Advanced Topics for

Industrial Engineers
Following Taiichi Ohno’s footsteps

HUST – Hanoi University of Science and Technology

Lecture #5
Advanced Steps
 Advanced Topics
• Design for Manufacturing/Design for Assembly
• Biggest cost of manufacture defined here
• Automation Guidelines
• Toyota’s suggested sequence
• Autonomation
• Giving the automation brains and a heart
• Setup Reduction – Changeovers – SMED
• Enabling the reduction of lot sizes
 Impact of Design on
Cost of ftanufacture
Importance
of Design

What you can do

after the design
is limited.
 DFMA
• DFMA stands for Design for Manufacture and Assembly. DFMA is the
combination of two methodologies;
• Design for Manufacture, which means the design for ease of manufacture of
the parts that will form a product, and
• Design for Assembly, which means the design of the product for ease of
assembly.
• DFMA is used the basis for concurrent engineering studies to provide
guidance to the design team in simplifying the product structure, to
reduce manufacturing and assembly costs, and to quantify
improvements. The practice of applying DFMA is to identify, quantify
and eliminate waste or inefficiency in a product design.
• DFMA is a component of Lean Manufacturing DFMA is also used as a
benchmarking tool to study competitors’ products, and as a should cost tool
to assist in supplier negotiations
 Design for Manufacture and Assembly
Prototypes are for testing functionality of idea…
About 70% of costs are defined during the design stage, limiting how
much can be saved during manufacture and assembly
A functional prototype may not be scalable into production...
what works for a few pieces may be difficult when you start
producing thousands.
It is critical that we find manufacturing and assembly issues
early. The design choices affect whether a step can be
automated, like assembling from both sides, or having to rotate
or turn over the assembly multiple times.

Best reference source – Boothroyd & Dewhurst

 Step 5 - Create Work Standard
Job Instruction is a critical skill every engineer needs to master.

Job Instruction looks like a training tool, something you teach people how to do a
job. For an engineer, the critical skill development is the structured observation
required to create an effective job breakdown sheet. It is a foundation for good
problem solving and developing design improvements.
The Job Breakdown Sheet (JBS) is the very first step in creating a ‘one best way’
from the variety of ways people now do the job. It is the starting point for building
standards for how work is done.

“Without a standard, there can be no improvement.”

標準のないところに改善はない
- Taiichi Ohno
 Design for Manufacture and Assembly

The Key Points should be challenged (5W1H + ECRS).

Manufacturing will consider materials, ease of
manufacture (number of steps) and number of
parts required (simplification).
Assembly will evaluate ease of assembly
(complexity – number of parts, special
requirements), productivity and quality risks.
 Step 8 - Idea Development

Make sure you develop multiple ideas, at least three different possible
solutions; ECRS (Eliminate, Combine, Rearrange, Simplify) is a
suggested improvement sequence.
Will the suggested solution help flow?
Will it make the job easier or safer?
The first round of ideas are really guesses, even if you are an expert.

Resolving barriers discovered during the Job Breakdown

with multiple possible solutions
More than one way to do things

Challenge yourself to find at least 5 different ways to solve the problem

11
 Development Experiments

The first experiment. Second experiment, flow Third experiment yields a

was a bit smoother, but did better layout.
not satisfy them.

The ftcDonald brothers experiment to develop

their system before building any equipment.
13
 Automation Guidelines
Before trying to automate a process, master the process manually.
By doing this you can learn all of the key points at each step that must
happen properly to get the desired outcomes.
You will understand the variances that the automation will encounter
and need to overcome to function as desired.
In this stage you often uncover upstream issues that need to be
resolved (quality and even design weaknesses).

Define WHY the automation will be useful.

 Automation Guidelines
Are you resolving a safety issue?
Are you resolving an ergonomic issue?
Will this reduce or balance labor requirements?
Will this reduce number of people required?
will it reduce the cost to produce?
 Machine Paced Line
Cycle time for each activity is a defined pace.

New production line with minimal workplace design – opportunity for an enterprising industrial engineer
 Automation does not work as designed

Even with a person

manually starting the
ring on the base, this
did not work well
enough for production;
getting redesigned. Base and ring example
 Automation mis-calculation
Orientation of base is
This is the second
different on each side
design experiment

Now takes two people to

load base and LED circuit,
was a single person. Original design too
difficult to use
Difficult to load
Must orient
Must count pieces
 Automation Guidelines
• Step 1: Manual operation to power drive -
exchanging human labor for mechanical
power.
 Automation Guidelines
• Step 2: Manual feed to power feed -
this is more applicable to lathes and
milling machines, but is also seen in
the stamping presses.
 Automation Guidelines
• Step 3: Automatic stop and return to start -
this is where you have the machine do a
single cycle and return to its starting point to
get ready for the next part.
• The machine completes the work function, then
returns to a resting place waiting for the next
part.
 Automation Guidelines
• Step 4: Automatic unloading - ejecting or removing a part once the
cycle is complete is the easiest automation to add to stock machines.
 Automation Guidelines
• Step 5: Automatic loading - this is the first higher level of
complexity... requiring the orienting of the part to be fed to the
machine and the proper placement into the jig, fixture, chuck, or
other part holding device with enough precision to have a process
that is capable of meeting production demands (speed) as well
quality.
 Automation Guidelines
• Step 6: Automatic problem detection - there are actually two levels
to this; detection after a defect is produced and detecting conditions
that have a high probability of creating defects. There is an unwritten
expectation that the machine will be stopped if defective parts or
conditions exist. This is the step designed to eliminate babysitting of
the machine. (This step is part of the Jidoka or Autonomation pillar of
the Toyota House.)
 Automation Guidelines
• Step 7: Automatic transportation - this should be the final step;
connecting series of automated machines together where the
production sequence is completed through multiple machines
without human intervention. There is a tendency to connect series of
machines before they have the capability to detect their own
problems or produce at a high level of process capability.
 Autonomation
"Adding a brain and a heart to automation."

• If you already have a machine to do the work, but must have an

operator to watch to make sure it works properly and does not break
(itself or the work).
• First step in autonomation is to add safety function that can detect the same
failures that an operator would and stop the machine.
• Second step would be to understand why and how each breakage occurs,
then identify nonstandard factors that lead to breakage and develop sensors
to stop machine before it happens, or remove the contributing material so
the machine can continue. This is embedding the brains into the machine..
• Third step is giving it a heart, or sensing capability, this becomes a dynamic
100% inspection process of the work (shortest feedback loop will be
measuring as the work is in process).
 Baby Sitting the Machine

Poorly functioning automation does not save labor.

This operator must rework from 5%, to as many as 60% of the parts in a short series of operations.
When problems in the machine design like this are not solved, the same problems show up in the
next series of equipment. It is critical to learn from the problems so they are not multiplied. 28
Thinking and Sensing?

Creating defects and bypassing safety sensors

 Setup Reduction – Changeover - SMED
• Why is the setup reduction useful or necessary in manufacturing?
• Quick setups or changeovers mean the process has been simplified and made
easier. This means less resistance to changing the production schedules.
• If changeovers are simple and quick, and the process is reliable, there is less
need to build buffer stocks. No need to create intermediate warehouses.
• No storage means no need for shelves, storage containers, people to load and
unload the warehouse, equipment to move the materials around the
warehouse, etc. Warehousing costs money, yet creates no value.
• Long setup times are calculated into the cost of production per piece
• Longer times meant you wanted to divide the costs over larger batches.
• Economic Order Quantity (EOQ) – incorrectly applied to setups that vary,
formula better used for purchasing outside materials.
Kanban = Virtual Conveyor
Kanban needed for Just-in-Time (JIT)
Quick changeovers needed for JIT Flow where you can,
Pull where you can’t.
- Taiichi Ohno

LED chip
SftT
Assembly Packing
Line Line
Customer
Aging
Circuit Board Line
Line

LED Light Production The Kanban is the ‘pull’

Process Grouping - Batch Production system that you implement
where you can’t create flow

(This is the simplest product flow model)

31
 Changeovers – Setup Reduction - SMED
All production lines have changeover requirements.
The process to reduce setup times and improve
responsiveness or flexibility are the same.

ftost training materials are focused on

improving setups for heavy equipment
like presses.
Changing over 5 machines – 47 minutes before Changing over 20 stations – 45 minutes before,
11 minutes after improvements 32
5 minutes per section after improvements (3 sections)
 SMED
SMED = Single Minute Exchange of Dies
Danley ‘Quick
Single Minute Change’ press
meant less at Toyota
than 10
minutes.

Typical change over time

was measured in hours
 2 second pit stop

20 crew
2 seconds

1950
4 crew
67 seconds

https://www.youtube.com/watch?v=edXVQcBSD6o
Setup Reduction at Home
 Reducing time to change over
• First – list all details
• Sort into Inside or Outside details
• Inside = machine must be stopped to do this detail
• Outside = detail can be done while machine is running
• Move all outside functions into the Get Ready or Preparation stage
• What inside details can be converted to outside details?
• Simplify adjustments by making tooling locations, heights, settings
common where possible
• Reduce the number of tools required
 Listing steps – Inside/outside

List steps

Sort steps
 Example

External Setup activities:

Getting new tooling
Returning the old tooling
Finding tools for the setup
Finding correct paperwork
Getting raw materials
Examples of Internal Setup activities
Removal of guarding from equipment
Removal of the old tool
Placing the new tool
Connecting services such as air to new tool
Clearing hoppers / material feeders
Standardize
 Setup Reduction – Step 1
Get ready - the preparatory stages where the materials and people are
staged before the changeover process.
Create a standard set of instructions for this step.
Define the materials needed to start the process.
Queue the materials and tools in a defined location.
You don’t want anyone searching for tools or materials during the
changeover.
 Setup Reduction – Step 2
Changeover - the actual process of converting from one product to the
next.
Create a standard set of instructions to follow – JBS.
Setup reduction has a sequence for improving (reducing) the time,
people, tools and materials needed for the changeover process. This
can be applied to changing over a single machine, changing a tool to
even converting a whole production line.
List all details of the change over, then sort into inside (machine or process must stop for this
detail) or outside (can be done while production is running).
Move the outside details to the get ready stage.
Convert as many inside details to outside and move to the get ready step.
Simplify inside steps - work to eliminate adjustments, reduce tool count, reduce tool need, etc.
 Setup Reduction – Step 3
Run the job - Use the job instruction or standard work instruction for
this stage.
Start the next step after you have verified that the job is running
correctly.
 Setup Reduction – Step 4
Put away - once the job is over, tools are returned to their home
location.
All are inspected to see if repairs are needed.
They must be in proper working order before you place them in storage
(you don’t want to discover this when you are trying to run the parts).
If the tools are larger, the storage addresses are on the tools.
Define a standard inspection process for tooling.
Define a standard for returning any unused materials to a defined location.
This can be a warehouse, or shelf location. Be sure to include process to
record quantity for proper inventory tracking.
 Continuous Reloading

Chip feed
manual
splicing
2 table laser
cutting
Load/unload
on second
table
Bulk bin
feeding
auto feeder
Batch Reloading
You may develop a way to reload
without stopping production

Printing press paper splicing technique

Mixed Model Production
Limited to Zero Setup Allowed
 Setup in Production

There are some processes where the setup times exceed the job run times.
Reducing the setup time is critical to productivity.
 Effect of lost time on Production
10 minutes of lost time each day for a year is equal to one week of production

System Capacity = Work + Waste

Track time lost daily: start with 1 minute increments

Identify reason, machine, station, etc. where the problem occurs.
Rank issues: Pareto (largest to smallest)
Use 5-Whys + FOG to discover root cause
Develop countermeasures to eliminate or reduce effect.
OEE (Overall Equipment Effectiveness)
Availability Quality Performance
Number of Minutes Operating Number of Good Pieces Number Produced
OEE = X X
Number of Minutes Scheduled Total Number of Pieces Maximum Possible

% % % 54
 Industrial Engineering,
the design of space and time.

Time for Questions

 Review of 12 Steps for
Building a Production System
 Overview – Steps 1 - 4
• Step 1 - List Activities in the Flow Sequence
• Multiple levels of mapping
• List unnecessary activities
• List problems (defects, barriers, constraints, etc.)
• List velocity
• List work in process
• List proximity to adjacent activities
• Step 2 - Weighing Options to Make a Decision Lecture #2
• Where to start – what to start on?
• Option 1: System Constraint
• Option 2: Productivity Issue (quality too)
• Option 3: Reverse Sequence
• Option 4: “Low Hanging Fruit”
• Step 3 - Understand Root Cause of Problem
• 5-Whys +FOG
• Step 4 - Weighing the Facts and Deciding the Next Step
• Three questions
• People or process issue? (or both)
Step 1 - List Activities in the Flow Sequence

ftapping at the process level

Step 2 - Weighing Options to Make a Decision
Can I start changing things now?
Option 1: System Constraint
Option 2: Productivity Issue (quality too)
Option 3: Reverse Sequence
Option 4: “Low Hanging Fruit”

Choose a problem to solve based on the current facts.

Solving a problem that will make a difference in the system performance.
Solving a problem that will make the work easier and safer for the operator.
Create a standard to improve quality and productivity.
Step 3 - Understand Root Cause of Problem
• For problems that have been around a while, the solution
not usually obvious.
• This is because the problem description is a symptom, not a
root cause.
• 5-Whys is a process for peeling back the layers to uncover
the root cause of the problem.
Step 4 - Weighing the Facts and
Deciding the Next Step
Is it People or Process?
 Overview – Steps 5 & 6
• Step 5 - Create Work Standard
• Select task to create a job breakdown for
• Team of three – (two subject matter experts)
• Validate job breakdown
• Step 6 - Train People and Observe Results Lecture #3
• Make your training schedule
• Get ready
• Arrange the work area
• Prepare the learner
• Present the operation
• Try out performance
• Follow up
 Step 5 - Create Work Standard
Job Instruction is a critical skill every engineer needs to master.

“Without a standard, there can be no improvement.”

標準のないところに改善はない
- Taiichi Ohno
Getting to Standard Work
 Step 6 - Train People and Observe Results
Do you have a process?
(a Job Breakdown Sheet)

Three
Questions Do you follow
the process?
Test for the need
of Job Instruction

Is the process capable?

Teaching the “One Best Way”

 Step 7 - Improve the Standard
ftaking an improvement requires you to be not satisfied with the current process results.

Disrupt the Status Quo

“Preparation, Setup, Process, Put Away” and other external factors

 Step 8 - Idea Development

The challenge process should trigger all sorts of ideas.

Make sure you develop multiple ideas, at least three different possible
solutions; ECRS (Eliminate, Combine, Rearrange, Simplify) is a
suggested improvement sequence.
Will the suggested solution help flow?
Will it make the job easier or safer?
The first round of ideas are really guesses, even if you are an expert.
Step 9 - Weighing Possible Solutions
to Make a Decision

You may go through many iterations of challenge, idea development, experiments, evaluation… more ideas
Running tests without interfering with production…
 Step 10 - Design Experiments
Don’t rush out to implement the idea without validating whether it
works like you thought it would.
When you design an experiment to validate an idea, it includes the
expected outcome.
You must be able to state, “If we do ‘X’, then we expect ‘Y’ to
happen.”
Unexpected results give you the opportunity to learn.

How many tests, how long, what support is needed, etc.

 Development Experiments

The first experiment. Second experiment, flow Third experiment yielded a

was a bit smoother, but did better layout.
not satisfy them.

The ftcDonald brothers experiment to develop

their system before building any equipment.
 Step 11 - Evaluate
Did the experiment meet your objectives?
If yes, develop a new standard (Step 5), train everyone to the
new standard (Step 6), then implement the improvement.
If not, what did you learn?
Do you need to return to Step 8 – Idea Development?
Or return to Step 7 – Challenge?
Or even return to Step 3 (root cause - 5-Whys), then
challenge process again.
 Step 12 - Choose the Next Problem

“Grow people to build

adaptive production systems
that create value.”

Return to Step 1 and review your list of issues to be resolved.

(ftake sure you keep it updated.)