ENX300 Manufacturing Systems Design Introductory Lecture Module Leader: Dr Ken Robson, St Peters Campus

ENX300Manufacturing Systems Design

Introductory Lecture

Module Leader: Dr Ken Robson, St Peters Campus

Module Aim

The module equips students with knowledge and skills relevant to the current thinking associated with manufacturing systems design and analysis. It focuses on three key areas :

1. ‘JIT/Lean operations’,2. ‘maintenance & reliability’

3. ‘tools of analysis and improvement’.

Uses a combination of lecturers, tutorials and seminars.

Indicative Content (1)

Just in Time as a manufacturing methodology: This element will consider the origins and elements of the JIT methodology in detail and cover both theoretical and practical implementation. Sub elements to be considered include, reduction of breakdowns (OEE), pull production systems, kanbans (theory and application), machine set-ups,

inventories etc.


Maintenance Strategies: will outline and discuss the key maintenance strategies from the ‘run to failure’ in the 1950s to the development of modern maintenance practices, i.e. TPM, RCM and CBM in the 1980s and onwards.


Tools for Manufacturing Analysis: A range of tools are introduced and applied within a manufacturing context to analyse existing performance and aid the development of models and systems which achieve an enhanced level of productivity.

Assessment

Module assessed by one examination testing learning outcomes 1,2,3,4,5,6 and contributing 100% of the final module mark;

ENX300

LEARNING OUTCOMES:Knowledge JIT systems philosophies and concepts Maintenance strategies and their application Tools for the analysis of manufacturing systems.Abilities To be able to critically appraise the various sub-

elements of the JIT methodology and their linkages. Be able to design and critically appraise a specific

maintenance strategy for a given context. To be able to apply a range of analytical tools and

critically appraise the outcome.

WeekCommencing

Week UNIT Lesson Topic Chapter

22/09/15 8 Module Introduction

Plug and Play

29/09/15 & 06/10/15

9 & 10 1 – Lean/ JIT Principles

1 JIT/Lean Philosophy 15

13/10/15 11 2 JIT Techniques 15

20/10/15 12 3 Manufacturing Layout

4, 7

27/10/15 13 4 Layout Design Techniques

7

03/11/15 14 4 Line balancing tutorial

10/11/15 & 17/11/15

15 & 16 5 Layout Design Techniques

Production Flow Analysis

7

24/11/15 17 6 JIT Planning & Control

Push vs PullLevelled Scheduling

10,15

01/12/15 18 7 Kanbans 10,15

08/12/15 19 7 JIT CASE STUDY EXERCISE

15

14/12/15 20 WINTER VACATION

WeekCommencing

Week UNIT Lesson Topic Chapter/s



05/01/16 23 8 JIT/Lean Journal Paper Exercise

Journal Paper

12/01/16 & 19/01/16

24 & 25

2- Maintenance Strategies

9 & 10 Maintenance Strategies 19

26/01/16 26 9 & 10 OEE Exercises

02/02/16 & 09/03/14

27 & 28

3- Approaches to Improvement

11 & 12 Improvement ApproachesCI & BPR

18

16/03/16 29 13 BPR Journal Paper Exercise Journal Paper

23/03/16 30 14 BPR -Tutorial Exercise Journal Paper

30/03/15,08/04/1515/04/15

31,32 33

REVISION

21/03/1628/03/1604/05/16

34, 35, 36

SPRING VACATION

02/05/1609/05/2616/05/15

40 - 43

EXAM PERIOD

Core Text

The module is driven by the following text:

Slack et al ‘Operations Management’, Fourth,Fifth or Sixth Editions, FT Prentice Hall.

This text will be used extensively throughout the lectures and students are expected to obtain a copy.

Next Steps

Secure a copy of Slack , ‘Operations Management’ 4th or 5th or 6th Edition for the next session.

Look at Lesson 1 of the study guide and read Chapter 15 of Slack, pages 517-527 (465-474) for the next session.

Contact Details

Email: [email protected]

Study material - http://www.cet.sunderland.ac.uk/~cs0kro

I reside in room 218, David Goldman building, St Peters Campus

Telephone: 01915152881

PLUG & PLAY ACTIVITY

Lesson 1 Lean & JIT Philsophy

Today’s Lecture Aims

Differentiate between the traditional and JIT approaches to manufacturing.

Explain the relationship between Lean and JIT.

Explain the concept of waste with respect to manufacturing operations.

Contrast between –Traditional vs Just in Time

Plan for long production runs

Minimise number of changeovers

Don’t stop the machinery

Build inventory (Just in case)

Only run what is needed

Minimise changeover time so it that it has a small effect changeovers

Stop machinery if required and root cause problems

Put systems in place to keep a minimum inventory level

JIT material flow

Traditional approach:

JIT approach:

stage A

buffer inventory

orders

deliveries

stage B

stage Cstage A stage B

stage C

orders

deliveries

buffer inventory

JIT definitions:JIT aims to meet demand instantly, with perfect quality and no waste

By Improving overall productivity and elimination of waste

Cost-effective production and delivery of only the necessary quantity of parts at the right quality, at the right time and place, while using a minimum amount of facilities, equipment, materials and human resources

Accomplishing this through total employee involvement and team-work

A key philosophy of JIT is simplification

The Seven Wastes

•Overproduction•Waiting time•Transport•Process•Inventory•Motion•Defective goods

•JIT seeks to reduce all these wastes

Discussion Exercise

JIT helps organisations to cope with the complexities of the ‘real’ world.

To understand why JIT is needed create two lists which describe (1) the ideal and (2) the real production scenario.

We will then consider how non-JIT organisations cope with reality.

Discussion Exercise

Ideal World/Utopia1. Only produces one product2. Demand is constant

3. All resources needed are available at production site

4. All materials are without defects5. Work allocation to stations is able to

be allocated as desired6. No randomness in production time7. No defects are produced

8. Machines never wear out or breakdown

9. Employees always show up for work and never make mistakes.

Real World1. Companies produce a variety of

products2. Demand is not uniform or

predicable 3. Equipment and personnel are

shared4. Suppliers do supply defective

products and materials.5. Tasks in process are lumpy6. Production times do vary due to

technical and human factors 7. Mistakes are made, defects are

caused8. Machines break down

9. People make mistakes and are absent.

How non – JIT organisations cope

Increase in raw material stocks Over production leading to large in-

process inventories High FGI All contributing to EXCESSIVE

INVENTORIES In spite of this still get poor product

quality and late deliveries

The problem with inventory

Reduce the level of inventory (water) to reveal the operations’ problems to managers (the ship)

WIP

ReworkScrap

Downtime

productivity problems

WIP

ReworkScrap

Downtime

productivity problems

WIP,Downtime

Rework,unstable demand,scrap.poor floor layout,untrained operators

The lean philosophy of operations

Eliminate waste Involve everyone Continuous improvement

JIT as a set of techniques for managing operations

•Basic working practices

•Design for manufacture

•Operations focus

•Small, simple machines

•Flow layout

•TPM

•Set-up reduction

•Total people involvement

•Visibility

•JIT supply

JIT as a method of planning and control

•Pull scheduling

•Kanban control

•Levelled scheduling

•Mixed modelling

•Synchronization

The lean philosophy of operations is the basis for JIT techniques that include JIT methods of planning and control

Lean Philosophy

High dependency theory

lower inventory buffers drives an in built pressure to predict/quickly resolve problems

Through empowerment of staff , managers delegate to the shopfloor

Is this an issue?

Lean Philosophy

Eliminate waste – in all its forms Waste is any activity that does not add

value to the final product. Engine example on pg 524 – what percentage

of the time was the engine actually being worked upon.

In the flight example pg 525, how much of the time was value added

Objectives are to remove NVA and enhance VA activities.

Lean Philosophy

Involve everyone A total system; therefore needs guidelines

which cover both people and process. All staff are involved and the culture of the

company is important. Requires teamwork in problem solving, job

rotation, mutli-skilling etc. Intention to give high degree of personal

responsibility and ownership of the job. There are criticisms of the approach as it is

patronising - what are your thoughts on this issue.

Lean Philosophy

Continuous Improvement Believe that, with appropriate effort, the ‘ideal’

can become nearer to over time. The ideals it sets out to achieve may not be (or

can not be) reached, but they act as a motivation to achieving it.

The Japanese term is kaizen and we will consider this in detail later in the module.

Key Points a company’s philosophy of operations (if it

has one) really does have a real impact on what it does and how it performs

If a company has a high tolerance of in-process inventory, it will be difficult to identify where improvement can and should be taking place

If a company does not value the contribution everyone throughout the operation can make to improvement, it will never release the full potential of its workforce.

Tutorial 1- Self Assessment Questions

No Tutorial sessions next week Answer Question 1-5 of the self

assessment questions. For next weeks lecture Tuesday 6th

October, read Unit 1 lesson 2 JIT Techniques

Lesson 1- Self Assessment Questions



Key Messages

This topic is about the link between an organisations philosophy and general approach to ‘operations management’ and how it really has an impact on what it actually does in practice

If high inventories are tolerated it will be difficult to identify where improvements should be taking place

If a company does not value everyone’s contribution then it is unlikely to release the full potential of the workforce

Lesson 2 - JIT Techniques

JIT Techniques

Nine Areas1. Flow Layout2. The basic working practices of JIT3. Design for Ease of Processing4. Emphasize Operations Focus

5. Small Machines6. Total productive maintenance (TPM)7. Reduction of Set-Up Times8. Ensure Visibility

9. JIT purchasing

JIT Elements

(1) Flow Layout

Poor layout (long) can cause delays, large inventories and poor throughput. PLUG AND PLAY EXCERCISE

JIT attempts to minimise these issues by placing workstations closer together, small cells etc.

JIT Elements (2) The basic working practices of JIT

basic working practices

Discipline and standards

Flexibility of working practices Equality of

conditions

Creativity Quality of working life

Development of personnel

Autonomy to intervene

Total peopleinvolvement

Possibility of expanding peoples jobs making

them more interesting and rewarding

Issues of restrictive practices, job

descriptions,grades

Staff take on much more responsibility, recruitment, suppliers, customers

Standard operations for safety and product

quality

What happens if people don’t follow standard

operationsDiscard unfair and devisive policies – common pay and conditions, flatter organisations

What about promotion, development aspirations of individuals?

Increase responsibility of shop floor, management support,

Scheduling,

performance monitoring

Involved in

decision makingImproving the

Job for th next time

But is creativity

Constrained by

standard operations?

(3)Design for Ease of Processing

Essentially means – Decisions made at the product design stage, can have a significant impact on production costs.

Design can determine 70-80% of production costs. Whitney D.E, (1990)

Examples include: Better use of materials and processing techniques

considered during the design phase.

Modularisation – use of standard sub assemblies e.g. computers

Standardisation – control of excessive variety eg clothes sizes

Commonality – eg. car platforms, parts

(4) Emphasize Operations Focus

Based upon the concept that ‘simplicity’, ‘repetition’ and ‘experience’ breed competence.Skinner(1978) ‘Focussed Factory’

Focus can be achieved by:

Focussing on the process – limited, manageable set of products, volumes etc.

Ensuring operations structures and policies are supportive and coherent. (all areas of organisation have aligned objectives)

(5) Small MachinesJIT small machines approach:

•easy to move (layout)•quick set-up•flexible scheduling options•cheaper tooling•planned maintenance easier•fewer set-ups are needed

emphasis:flexibilityeconomies of scope

Conventional western approach is to purchase large machines to get “economies of scale”

These often have long, complex set-ups, and make big batches quickly creating “waste”

(6) Total productive maintenance (TPM)

operators taught to care for processes:

maintenance personnel’s role changes:

training operatorslong-term planned maintenancecondition monitoring

emphasis:operator involvementcare for equipmentensuring total reliability

operate correctlydetect problemslubricate, clean, adjustcollect data

Unreliable processes create waste, for example, waiting time, delays in downstream operations. In a JIT system:

(7) Reduction of Set-Up Times

The quicker a resource can be changed over from one product to another the more flexible and responsive the system.

SMED – single minute exchange of dies is one famous approach to achieving this goal. Based upon converting internal operations to external

activities.

The following examples are taking from: Waller, D, 2003 Operations Management- a Supply Chain Approach, 2nd edition Thomson Learning

SMED examples

SMED examples

Significant reduction in setup cost. This enables operation to

increase product variety or through lower unit cost, compete in market place, or just take profit

(8) Ensure Visibility

Transparency – is needed to all management and improvement.

Enables problems to be easily detectable and resolved.

Concept – Is a Visual Factory Examples include:

Displaying performance measures Use of red, amber, green to display status Lights on a line indicating stoppages Control systems such as kanbans Layouts which are open and clear

(9) JIT purchasing

In conventional businesses, vendors are often viewed as adversaries, not to be trusted. Buyers prefer several competing vendors to drive down purchase prices

JIT businesses recognise that:

purchase price is not the only cost

suppliers can be valuable partners by:

•helping to design products•eliminating uncertainties of quality and delivery•eliminating overheads (e.g. paperwork)

local suppliers reduce purchasing costs

emphasis: positive relationshipsmutual benefitssupplier development

Next Week

Lecture Read Unit 1 - Lesson 3 of study guide

Lesson 2 Self Assessment Answers





References

Skinner,W.(1978) ‘Manufacturing in the Corporate Strategy’, Wiley

Whitney,D.E. (1990)’Manufacturing by Design’ Harvard Business Review, Vol.68,No4

Documents

ENX300 Manufacturing Systems Design Introductory Lecture Module Leader: Dr Ken Robson, St Peters Campus