Professional Documents
Culture Documents
System
HighQualityandLowCost
COST VS
DEFECTS
Readings;
JamesWomack,DanielT.JonesandDanielRoos,
TheMachinethatChangedtheWorld,1990,Ch3and4
KennethN.McKay,TheEvolutionofManufacturingControl
WhatHasBeen,WhatWillBeWorkingPaper032001
MichaelMcCoby,IsThereaBestWaytoBuildaCar?
HBRNovDec1997
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Consumer Reports
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Domestic Cars
Import Cars
Total Cars
Domestic Light Trucks
Import Light Trucks
Total Light Trucks
Domestic Light Vehicles
Import Light Vehicles
Total Light Vehicles
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Current
Year-Ago
431,496
170,554
602,050
545,865
75,999
621,864
977,361
246,553
1,223,914
481,318
158,897
640,215
573,329
75,575
648,904
1,054,647
234,472
1,289,119
% Share
DSR
Current Year-Ago
% Chg.
35.3
13.9
49.2
44.6
6.2
50.8
79.9
20.1
100.0
37.3
12.3
49.7
44.5
5.9
50.3
81.8
18.2
100.0
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Vol
Current
Year-Ago
% Chg.
-5.6
9.1
-2.0
2.6
12.3
3.7
-1.2
10.1
0.8
Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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1800
1900
Interchangeab
le Parts at U.S.
Armories
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Mass
Productio
n at Ford
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2000
Toyota
Production
System
5
Need of
Society
Work
Enabling
Leader Resourc
Force
Technology
es
Motivatio
n
Interchang
e-able
Parts
Military
Yankee
Machine
Ingenuity Tools,
Division of
Labor
Roswel U.S.
l Lee/
Govt
John
Hall
Mass
Production
Transportatio
n
$5/day
Moving
Immigran Assembly
t
Line,etc
Henry
Ford
Earnings
Toyota
Production
System
Post
War
Jobs,
Security
Taiichi
Ohno
Japanese
Banks
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CNC,
Integration
of Labor
T.G.Gutowski
10/29
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1975
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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Japanese
Japanese in
American in
in Japan
North America
North America
All Europe
16.8
21.2
25.1
36.2
60
65
82.3
97
5.7
9.1
7.8
7.8
4.1
4.9
12.9
14.4
0.2
1.6
2.9
69.3
71.3
17.3
0.6
3
61.6
11.9
2.7
1.4
8.7
0.9
0.4
67.1
1.9
0.4
14.8
380.3
5
370
4.8
46.4
11.7
173.3
12.1
86.2
54.6
1.7
85
40.7
1.1
76.2
33.6
1.2
76.6
38.2
3.1
S ourc e: IMVP World Assembly Plant S urvey, 1989, and J. D. Power Initial Quality S urvery, 1989
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Cost Vs Defects
Ref. Machine that Changed the World Womack, Jones and Roos
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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Yes, but.
DFM?
Probably
Standardized Production?
No!
Lean Characteristics?
Integration of Tasks
Identification and removal of defects
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Cost Vs Automation
Ref. Machine that Changed the World Womack, Jones and Roos
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J T. Blacks 10 Steps
1.
2.
3.
4.
5.
6.
7.
8.
9.
Form cells
Reduce setup
Integrate quality control
Integrate preventive maintenance
Level and balance
Link cells KANBAN
Reduce WIP
Build vendor programs
Automate
10. Computerize
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Demand Flow
Technologys
9 Points
1. Product Synchronization
2. Mixed Model Process Maps
3. Sequence of Events
4. Demand at Capacity
5. Operational Cycle Time
6. Total Product Cycle Time
7. Line Balancing
8. Kanbans
9. Operational Method Sheets
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Manufacturing System
Design Decomposition
ROI
(MSDD)
Sales
CostsInvestments
resolving problems
quality predictableoutputdelayreduction
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J T. Black 1, 2
1. Form Cells
Sequential
operations,
decouple
operator from
machine, parts
in families,
single piece flow
within cell
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2. Reduce Setup
Externalize setup
to reduce downtime during
changeover,
increases
flexibility
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TPS Cell
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Standardized Fixtures
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J T. Black 3, 4
3. Integrate quality
control
Check part
quality at cell,
poke-yoke, stop
production when
parts are bad
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4. Integrate
preventive
maintenance
worker maintains
machine , runs
slower
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J T. Black 5, 6
5. Level and
balance
Produce to Takt
time, reduce
batch sizes,
smooth
production flow
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6. Link cellsKanban
Create pull
system
Supermarket
System
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J T. Black 7, 8
7.Reduce WIP
Make system
reliable, build in
mechanisms to
self correct
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8. Build Vendor
program
Propagate low
WIP policy to your
vendors, reduce
vendors, make
on-time
performance part
of expectation
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Manufacturing System
Design Decomposition
ROI
(MSDD)
Sales
CostsInvestments
resolving problems
quality predictableoutputdelayreduction
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27
DP-P1
FR-P11
FR-P12
FR-P13
FR-P14
Ensure
availability of
relevant
production
information
Ensure
predictable
equipment
output
Ensure
predictable
worker output
Ensure
material
availability
DP-P11
DP-P12
DP-P13
DP-P14
Capable and
reliable
information
system
Maintenance of
equipment
reliability
Motivated
work -force
performing
standardized
work
Standard
material
replenishment
system
FR-P121
FR-P122
FR-P131
FR-P132
FR-P133
FR-P141
FR-P142
Ensure that
equipment is
easily
serviceable
Service
equipment
regularly
Reduce
variability of
task completion
time
Ensure
availability of
workers
Do not interrupt
production for
worker
allowances
Ensure that
parts are
available to the
material
handlers
Ensure proper
timing of part
arrivals
DP-P121
DP-P122
DP-P131
DP-P132
DP-P133
DP-P141
DP-P142
Perfect
Attendance
Program
Mutual Relief
System with
cross-trained
workers
Standard work
in process
between sub systems
Parts moved to
downstream
operations
according to
pitch
Machines
designed for
serviceability
Regular
preventative
maintenance
program
Standard work
methods to
provide
repeatable
processing time
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Two Examples;
1. Takt Time
2. Pull Systems
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Takt Time
to pace
production Available Time
Takt Time
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Product Demand
Takt Time
Automobile Assembly Line; Available time =
7.5 hr X 3 shifts = 22.5 hrs or 1350 minutes
per day. Demand = 1600 cars per day. Takt
Time = 51 sec
Aircraft Engine Assembly Line; 500 engines
per year. 2 shifts X 7 hrs => 14 hrs/day X 250
day/year = 3500hrs.
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12
month 2
month 1
month 3
10
0
7-Jun
15-Jun
23-Jun
30-Jun
7-Jul
15-Jul
24-Jul
31-Jul
7-Aug
15-Aug
24-Aug
31-Aug
Weeks
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engines shipped
0
may
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weeks
july
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34
On-time performance of
engine plants
100%
engines delivered
80%
late
late
60%
40%
on
time
on
time
20%
on
time
0%
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Parts
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Orders
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Push Systems
Time = 0
Time = 1
Time = 2
Time = 3
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Time37
=4
Pull Systems-
The order arrives at the end of the line and is pulled out
of the system. WIP between the machines allows quick
completion.
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Comparison in delivery
times
If the process time per part is t, and
the batch size is n, it takes Nnt
time to process a batch through N
steps. To deliver one part it takes;
Nnt time from a push system plus
setup and transportation delays, and
t for a pull system.
See HP Video
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HP Video Results
Pushsystem(6)
Pull(3)
Pull(1)
Space
2Tables
2Tables
1Table
WIP
20
12
CycleTime
3:17
1:40
19sec
ReworkUnits
26
10
Qualityprob.
hidden
visible
visible
ProductionRate
L=W
6.1partsper
minute
7.2
12.6
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HP Video Results
Revisited
Pushsystem(6)
Pull(3)
Pull(1)
Space
2Tables
2Tables
1Table
WIP=L
20
6X=24
12
3X=12
4
1X=4
CycleTime=W
3:17
6t(3:20or2:00)
1:40
3t(1:40or40)
19sec(say20)
1t(50or20)
ReworkUnits
~WIP
26
10
Qualityprob.
hidden
visible
visible
ProductionRate
L=W
6.1partsper
minute
7.2
12.6
4/50/60=4.8
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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Pioneering
Systemization
Technology and Process
Internal Efficiency
Customer Service
Systems Level Re-engineering
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Ken McKay 1, 2
1. Pioneering sellers market,
competition is not
by manufacturing
large margins
emphasize
throughput not
efficiency
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Ken McKay 3, 4
3. Technology and
Process competition is
increasing, sales are
softening,
manufacturing is still in
early maturity and
competition is limited
to firms in similar
situation. Focus shifts
from increasing
production rate to
increasing the amount
of product per unit time.
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4. Internal Efficiency -
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Ken McKay- 5, 6
5. Customer Service
- talk to the
customer, identify
core competency,
outsource, be
responsive, reduce
lead time,
eliminate feature
creep, focused
factory etc.
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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TPS Implementation
Physical (machine placement,
standard work etc) part
Work practices and people issues
Supply-chain part
Corporate Strategy
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Examples of Innovative
Work Practices
Work Teams
Gain Sharing
Flexible Job Assignments
Employment Security
Improved Communications
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Barriers to Implementation
Early abandonment
Costs
History of conflict and distrust
Resistance of supervisors
Lack of supportive infrastructure
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Summary
High quality and low cost ( and originally
low volumes)
Relationship to previous systems (see McKay
paper), yet new,. in fact revolutionary
Many elements
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Summary .. continued
Autonomation automation with a
human touch
Worker as problem solver
TRUST
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