070811-Work Place Organization (187-Pag)
070811-Work Place Organization (187-Pag)
070811-Work Place Organization (187-Pag)
4. Waste of overproduction
• Determine the standard number of in-process inventory and
maintain it strictly
5. Waste of readjustments, defects and returned goods
• Introduce proper jigs and food proof devices
6. Waste of set-up
• Make a check list of set-up times and make improvements
7. Waste of transportation
• Introduce proper transportation vehicles
8. Waste of processing technique itself
• Employ a more suitable method by V.A.
Increase of value added operation in molding
Painting
I Deburring I
Shot
Melting blasting
I I
Check
Conveyance
Eliminate
2. Casting of knuckle steering - after
I
Kind of waste -3
Net
operating
time
Loading Unloading
Buffer
Buffer Buffer
One
Onepiece
pieceflow
flow
Efficient manufacturing
• Layout change of the operators
• Layout change of the facilities
• Reduction of WIP
• Reduction of quality checking time
• There are three physical units, mass, distance and
time.
Forming
Shipping
Assembly
Parts receipt
The new way
Before After
FMS
Automatic tandem production
Layout configurations
I L U
• Can look at a glance • Compact layout
• One direction for material feeding • Small area for operation
• Material flow is most simple • The points of material feeding and
• Easy to automate material handling delivery are the same area
• Less possibility to accumulate WIP in
the processes
• Long line • Rather complicated layout
• Wide area for operation • Many directions for material feeding
• Possibility to accumulate WIP in the • Walking distance for material feeding is
middle of the line long
• Long access to the common space • Layout change is difficult
(utility)
Increase of value added operation in machining
Meandering
moving line
Debarring
Elimination of non
value added operations
and non value added
processes
2. Process group line
• Medium/large variety and medium volume production (production of the same type or
similar types)
• Classification into groups in such a way that there exist less variations in each group
Check lists
5. Visual Management for
Improving Productivity
Cyclic operation
Hard to see whether operational pace has been kept
By making possible to see the every hour’s output, make
pace for the operators and see
It is very important to build in the mechanism to watch the
output result into the system at the time of operational
design
Pace monitor (cont’d)
6. Elimination of MURI, MURA, and
MUDA by Operational Improvement
Movements
Movementsand
andoperations
operationswhich
whichcause
causefatigue
fatigue
Flexion and stretching angle of the Rotation angle of the wrist Pick up parts and
knee materials
Level 1 Level 2 Level 3 Level 1 Level Level 3 Level 1 Level 2 Level 3
2
It is It is easy
more more 90º-
Difficult to
handle possible to
pick up the
to pick up,
without
than 60º 30º-60º 0º-30º than 180º 0º-90º It is
necessary to object changing
180º pay attention stretching
the arm
ones’
place
0-less than 3 Kg
5-less than 5 Kg
more than 5 Kg
above the shoulder
Difficult to handle.
without moving
Easy to pick up
shoulder height
to the waist
90º-180º
5-9 steps
0-4 steps
15º-30º
15º-45º
30º-60º
0º-90º
45º-90º
0º-15º
0º-15º
0º-30º
0º-45º
10
Manual
labour 15 20
process
1 Supply 16
wrapping 2 1 1 1 1 3 1 3 3
and
material
2 Glue 1 1 3 1 2 2 3 2 1
16
wrapping
3 Attach 2 2 1 2 2 2 1 1 1
1
4
chafer
4 Attach 13
upper 2 2 1 1 2 2 1 1 1
chafer
5 Attach
side A 2 2 1 1 1 1 2 1 1 12
chafer
(right)
0 0
6 Attach
side A 2 1 2 1 1 1 1 1 1 1 1 2 1 1 1 1 112
chafer
(left) 2
3 3 3 3 3 3
7 Attach 13
side B 4
chafer 2 2 1 1 1 2 2 1 1
(right)
8 Attach 6 6 6 13
side B 2 2 1 1 1 2 2 1 1
chafer
(left) 8
9
9 Clean 1
4
surfaces/ 2 10 3 1 1 10 1 1 3 1 1 10
packing( 11
A)
10 Clean 15
surfaces/ 2 3 1 1 1 2 3 1 1
packing(
B)
Example of making work to
be done easily Before
Improvement
Point 1:
Set the back cover
by one-touch
device.
Improvement effect
Elimination of
unpleasant and
inefficient work
(production cost:$30)
Point 2:
The arm rotates by use
of a crank.
Strike zone in
regular operation
Strike
Stand point
on tip
toe
Squat
No walking !
No choosing !
No bending !
Height
Synchronized
carrier 1500mm
Long
moving
line
Temporary
placement
I m between
Horizontal walking
Nobody can do the body and
: 0 step at the line
assembly easily the line side
side No
in the assembly material on
line the floor at
the line
side
Increase of value added operation in assembly
Temporary
placement of
Squat Stand
parts
on tip
toe
Improvement of parts
shelves
Withdrawal is
possible from this
Smooth side.
Anything can be
fetched easily !
Strike zone in irregular operations
Strike
Stand
zone
on tip
toe
Stairs
Unnatural
posture
Checking at
eye height
Squat
Checking at the start
of work
Checking without missing any
item can be done and does
not take time since all the
items are placed in the strike
zone.
Eliminate
Eliminateoperations
operationswhich
whichrequire
requirebending.
bending.
Avoid
Avoidbody
bodytwisting
twistingas
asmuch
muchasaspossible.
possible.
Do
Donot
not carry
carryor
ormove
moveitems
itemsmanually
manuallywhich
whichweigh
weigh
more
morethan
than10Kg.
10Kg.
MURA (Irregular operation)
Approach
Step1: Investigation of the variation of the cycle time of each
operator/operations.
1
2
3
4
5
6
7
8
50 70 90 110
Step2: Reduce the variation of the cycle time of the operator who has the
biggest variation of the cycle time among all.
Step3: Investigation of the average cycle time of each
operator/operation
Step4: Improve the average cycle time of each
operator/operation up to the minimal average cycle time
of the best operator/operation.
Step5: Current operation – value added operation
non value added operation.
Step6: Reduce and/or eliminate non-value added operation.
Available time
•Rest/Meeting
Loading time
Losses out of the cycle
•Set-up
•Adjustment
Net operating time •Breakdown
•Start-up
•・・・・・・・・・・
Not value added activities
•Balance loss/waiting
•Checking
Effective time •Walking/Bending
•Short stops
•Material correction
•Writing/reading
•・・・・・・・・・・
Semi value added activities
•Feeding materials
Value added time •Handling jigs
•Picking
•Handling tools
•・・・・・・・・・・
Labor loss : flow of motion improvement
Observation of motions by
Set the target
video taping
Investigate the
Motion analysis
countermeasures
Revision of standards
Golden Zone
Machine
60º B
AA
A
400 Man
C
D
700
Evaluation criteria
All the items can be provided to the assembly point within the
AA field of vision and without changing the heights of the item
supply points.
Items are placed within the region of three times as big as the
A assembly unit. Items can be taken by stretching out elbows.
Both hands can be used.
Items can be taken by stretching out elbows although they go
B up beyond the shoulders’ height. Items are placed within the
region of six times as big as the assembly unit.
28 – 30 cm
28 -- 30 cm
Make a layout focusing mainly on human movement
Operation point
Working table
1. Allocate operation points on
Standard line
the working table
Point
Establish the interval step in the
most comfortable way. Man : 30 cm
Women : 28 cm
Zone of assembly
movement
4.Set the assembly positions at The height of parts
the same distance from the front
of the working table.
Assembly
Point position
Assembly position and operation
points should be within ca 5 cm
from the standard line. The front Standard line
of the
working
table
• Work should be done in the “golden zone”.
• Maintain appropriate body posture.
Keep materials and tools in specified places in front of and around you.
Lay them out to be picked up in the order that you routinely use them.
To grab long narrow wires Place parts on a sponge Nuts stored in a box-shaped
and rods easily. Set them for easier grabbing. hopper fall into the apron area
in a container such as in in the front where they can
the one shown in the figure. be retrieved.
Place all the parts going in
the same direction and
shake the container a little
so the next piece sticks out
for grabbing.
Positioning of a jig
Guide
Do not place
parts higher
than this one.
[Placement of a hammer] [Picking a washer] [Picking a screw]
Bolt, nut One-piece feeding Material : iron •Rotation of the • Gravity (water)-
(required quantity) motor driven clapper
• Magnetic power • Chute
• Gravity of the
workpiece
Snap ring One-piece feeding Flat and thin ring • Air pressure • Insertion guide
(The thicknesses
of the pushing
plate must be the
same as that of
the workpiece.)
Label One-piece feeding Thin and easily •Rotation of the • Label separating
piled up motor plate
(Difference of the
sticking power of
the tape and the
label when the
tape rotates.)
Felt washer One-piece feeding Thin, light and • Compressed air • Container
round • Gravity of the • Chute
workpiece (The
width of the
rotating shooter
must be the same
as the thickness
of the workpiece.)
Shim One-piece feeding Thin Magnetic power • Insertion guide of
(Utilization of the the workpiece
force of repulsion
between S pole
and N pole)
Round bar One-piece feeding Heavy • Vertical motion • Pushing out
of a plate by air plate
cylinder (The
thickness of the
pushing out plate
must be the same
as the cross
section area of
the workpiece.)
Steel ball One-piece feeding Small, flexible • Gravity • Insertion guide of
• Finger force balls
• The principle of
lever
O ring One-piece feeding Flexible •Compressed air • Container of
(Feed out by picking out O rings
stirring) • Chute
3
Photo cell
sensor
Label
separator
Rewinding
roller
Geared motor
I need
one
more pin
!
When 8 pins are taken, the rotating disk
will rotate.
Count
er
Programmable
controller
Guide
Parts
Cylinder rod
Wire
Lift bar
Lever
When the cylinder rod goes down, the wire When the cylinder rod goes up, wire
gets loosened and the lift bar goes down gets tightened and the lift bar goes up.
by the spring.
Air press cylinder Wire
Part
Lever
Lift bar
Control Hose
box
The proximity
switch will
detect whether
there are pins or
not.
Automatic bolt feeder
[Transfer mechanism]
Separation plate [Transfer mechanism]
Lift up bolts 2-3 Drop a bolt by the
Magnet pieces from the separation plate
hopper by magnetic and put it into the
force. rails.
Pick up lever
Push
Separation
Magnet (10 pieces on the
Chute of removable Chute plate chain)
type for different
diameters
Chain
Pick up
lever
Sprocket
Motor
Bolt hopper
PRODUCTIVITY DEPLOYMENT
DIRECT LABOUR MAP (FACTORY:12/2002)
Factory
Mixing Room
Semi finishing/Extrusion
Semi finishing/Street
Semi
finishing/Textile
Semi finishing/Bead
Building
Curing
Final inspection
(one operator operates many of the (one operator runs all the machine in a
same type of machines) cell. The machines are of different types.)
Step by step development of multi-skilled labor
7.3 What Knowledge is required of the average
operator?
1.
1. Key
Keypoints
pointsofof work
work
2.
2. Criteria
Criteriafor
forjudgment
judgment
3.
3. Check
Checkresults
resultsofof work
work
4.
4. Major
Majorequipment
equipment design
designdata
data
5.
5. Operating
Operatingprinciples
principlesofof the
theequipment
equipment
6.
6. Managing
Managingequipment
equipment based
basedon onthe
theoperating
operatingprinciples
principles
(key
(keypoints)
points)
7.
7. Main
Maincomponent
component partspartsfunction
functionand
andprecision
precisionto
tobe
be
maintained
maintained
8.
8. Method
Methodforformeasuring
measuringprecision
precision
7.3 What Knowledge is required of the average operator?
<continued>
9.
9. Parts
Partsreplacement
replacement and
andcheckup
checkupmethods
methods
10.
10. Adjustment
Adjustment methods
methods
11.
11. Control
Controlmethods
methodsand
andsystem
system
12.
12. Detection
Detectionand
andtreatment
treatment of
of abnormalities
abnormalities
★
★IfIf information
informationisisdisorganized
disorganizedand andtraining
trainingisisnot
not thorough,
thorough,
workers’
workers’lack
lackof of knowledge
knowledgewillwillresult
result in:
in:
・・Incorrect
Incorrect actions
actionsand andwork
work
・・Incorrect
Incorrect assumption
assumptionabout about causes
causesand andineffective
ineffective
corrective
corrective action
action
・・Aggravation
Aggravationof of existing
existingtroubles
troubles
8. Systematic Introduction of LCA
8.1 The Six Principles of LCA
8.2 Priority of LCA
8.3 The Concepts of LCA for Machining
8.4 The Concepts of LCA for Assembly
8.5 The Concepts of LCA for Transfer
8.6 The Method of Transportation
8.7 Line Feeding System
2. The operator should mainly be engaged in loading.
Processing
sequence
1 2 3 4 5 6 7 8 9 10
Parts
receiving
Parts
placing
Parts
fastening
Switching
on
Feeding
Stopping
Tool
returning
Unload-
ing the
parts
Result
confirm-
ation
Trans-
porta-
tion
Purpose
Quality ◎ ◎ ○ ◎
Delivery
volume ○ ◎ ○ ◎
Manpower
productivity ○ ○ ○ ◎ ○
Assembly
1 2 3 4 5 6 7 8 9
operation Assembly
Product Parts Parts Position- Tool Tool Unload- Result
sequence
receiving selecting taking ing fetching returning ing the confirm-
product ation
Purpose
Purpose ◎ ○ ◎ ◎
D /Volume ○ ○
Manpower
productivity ○ ◎ ○ ◎ ○ ○
Assembly
Store
Empty boxes
9. Controlling Abnormal Situations
and Achieving Stable Production
• Defectives
Notice
Machines should be installed in such a way
that layout change can be easily done.
9.3 Prerequisites for Competitive Manufacturing
1. No missing parts
standardized store
use of kanbans
check list of missing parts
due date control table
introduction of concept of “just in day” production
2. No repairs, defects and mis-manufacturing
establishment of a committee for eliminating defectives
clarification of standard numbers of parts, products and inventory,
etc.
sequential inspection, self check
utilization of proper jigs
fool proof devices
3. Short set up
reduction techniques
training
4. No machine breakdown
every day's routine check by operators
Total productive maintenance
5. Standardization
easily performed standard operation in such a way that
everybody can do it.
6. Synchronization
[Synchronization means zero waiting time and it must be aimed at as
a target.
It is most efficient when parts are directly fed to the next machining
after the completion of casting, and at the completion of machining,
they are connected to the assembly line.
“All the process must be synchronized.”]
fair job assignment to workers
establishment of proper standard
team work
7. Multi functional workers
destroy sectionalism
education and training
8. Avoid abnormal absenteeism
proper share of the company profit
inform the foreman of absence in advance
introduction of relief man
10.The Principles of Effective Operation
Marginal profit(P)
2. 100=Marginal profit rate(ρ).
Operating revenue(S)
**salaries, bonuses, welfare cost, reserved fund for retiring people, etc.
For manufacturing industries:
40% ideal
48% normal
50% caution
65% limit
5. Equipped level/person(E)
Property, plant and equipment(P)
=Equipped level/person(E)
number of personnel(N)
6. Inventory level(I)
Inventory level in terms of
=Inventory level in terms of weeks(i)
Weekly sales(S/52)
money(I)
Step77
Step
Step66 Standard
Step work
sequence
Standardi-
Step55
Step zation
Product
Step33
Step characteristics
education
Step22 Tentative
Step standard
Step11 Tidying up
Step process
Fig. 1 : Work Place Organization
Initial
cleaning
Work Place Organization in Assembly Department
Focus : Labor
Target : Quality and productivity
stages by either
- self-inspection
- next-stage inspection
- use of a quality check man or
- the introduction of fool proof devices
• Review improvements and confirm these
results.
• Install some measures for preventing scratches
Work Place Organization in Assembly Department
Focus : Labor
Target : Quality and productivity
4-0. Product Learn about structure and • Identify the worst five quality
characteristics function of product to problems occurring in process
education attain quality assurance allocated, and learn about quality
in assembly work. by solving relevant problems.
4-1. Overall tool Conduct overall • Obtain optimal tools, jigs,
inspection inspection in terms of measuring, apparatus and mistake
4-2. Overall jig hand tools, jigs, proofs to assure quality results.
inspection measuring apparatus and • Obtain easy-to-use tools and jigs
mistake proofs to assure along with easy-to-work, safe
4-3. Overall
quality results. processes so as to attain accuracy
measuring
apparatus and durability in manual work.
inspection
4-4. Overall mistake
proof inspection
Work Place Organization in Assembly Department
Focus : Labor
Target : Quality and productivity