1. Contemporary Issues in Industrial and Management Engineering

2. Industrial revolution and future view

3. History of Manufacturing systems
Eli Withney (1799)
Interchangeable concept in production line
From 1799 to late 1890’s each company has their own development in technology by studying:
processes
Processes arrangements (Facility planning)
Chain of processes
Work procedures

4. History of Manufacturing Systems
Feredrick W. Taylor
Time study and Standardized work
Scientific Management
Frank Gilbreth
Invented Process Charting
Lilian Gilbreth
Brought Psychology
The Ford System(1910):
First Comprehensive Manufacturing Strategy
People
Machines
Tooling
Products
Feredrick W. Taylor began to look at individual workers and work methods. He simply ignored behavioral Science.
Ford was so restricted about his method and had a big resistance to change that is why general motors pass them in mid 30’s

5. History of Manufacturing Systems
Alfred P. Sloan In GM (1930’s)
Toyota Production System (Just in Time)
Ohno and Shingo studied:
American Production methods
Statistical Quality control
Ishikawa
Deming
Joseph Juran
Quality Circle Movement:
Change the idea about workers and was the fundamental of:
Team Development
Cellular Manufacturing

6. History of Manufacturing Systems
By reducing setups to minutes and seconds allowed small batches and almost continues flow.
All of them occurred between
in 1980’s some other companies like Omrak industries, General Electrics and Kawasaki were achieving success.
Womack introduced “Lean Manufacturing” by a comparative study of Japanese, American and European Assembly lines.

8. Lean Manufacturing The core Idea is so simple: What is Waste:
Relentlessly work on eliminating waste from the manufacturing process
What is Waste:
Anything and everything that does not add value from the perspective of your customer
Lean interrelated concepts:
Minimizing Waste
Just in Time Production (JIT)
Kaizen (Continues Improvement)
Cell Production

9. How to minimize Seven Deadly Wastes
Overproduction
Waiting
Transport
Motion
Over processing
Inventory
Defects
The eighth Unused human potential

10. Countermeasures for Overproduction
Making something before it is truly needed which cause excess inventory
Countermeasures for Overproduction
The rate of manufacturing matches the rate of demand (Takt Time)
Pace production
To control how much is manufactured (Kanban)
Pull system
Smaller batches can be economically manufactured (SMED)
Reduce Setup Time

11. Countermeasures for Waiting
Time when work-in-process is waiting for the next step in production
Countermeasures for Waiting
Flow is continues
With minimum buffer between steps in production (continues flow)
Design Processes
To ensure that consistent methods and times are used for each steps of production
Standardized work

12. Countermeasures for transport
Unnecessary Movement of raw materials, work-in-process or finished goods
Countermeasures for transport
Design a linear, sequential flow from raw materials to finished goods
Value Stream Mapping
Make sure work-in-process is not placed into inventory
Continues Flow
Avoid continual changing of job properties
Theory of Constraints

13. Countermeasures for Motion
Unnecessary movement of people
Countermeasures for Motion
Ensure that work area are logically organized 5S
Consider alternative arrangements of equipment that reduce motion
Value stream Mapping

14. Countermeasures for Over processing
More processing that is needed to produce what the customer requires.
Countermeasures for Over processing
Compare customer requirements to manufacturing specifications
Look for potential simplification to the manufacturing process
Kaizen

15. Countermeasures for Inventory
Product (raw materials, work-in-process, finished goods) quantities that go beyond supporting the immediate need
Countermeasures for Inventory
Bring raw materials in only as they are needed
Just-In-Time
Reduce or eliminate buffers between steps in production
Continues Flow
Refer to countermeasures for Over Production
Preventing over Production

16. Countermeasures for Defects
Production that is scrap or requires rework
Countermeasures for Defects
Design Processes so they are less likely to produce defects
Poka-yoke
Design process to defect abnormalities so they can be immediately correct
Jidoka
Look for the single most frequent defect and determine why it occurs
Root Cause Analysis
Create work instruction that provide a consistent method of manufacturing the part
Standardized work

17. B. Just in Time
Pull parts through production based on customer demand instead of pushing parts through production based on projected demand.
How does it helps?
Highly effective in reducing inventory levels. Improving cash flow and reduces space requirements.
Tools which needed:
Continues Flow
Heijunka
Kanban
Standard Work
Takt Time

18. Just in Time

19. I- Continues flow
Manufacturing Where work in process smoothly flows through production with minimal (or no) buffers between steps of manufacturing process.
In the other word no bottleneck (Need bottleneck Analysis)
How does it helps?
Eliminate many forms of waste (e.g. inventory, waiting time, and transportation)

20. Bottleneck Analysis
Identify Which part of the manufacturing process limits the overall throughput and improve the performance of that part.
How does it helps?
Improve throughput by strength the weakness link in the manufacturing process.

21. II- Hejunka ( Level scheduling)
A form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process
How does it help?
Reduces lead time
Inventory

22. III - Kanban Is a method for work management.
a method of regulating the flow of goods both within the factory and with outside suppliers and customers.
Represent a pull system:
Production based on customer demands
The 4 core principles of Kanban
Start with what you do now
Agree to pursue incremental, evolutionary change
Respect the current process, roles & responsibilities
Encourage Acts of Leadership at All levels

23. Kanban boards

24. IV – Standardized Work
Documented procedures for manufacturing that capture best practices.
Must be “living” documents that is easy to change
How does it helps?
Eliminates waste by consistently applying best practices.

26. Documents of Standardized work

27. V – Takt Time
The pace of production (e.g. manufacturing one piece every 34 seconds) that align production with customer demand.
Calculated as Planned Production Time / Customer Demand
How does it helps?
Provides a simple, consistent and intuitive method of pacing production. Is easily extended to provide an efficiency goal for the plant floor
(Actual pieces/ Target pieces)

28. Sample of Takt Time Board

29. C. Kaizen
Kaizen (Continues Improvement) is a strategy where employees at all levels of a company work together proactively to achieve regular, incremental improvements to the manufacturing process.
It combines the collective talents within a company to create a powerful engine for improvement.

30. The Dual nature of Kaizen

31. Dual nature of Keizen As an action Plan: As a philosophy:
Organizing events focused on improving specific areas within the company which involve teams of employees at all levels.
As a philosophy:
Building a culture where all employees are actively engaged in suggesting and implementing improvements to the company.

32. Keizen Events Set goals and provide any necessary background
Review the current state and develop a plan for improvement
Implement improvement
Review and fix what doesn’t work
Report results and determine any follow-up items

33. Simplest Keizen Events

34. Keizen Philosophy
When Keizen is applied as an action plan through a consistent an sustained program of successful Keizen events.
Teaches employees to think differently about their works
Create long-term value by developing the culture that is needed for truly effective continues development.

35. D. Cell Production
Cell production has the flow production line split into a number of self-contained units.
Each team or “Workcell” is responsible for a significant part of the finished article.
Each member of the “Workcell” only carry out only one very specific task.
Team members are skilled at a number of roles, so it means for job rotation

37. Example of cellular manufacturing

38. Advantages of Cellular Manufacturing
Closness of cell members should improve communication, avoid confusion from misunderstood or non-received message
Workers become multi-skilled and more adaptable to the future needs of a business
Greate worker motivation, arising from variety of work, team working and more responsibility
Quality improvements as each cell has “ownership” for quality on its area

39. Disadvantages of Cellular Manufacturing
The company has to encourage trust and participation otherwise workers can feel that they are constantly pushed for output with no respect
The company may have to invest in new materials handling and ordering systems suitable for cell manufacturing
Cell manufacturing may change the sequencing of the machines
It is not suitable for some small scale productions
Recruitment and training of staff must support this approach of products