SDM 5001 SYSTEMS ARCHITECTURE

LECTURE 8.1
MANUFACTURING ENGINEERING PROCESSES

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MANUFACTURING SYSTEMS

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 Manufacturing Systems
Characteristics
o A structure for assembly of components using standardized procedures in mass
production of products
A system process architecture with an acquisition waterfall working on a well
defined product architecture

o Examples of Manufacturing Systems

• Ford Car Assembly (assembly line mass production)
• Toyota Production System (small incremental improvements over time through workers
participation)
• Robotic Car Assembly Line (automatic manufacturing)

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 Leveraging Architectures in Manufacturing Strategies
Full Development and Serial Production
o Prototypes are produced and tested for functionality
Designs are then finalized and put into full production
o Examples: automobile models

Incremental Development and Stage Release

o A series of prototypes which are fully operationally but contains less than the less desired
level of functionality
o Basic prototypes are released first while the more advanced prototypes continued with
their development
o Example: evolutionary design of software systems, SONY walkman

Proto-flight Development and Manufacturing

o For one-of-a-kind products, development unit is also the final manufactured product
o Suitable for systems that would be damaged during testing or high cost of replacement
o Architecture of this systems emphasize on testing procedures
o Example: spacecraft, nuclear power station
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 Systems Architecting in Manufacturing Systems
1 Dynamic Manufacturing Systems
Intersecting Waterfalls
o Manufacturing Process System waterfall is independent of Product Development System waterfall
Need to synchronize the two or more waterfalls

Spiral to Circle Model

o Spiral model is an iterative development process which goes through four phases (specify/design,
build/integrate, test, evaluation) and responds to new requirements at the beginning of the new
cycle of the spiral model

Feedback Systems
o Two kinds of feedback: external feedback (example: customers and suppliers feedback, market
survey) and internal feedback from manufacturing system (example: lean production)
o Factors influencing feedbacks are
1. time delay for making changes (loop delay): changes take time to implement and to be effective,
a longer time delay means slower response
2. feedback resonance (positive and negative feedback): negative feedback results in improvements (better
quality raw materials produce higher quality products)
while positive feedback results in more problems (increase production rate may cause more machine
breakdowns and higher defects)
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 System Engineering Waterfall Process Model

o Sequential Model
o Activities followed each other step by step
o Feedback are adjustment of inputs from a
preceding step to resolve unexpected
problems before proceeding to the
subsequent step
o Similar to system life cycle structure

Waterfall Model Application

orequirements are very well known, clear and fixed
oproduct definition is stable
o technology is understood
o Project is short
o resources and expertise are available freely

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 Classic Waterfall Intersecting Waterfall

Requirements Requirements Requirements

Design Design Design

Implementation Implementation

Verification Verification Verification

Maintenance Maintenance Maintenance

Product Manufacturing
Development Process

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System Engineering “Vee” Process Model

Feedback

Process flows down with decomposition/

definition
Process flows up with integration/verification
Testing/Feedback at each level

V-shaped model Application

o small to medium sized projects
o requirements are clearly defined and fixed.
o resources and expertise are available freely
Traceability

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System Engineering Spiral Process Model

o Incremental Development Model

o Adaptation of waterfall model
o Risk Driven Approach
o Iterative feedback

Spiral Model Application

o when costs and risk evaluation is important
o medium to high-risk projects
o users are unsure of their needs
o requirements are complex
o new product line
o significant changes are expected

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 Systems Architecting in Manufacturing Systems
2 Flexible Manufacturing
o Flexible manufacturing is the capability of sequentially making more than one product on the
same production line
o Can be implemented with modular manufacturing by dividing a certain product into parts, then
manufacture each part separately in different production lines, and final assembly at last stage
o Requires real time interaction of a production waterfall with multiple product waterfalls
o Example: laptops are customizable with different RAM chips, hard disk size, but still retaining the
motherboard, microprocessor, and screen

3 Lean Production
o Two architecture viewpoints in Lean Production
1. value streams: customer, product design and test, production, and knowledge
2. application domains: design, supply, manufacturing, and customer
Examples: JIT, Toyota Production System, Kanban, Pull Systems, Lean Thinking

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END OF LECTURE 8.1
MANUFACTURING SYSTEMS

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SDM 5001 SYSTEMS ARCHITECTURE

LECTURE 8.2
TOYOTA PRODUCTION SYSTEM

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History of Toyota Production System and Lean Production

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 What is Toyota Production System?
Overview
The Toyota Production System is a framework for conserving resources by eliminating waste (1998)
This framework has been expanded and refined many times by Toyota Corporation throughout its history

The Toyota Production System (TPS) is an integrated socio-technical system that comprises its management
philosophy and practices
The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with
suppliers and customers

Background
The first TPS principle, “Just-In-Time Production”, was developed by Sakichi Toyoda and his son, Kiichiro Toyoda

TPS is borne out of necessity in the post-war period of Japan:

o At that time Japan was poor, lack of resources, and lack of land, so cost minimization and efficiency were
most important
o Japanese could not afford the expensive mass production facilities of the type used in the USA so they
instead focused on reducing waste and low cost automation
o Post war demand was low and minimising the cost per unit through economies of scale was inappropriate.
This led to the development of demand-led pull systems
o TPS is low tech, not dependent on computers. Furthermore, all actions easily understandable 3
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 Toyota Production System - Background
Background
The first TPS principle, “Just-In-Time Production”, was developed by Sakichi Toyoda (豊田, トヨダ ) and his son,
Kiichiro Toyoda

Toyota Production System (トヨタ) is created out of necessity in the post-war period :
o At that time Japan was poor, lack of resources, and lack of land, so cost minimization and efficiency were
most important
o Japanese could not afford the expensive mass production facilities of the type used in the USA so they
instead focused on reducing waste and low cost automation
o Post war demand was low and minimising the cost per unit through economies of scale was inappropriate.
This led to the development of demand-led pull systems
o TPS is low tech, not dependent on computers. Furthermore, all actions easily understandable

Sakichi Toyoda Kiichiro Toyoda Taiichi Ohno

(1867-1930) (1894-1952) (1912-1990)

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History of the Development of the Toyota Production System

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 Toyota Production System or The Toyota Way

TPS House Toyota Way

People and Teamwork

Just in Time Jidoka Continuous Respect for
Continuous Improvement Improvement People

Waste Reduction

Heijunka Standardised Work Kaizen Challenge Respect

Kaizen Teamwork
Toyota Way Philosophy Genchi Gembutsu

TPS is a set of techniques, processes, or systems which aims to
o seek competitive advantage through customer satisfaction
o by increasing the level of Just-in-time and Jidoka
o through engaging people into heijunka, standardized work
and kaizen, and
o resting on a basis of stability
The Toyota Way is a set of principles and behaviors that
underlie the Toyota Motor Corporation's managerial approach
and production system
Toyota first summed up its philosophy, values and
manufacturing ideals in 2001

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 Books on Toyota Production System

Yasuhiro Monden. Taiichi Ohno. The Toyota Hayes, Wheelwright and Shigeo Shingo. A Study Womack, Jones, Roos.
Toyota Production Production System. Clark. Dynamic of the Toyota Production The Machine That
System. 2ed 1983 Productivity Press. 1988 Manufacturing. Free System. Productivity Changed the World.
Press 1988 Press 1989 Free Press 1990

Womack, Jones. Lean Spear, Bowen. The DNA John Nicholas. Lean Mark Eaton. The Lean
Thinking. Simon and of the TPS. HBR 1999 production for Practitioner's Handbook.
Schuster 1996 competitive advantage. Kogan Page 2013
CRC 2011. TS155 Nic 7
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THE TOYOTA WAY

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 The Toyota Way 2001
A set of Management Principles proposed by Toyota Motor Corporation
o Temporary and Subject to Changes
o Responsive to business environment
o Reinforces the value of Continuous Improvements
o 2 Major Components
1. Continuous Improvement
2. Respect for People

JK Liker (2004) interprets Toyota Way in 14 Management Principles which are classified into 4 groups

1. Long Term Philosophy

2. Right Process will produce the right results
3. Add value to organization by developing People
4. Continuously solve root Problems drives organizational learning (continuous learning)

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 14 Principles of “The Toyota Way 2001”
Philosophy as the 1. Base your management decisions on a long-term philosophy, even at expense of short-term
Foundation financial goals

2. Create a continuous process flow to bring problems to surface

3. Use PULL systems to avoid production
4. Level out workload
Right Processes
5. Build a culture of stopping to fix problems, to get quality right the first time
Produce Right Results
6. Standardized tasks and processes are the foundation of continuous improvement and
employee empowerment
7. Use visual controls so no problems are hidden
8. Use only reliable, thoroughly tested technology that services your people and processes

9. Grow leaders who thoroughly understand the work, live the philosophy and teach it to others
Add Value by
10. Develop exceptional people and teams who follow the company philosophy
developing your
11. Respect extended network of partners and suppliers by challenging them and helping them to
people and partners
improve

Continuously Solving 12. Personally understand the situation thoroughly

Root Problems Drives 13. Make decision slowly by consensus, thoroughly considering all options implement decisions
Learning rapidly
14. Become a learning organization through relentless reflection and continuous improvement
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Source: Liker, Jeffrey (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill Education © LGChan
TOYOTA PRODUCTION SYSTEMS

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 Video : Toyota Production System

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Video (4:14) : https://www.youtube.com/watch?v=P-bDlYWuptM © LGChan
 Toyota Production System DNA

Kent Bowen and Steven Spear (1990s) proposes 4 main principles in Toyota Production Systems

o three rules of design, which show how Toyota sets up all its
operations as experiments, and
o one rule of improvement, which describes how Toyota teaches the
scientific method to workers at every level of the organization, form
the essence of Toyota’s system

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Source Bowen, H. Kent, Spear, S (1999) Decoding the DNA of the Toyota Production System. Harvard Business Review Sept-Oct 1999
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 Design Rule 1 Application Benefits
How People Work Operators follow a well-defined sequence of steps for a Less uncertainty to the
particular job, it is instantly clear when they deviate from the process, and less defects
specifications

Design Rule 2 Application Benefits

How People Connect Every customer-supplier connection must be direct, and Clear responsibility, timing
there must be an unambiguous yes-or-no way to send expectations, or
requests and receive responses expectations

Design Rule 3 Application Benefits

How Production Line All production lines have to be set up so that every product Smooth production flow,
is Constructed and service flows along a simple, direct and specified path and no stoppages

Improvement Rule Application Benefits

How to Improve Improvement to production activities, to connections Empowers workers,
between workers or machines, or to pathways must be made promotes organization
in accordance with scientific method, under guidance of a learning
teacher, and at the lowest possible organizational level
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 Summary : Toyota Production System
o All workers are taught to follow a specific routine
o All customer-client relationships must be direct and have a specific path for resolution
o Production lines must follow a specified path
o Scientific method must be used for improvements

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 TPS House
Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale
Jikoda
Just-In-Time People and (Autonomation)
Teamwork
Continuous Flow Stop Notify Defects
Takt Time Self Inspection
Rapid Changeover Continuous Solving Root Causes
Pull System
Improvement Empowerment

Waste Reduction
Heijunka Standardized Work Kaizan
Stability

THREE PRINCIPLES OF TOYOTA PRODUCTION SYSTEMS

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 House of Toyota Production System

TPS House

Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale

Jikoda
Just-In-Time
(Autonomation)
Continuous Flow People and Teamwork
Takt Time Stop Notify Defects
Rapid Changeover Self Inspection
Pull System Continuous Improvement
Solving Root Causes
Empowerment
Waste Reduction

Heijunka Standardized Work Kaizen

Stability
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PRINCIPLE 1
KAIZEN

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 Principle 1 Kaizen
The term Kaizen is derived from two Japanese characters:
改善 kai, meaning “change” and zen meaning “continuous improvement”
Literal translation Kaizen means “good change”

Kaizen is a problem solving process for continuous improvement

A “zero investment cost” improvement requires participation of all affected departments in the
activities to find the most creative solutions for the best improvement for all

Basic principles of Kaizen approach

o Standardizing a process so that it’s repeatable and organized
o Focusing on measurability and evaluating progress using data
o Comparing results against your requirements (did you deliver on your promise?)
o Innovating new and better ways to achieve similar results
o Responding to changing circumstance and evolving your methods over time

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Kaizen - Secret behind Japanese Productivity Kaizen Toyota, Derbyshire, United Kingdom
Video (4:16) https://www.youtube.com/watch?v=fcBXtwGexNc Video (4:33) https://www.youtube.com/watch?v=wot9DFzFRLU

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 Kaizen Process

Lean Tools used in Kaizen Process

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 PDCA (plan-do-check-act) – Continuous Improvement
PDCA (plan-do-check-act) is an iterative four-step management method used for control and continual
improvement of processes and products
It is also known as the Deming circle/cycle/wheel, the Shewhart cycle, PDSA (plan–do–study–act)
PDCA process is similar to Kaizen process

Plan Create a plan for change, identifying specifically what you want to change
Analyze the situation: Try to understand what the current situation is:
Talk to people. Visit shop floor and observe (Genchi Genbutsu). Collect data.
Define the steps you need to make the change, and predict the results of the change

Do Carry out the plan in a trial or test environment, on a small scale, under controlled conditions
Create a standard, train the workers

Check Examine the results of your trial. Verify that you’ve improved the process
(Study) If you have, consider implementing it on a broader scale
If you haven’t improved the process, go back and try again

Act Implement the changes you’ve verified on a broader scale

Update the standard operating procedures
Congratulate and Celebrate with the team
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Reference : https://www.allaboutlean.com/pdca/
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PDCA (Plan, Check, Do, Act) Cycle and Kaizen

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Kaizen creates New Standards which leads to Innovation

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改善
Kaizen involves taking many
small steps to achieve gradual
improvement
改革
Kaikaku means radical change, breakthrough, or
reform is a Japanese Lean Production term that
aims to eliminate waste and to create greater value
Muda means ‘Waste’ in Japanese
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 Other Management Techniques in Continuous Improvement
Total Quality Management (TQM) 1980s
TQM is a management system for a customer-focused organization that involves all employees in continual improvement
It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the
organization

Business Process Re-Engineering early 1990s

BPR is a radical redesign of core business processes to achieve sudden improvements in productivity, cycle times and quality
Many companies used reengineering as a pretext to downsizing

Six Sigma 1996

Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard
deviations 99.9996% between the mean and the nearest specification limit) in any process – from manufacturing to
transactional and from product to service

Concurrent Engineering 2008

Concurrent engineering is an approach used in product development in which functions of design engineering,
manufacturing engineering, and other functions are integrated to reduce time required to bring a new product to market

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PRINCIPLE 2
HEIJUNKA 平準化

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 Principle 2 Heijunka (平準化) – Production Smoothing
Heijunk is a method used in Just in Time production to smooth the quantity of production
over a fixed period of time

Heijunka is also known in other terms as Production Smoothing, Production Levelling,

Production Balancing and Level Loading

LEVELLING
Smoothing of
Heijunka goals Volume Production
o Stabilizes production volume and variety in an even in order to reduce
Variation
manner during the period
o Ensures high order fulfilment rate of orders
o Reduces the non-value added portion of the process
cycle time (production lead time) Heijunka
o Removes the waste of items in queue and inventory
STANDARDIZING
Reduce the SEQUENCING
Variation in the Mixing types of
way the work is work processes
carried out

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 Example : Heijunka (平準化) – Production Smoothing

Example
A factory has a monthly demand of 1400 units Product A and 200 units Product B. Establish a production
schedule for the factory

Establish the daily requirement for each product type

Product A 1400/20 = 70 units (assuming 20 work days)
Product B 200/20 = 10 units
Total daily production = 80 units

Calculate the Build Ratio and production frequency for each type of product
Based on the lowest unit demand of product to be manufactured (this is 10 units of Product B)
Product A 70/10 = 7
Product B 10/10 = 1
Total production frequency = 8

Build production schedule cycle

BAAAAAAABAAAAAAAB (1 unit of Product B to be produced and 7 units of product A)

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 30
Source : http://www.leanmath.com/blog-entry/level-loading-heijunka-cycle
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PRINCIPLE 3
STANDARDIZED WORK

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 Principle 3 Standardized Work
Standard work is…
o Foundation of Lean
o Safest, highest quality, and most efficient way known to perform a particular task and process
o The only acceptable way to do the task and process
o Continually improved

Why standard work?

o Focuses on the employee, not the equipment or materials
o Reduces variation, increases consistency
o Improvements will not be sustained without it

3 critical elements in Standard Work

1. Satisfy Customer demand
2. The most efficient work routine (steps)
3. Efficient Cycle times (task and wait time combined)

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 Standard Operating Procedure Exercise – Draw a Pig in 2 minutes

Read out loud to the class

Have group follow along using grid on second page. Hang all drawings on the wall to compare the work when completed

1. Draw a capital M, so the tip of the middle V of the M touches the intersection of the grid lines in the NW quadrant
2. Draw a capital W, so the tip of the middle V of the W touches the intersection of the grid lines in the SW quadrant
3. Draw a capital W, so the tip of the middle V of the W touches the intersection of the grid lines in the SE quadrant
4. Go back to the M you drew in Step 1, and draw a slightly upwardly bowed line that runs from the most eastern point of the M, to the
intersection of the grid lines in the NE quadrant
5. Continue that line from the intersection of the grid lines in the NE quadrant to the most easterly point of the W that you constructed
in the 3rd step
6. Draw a downwardly bowed line from the most western point of the W in the SE quadrant, to the most easterly point of the W in the
SW quadrant
7. In the exact middle of the box between the NW quadrant and the SW quadrant, draw a circle the size of a dime
8. Draw an inwardly bowed line from the most westerly point of the M created in Step 1, to the top of the circle you just drew in Step 7
9. Draw an inwardly bowed line from the most westerly point of the W created in Step 2, to the bottom of the circle you drew in Step 7
10. Draw a horizontal straight line about ½ inch in length starting from the middle of the line you created in Step 8
11. Draw a horizontal straight line about 1/3 inch in length starting from the middle of the line you drew in step 9
12. Draw a curly-cue about 1 inch in length starting at the upper third of the line you created in Step 5, extending in an easterly direction
13. Put two dots in middle of the circle you drew in Step 7, arranged horizontally, and about ¼ of an inch apart

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 Standard Work Model

1. Define start and end points of the process

2. Determine as appropriate standard work requirements
3. Gather required information
4. Create standard work documents
5. Train the supervisor
6. Train employees 1. Do you understand why you must follow standard work?
7. Ask the 5 questions 2. Are you willing to follow standard work?
3. Can you show me that you can perform the standard work?
8. Run the process and observe results 4. What are the consequences of choosing not to follow
standard work?
9. Make adjustments where needed 5. What is the process for changing standard work?

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END OF LECTURE 8.2
TOYOTA PRODUCTION SYSTEM

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 SDM 5001 SYSTEMS ARCHITECTURE

LECTURE 8.3
Lean Fundamental 1 : 7 Deadly Wastes

Adapted from TUM

 What are Causes of Waste
Mura (inconsistency)
Mura uneven, irregular, erratic,
斑 Inconsistency, variation, inconsistent
unevenness
o Uneven customer demand
o Uneven distribution of work load
o
o
Inconsistent quality of supplies and tools
Irregular schedule of work

o People working too fast or hard to keep up with

Muri (overburden) demand
無理 Muri unreasonable, impossible, o
o
People working long hours to make up for lost time
Running machines too fast to meet production
Overburden or stressing excessive
targets
people, equipment or
o Overloading machines to increase output
system o Skipping maintenance to reduce downtime

Muda (waste)
無駄 Muda futile, useless, pointless o Any activity that does not produce value in the
system
Waste of 7 forms

How to overcome Mura Use Muri to work harder

How to overcome Muri Work smarter not harder 2
Adapted from TUM
 What are the 7 Wastes and How to Eliminate
MUDA (7 Forms)
Waiting (W) Operator waiting (from poor layout of process)
Over Production (O) Producing more than needed. Overproduction causes other wastes, like inventory
Rework/Defects (R) Failure to meet specifications results in rework and scrap
Motion (M) Operator motion that does not add value
Over Processing (O/P) Any process that does not add value
Inventory (I) Inventory waiting anywhere takes up space, costs money, gets damaged
Transport (T) Movement of product between processes. (poor layout of process)

Remember WORMPIT or TIM WOOD

Type 1 muda is non-value added BUT necessary

Transport, Motion, Waiting, Over Processing

Type 2 is non-value added AND unnecessary

Inventory, Defects, Over Production

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Adapted from TUM
 Lean Tools to Eliminate Mura, Muri, Muda

Mura (inconsistency)
uneven, irregular, erratic,
Process / Value Stream Mapping
inconsistent
Visual Management / Kanban

5 S (Sort, Shine, Set in Order, Standardize, Sustain

Muri (overburden) Heijunka (Production Levelling)

unreasonable, impossible, Takt Time
excessive
Set Up Time Reduction (SMED)

Just-in-Time
Muda (waste)
Poka Yoke (Error Proofing)
futile, useless, pointless
Jidoka / Andon (Stop Repair)

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Adapted from TUM
Lean Tools Improve Process Capacity

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Adapted from TUM
Improving Capacity increases Productivity and Performance

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Adapted from TUM
SDM 5001 SYSTEMS ARCHITECTURE

LECTURE 8.4
Lean Fundamental 2 : 5 S

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 What are 5 S?
Method for creating an orderly, high performance work environment

Process Japanese Kanji Action

Sort Seiri 整理 Eliminate unwanted tools and faculty
equipment from work area
Set / Seiton 整頓 Organize materials, tools, documents into
centralized locations
Simplify
Shine / Seiso 清掃 Keep Working Area Clean Visually and
Physically
Sweep
Standardize Seiketsu 清潔 Standardize by using easy to understand
procedures
Sustain Shitsuke 躾 Respect Rules. Regular review, auditing
and improvement to maintain 5S

Benefits of applying 5S
o Removes Lean Wastes from workplace
o Increases Quality
o Makes Defects visible 2
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 Video : What is 5S?

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Video (4:19) https://www.youtube.com/watch?v=umUvWLeMZMY
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When in A place for Clean and Make up Part of Daily
doubt, everything Inspect or the Rules, Work and it
move it out and Inspect and follow becomes a
everything through and enforce Habit
Red Tag in its place Cleaning them
Technique
5S NUMBER GAME

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Source : http://www.leansimulations.org/2011/12/5s-red-tag-process-5s-numbers-game.html © LGChan
Step 1 In 20 second,

27
30 Strike out the
numbers 1 to
51 49 in correct
sequence

62
23

47
40
10
58 13

Time (sec)
79 6
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Step 2 SORT
In 20 second,

27
30 Strike out the
numbers 1 to
49 in correct
sequence

23

47
40
10
13

7
Time (sec) © LGChan
Step 3 SET IN ORDER
In 20 second,

27
30 Strike out the
numbers 1 to
49 in correct
sequence

23

47
40
10
13

8
Time (sec) © LGChan
Step 4 STANDARDIZED
In 20 second,
Numbers from 1 to 49 Strike out the
numbers 1 to
49 in correct
sequence
10
13

23 27 30
40

47
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Step 5 FINAL
Find 2 missing

27
30 numbers

51

62
23

47
40
10
58 13

Time (sec)
79 10
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 Ferrari F1 Pit Stop Perfection

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Video (starts 0:10) : https://www.youtube.com/watch?v=aHSUp7msCIE
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What are the 5 S Practices can you identify in this Photograph?

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Video (0:50) https://www.youtube.com/watch?v=edXVQcBSD6o
© LGChan
 2 Second Formula 1 Pit Stop
Crew Member Job Function
1 rear jack Raise car off the ground by special car jack, so that
11 front jack wheelmen can switch tyres easily
10 backup front jack same responsibilities with the front jack
15 lollipop man chief mechanic, oversee the whole procedure
9 and 13 wings readjustments
5 and 17 cleaning the driver’s visor and for stabilizing the car at each
side
For each wheel 3 wheelmen team
14 gunner removal of the wheel from the car and is armed with a
pneumatic gun in order to loosen the nuts
13 first tyre carrier removes the wheel
16 second tyre putting on new wheel and tyre to the car
carrier

(seconds)

Wheel Nuts Wheel Gun

Source: https://statathlon.com/analysis-of-the-pit-stop-strategy-in-f1/
https://www.autosport.com/f1/news/108724/the-secrets-of-a-twosecond-f1-pitstop 13
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 SDM 5001 SYSTEMS ARCHITECTURE

LECTURE 8.5
TOYOTA PRODUCTION SYSTEM - KANBAN

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 Kanban
A tool to operationalise the “pull system” in production

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Videos (9:25) : https://www.youtube.com/watch?v=6y3qrOla9Tc
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 KanBan Card

o Standardized Card
o Direct connection between supplier & customer
o Essential information captured

Compare Kanban Card with Dabbawalla Coding on Tiffin Cover

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 Kanban Systems

Kanban Bin
(note upside down empty bin with reorder card)

Kanban Board for tasks and processes

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 Toyota Six Rules for Kanban Systems

1. Each process issues requests (kanban) to its suppliers as it consumes its supplies
2. Each process produces according to the quantity and sequence of incoming requests
3. No items are made or transported without a request
4. The request associated with an item is always attached to it
5. Processes must not send out defective items, to ensure that finished products will be defect-free
6. Limiting the number of pending requests makes the process more sensitive and reveals
inefficiencies

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 SDM 5001 SYSTEMS ARCHITECTURE

LECTURE 8.6
LEAN ENGINEERING IN MANUFACTURING SYSTEMS

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 What is Lean?

Lean is a customer-centric methodology used to continuously improve any process

through the elimination of waste in everything you do; it is based on the ideas of
“Continuous Incremental Improvement” and “Respect for People.”

Toyota Production System main focuses on developing processes that are capable to
delivering the required outputs as smoothly, flexibility, and free of stress as possible,
utilizing the minimum amount of resistance, thereby achieving productivity, quality,
staff morale, and customer service

Lean is about Design of System Processes

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 What is Lean?

Lean IS Lean IS NOT

A Process A Set of Tools and Techniques
A Guiding Philosophy A State or Condition in the Process

Toyota
Lean
Way

Lean forms an important part of Toyota Way of guiding principles

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 Toyota Production System or Lean
Toyota Production Systems
is a collection of tools, methods, and
practices brought together into a single
framework / system by the Toyota
Corporation
Lean is a general term used to
explain the Toyota Production
Philosophy to the Western world
It was first introduced in John F. Krafcik
article “Triumph of Lean Production
Systems“ in Sloan Management
Review; Cambridge Vol. 30, Iss. 1, (Fall
1988)
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 Key Concepts of Lean Manufacturing

1. Create Continuous Flow in production process

2. Increase Flexibility to meet Customer Demand
3. Eliminate waste through Quality and Quantity Control
4. Pull Production through the Process
5. Continuous Improvement in the System
o Culture
o Continuous Monitoring and Reporting
o Involvement from Everyone

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 Comparison of Toyota Production System and Lean
Method Toyota Production System Lean (1988)1 Lean (1996)2
Designer Industrial Engineers Mechanical Engineers Social Scientists
Goal Cost Reduction Quality Productivity Maximum Customer Value
Productivity Improvement
Principles Continuous Improvement Continuous Specify Value
Respect for People Improvement Identify Value Stream
Flow, Pull, Perfection

Normal Condition Flow Flow Perfect Processes

Improvement Focus Human Technical Technical
Teaching Method Genba Kaizen Team Leader Classroom
Objective Waste, Unevenness, Inventories Value Creating Activities
Unreasonableness
Desired Outcome Customer Satisfaction Survival Plant High Perfect Value
Performance

1. Lean 1988 Taiichi Ohno. The Toyota Production System. Productivity Press. 1988
2. Lean 1996 Womack, Jones. Lean Thinking. Simon and Schuster. 1996
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Source: https://bobemiliani.com/comparing-tps-and-lean/ © LGChan
 Classification of Major Practices in Lean Manufacturing

Just in Time Practices Resource Reduction Improvement Strategies

Production leveling (heijunka) Small lot production Continuous improvement (kaizen)
Pull system (kanban) Waste elimination Root cause analysis (5 why)
Takted production Setup time reduction
Process synchronization Lead time reduction
Inventory reduction

Defects Control Standardization Scientific Management

Autonomation (jidoka) Housekeeping (5S) Flexible Schedule
Failure prevention (poka yoke) Standardized work Multi manning
Line stop (Andon) Visual control and management Layout adjustments
Cellular manufacturing

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Source : Jostein Pettersen 2008. Defining Lean Production: Some conceptual and practical issues. Accessed http://www.ep.liu.se/ecp/033/025/ecp0803325.pdf
© LGChan
 Lean Manufacturing Techniques
In this Section the Slides in this focus on techniques found in Two Pillars of Toyota Production Systems

TPS House
Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale
Jikoda
Just-In-Time People and (Autonomation)
Teamwork
Just-In- Continuous Flow
Stop Notify Defects
Self Inspection

Time
Takt Time
Rapid Changeover
Pull System
Continuous
Solving Root Causes
Empowerment Jidoka
Improvement
Production Waste Reduction
Heijunka Standardized Work Kaizan
Stability

Just In Time Techniques Jidoka Techniques

1. Gemba Kanri 1. Autonomation
2. Set-up Time Reduction 2. Fool Proofing – Poka Yoke
3. Pull Scheduling
4. Cellular Manufacturing
5. I,U,S Shaped Material Flow 8
© LGChan
 Just in Time by Toyota

Video (4:08) https://www.youtube.com/watch?v=cAUXHJBB5CM 9

© LGChan
 TPS House
Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale
Jikoda
Just-In-Time People and (Autonomation)
Teamwork Stop Notify Defects
Continuous Flow SelfNotify
Stop Inspection
Defects
Takt Time Solving Root Causes
Self Inspection
Rapid Changeover Continuous Empowerment
Solving Root Causes
Pull System Empowerment
Improvement

Waste Reduction
Heijunka Standardized Work Kaizan (visual management
Stability

JUST IN TIME TECHNIQUES

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 Genba Kanri (現場管理) – Workplace Management
Genba: the real place, the place where the value is added
Kanri: administration, control, management
translation: scene management or workplace management

A system for on the site management by which standards of inter-relationships for running the day-to-day
business using various tools and techniques for effective management of people, products, processes in
order to achieve Quality, Cost and Delivery requirements

Includes a number of tools:

o 5S and 7W
o Kaizen
o Kanban (Visual management or control)
o Standard Operations
o Skill control and people empowerment and development

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 Single-Minute Exchange of Die - SMED
SMED is a system for reducing equipment changeover time in manufacturing
SMED Essence is to convert as many changeover steps as possible to “External” (performed while
the equipment is running), and to simplify and streamline the remaining steps

SMED benefits are:

o Increase machine availability time
o More efficient output from machines
o Increase responsiveness to customer demands and requirements

SMED Basic Principles:

o Identify Internal vs External changeover tasks
o Convert Internal setup to External setup
- Internal Setup takes more time to disassemble and reassemble while machine is idle
- External Setup can take place while production is still working
o Analyze each task’s real purpose and function
o Focus on no / low cost solutions
o Standardize – in each step the size changeover tools are examined and replace with standard sizes
o Adopt Parallel / Concurrent Operations (multi-tasking)
o Eliminate adjustments
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 Set-Up Time Reduction

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Waller, D.L., 2003,”Operations Management: a Supply Chain Perspective 2nd Edition”, Thompson, London
© LGChan
Pit Stop Error Costs Ricciardo 1st Place in Monaco Grand Prix 2016
3 Carrying New Tire 4a Removing Old Tire Daniel Ricciardo (Ferrari) exiting Pit Stop

1 Tire Changed 4b Waiting for New Tire

Lewis Hamilton
2 New Tire Changing (Mercedes) overtaking
Daniel Ricciardo

What are the Lean Mistakes in this Changeover Situation?

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Video (-0:50) https://www.youtube.com/watch?v=p7xbq9w7nl8
© LGChan
SHOP FLOOR LAYOUT

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© LGChan
 Cellular Manufacturing

Cutting Assembly

Forming Packing

Functional Layout

Cut Form Assemble Pack

Manufacturing Cells
Cut Form Assemble Pack

Cut Form Assemble Pack

Cellular Layout
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 Process Layout 1 - I Shaped Material Flow
Common for very short lines or for automated lines. It is also used
for processes that cannot have bends in the line for technical
reasons

Advantage
Easy access from both sides for both material and operators

Disadvantage
Due to the length of the line, managing and supervising the line
involves more waste for the supervisor and possibly also the
operators due to walking

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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
© LGChan
 Process Layout 2 - U Shaped Material Flow
Best line layout for lean manufacturing
Mostly used for manual manufacturing lines
All the operators are within the “U,” while the material is supplied from
outside of the “U”

Advantages
Main benefit exists if multiple operators are within the “U” of the line
Ability of workers to tend multiple processes within the line well suited
for multi-machine handling
Worker can tend to both the beginning and the end of a line, breakdowns
and other problems may be fixed faster than in other lines

Disadvantages
A U-line is less ideal for fully or mostly automated lines
Refilling material in an U-line is not as easy as with an I-line
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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
© LGChan
 Process Layout 2 - U Shaped Material Flow

Flexibility in working with U Shaped lines to meet various production demands

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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
© LGChan
 Process Layout 3 - S Shaped Material Flow

S-line is often used for particularly long lines, eg car

assembly lines which would require a long building

These lines are created using multiple I-line

segments arranged in an overall S-shape, with
buffers at the turns of the material flow (right)

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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
© LGChan
 What is a Good Manufacturing Layout?
What is the overall material flow in your plant?
Where is your inbound warehouse?
Where is your outbound warehouse?

A good line design would follow the overall material flow and go from the left to the right
A bad line design would go in the opposite direction,
requiring you to transport all material through the plant twice

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Source: https://www.allaboutlean.com/line-layout-i-s-u-l-lines/
© LGChan
TAKT TIME

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 Process Capacity
Bottleneck and
Process Capacity
Resource Utilization

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 Takt Time
Takt Time is the amount of time
a) a product needs to be produced in order to satisfy customer demand
b) between the start of production of one unit and the start of production of the next unit [if (a) is true]

Takt-time (German “Taktzeit”) meaning rhythm or time marked by a metronome.

It can also mean cycle, rhythm or repetition time
Takt-time sets the sales rhythm, and proves to be the best tool to
achieve “tight/ synchronized” flow from customer demand to delivery

To reduce waste (“muda”) and WIP, cells and processes need to “pulse” at this frequency

Takt-time = Time Available Daily / Product Demand Daily

Takt-time = Average Production Time per Day / Customer Demand per Day
Takt Time = Production Cycle = time between our flow unit outputs in a steady system
When the input and the process capacity is enough to meet the demand, then the Flow Rate = Rate of Demand:

Production Cycle = TaktTime = 1/Flow Rate

Note Flow Rate is constrained by minimum of:
[a] demand rate, [b] available input of materials, [c] process of capacity bottleneck 24
© LGChan
 Example of Takt Time Calculation
Factory has an average demand of 2400 units per day, and have a working day of 8 hours = 480 minutes/day,

TaktTime of 480/2400 = 0.2 minutes = 12 seconds

that is every 12 seconds you should produce a part to meet the demand

In terms of Flow Rate, factory is limited by our demand of 2400 units/day,

which requires that factory produces 2400/day / (480 minutes/day) = 5 units/minute, or one unit every 12 seconds

TA
Time Available

T D
Takt Time Demand Rate

Available Time = Video (13.49 min) : https://www.youtube.com/watch?v=isu6MG3v0-s

Takt Time x Demand Rate 25

© LGChan
 Takt Time Example : Building a WWII Bomber in 60 minutes

The final assembly rate was established at "a bomber in 60 minutes" so the Takt time for Final Assembly is 60 minutes

Four propellers per aircraft generate a Takt time at Propeller Dress of 15 minutes (4 x 15 min = 60 min)
Each ship needs two rudders, so Takt time for Rudder Sub-Assembly is 30 minutes (2 x 30 min = 60 min)
Each rudder requires six ribs. Takt time for Rib Forming is, therefore, 5 minutes (2 x 6 x 5 min = 2 x 30 min)
The aircraft requires one Forward Fuselage sub-assembly and the Takt time for this production area is also 60 minutes

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Source : http://www.strategosinc.com/takt_time.htm
© LGChan
 Takt Time vs Cycle Time

Cycle Time as the average time between two products coming of the line
Lead Time is all process times added up to each other, plus all the waiting times between the process steps
When there are parallel processed in a value stream with different process times, the longest one is taken into account
for the Lead time calculation
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Source : http://www.panview.nl/de/node/580 © LGChan
 Faster Cycle Time Enables Faster Delivery Times

Iridium Manufacturing Iridium Deployment

o Cycle time of 25 days vs. industry o 72 Satellites in 12 Months

standard of 12-18 months o 14 Satellites on 3 Launch Vehicles,
o Dock-to-Dock rate of 4.3 Days from 3 Countries, in 13 Days
o 22 Successful Consecutive Launches

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Source: Ray Leopold, MIT Minta Martin Lecture, May 2004 © LGChan
PUSH PULL SYSTEMS

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 Push vs Pull Systems
Push System
Based on forecasted demand that is completed
and sent to the next work station or in the case
of the final work station is pushed to finished
goods inventory
Push Strategy
production processes with long lead times,
accurate demand forecasts, large number of
products produced on common production
processes, low demand uncertainty, and a
diverse customer base
Push Tools and Techniques
Material Planning and Procurement
Material Resources Planning
Pull System
Based on requirements of subsequent work station:
o Each succeeding workstation pulls (demands) output
from previous workstation as needed
o Next work station determines when and how much
output is requested
o Output from final workstation is pulled by customer
demand or the master production schedule
Pull Strategy
highly repetitive production processes and
well‐defined work flows of standardized items
(need for tighter control of inventory and output
at the work stations)
high demand uncertainty
Pull Tools and Techniques
Shop Floor Scheduling
Just-In-Time/ Kanban / Lean tools 30
© LGChan
Push System Process 1 Process 2 Process 3 Process 4 Delivery

forecast

Process 1 Process 2 Delivery

Pull System Process 3 Process 4

Orders
Demand

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© LGChan
 Push and Pull Distribution Systems

Supermarket Push
Push Supply at Cake Store Normal Taxi Push Demand

Supermarket Pull Pull Demand at McDonald Grab Taxi Pull Demand

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 Push and Pull Production Systems

push push push

Push System Pull System

Traditional Production Planning System JIT Kanban Production System

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 Ideal Conditions for Pull System

Work centres only authorised to produce when Conditions Pull Scheduling works best :
it has been signalled that there is a need from a o Small lot-sizes (more flexibility)
user / downstream department o Low inventory and low Work-In-Progress
Example: o Fast throughput
o Visual / audio signal o Guaranteed quality
o One / Two card Kanban
o Electronic ERP

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 Small Lot Batch Sizing
Preference for large batches stems from the tendency to view material ordering, handling, and setup as fixed
activities. Therefore, there is economy of manufacturing scale in large batches

In Just in Time or Lean Manufacturing, there is considerable savings in lean activities which reduces time
wasted in other areas (eg SMED, Muda, etc)
This will justify making small lot batching possible and economical

With small batch sizes it is easier to change job schedules, and to insert new jobs with less effect on the
schedules of other jobs

Economic order quantity Economic Manufacturing Quantity

Minimizes the sum of setup cost and holding cost

S = setup costs per occurrence

D = average demand for a specified time period
Q = economic order quantity
H = holding costs per unit for the specified time period
p = production rate per period
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© LGChan
 TPS House
Goal : Highest Quality, Lowest Cost, Shortest Lead Time , Highest Morale
Jikoda
Just-In-Time People and (Autonomation)
Teamwork Stop Notify Defects
Continuous Flow Self Inspection
Takt Time Solving Root Causes
Rapid Changeover Continuous Empowerment
Pull System
Improvement

Waste Reduction
Heijunka Standardized Work Kaizan (visual management
Stability

JIDOKA – AUTONOMATION TECHNIQUES

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 Autonomation – Jidoka (自働化)
Jidoka (Autonomation) means automation with a human intelligence

Three Requirements in Jidoka : Autonomation, Stop the Process Authority, Poka Yoke
In Jidoka, machines and operators have the ability to detect when an abnormal condition has occurred and
immediately stop work
Benefits of Jidoka
o Highlights the early causes of problems
o Leads to improvements in the processes and quality by eliminating the root causes of defects
o Eliminate waste by avoiding re-work of defect parts

How Jidoka Works

Jidoka frees the operator from watching the machine. Fewer operators are needed to monitor many
machines (reducing cost). The machines are able to perform simple repetitive tasks, then human can
focus on problem-solving and improvement

Automation (自動化) vs. Autonomation (自働化)

Labor Reduction vs. Quality Improvement
Increases technicality vs. Reduces technicality 37
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 Prevention Techniques in Jidoka
Poka Yoke Andons
o Visual control of quality o Commonly lights to signal production line status
o Prevents defects from happening o Red: line stopped
o Example: o Yellow: call for help
A USB can only be inserted into the o Green: all normal
device in one orientation o Empowers worker to bring early and e immediate
attention to problems (whistle-blower)

Stop – Correct - Improve

All of the mechanisms of lean manufacturing are
designed to operate with the bare minimum (just
enough, just in time) in order to detect abnormal
conditions or system changes that might otherwise go
unnoticed

Visual controls must be follow up by trigger action.

Stop all production immediately until the problem is
resolved to avoid waste
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© LGChan
 Andon System

o Tasks have specific sets of rules for consistency

o Prevent defective goods to continue downstream
o Precise and defined scope of work
o Direct communication with line supervisor for any problems

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© LGChan
 Error Proofing – Poka Yoke (ポカヨケ)
Poka (blunder, mistake, error) Yoke (protect, repel, avoid) is a system, mechanism, technique
designed to prevent inadvertent human errors made by workers performing a process
Its objective is to improve quality, eliminate product defects and waste by preventing, correcting,
or drawing attention to human errors as they occur

3 Types of Poka Yoke Application

Contact Method
Identifies product defects by testing the product's shape, size, color, or other physical attributes
Example: electrical power socket
Fixed-Value (or Constant Number) Method
Alerts the operator if a certain number of movements are made
Example: hand stamp on admission tickets, number of trials in a test
Motion-Step (or Sequence) Method
Determines whether the prescribed steps of the process have been followed
Example: car ignition key and safety catches in dangerous equipment
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 5 Whys in Toyota Production System
5 Whys method is a question-asking method which involves looking at any problem and asking:
“Why?” and “What caused this problem?”

The goal of applying 5 Whys is to determine a root cause of a defect or problem

It is used to explore the cause/effect relationships underlying a particular problem

5 Whys Process
1. Write down the specific problem
2. Ask WHY the Problem happened and write down the Answer
3. If the Answer is not the Root Cause, Ask WHY the Answer
happened and write down the new ANSWER
4. Repeat Step 3 many times until the team agrees that the Root
Cause has been identified
"Having no problems is the
biggest problem of all“
Taiichi Ohno
If the root cause is that someone made a mistake, keep asking “WHY?”
o Human Error is never a root cause (respect people!)
o Human Error is usually the result of some bad design

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Reference : https://www.slideshare.net/timothywooi/pokayoke-a-lean-strategy-to-mistake-proofing
© LGChan
END OF LECTURE 8.6
ARCHITECTING MANUFACTURING SYSTEMS

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