1. Process One Manufacturing Solutions

2. Link to whiteboard activity
Demonstration
Link to whiteboard activity
Invite a student up to write on the board

3. Process One Manufacturing Solutions
Understanding process engineering

4. John Hayter Industry background
Tool fitter and mechanical engineer/design.
38 years experience in the manufacturing industry in Australia, South America, Africa, Asia Pacific, Europe and North America.
Process engineer / Manager
Supplier quality Assurance engineer
Product development engineer
Production Engineer
Project manager.

5. Greg Vincent Industry background
Fitter and turner, tool maker, and production technician.
35 years of experience in the manufacturing industry in Australia, South Africa, Asia Pacific, Japan and Thailand.
Tool maker/maintenance fitter
Engine plant and machining
Production supervision
Apprentice master (training)
Production management
Manufacturing manager for Asia Pacific
Manufacturing engineering manager for Asia Pacific and South Africa.

6. Objectives of session
This course is designed to increase the awareness and understanding of processes:
How a process is broken into process steps
Analysing process steps in manufacturing
Identifying ways to improve a process.

7. Topics to be covered Part one: Defining a process Measure a process
Analyse a process
Standard operating procedures (SOP)
Standard times
Part two:
Calculating Takt time
Part three:
Process improvements.

8. What is a process? Definition
A process is a sequence of actions that achieve a result.
Industrial processes are procedures involving mechanical steps to manufacture a product.
Production of a specific product may involve more than one type of process.

9. Link to whiteboard activity
Demonstration
Link to whiteboard activity
Invite a student up to write on the board

10. Writing on the whiteboard Process steps
Verbal Instruction given
Subject thinks about instruction
Subject gets up from seat
Subject Moves to pick up pen
Recognise pen and orientate
Subject picks up pen
Move to whiteboard
Take lid off pen and orientate
Move pen to board and write name
Put lid back on pen
Return pen to original location
Redirect movement
Walk back to chair
Sit down.

11. Coffee exercise Write down the steps required to make a cup of coffee.
Use the sheet provided.
Instruct students to write down how to make a coffee
Go through coffee making steps with class collectively and compare results

12. Process variations There are a variety of different types of coffee:
Percolated coffee
Plunger coffee
Instant coffee
Black coffee
Cold coffee
No sugar
Sweetener
White coffee
Strong coffee
With sugar …one or two spoons

13. Communicating instructions
A precise specification for making coffee
Hot coffee in a medium sized cup 250ml
A level teaspoon of Nescafe blend 43 coffee
Full cream milk 20ml
2 level teaspoons of white sugar
Boiling water 200ml
Stirred - six rotations with a teaspoon.

14. Standard operating procedures
Consistency in process

15. Standard operating procedures
What is a standard operating procedure?
A Standard operating procedure (SOP) is designed to communicate the precise specification and sequence of events for manufacturing.
It is essential for producing reliable consistent products.

16. Activity
Using the specification provided, write up a standard operating procedure for making coffee.
Use the sheet provided.

17. Communicating instructions
A precise specification for making coffee
Hot coffee in a medium sized cup 250ml
A level teaspoon of Nescafe blend 43 coffee
Full cream milk 20ml
2 level teaspoons of white sugar
Boiling water 200ml
Stirred - six rotations with a teaspoon.

18. Standard operating procedure List of Process steps for making coffee
Check and fill kettle
Turn kettle on
Boil water
Move to cupboard
Collect coffee and sugar containers and cup
Place coffee and sugar containers and cup on work bench
Locate spoon and put on work bench
Move to coffee container
Remove lid from coffee container
Take one spoon of coffee and place in cup
Move to sugar container
Remove lid from sugar container
Add two level teaspoons of sugar to the cup
Add boiling water to cup
Collect milk from fridge and add 20ml to cup
Return milk to the fridge
Stir with spoon minimum six rotations
Replace lids and return coffee and sugar containers to cupboard
Special note: Milk must be kept in fridge at all times.

19. Summary of standard operating procedures
Recognised finite process steps
Identified process variation
Defined a clear specification
Understand why a specification is required
Understand standard operating procedures.

20. Standard times

21. Standard times Definition
Standard times are used to measured how long each element/step of a process takes to complete.
The time of each process step, links to the cost of manufacture.
Standard time is used to estimate capacity and labour cost.

22. Process flow with standard times

23. Standard times for coffee making
Calculating standard times to make a coffee based on the specification.
Total time calculated from the 18 process steps = 120 secs per cup of coffee
Labour is costed at $1.00 per minute = $2.00 per cup to manufacture
If the process remains the same, the maximum manufacturing capacity = 30 cups of coffee per hour.

24. Standard time development in industry

25. Industry sample of standard times
Group Discipline
Item Description
Time/ Secs
Clamping / Tooling
Open / close hand clamp
2.5
Actuation
Open / close dump unit 3
Location pin on / off 2
Press buttons
Process time / sequence
(Clamps ON / Clamps OFF)
(2 + 2 = 4 secs)

26. Purpose of standard times
Standard times are measured against the actual time man and machine takes to complete a process.
If there are time deviations over standard times the operation cycle time needs to be assessed.

27. Standard time Standard time is unique to the: equipment operation
man power
environment.

28. Standard performance Definition
The output rate of a qualified worker without over-exertion, as an average over the working day/shift.
Providing that the operator:
is trained in the operation
understands and adheres to the procedures
is motivated
applies themselves to their work.

29. Cycle time
Definition
The total time taken to complete the combination of elements or steps which make up the work cycle (process steps).
The total operation time is broken down into:
Manual labour
Machine operation.

30. Actual time Definition
The observed time taken to perform an element or combination of elements of work, obtained by direct measurement.
Actual times of process steps that are over the given takt time and/or standard time, are assessed to identify where improvements can be made to decrease cycle times.

31. Elements of a process Spot welding
The expectation is one spot weld is completed in the standard time of 4 seconds.
Hold position 1 second
Squeeze position 1 second
Apply spot weld/current 1 second
Hold/cool position 1 second.

32. Estimating
Example
To apply 100 weld spots to a plate at 4 seconds each (regardless of gun positioning times) should equal 400 seconds of spot welding only.
Man and machine time need to be assessed to confirm the overall process time meets customer requirements.

33. Equipment element
Machine element
Standard time
Actual time
Hold position
1 second
Apply spot weld
Squeeze position
Hold/cool position
Total time
4 seconds
In this example the machine times meet the process requirements.

34. Human element
Operator element
Standard time
Actual time
Position gun
1 second
1.5 seconds
Squeeze trigger
0.8 seconds
Remove
1.7 seconds
Total time
3 seconds
4 seconds
In this example the actual time does not meet the process requirements.
The actual time is one second longer than the standard time which will affect the number of units produced over a shift.

35. Cycle time results
Element
Standard time
Actual time
Machine
4 seconds
Operator
3 seconds
Total time
7 seconds
8 seconds
To reduce cycle time the operator movements and work environment are assessed to identify where improvements can be made.
Time deviations may occur due to one operator being slower than another.

36. Standard performance criteria
When assessing standard performance of operators, consider the following:
Physical strength/size
Stamina over an 8 hour shift
Is the operator trained
Operators level of understanding
Ergonomics
Environment
Age (maintaining an efficient pace)
Selecting the right person for the job.

37. Other time deviations Unplanned inefficiencies
Some time variations are outside the operators control. These can include:
Variation in the quality of material used
Changes in operating efficiency of tools or equipment
Changes in methods or conditions of the operation
Variation in the operators focused attention that is required to perform certain elements
Change in temperature, lighting or environment.

38. Summary of standard times
Each process step can be measured against time
Identify the differences between man and machine elements in a process
Compare the cycle times against standard times
Analyse performance criteria
Identify any timing issues.
Questions…

39. Part two
Takt time 39

40. Takt is a German word which refers to the beat of music.
What is Takt?
Takt is a German word which refers to the beat of music.
During the 1930's, Germany and Japan were part of the Axis.
German engineers helped organise the Japanese aircraft industry.
After the war, Toyota picked up the word and used it in the Toyota Production System.

41. What is TAKT time? Definition
Takt time is the maximum time allowed to produce a product to meet customer requirements.
Production rate is expected to fall within a pace or cycle that is better than or equal to takt time.

42. Details required to calculate Takt time
How many units need to be produced per year?
22000 units per year
How many days are worked per year?
220 days worked per year
How many shifts are worked per day?
2 shifts per day
How many hours are worked per shift?
8 hours per shift

43. Takt calculation formula
Number of units per annum
Number of days worked = 100 units per day
Number of minutes worked per day (2 shifts)
Number of units required per day = 9.6 mins per unit
takt time
1 unit every 9.6 minutes = 6.25 units per hour
Factory efficiency has not been used in this calculation.

44. Calculation of takt time
It is important to compare takt time information with how many units your workplace can manufacture against your current factory set up.
Unit numbers changed to 7 only complete units rounded up

45. Efficiency formula
Efficiency = Actual number of hours worked per shift (minus breaks etc).
Total number hours worked per shift less time for:
breaks
fatigue
maintenance activities
other activities.

46. Work day inefficiency Planned inefficiencies
8 hours at work per day less:
2 x 15 minute (am/pm)
10 minutes cleaning
10 minutes maintenance activity
5 minute fatigue factor.
= 8 hours – 55 minutes
Unplanned inefficiencies are also a factor.
Discuss unplanned inefficiencies acquired from historical data

47. Work day efficiency calculation
= 480 mins work time per shift – 55 mins down time
= 425 mins available work time per shift
425 minutes x 2 shifts
= 850 minutes work time over 2 shifts
Therefore efficiency in this example is
850
960 x 100 = 88.5%
The current industry standard is approximately 85%.
85 mins = smoko, lunch, breaks

48. Efficiency relative to TAKT time
Consider the following:
= 6.25 units per hour required at 100% efficiency
Incorporating the rate of efficiency
88.5% efficiency = 5.53 units per hour
Only 5.53 units per hour can be manufactured.

49. Process efficiencies To meet the output required per day:
5.53 units/hour at 88.5% efficiency = 88 units per day
Takt time required is 6.25 units per hour = 100 units per day
With 88.5% efficiency production is now 12 units less than required for the client per day.
Options now need to be considered to adjust the factory manufacturing capacity.

50. Questions… Summary Understand what Takt time means.
Identify information used to calculate Takt time.
How to calculate Takt time.
Calculate inefficiencies.
Calculated manufacturing capacity.
Questions…

51. Part three
Improving a process 51

52. Link to Toast Kaizen video
Video demonstration
Link to Toast Kaizen video
Invite a student up to write on the board 52

53. Areas to identify Information required to improve a process:
Understand the process and process steps Map out the process.
Measure a process using standard times Time and motion study of process operations including distances moved by operators and materials.
Introduce process controls Ensure the SOP is current and all quality needs are defined.
Look at plant layout Work in progress, bottleneck operations, safety breeches, material handling requirements, visibility, ergonomics.

54. Improving performance
Questions to ask can include:
Is there another way to perform the operation and still maintain the quality?
Have the conditions changed since the operation was added to the process?
Could the operation be combined with a previous or a subsequent operation?
Would changing the sequence improve the operation?
Can the materials be moved closer to the work station to reduce material handling time?
If the operation is modified, will subsequent operations be affected?

55. Improving performance
A manufacturing process needs to be designed simply for the majority of workers to understand what is required.
The process must be user-friendly.
Use operators who are physically suited to the work.
Increase operator skills and understanding through training.

56. Process improvement demonstration
Link to floor plan activity
Invite a student up to write on the board 56

57. Summary of improving processes
Optimisation of labour
Reduced the amount of floor space used
Improved transfer of parts
Improved machine process capability (cycle time)
Meet material handling and specification requirements.
Questions…

58. Process improvement exercise
How can you improve the coffee making process?

59. Example
A time and motion study is a way for business to identify ways to reduce the number of motions in performing a task to increase productivity.
The best known experiment involved bricklaying. By carefully looking at a bricklayer's job, Frank Gilbreth:
reduced the number of motions in laying a brick from 18 to 5.

60. Process improvement exercise
Reflect on processes within your work place.
Identify one process in your work place that can be improved.
How could you improve this process?
Write your answers on the page provided.

61. Thank you for taking part in today's session.
End
Thank you for taking part in today's session.