ie training course

8/3/2019 IE Training Course

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Outline IE Training course

Nissan Motor Egypt

Production Control department

Industrial Engineering section


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Outline IE Training course

Objectives

Time

To whomIE engineers, Shop floor supervisor or Forman(maximum of 2 from each supplier)

Once per week (From 10 Am to 12 PM)

(3

rd

, 10

th

, 17

th

& 24

th

of February09 3

rd

, & 10

th

of March)

To understand the IE role, IE method & Operation control

To be able to make Kaizen

WhereNissan Motor Egypt (Meeting room C2)


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Subject Schedules Trainer

IEintroduction

3rd ofFebruary Plant tour

IE Role.

NPW & Douki-Seisan

GK

10th ofFebruary Shop floor management definition & philosophy

Supervisor roleEmergency cases & fire fighting

Operationcontrol

17th ofFebruary Introduction to Operation control

How to control the operation

IE method24th of

FebruaryProcess analysis, Work samplingRoute analysis, Motion analysis, Time study

QC seventools

3rd ofMarch Process management

Seven tools

Kaizen10th ofMarch Kaizen activity

Logistics Kaizen

Execution of Kaizen @ your own plant

Schedule

Mr. Mohamed Hafez

Mr. Medhat Abdel Satar

Mr. Mohamed Hafez

Mr. Mohamed Hafez

Mr. Zakaria Shazly

Mr. Mohamed Hafez


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Application To IE Training course:

Application

Name of Contact Person:

E-mail address:

Mailing address:

Phone Number:

Name of the participant:

E-mail address:Participants Title & (# of years with IE):

Participants Main job:

Shops he/she has ever involved in as IE:

Please fill the above and return this by Jan. 18

Mohamed Hafez (Production Control Dept.) [email protected]

For the qualification, refer to To Whom in Page 2


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Application To IE Training course:

Name Company Department, Section Title

# of

Years

with IE

Phone # E-mail

1 Emad Kamal Mobica Quality Assurance Engineer 0107205852 [email protected]

2 Ahmed Abdel ghafar 0107205852 [email protected]

3 Marwa Ahmed Technical Engineer 015410849 [email protected]

4 Ehab El Behairy Quality AssuranceSection

Head015410850 [email protected]

5 Ibrahim Ibrahim Tawfeek Production Manager1 3

[email protected]

6 Mohammed El-sayed El-miligy Production Chemist2

[email protected]

7 Mostafa Marwan Production Engineer [email protected]

8 Mohamed Mostafa Production Engineer [email protected]

9 Mohiy Salah Technical Engineer [email protected]

10 Ahmed Hanafy Production & Maintenance Engineer [email protected]

11 Gamal Gad Quality Assurance Coordinator 0101620152 [email protected]

12 Fares Mohamed Production Manager [email protected]

13 Hussein Moustafa Production Engineer

14 Said Mohamed Process Engineer [email protected]

15 Magdy Mohamed Process Engineer [email protected]

16 Sameh Zeinhom Process Engineer [email protected]

17 Mohamed Sherief Engineering Manager 10 0103426820 [email protected]

18 Mohamed Ramadan Engineer

19 Amr Ayad Process Engineer 1 0121170891 Amr [email protected]

20 Mohamed Younes Ahmed Quality Control Engineer 0127223280 [email protected]

21 Sayed Refaat Metwally Process Engineer [email protected]

22 Amir George Clarion Production Manager [email protected]

Fimco

Industrial Control

Idaco

Self Information

El Gammal

Dr. Greish

Aliaa

Autocool


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Industrial Engineering Introduction

Introduction toIE


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Productivity = OutputInput

Productivity

Target for any company is to increase

PROFIT

Increase

PRDUCTIVITY


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Productivity

4 M

Man Material Machine Method

ReduceReduceReduceReduce

HeadcountHeadcountHeadcountHeadcountControl OperationControl OperationControl OperationControl Operation

Input Output

Man

Machine

Material

Method Profit

Improve processImprove processImprove processImprove process

Input Output

Product

Productivity =Output

Input


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Operation Control


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Preface

What is Operation Control?

Technique & ToolTechnique & Tool

Used by Production Dept.Used by Production Dept.

To realize how things should be producedTo realize how things should be produced

Searches for the best way and improves itSearches for the best way and improves it

Operation Control


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How to control Operation?


Input

Productivity

Standard Operations (Process with accordance)Target time

ManagementPDCA Cycle


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How to pursue practical operation control

Operation Control


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What are the Standard Operations?The best work operations that will realize products with the target quality,

delivery time, and cost performance, while ensuring safety in production

4 factors of Standard OperationsWork procedures

Work volume (target time)Standard stock of partsKey points


Input

Productivity


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Preface

Ideal way to utilize operation control* To ensure required quality bysubsequent work processes for

all the quantities of products

* To produce productsdemanded, in the quantitydemanded, and when demanded,by subsequent processes

* To conduct efficient productionby employing minimumresources-people, materials andfacilities* To take good care of people

Ideal way to produce

JIT

SQC TPM

TQM

Production control/SCMSCMSCMSCM

Synchronized production(Douki Seisan)

GK(Genba Kanri)

Engineering

Manufacturing

Operation Control


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Practice operation control with NPW

Principle: group1 Principle: group2

Q: Not to make products w/ defects

T: Produce in accordance with

plansminimize stock

thoroughly conform to standard

operations

observe the production tact

promote smaller-lot production

minimize stock stored in each station

minimize stock existing between statio

M: Provide work environment which

enables safe and easy operations

eliminate heavy work operations

minimize design standard time

minimize process timeminimize DSTR

minimize personnel assigned for

production events additionally

C: Hire minimum personnelfor production

Principles to be attained through operation controlPrinciples to be attained through operation control

Operation Control


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(1)How not to make products with defectsNissan Production Way stipulates that one of the ideal situations is toensure the quality required by subsequent work processes for all of theproducts. In order to attain this goal, it is necessary not to make or pass

the goods w/ defects.

What are the Standard Operations?The best work operations that will realize products with the target quality,delivery time, and cost performance, while ensuring safety in production

In Operation Control

The ideal of not making inferior goods will be pursued by thoroughlyimplementation of the standard operations.

4 factors of Standard OperationsWork proceduresWork volume (target time)Standard stock of parts

Key points

Practice operation control by NPW

Operation Control


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(2)How to realize the minimum head count production

1.Minimize design standard time (DST)

2.Minimize design standard time ratio (DSTR)

3.Minimize personnel assigned for productionevents additionally


Operation Control


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(3) Practice Carry out production in accordancewith plans & minimize stock

Produce products changeable according to customers variousneeds

Meet the demands of customers

(wanting to have the product as soon as possible)

Production of many varieties, small quantity& randomnessProduction of many varieties, small quantity& randomness

Quick deliveryQuick delivery

How can we offer ordered products of manyHow can we offer ordered products of manyvarieties in a small quantity to customers?varieties in a small quantity to customers?

Production lead timeProduction lead time


Operation Control


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(3) Practice Carry out production in accordancewith plans & minimize stock

Equipment

breakdown

Qualityproblems

setting

Stock control

Stockreduction

Stockimprovement

Condition to

produce profit

Disclose ahidden surplus

by reducingstocks

Practice Minimize stock



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(4) To realize Working Conditions to work safelywithout excessive load

1.Elimination of difficult job --- a-rank W/S(Work Station)(1)Elimination of heavy muscular job

Big force (level 5) job has 1st priority.(ex.) *More than 20kg parts handling & transfer

(15kg is limit in the case of bad posture)*More than 10ton handling/shift*More than 20kg pushing/pulling force

(2)Elimination of Poor posture jobJob with more than 2h/shift in poor posture has 1st priority.

(ex.) *Strong bending, squatting, twisting, hands over head, etc.2.Elimination of difficult job(1)Elimination of the jobs hard to memorize or judge.(2)Elimination of the jobs hard to identify difference.


Operation Control


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Operation Control

Step1: Verification of Standard Operation

Step2: Set Target Time

Step5: Skill Improvement

Step6: Establishment of required staff

Step7: Identify roles in each dept.

Step3: Job Allocation

Step4: Practice PDCA Cycle

Realize autonomous operation control

Foundation building

Activities for set up


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Operation Control


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Input

Productivity

No Walking

No Choosing

No Bending

Ideal processEnvironment where operators of main line can concentrate on their main operation

Ideal process

Separate subordinate operationssuch as selection, replace ofparts from main line operations


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Input

Productivity

Assembly process

Strike-Zone supply to operators

Ergonomics @ parts pick up

Supply in order of production

Supply by set of right-left parts

Supply unwrapped partsSupply small parts in their original container

Elimination Non-cyclic subordinatesoperations


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IE Role

IE Role



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1.The planning of productivity improvement

2.Man power calculation

3.Execution of production4.Review results and execute countermeasure

5.IE monthly schedule

6.Annual review of productivity

7.New model

8.TrainingCycle of PDCA

IE Role

IE Role


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1.The planning of productivity improvement

Medium range productivity improvement

Annual productivity target setting

Concrete productivity target setting Target of monthly productivity

Target of monthly no. of workers required Target of monthly combined efficiency

Setting countermeasure Held Productivity Improvement meeting

Set countermeasure

Annual and medium term Manpower planning

IE Role

IE Role


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2. Man power calculation

Held man power requirement meeting Actual results of productivity

Countermeasure explanation

Next month man power requirement

Difference between manpower requirement of production & IE

3. Execution of production Shop floor make Daily report at end of each shift

IE Role

IE Role


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IE Role

IE Role

4. Monthly review

Daily review Machine breakdown

Part short

Body skip

Monthly review

Direct labor productivity Cost reduction


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6. IE monthly schedule Activity for IE & 3 pillar

Production, Production control & Engineering

7. Annual review of Productivity Results Good points, Problems & New years task

8. Role of IE for new model Target setting for new model

9. Training Cascade IE knowledge to shop floor staff

Train staff how to make kaizenIE Role

IE Role


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IE Role

IE Role

Cycle of PDCA Plan Man power planning

Do Execution of production

Check Daily & Monthly

problems and countermeasure

Action Daily &Monthly Kaizen

PLAN

DO

CHEC

K

ACT

Design or revise businessprocess components toimprove results.

Implement the planand measure its

performance.

Assess the measurementsand report the results to

decision makers.

Decide on changes

needed to improve

the process.

I d i l E i i I d i


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NissanProduction

Way

Nissan Production Way


Ni P d ti W


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Features of Nissan Production Way:Two Never Ending

Never endingsynchronize (Douki) ourmanufacturing withcustomer needs


Never ending quest toidentify problems and putin place solutions



Ni P d ti W


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Doukiwith customerin delivery time

[Product development - production][Product development - production]

MSNo.4MS

No.4

UnitUnit

SupplierSupplierOptionOption

DealerDealerLocaltransportLocaltransportPDIPDITransport

Transport

Vehicleproduction

Vehicleproduction

StampingStamping

Delivery tocustomer

Delivery tocustomer

TrialTrial TrialTrialTrialTrial

Delivery tocustomer

Delivery tocustomer

TrialTrial[Product development - production][Product development - production]

[Order- Production- Transport- Delivery]

ReductionReduction

OrderOrder

OrderOrder

[Order- Production- Transport- Delivery]

Ni P d ti W


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Information flowInformation flow

Material flowMaterial flow

Origin of everything is customer.Origin of everything is customer.

Douk

i-seisan

Douki-seisan

Overall optimumOverall optimum

SupplierSupplierSupplier

CustomerCustomerCustomer

Sequence/time fixed scheduleSequence/timeSequence/time fixed schedulefixed schedule

EngineEngineEngine Vehicleproduction

VehicleVehicle

productionproductionTransport

TransTrans

portport

DealerDealerDealer

Delivery

prep center

DeliveryDelivery

prep centerprep center

Option

parts

OptionOption

partsparts

Transport

TransTrans

portport





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NPW evaluation indicatorNPW evaluation indicatorQTC + SPEEDQTC + SPEED

Keep schedule timeKeep schedule time

Lead-timeLead-time

Keep sequenceKeep sequence

InventoryInventory

Quality

Cost

Time



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Features of Nissan Production Way:Two Never Ending








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Identifying problems and carrying out reforms byreducing inventory and lead-time and by keepingscheduled time and sequence

Identifying problems and carrying out reforms byreducing inventory and lead-time and by keepingscheduled time and sequence

(breakdown)

Problem

(bottleneckof job)

(defects)

(speed &accuracy

ofinformation)

Identifying problemsIdentifying problemsIdentifying problems

LeadLead--time reductiontime reductionInventory reductionInventory reduction

Keeping time/sequenceKeeping time/sequence

(set-upInspection)



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Never ending synchronize (Douki) our manufacturing

with customer needs

Never ending quest to identify problems and put inplace solutions

Situation what we aim

for(BM) InnovationStrate

Two never endingTwo never endingFeature ofFeature ofFeature ofFeature ofFeature ofFeature ofFeature ofFeature of

WWWWWWWW

DoukiDouki ofof QualityQualityKeep quality customer requestKeep quality customer request

DoukiDouki ofof CostCostReduce waste customer will not payReduce waste customer will not pay

DoukiDouki ofof TimeTimeDeliver product at the timeDeliver product at the time

customer request.customer request. Shorten the prod. lead time and beShorten the prod. lead time and be

close with customerclose with customer




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Structure ofStructure of Production SystemProduction System

ProductionProduction

SystemSystem

Transportation systemTransportation system

(Production control)(Production control)

Processing systemProcessing system(Engineering)(Engineering)

Operation procedureOperation procedure

system (system (GenbaGenba kanrikanri))

Control system forControl system for

manufacturing factorsmanufacturing factors

(input)(input)

Control system forControl system for

function (output)function (output)

Control SystemControl System

DoukiDouki--SeisanSeisan

SystemSystem



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Man

Material

Machine

Community

Mfg factor(Input)Function (Output)

Product

Quality(Q)

Cost(C)

Sale increase

ProfitCostreductionAsset

Delivery(T)

Transportation system

Production ControlProcessing system

EngineeringOperation proceduresystemGenba Kanri

Douki-seisan system

Management system

Scope ofScope of Production SystemProduction System

PlantManag

ement

(Manufactu

ring)

System(Change)

SafetyEmployee

Pollution control

HRdevelopment Method



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3 pillars supporting3 pillars supporting DoukiDouki--SeisanSeisan SystemSystem

Machining that produceadded value

Temporary stagnancyconnecting machiningprocesses Transport connectingmachining processes and

stagnancies.

Processing

Transportation System(production control)

Production is repeat of transportation and processingProduction is repeat of transportation and processingProduction is repeat of transportation and processingProduction is repeat of transportation and processing

TransportationProcessing

Transportation

OperationProcedure System(Genba Kanri)

Processing System(Engineering)



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Nissan Production WayLevel ofLevel of DoukiDouki--SeisanSeisan SystemSystem

Parts stock

Parts order

WIP stock

Final process

Shipping

1st process

Product stock

Productiondirection

Middle

WIP stock

Final process

Shipping

1st process

< Level I >

Middle

Finalprocess

1st process

< Level II>

Middle

Parts stock

Final process1st process

< Level III >

Middle

Shipping

Parts orderDelivery direction Shipping

Productiondirection

Productiondirection

Parts stock WIP stock WIP stock

Deliverydirection

Deliverydirection

Deliverydirection

Productiondirection

Productiondirection

Parts order

Parts stock WIP stock

Deliverydirection

Productiondirection

Parts order


MUDA


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1.Recognize MudaKaizen can be affected only if Muda are observed & discovered.

However, each ones understanding about Muda is not the same.

Therefore, it is important to define & share 7 Muda.

MUDA

1) Muda of over production.2) Muda of Inventory.3) Muda of Transportation.4) Muda in making defectve units

5) Muda in waiting time6) Muda in motion.7) Muda in process it self

Operation Control

7 Muda

MUDA


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1.Muda of over productionIf operation goes fast, it causes Muda of over production.

Muda cause Muda

MUDA

Increase excess inventory

Operation Control

Excess production

Idle cant be found

Muda in arrange in

inventory should occursExcess operator cant

be found

MUDA


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2.Muda of inventoryIf inventory is huge, it hides another loss.

If inventory decreased, other loss appear.

Inventory losshides other losses

MUDA

Operation Control

Equipment

breakdown

Qualityproblem

s

setting

Stock control

Stockreduction

Stockimprovement

Condition toproduce profit

Disclose ahidden surplus

by reducingstocks

MUDA


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3.Muda of TransportationIt caused by transportation distance, tentative parts reserve,

reloading and bad method.

Muda will be improved by unifying processes or changing layout

Operation Control

4.Muda in making defectsIt caused by making defects.It caused by Cost & Time for detecting the defects.It caused by Cost & Time for repairing the defects.

Muda will be improved by finding the real reason and eliminate it bysource countermeasure

MUDA


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5.Muda in Waiting timeIt caused by waiting parts.

It caused by Idle because of previous job.

It caused by Idle because of next job.

Muda will be improved by job assignment

Operation Control

6.Muda in MotionMuda in motion can be detected after observation with the4 rules (Principles) of Motion Economy:

Reduce No. of Motions

Motions in the same timeShorten the distance of the MotionEase Motion

MUDA


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7.Muda in Process itselfProcess itself can include Muda.

Muda will be improved by integrating or replacing processes

Operation Control

Approach to the better working methods


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Question: What is improvement?

Taking actions quickly

Approach to the better working method


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Improving methods & purposesImproving methods & purposes

Improvement

ApproachPurposes

Improvement

of process

Analyze flow of goods, divided into processing, transportation, inspection

and delay, and improve by finding waste in work process

in itself

Improvement

of motion

Shorten operation time by improving individual technicians operation and

motions.

Improvement

of route

Shorten walking time by improving layout and job combination after

analyzing route that accompanies with the operation.

Improvement

of job

allocation

Eliminate waiting time and reduce number of technicians by

combining/shuffling jobs

Improvementofmethods

Improve

mentofoperation

Operation Control



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Processing

Inspection

Transportation

Delay

Symbols used for process analysisSymbols used for process analysis

Process in which materials or parts are turned physically (inmachine processing, pressing, etc.) or chemically (painting, heat

treatment, etc.) or assembled in order to increase their added value

Process in which quality or quantity of products are measured in

some method to judge conformity

Products or materials being transported from one location to

another

Products or materials being temporarily accumulated or stored in a

warehouse or a depository, or those are left on a cart, etc. waiting

until sufficient quantity is accumulated before transportation

Improvement in processImprovement in process



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Viewpoints for processViewpoints for process

improvementimprovement

EE

CC

RRSS

EliminateEliminate

CombineCombine

ReplaceReplaceSimplifySimplify




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5 7 0 0 0 M / C M / C

C / V

7 9 5 0 0 8 0 0

8 0 0

8 0 0 1

8 0 0

S N P 6 0

4 0 %

6 0 %

M / C &

1

S N P

S N P 6 0 2 1 6 0 0 M / C

*

*

*

N o . 3

Analysis of process

Casting surface dumping area

(cooling)

5 vehicle designs:7000

Store by vehicle design (unit: lot)

To shot-blasting M/C by forkliftStart transporting in order of

objects finished cooling by a

unit of lot

Load belt conveyor before

Shot-blasting M/C

Shot-blasting M/C

Shot-blast them by a unit of a lot

Visual inspection palletize

change

Inspect all, one by one

Palletize after inspection

No SNP (eye measure)

To a dumping area by forklift

Tothe

nextrow

Temp. dumping area

7 vehicle designs (9500)

Store by designs (unit: lot)

Riser cutting unnec. designs

(60%)

Riser cutting nec. Designs (40%)

To a cutting machine by forklift

Finishing preparation based

on a shelving plan

Riser cutting

workset

800

Cut by a lot unit (800)

Visual inspection

Palletized SNP=60 To a dumping area

by forklift

2 designs:1600

By designs

(Unit:lot)

Temp. dumping

area

Produce based on a shelving

plan

TothenextrowTo broach machine by

forklift

Press Bench grinder Visual inspection

work set

800

Finish up by a lot (800)

Inspect all, one by one

Palletize after inspection

SNP=60

To shipment place by forklift

Shipment dumping areaglossary

Casting surface*casting surface

Products finished casting

*riser

Attached parts to replenish solidification &

Shrinkage after casting. Some parts needs cutting

*shelving plan: a note called shelving plan is

drawn up by a supervisor in charge of finishing

process based on production plan shipping plan

created by production dept. It also has to beharmonized with actual stock.




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C / V C / V C / V

5 7

E X / M

C / V C / V

S N P 6 0

8 0 0 8 0 0

2

7 0 0 0

9 5 0 0

1 6 0 0

4 0 % 4

6 0 % 3

8 5 G , 5 C 0 , 0 F 3 , 5 7 J

1 1

B / G

S N P 6 0

1

Route flow B

Process

Information

Material

Flow

Process

Information

Material

Flow

Production instruction information

Material flow

*Order in which the objects are finished cooling

*Unit: lot

By vehicle design

(Unit:lot)

5 designs

forklift forklift

Temp. dumping area

By vehicle design

(Unit: lot)

7 designs

Visual inspection

(To the bottom row)

Picking plan

Shelving plan

Current stock

forklift

Unit: lot

(Lot:800)

forklift

Temp. dumping area

By vehicle design

(Unit: Lot)

2 designs

forklift

Unit: lot

(Lot:800)

EX/M press Visual inspection

forklift

Shipment areapalletizepalletizeVisual inspectioncutting

Casting surface dumping area Shot blasting

roller

Riser cutting unnecessary

Riser cutting nec.40%:4 designs

Riser cutting unnec.60%:3designs

Casting finishing line

conveyor

Belt

conveyor

Belt

conveyor

Belt

conveyorBelt

conveyor

Riser cutting nec.

Bench

grinder



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Diff

erenceinworking

time

D

ifferenceinskills

Difference in

Working method

Working rhythm

Difference in motions

(to do or not to do, or how

many time to do)

Difference in

Combination

of motions

procedures

routes

Handling of

tools

Handling of

parts

How to apply pressure,

in what direction

Stability

At what portion of tool

to grip

How to hold a tool

What part of body to

use

How to apply pressure,

in what direction

At what portion of tool

to grip

How to hold a tool

What part of body

to use

Difference in working timeDifference in working time

Difference in working time=Difference in skills=difference in moDifference in working time=Difference in skills=difference in motionstions

=Unnecessary motion=Unnecessary motion

s=Wasteful motionss=Wasteful motions

Improvement in motionImprovement in motion



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Elemental operation & Elemental motionElemental operation & Elemental motionElemental operation: a unit representing series of continuous job motions, for example, from picking

up a part or a tool, to installing it or finishing to use it.

Elemental motion: minimum unit comprising each elemental operation, for example, movement of

raising a hand, or moving a leg.

Installation of rear combination lamp

Process Elemental operation Elemental motion

Installation of

Rear combination lamp

Carry rear combination lamp Walk to production line side

Set rear combination lamp to

car body

Take up impact wrench

Take up nut

Use impact wrench to tighten nut

Bend body

Reach for rear combination lamp

Grasp rear combination lamp

Shift it ro the other hand

Turn around body

Walk to assembly line




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How to proceed the improvement motion

Steps to proceed the improvement in motion1. Conduct preliminary survey to decide the subjects for analysis (job & worker)

2. Observe an entire cycle of operation

3. Divide a job into elemental operations

4. Analyze an elemental operation dividing into elemental motions carefully, for example, each motion done bythe right hand and left hand

5. Summarize minute operating conditions quantatively

6. Investigate survey results (find out unnecessary motions for improvement)

Look for possible improvement items for motions, in accordance with the four principles of motion economy

(1)to reduce # of times making motions

(2)to conduct various motions at the same time(3)to shorten the distance to move, and

(4)to make motions easily

(5)ask yourself 5W2H ask the following 5W2H questions for easier discovery of solutions

What: what is the purpose of this motion?" Is it a motion to add value?

Why: Why is that motion necessary?" What is the motion for?

Where: Where is this motion done better?

When: When should it be done?

Who: Who should do it?

How: How should it be done?

How much: How much will it cost for that motion?

Conduct improvement trials starting with the easiest solutions

Revision of the standard operation sheets




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Evolution of improvement in motionEvolution of improvement in motion

A/V analysisA/V analysis




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Define none-added, low-added, and added values in keyoperations and motions in order to synchronize costs andidentify wastes caused by using a check list.

With these improvments, completely eliminate motionswith no or low-added values and prepare conditions forwhat we want to achieve.

2. What is added value analysis?

(1) Added value: Bare essentials of operations and motions that just get paid for

customers demands DST --- Picking/setting parts, tightening, welding

(2) Low added value: Operations and motions that are associated with bareessentials and preferred to be eliminated by improvments

DST --- Passing/tentatively placing/re-picking parts, gun inand out

(3) No added value: Operations and motions that produce no added values andmust be eliminated. Non-DST --- Squatting, bending, overstretching, slapping



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How to proceed the activity

V-added

Low

V-added

No

Value

Added

Changing View Concept of Douki shared by all staffChanging View Concept of Douki shared by all staff

1

3

2

Breakthrough

Prioritiz

ation

Douki of cost...Elimination of waste(muda) for which we

cant get paid from customers Identify new issues and make reforms in terms of added-values

Completelyeliminate low &

no value addedoperations

V-added

LVA

NVA



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Evolution of improvement in routesEvolution of improvement in routes

Improvement in routes in line workImprovement in routes in line work

The best layout and/or working procedure needs to beThe best layout and/or working procedure needs to bedetermined, considering that a working position isdetermined, considering that a working position is

constantly moving when line is movingconstantly moving when line is moving

Improvement in routesImprovement in routes



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Improvement in route for a line workImprovement in route for a line work

BeforeBefore AfterAfterSpace for walking route Space for walking route

Direction for a car Parts area Parts area

Parts A

Parts A

Parts B

Parts B

Parts CParts C

Parts

D

Elevation

plan

Ground

plan

Elevation

plan

Ground

plan

One step min

minmin

Easy pick-up

Easy put-down

Body side

Body center

Body side

Body side

Body center

Body side

pitch pitchtotal

Movement while fixing partsMeasure the length for 0.08min

with the scale below

Movement while fixing partsMeasure the length (0.07+0.15=0.22)

with the scale below

Thick line for

walking routes

total

minmin




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Improvement in routes in line workImprovement in routes in line work

7 basic principles for improvement in routes7 basic principles for improvement in routes

1.1.Walk to rightWalk to right--angle to the line and a diagonal line only for returningangle to the line and a diagonal line only for returning

2.2.Work procedure in one cycle isWork procedure in one cycle is to move from front to back of a bodyto move from front to back of a body

3.3.Aim forAim for improvement is where lines crossimprovement is where lines cross4.4.Parts area / work area within 1 pitchParts area / work area within 1 pitch

5.5.Limo: pick up parts in returning if a worker ridesLimo: pick up parts in returning if a worker rides

6.6.Prohibition of placing objects temporarilyProhibition of placing objects temporarily

7.7.Gate allocation (gap b/t parts area and work area)Gate allocation (gap b/t parts area and work area)


Approach to the better working method


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Improving methods & purposesImproving methods & purposes

Improvement

ApproachPurposes

Improvement

of process

Analyze flow of goods, divided into processing, transportation, inspection

and delay, and improve by finding waste in work process

in itself

Improvement

of motion

Shorten operation time by improving individual technicians operation and

motions.

Improvement

of route

Shorten walking time by improving layout and job combination after

analyzing route that accompanies with the operation.

Improvement

of job

allocation

Eliminate waiting time and reduce number of technicians by

combining/shuffling jobs.

Improvementofm

ethods

Improvementofoperation


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