many sorts of products(parts), but complete parts in one cell. 20

21 Line Balancing 21

22 Structure of the production Production efficiency of the line 1 Production=ΣTime Product/Time Time : Total time 24hours, 7days/week Pay time working hours actual operation hours Product in number, weight, etc 8 hours/shift, 2shift a day, 5 days a week fixed rest time (lunch time, intermediate rest etc tool change time operation machine adjusting time machine down time short stop time cycle time delay 22

23 Production efficiency of the line 2 Production=ΣTime Product/Time Product/ Time=product/1 production 1 production/ time Machine capacity Product/ 1 production : capacity of the machine operation technique Cycle time : actual process time efficient job and unnecessary job process machine speed speed efficiency for operation idle time of the machine necessary idle time machine speed for idle time unnecessary idle time Machine cycle time 23

24 Example of the cutting machine line case Time control of the line Cutting tool change Break down Effective operation Tool change adjustment Others Time control of the machine Effective cutting Effective work control Waiting Insert Take out Chucking Others Minimum cutting depth Cutting conditions cutting speed cutting depth/ turn Deep approach 24

25 Machine efficiency 1 Machine time = Actual working time + Idle time Idle time: material handling time, machine preparation time Transport operation Machine fixing operation Preliminary operation 1. How is the location of material and machines? 2. How is the speed of the motors, or air cylinder speed? Starting position of the machine. 3. How is the limit switch location? 4. How is the starting position of the tool? 5. How is the clearance position of the material for next movement? 25

26 Machine efficiency 2 Actual cutting time Cutting time=πr 2 /d V d =cutting depth/ turn V=cutting speed 1. How is the cutting speed? 2. How is the cutting depth/turn What is the cutting tool material? How is the shape of the tool? What is the raw material( cut material)? What is the role of the cooling lubricant? Design approach r V Deeper approach How is the cutting situation at the edge of cutting tool? 26

27 Case study man-machine system Conditions Handling time for convex lens polishing A seconds Handling time for concave lens polishing B Polishing machine time for convex Polishing machine time for concave Q 1 worker operate machines as Convex spindles 3 Number of lens/ 1 convex polishing disc 4 Concave spindles 8 Number of lens/ 1 concave polishing tool 1 Working hours / 1worker 1shift 8 hours 0.85=24480 seconds Polishing hours/ 1machine 1shift 8 hours 0.90=25920 seconds Other conditions : Short delay is neglected under the handling operations when other machine requires to handling work. P 27

28 Man -machine Fundamental base functions polishing production for convex disc / 1 shift : X pieces polishing production for concave lens / 1 shift : Y pieces worker condition AX + YB convex machine condition AX + PX concave machine condition BY + QY production condition 4X = Y from the above fomula, AY/4 + BY (1) AY/4 + PY/ (2) BY + QY (3) 28

29 Man-machine Production Y A=430 B=142 P=3429 Q= Concave machine ability BY+QY=25920* Worker ability AY/4+BY=24480 Convex machine ability AY/4+PY/4=25920* Polishing time(seconds) P or Q 29

30 Analysis approach 2 System study for improvement Management: TQM Equipment management: TPM Production system: push flow and pull flow JIT- KANBAN, HEIJYUNKA Quick tool change Production and its resources MRP- Manufacturing Resource Planning by computer Total control from resources to customer SCM- Supply chain management for material, money, information, etc Measures : 6 sigma, TOC 30

31 JIT system Just in time production system developed by TOYOTA motor Co. The aim of this production ordering system is to reduce excessive and unnecessary amounts of stock between processes. Production ordering systems for multi-stage production processes are : Push-type production ordering system Pull-type production ordering system 31

32 Push-type production ordering system Market demand Central controller Market B 3 B 2 B 1 Centralised control system overall planning and control of production for all processes in according with input of information on market demand. A MRP(Material requirement Planning) system is a typical improved push-type ordering system 32

33 Pull-Type Production Ordering system Market 1 2 Process Transportaion process Stock for process Stock for transportation Decentralised control system Production order are issued only for final production process according to information received on market demand. Each preceding process produces the volume to be taken over by the subsequent process. Kanban as the medium of communication Production.line No Part number Part name Container capacity Succeeding stage Kanban No Preceding stage 33

34 Kanban Storage Production process Storage Kanban board box Kanban for Production information Transportation information Withdrawal information Scheduling board Former process produce product according to detached Kanban Don t produce, transport without Kanban Subsequent process take products from preceding process as much as detached Kanban 34

35 KANBAN Example-3 MAX MIN Spare parts 35

36 Conditions and effect of JIT 1 Reduce unnecessary, or excessive WIP 2 To perform this Zero defect production Requires Stable production (HEIJYUNKA) Quick tool change 3 As a result. WIP reduction Keep good delivery Keep good quality Keep good production efficiency 36

37 IE Designed approach Consider the real meaning for product and production From the Value standpoint Analysis approach : Fixed conditions Designed approach : Change the conditions 37

38 VE not only for material But operation method Basic VE procedure 1 Selection of theme What is the target? 2 Information What is it? 3 Definition of function What is used for? 4 Arrangement of function How much is the cost? 5 Estimation of function How is the value of the function? 6 Consider improvement Are there any other measures? 7 Improvement How is the improvement cost? Fulfil requirement? 38

39 Example : Optical lens production Production: 20000pieces/month Material glass Cutting Shape cutting Rapping Fine grinding 60 seconds Curve generator 600seconds 300seconds Polishing Inspection Resin and polishing liquid 4800seconds Shape, dimension, flows 600seconds 39

40 Approach : operation analysis Process Flow chart : material flow material and process time Time investigation line production efficiency Number of workers line balancing WIP, Transportation cutting Rapping Curve generater Polishing Operation for bottle neck process Time study for operator Motion study for operator method, order Man-machine investigation Time study for each machine movement Inspection 40

41 Approach : production design analysis What is the meaning for cutting and shaping? Are there any substitute method Press lens for raw material Hot press shaping raw material (from other supplier) What is the real mean of polishing? It is to remove roughness of the rapping. How is the roughness of the rapping? 5 micron mm. Why they polish the glass more than 30 micron mm. Polishing tool and machine is not well arranged to keep lens shape There are deeper flows more than 5 micron on rapped glass Machine and tool control Defect preventive measures for rapping process 41

42 Supporting items for the IE background 1 Co-operation with every grade of employees TQM, TPM 2 Conditioning the job shop 5S activities 3 Kaizen work and eliminate Muda 4 Consider more 5 Whys 42

43 5S Seiri Sort out unnecessary items in the work place and discard them Seiton Arrange necessary items in good order so that they can be easily picked up for use. Seiso Clean your workplace completely so that there is no dust on floor, machine, or equipment. Seiketsu Maintain high standard of housekeeping and workplace organization at all times Shitsuke Train people to follow good housekeeping disciplines autonomously. 43

44 Oono says (1) Toyota production method Analysis of Muda (Muda: idle or loss) Production ability = Work + Muda Muda of the Overproduction Muda of the Waiting Muda of the Transportation Muda of the Machining Muda of the Stock Muda of the Movement Muda of the Defective product 44

45 Oono says (2) Toyota production method 5 whys To seek the real counter measures. Why did machine stop? Breaker shut off because of overload. Why did overload happen? Because of the insufficient lubricant at the shaft. Why did insufficient lubricant arise? Because the oil circulate pomp did not work efficiently. Why oil pomp did not work sufficiently? Because of the pomp shaft wear Why did pomp shaft wear? Because there were no oil strainer and cut dust made wear on the shaft. 45

46 Oono says (3) Toyota production method Genba principal Go to the shop floor Look the matters practically. Production standard Team work Make operation standard by yourself Standard cycle time Standard operation order Standard waiting job Many workers can necessary not win the fewer worker team. Do it right now! 46