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Lean and MTM – scientific, practical and educational perspectives to enhance productivity

The Method Determines the Success Pole position in international competition through the consistent use of MTM across the process of product emergence.

MTM Conference, Istanbul, 16. May 2014 © German MTM-Association 1


Prof. Dr. Peter Kuhlang, Head of MTM-Institute, German MTM-Association




Agenda

1. Introduction Who we are

2. Lean thinking and MTM The mutual context and “their” relationship

3. Lean and MTM application examples Lean Production: Assembly of micro contactors

Lean Logistics: Packing of spare parts

4. Preconditions and necessities to apply MTM Software and international standardised training programmes

5. Outlook MTM Productivity Management concept – Industrial Engineering Handbook


MTM-Organization


German MTM-Association

German MTM-Company

MTM do Brasil Sao Paulo

MTM Polska Wrocław

MTM PSC USA Chicago

MTM China Shanghai

MTM India Chennai

Academy Berlin, Stuttgart

Institute Berlin, Zeuthen

Association Hamburg

Software Dresden

Training Center Stuttgart

Engineering Services Hamburg, Stuttgart

Consulting Stuttgart

Companies Abroad

non-p

rofit

pro

fit



Overview about MTM

MTM Methods-Time Measurement

Instrumental: methodology

Avoiding waste in value stream

Information stream

Material stream

Value added

Construction Planning Production

Organizational development

Organizational planning

Organizational sequence

Institutional: organization

Non-profit associations / for profit consultancy


Lean-Toolbox


SMED

More tools: • Gemba • Poka-Yoke • DfMA • Kata • Andon • Cardboard Eng. • …

Structured in production systems • WCM • TPS • …


Return to Work Measurement – Shigeyasu Sakamoto


• Companies have to think about smart

working methods rather than the trendy (sometimes impractical ways) methods

• Secret of productivity improvement:

engineered standard time and labor performance control system

• IE´s must follow a balance between

maintaining a commitment to the basic traditional tools and rolling with the evolution

• For real productivity improvement it is

sometimes better to return to traditional measurements instead of modern methods like Kaizen or Lean Management

• But there is no right or wrong way to improve

the productivity

Source: Industrial Engineer, member forum, Mar 2009; 41, 3; Docstoc pg. 24



Lean Thinking and MTM

Applying Lean methods to identify and eliminate waste

Productivity

time (years) SOP

Waste and non-value adding

tasks

Added value

Work content

Waste and non-value adding

tasks

Added value

Added value

identify and eliminate

waste

Source: Miller/Blockhus, 2005

?

Applying more, new, different Lean methods or/and approaches in broader scope Lean Logistics, Lean Layout Lean Engineering, Lean Administration Short-cyclic improvement process - Kata

Intensify the understanding of

processes/value streams view into work systems time determination

MTM acts like a scale and

defines productivity level

2

1

Waste andnon-value adding

tasks

Addedvalue

Waste andnon-value adding

tasks

Addedvalue

Addedvalue

identify andeliminate

waste

How to counteract the diminishing productivity progress?



Time vs. method focus

• Modeling of human work

• Plan and explore the optimal human operating point

• MTM provides a norm performance

Work contet (time)

Combination: Increase of intensity

and improvement of

processes

• Systematic modelling of processes based on process blocks

• Develop and apply standard processes

Restrictions

Current processes

Focus : time

Lean/CIP

Ideal Target processes

Focus: (work) method

Systematic planning

t



How to apply the MTM methodology

Start: Assemble connection plug to compressor and tighten it to torque.

MTM-Datacard (exc. of MTM-UAS Basic Operations)

Distance (cm)

0 ≤ 20 20 ≤ 50 50 ≤ 80

… … … …

Get and Place AF1 (40 TMU)

AF2 (65 TMU)

AF3 (80 TMU)

… … … …

Handle Aid HB1 (40 TMU)

HB2 (60 TMU)

HB3 (75 TMU)

… … … …

Plan or observe operation

Finish:

Modelled standard operation incl. standard time (285 TMU ≈ 10s)

Plug to thread AF2 1 65 65 1 Turn on ZA2 5 15 75 2

Torque wrench HB2 1 60 60 3 1. Turn ZA1 1 5 5 4

2.-3. Turn ZC1 2 30 60 5

Σ 285

Turn to torque ZD 1 20 20 6

Choose process blocs and model operation

x

Assemble connection plug

D Z 7 0 5 . 0 5 . . . 5



MTM application the whole value streams

Production planning

PPCDayly order

daily

Customer

Assembly plantCologne

18.400 Pcs./month12.000 left6.400 right

20 Pcs./container

2 shifts

CT: 40s

ST: 0

Reliability: 100%

Assembly II

1200 le640 ri

2d

40s

Workers: 1

SC: 2

Shipping

2700 le1440 ri

4,5T4,5d 23,6d

188s

CT: 62s

ST: 0

Reliability: 100%

Assembly I

1600 le850 ri

2,7d

62s

Workers: 1

SC: 2

CT: 46s

ST: 10min

Reliability: 80%

Spot welding II

1100 le600 ri

1,8d

46s

Workers: 1

SC: 2

CT: 39s

ST: 10min

Reliability: 100%

Spot welding I

4600 le2400 ri

7,6d

39s

Workers: 1

SC: 2

CT: 1s

ST: 1h

Reliability: 85%

Die cutting

Steel coils5 days

5d

1s

Workers: 1

EPEI: 2 weeks

Supplier

Ruhr AG

90/60/30-day-forecast

Tuesdayand

thursday

Weekly order

6-Weeks-forecast

Weekly planning

Daily planning

Flow of material & information

Flow of information

Incoming goods

Work method

Balancing

Multiple workers and workplaces

Setup times

Intra-plant transport

Shipping/ Packing/ Dispatching

Operating times Added value

Ergonomic work system design

Informational work



Software support in productivity management

MTMmobile for iPad



MTM educational concept (Germany)

Internat. standardised educational levels: • MTM-Practitioner • MTM-Instructor

Education programs for students: Basic-MTM (MTM-1 and UAS)

MTM-Practitioner

Prozessarchitecture

Value Stream Mapping / Logistics

Busines Process Management

Design for Assembly: ProKon

Productivity Management

Lean Line Design

MTM-Engineer

3 d

33 d

3 + 2 d

2 d

3 d

5 d

3 d

Total: 54 d

MTM-1 (part 1)

MTM-SD MTM-UAS MTM-MEK

MTM-Practitioner-Semianr

or or

MTM-Practitioner-Diploma

MTM-2 or á 5 d

MTM-Practit.-Homework/Thesis

5 d

Duration of training: 33 d

EAWS

5 d

8 d

MTM-1(part 2)

or


COD. COURSE TITLEUnit of

measure

Min

Dura

tion

Recom

mended D

ura

tion

MT

M-1

MT

M-2

SA

M

MT

M-U

AS

MT

M-M

EK

EA

WS

PR

OK

ON

MT

M T

RA

INE

R

EA

WS

TR

AIN

ER

MT

M I

NS

TR

UC

TO

R

EX

AM

+ C

ER

TIF

ICA

TIO

N

TE

ST

IMO

NIA

L C

ER

TIF

ICA

TE

BLU

E C

AR

D

GR

EE

N C

AR

D

GROUND COURSES

G01 INTRODUCTION TO WORK ANALYSIS days 2 3 X

G02 MTM BASE (1) days 3 3 X

CERTIFICATE LEVEL - FUNDAMENTAL SPECIALISTIC COURSES

F01 MTM-1 days 10 15 X


F04 SAM days 5 5 X

F05 MTM-UAS days 5 5 X

F06 MTM-MEK days 4 5 X

F07 EAWS days 5 8 X

F08 PROKON days 2 3 X

MTM-PRACTITIONER LEVEL

P01 SHOP FLOOR TUTORSHIP (per technique) days 5 10

P02 EVIDENCE OF COMPETENCE IN PRACTICAL APPLICATION evaluation - X

MTM-INSTRUCTOR LEVEL

I01 INSTRUCTOR COURSE days 3 5 X

I02 PROJECT EXPERIENCE months 6 36

I03 TEACHING EXPERIENCE course - 1 X

I04 PROJECT WORK PRESENTATION days 1 1 X

IEX EXAMINATION days 1 1 X X

MANDATORY

RECOMMENDED

Recognized Qualification:

1 c

ho

ice

LICENSECERTIFINSTRUCTOR

1 c

ho

ice

PRACTITIONER


International standardised educational levels

Source: IMD, Code of Practice, 2014


Global footprint of MTM

MTM a reliable measure in science, practice & training


The work from men‘s perspective.

The process, or rather the optimal method determines the time.

There are limits (e.g. utilization) but this transparency is necessary.

A fair measure of performance Work at an optimal level.

Work smarter, not harder!

Trust Responsibility Fairness

Sense


Understanding MTM: Industrial Engineering Handbook


Productivity

SOP

?

2

1

COD. COURSE TITLEUnit of

measure

Min

Dura

tion

Recom

mended D

ura

tion

MT

M-1

MT

M-2

SA

M

MT

M-U

AS

MT

M-M

EK

EA

WS

PR

OK

ON

MT

M T

RA

INE

R

EA

WS

TR

AIN

ER

MT

M I

NS

TR

UC

TO

R

EX

AM

+ C

ER

TIF

ICA

TIO

N

TE

ST

IMO

NIA

L C

ER

TIF

ICA

TE

BLU

E C

AR

D

GR

EE

N C

AR

D

GROUND COURSES

G01 INTRODUCTION TO WORK ANALYSIS days 2 3 X

G02 MTM BASE (1) days 3 3 X

CERTIFICATE LEVEL - FUNDAMENTAL SPECIALISTIC COURSES



F04 SAM days 5 5 X

F05 MTM-UAS days 5 5 X

F06 MTM-MEK days 4 5 X

F07 EAWS days 5 8 X

F08 PROKON days 2 3 X

MTM-PRACTITIONER LEVEL

P01 SHOP FLOOR TUTORSHIP (per technique) days 5 10

P02 EVIDENCE OF COMPETENCE IN PRACTICAL APPLICATION evaluation - X

MTM-INSTRUCTOR LEVEL

I01 INSTRUCTOR COURSE days 3 5 X

I02 PROJECT EXPERIENCE months 6 36

I03 TEACHING EXPERIENCE course - 1 X

I04 PROJECT WORK PRESENTATION days 1 1 X

IEX EXAMINATION days 1 1 X X

MANDATORY

RECOMMENDED

Recognized Qualification:

1 c

ho

ice

LICENSECERTIFINSTRUCTOR

1 c

ho

ice

PRACTITIONERProduction planning

PPCDayly order

daily

Customer

Assembly plantCologne

18.400 Pcs./month12.000 left6.400 right

20 Pcs./container

2 shifts

CT: 40s

ST: 0

Reliability: 100%

Assembly II

1200 le640 ri

2d

40s

Workers: 1

SC: 2

Shipping

2700 le1440 ri

4,5T4,5d 23,6d

188s

CT: 62s

ST: 0

Reliability: 100%

Assembly I

1600 le850 ri

2,7d

62s

Workers: 1

SC: 2

CT: 46s

ST: 10min

Reliability: 80%

Spot welding II

1100 le600 ri

1,8d

46s

Workers: 1

SC: 2

CT: 39s

ST: 10min

Reliability: 100%

Spot welding I

4600 le2400 ri

7,6d

39s

Workers: 1

SC: 2

CT: 1s

ST: 1h

Reliability: 85%

Die cutting

Steel coils5 days

5d

1s

Workers: 1

EPEI: 2 weeks

Supplier

Ruhr AG

90/60/30-day-forecast

Tuesdayand

thursday

Weekly order

6-Weeks-forecast

Weekly planning

Daily planning

Flow of material & information

Flow of information

Incoming goods

Work method

Balancing

Multiple workersand workplaces

Setup times

Intra-plant transport

Shipping/ Packing/Dispatching

Operating times Added value

Ergonomic worksystem design

Informational work

Productivity Management by MTM

Preven

tio

n

Su

sta

inab

ilit

y

Design evaluation(Value analysis, QFD)

Assembly oriented productdesign (ProKon)

Technical calculation

Supply and actualise bill of activities/work plan with target times

Task analysis and synthesis, task relevance analysis

Process analysis and documentation (Flow charts, table visualisation)

Process modelling and improv. with MTM process building block systems

Supplementary techniques (estimate, standard data, process time eval)

Layout planning

Ergonomic Assessment

Planning and implementing ofwork systems

Ramp-up & shop floor management

Supplementary techniques(self-recording, time measurment, work sampling,…)

Target time analysis and synthesis (target and lead times)

Value Stream Mapping

Company-specific building block systems / target time management

Personnel requirement planning and controlling

Improvement management

(labor) time management

Renumeration differentiation

Project management

1.Product development 2.Process development 3.Operation & improvement

Source: Bokranz/Landau, 2012



Industrial Engineering - Can you imagine it?

If it moves, it’s Mechanical.

If it doesn’t, it’s Civil.

If it smells, it’s Chemical.

If it is invisible, it’s Electrical.

And if you can’t even imagine it,

it’s INDUSTRIAL! [Oren]

MTM-Methods for Product Engineering and anticipative Industrial Engineering

MTM-Methods for corrective Industrial Engineering

Design and development support Planning, operations and improvement support

Productivity Management of Work Systems with MTM-Methods


SOP

Productivity Ramp Up

Productivity progression with MTMhigher productivity at SOPsteep rise of productivity after SOP


Productivity Management by MTMP

reven

tio

n

Su

sta

inab

ilit

y

Design evaluation(Value analysis, QFD)

Assembly oriented productdesign (ProKon)

Technical calculation

Supply and actualise bill of activities/work plan with target times

Task analysis and synthesis, task relevance analysis

Process analysis and documentation (Flow charts, table visualisation)

Process modelling and improv. with MTM process building block systems

Supplementary techniques (estimate, standard data, process time eval)

Layout planning

Ergonomic Assessment

Planning and implementing ofwork systems

Ramp-up & shop floor management

Supplementary techniques(self-recording, time measurment, work sampling,…)

Target time analysis and synthesis (target and lead times)

Value Stream Mapping

Company-specific building block systems / target time management

Personnel requirement planning and controlling

Improvement management

(labor) time management

Renumeration differentiation

Project management


Source: Bokranz/Landau, 2012


…looking forward to answering your questions!

Contact:

Prof. Dr. Peter Kuhlang Head of MTM-Institute

German MTM-Association MTM-Institute Eichenallee 11 15738 Zeuthen Germany

Tel.: +49 33762 20 66-31 Fax: +49 33762 20 66-40 Mobil: +49 151 4225 1234 [email protected] www.dmtm.com

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