Outline IE Training course

Nissan Motor Egypt Production Control department Industrial Engineering section

Outline IE Training course

Objectives
To understand the IE role, IE method & Operation control To be able to make Kaizen

Time
Once per week (From 10 Am to 12 PM) (3rd, 10th, 17th & 24th of February09 3rd, & 10th of March)

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

Where
Nissan Motor Egypt (Meeting room C2)

Schedule
Subject IE introduction GK Operation control IE method QC seven tools Kaizen
17th of February

Schedules
3rd of February

Trainer

10th of February

Plant tour IE Role. Mr. Mohamed Hafez NPW & Douki-Seisan Shop floor management definition & philosophy Supervisor role Mr. Medhat Abdel Satar Emergency cases & fire fighting Introduction to Operation control Mr. Mohamed Hafez How to control the operation Process analysis, Work sampling Route analysis, Motion analysis, Time study Process management Seven tools Kaizen activity Logistics Kaizen
Mr. Mohamed Hafez

24th of February

3rd of March

Mr. Zakaria Shazly

10th of March

Mr. Mohamed Hafez

Execution of Kaizen @ your own plant

Application To IE Training course:

For the qualification, refer to To Whom in Page 2

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]

Application To IE Training course:

Self Information
Name Company Department, Section Title # of Years with IE Phone # E-mail

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

Emad Kamal Ahmed Abdel ghafar Marwa Ahmed

Mobica

Quality Assurance

Engineer

0107205852 [email protected] 0107205852 [email protected]

Technical Dr. Greish Quality Assurance Production El Gammal Production Production Autocool Production Technical Aliaa

Ehab El Behairy Ibrahim Ibrahim Tawfeek Mohammed El-sayed El-miligy Mostafa Marwan Mohamed Mostafa Mohiy Salah Ahmed Hanafy Gamal Gad Fares Mohamed Hussein Moustafa
Industrial Control

Engineer Engineer Engineer

Production & Maintenance Engineer Quality Assurance Production Production Process Process Process Engineering Idaco Process Quality Control Fimco Process Clarion Production Coordinator Manager Engineer Engineer Engineer Engineer Manager Engineer Engineer Engineer Engineer Manager 1 10

Said Mohamed Magdy Mohamed Sameh Zeinhom Mohamed Sherief Mohamed Ramadan Amr Ayad Mohamed Younes Ahmed Sayed Refaat Metwally Amir George

Chemist

31

Engineer Section Head Manager

015410849 [email protected] 015410850 [email protected]

[email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

0101620152 [email protected]
[email protected]

[email protected] [email protected] [email protected]

0103426820 [email protected]

0121170891 Amr [email protected] 0127223280 [email protected]

[email protected] [email protected]

Industrial Engineering Introduction

Introduction to IE

Productivity
Target for any company is to increase

PROFIT

Increase

PRDUCTIVITY
Productivity =
Output Input

Productivity
Input

4M

Output

Man

Material

Machine

Method

Product

Input

Output

Man Machine Material

Reduce Headcount

Method
Control Operation Improve process

Profit

Productivity = Output Input

Operation Control

Preface

What is Operation Control? Technique & Tool Used by Production Dept. To realize how things should be produced Searches for the best way and improves it

Operation Control

Productivity
How to control Operation?

Standard Operations (Process with accordance) Target time Management PDCA Cycle

Productivity = Output Input

How to pursue practical operation control

Operation Control

Productivity
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 Operations Work procedures Work volume (target time) Standard stock of parts Key points

Productivity = Output Input

Preface Ideal way to utilize operation control

Ideal way to produce
Synchronized production (Douki Seisan)

* To ensure required quality by subsequent work processes for all the quantities of products * To produce products demanded, in the quantity demanded, and when demanded, by subsequent processes * To conduct efficient production by employing minimum resources-people, materials and facilities * To take good care of people

TQM JIT SQC TPM

GK(Genba Kanri)
Production control/SCM SCM

Manufacturing
Engineering

Operation Control

Practice operation control with NPW

Principles to be attained through operation control
Principle: group1 Principle: group2

Q: Not to make products w/ defects C: Hire minimum personnel

for production

thoroughly conform to standard operations minimize design standard time minimize process time minimize DSTR minimize personnel assigned for production events additionally observe the production tact promote smaller-lot production minimize stock stored in each station minimize stock existing between station

T: Produce in accordance with

plans minimize stock

M: Provide work environment which

enables safe and easy operations

eliminate heavy work operations

Operation Control

Practice operation control by NPW

(1)How not to make products with defects
Nissan Production Way stipulates that one of the ideal situations is to ensure the quality required by subsequent work processes for all of the products. In order to attain this goal, it is necessary not to make or pass the goods w/ defects. In Operation Control The ideal of not making inferior goods will be pursued by thoroughly implementation of the standard operations.

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 Operations Work procedures Work volume (target time) Standard stock of parts Operation Control Key points

Practice operation control by NPW

(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 production events additionally

Operation Control

Practice operation control by NPW

(3) Practice Carry out production in accordance with plans & minimize stock
Produce products changeable according to customers various needs Production of many varieties, small quantity& randomness
Meet the demands of customers (wanting to have the product as soon as possible)

Quick delivery

How can we offer ordered products of many varieties in a small quantity to customers? Production lead time
Operation Control

Practice operation control by NPW

(3) Practice Carry out production in accordance with plans & minimize stock
Practice Minimize stock
Disclose a hidden surplus by reducing stocks

Stock control

Stock reduction
Equipment break down
Quality problems

Stock improvement

setting

Condition to produce profit

Practice operation control by NPW

(4) To realize Working Conditions to work safely without 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 job Job 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

How to pursue practical operation control

Realize autonomous operation control

Step7: Identify roles in each dept. Step6: Establishment of required staff Step5: Step4: Step3: Step2: Step1: Skill Improvement Practice PDCA Cycle Job Allocation Set Target Time Verification of Standard Operation Foundation building Activities for set up

Operation Control

How to pursue practical operation control

Operation Control

Productivity
Ideal process
Environment where operators of main line can concentrate on their main operation

Ideal process
Separate subordinate operations such as selection, replace of parts from main line operations

No Walking No Choosing No Bending

Productivity = Output 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 parts Supply small parts in their original container

Elimination Non-cyclic subordinates operations

Productivity = Output Input

Industrial Engineering Introduction

IE Role

IE Role

IE Role
1. The planning of productivity improvement 2. Man power calculation 3. Execution of production 4. Review results and execute countermeasure 5. IE monthly schedule 6. Annual review of productivity 7. New model 8. Training

Cycle of PDCA
IE Role

IE Role
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
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
4. Monthly review
Daily review
Machine breakdown Part short Body skip

Monthly review
Direct labor productivity Cost reduction

IE Role

IE Role
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 kaizen

IE Role

IE Role

Cycle of PDCA
Plan Man power planning Do Execution of production Check Daily & Monthly
problems and countermeasure
T A C

Decide on changes needed to improve the process. Assess the measurements and report the results to decision makers.

Design or revise business process components to improve results. Implement the plan and measure its performance.

PL AN

Action Daily &

Monthly Kaizen

IE Role

D O

H C EC K

Industrial Engineering Introduction

Nissan Production Way

Nissan Production Way

Nissan Production Way Features of Nissan Production Way: Two Never Ending Never ending synchronize (Douki) our manufacturing with customer needs Never ending quest to identify problems and put in place solutions Nissan Production Way

Nissan Production Way

[Product development - production]
Trial Trial Trial Trial Trial Trial
Delivery to Delivery to customer customer MS No.4

Order

[Order- Production- Transport- Delivery]

Vehicle production Trans port
PDI

Stamping

Local transport

Dealer

Unit
Supplier

Option

Douki with customer in delivery time Reduction

[Product development - production] Trial Trial

Delivery to Delivery to customer customer

Order [Order- Production- Transport- Delivery]

Nissan Production Way

Nissan Production Way

Origin of everything is customer. Customer Customer Overall optimum
Dealer Dealer

Information flow Material flow

Douki-seisan

Sequence/time fixed schedule

Option Option parts parts
Trans Trans port port
Delivery Delivery prep center prep center

Supplier Engine
Vehicle Vehicle production production

Nissan Production Way

Trans Trans port port

Nissan Production Way NPW evaluation indicator QTC + SPEED QTC +

Quality Time Cost

Inventory Lead-time Keep sequence Keep schedule time

Nissan Production Way

Nissan Production Way Features of Nissan Production Way: Two Never Ending Never ending synchronize (Douki) our manufacturing with customer needs Never ending quest to identify problems and put in place solutions Nissan Production Way

Nissan Production Way

Identifying problems and carrying out reforms by reducing inventory and lead-time and by keeping scheduled time and sequence

Lead-time reduction Inventory reduction Keeping time/sequence Identifying problems

Problem
(defects) (breakdown) (speed & accuracy of information) (bottleneck of job)

(set-up Inspection)

Nissan Production Way

Nissan Production Way Feature of W Two never ending

Never ending synchronize (Douki) our manufacturing with customer needs Douki of Quality Keep quality customer request Douki of Cost Reduce waste customer will not pay

Douki of Time Deliver product at the time customer request. Shorten the prod. lead time and be close with customer Never ending quest to identify problems and put in place solutions Situation what we aim Nissan Production Way Nissan Production Way for(BM) Innovation
Strategy

Nissan Production Way

Structure of Production System
Transportation system (Production control) Processing system (Engineering) Operation procedure system (Genba kanri) Control system for manufacturing factors (input) Control system for Nissan Production Way function (output)

Douki-Seisan System Production System

Control System

Nissan Production Way

Scope of Production System
Function (Output) Sale increase Cost reduction Asset Quality(Q) Product Cost(C) Delivery(T) Employee Safety HR development Community
Pollution control Management system Transportation system Production Control Processing system Engineering Operation procedure system Genba Kanri

System (Change)

Mfg factor (Input)

Profit

Plant Management (Manufacturing)

Douki-seisan system

Man Material

Machine Method

Nissan Production Way

Nissan Production Way

3 pillars supporting Douki-Seisan System Production is repeat of transportation and processing

Transportation Transportation Processing Processing Processing System (Engineering) Machining that produce added value Temporary stagnancy connecting machining processes Transport connecting machining processes and stagnancies. Transportation System (production control)

Operation Procedure System (Genba Kanri)

Nissan Production Way

Nissan Production Way

Activity scope of NPW
Ctegory5 Ctegory5 Category4 Category4 Category3 Category3 Category2 Category2
Order

Douki with customer Shorten LT from Order Delivery Douki with customer Shorten LT from Order Delivery Douki with vehicle transportation Douki with vehicle transportation Douki with Supplier Douki with Supplier
Delivery Delivery

Douki between Vehicle and in house parts P/T Douki between Vehicle and in house parts P/T Keep and Improve SSAR,STAR Keep and Improve SSAR,STAR
Paint Trim
Trans port

Category1 Category1
Body

PDI

Tra nsp ort

Dealer

Stamping Materia Machining l

Unit assy

Supplier

Nissan Production Way Nissan Production Way Supplier

Nissan Production Way

Level of Douki-Seisan System
<Current> Parts stock 1st process Production direction Parts order WIP stock Middle Production direction WIP stock Final process Production direction Delivery direction < Level I > Parts stock 1st process Production direction Parts order < Level II> Parts stock 1st process Production direction Parts order WIP stock Middle Delivery direction Final process Shipping WIP stock Middle Production direction WIP stock Final process Delivery direction Shipping Product stock

Delivery direction

Shipping

< Level III > Parts stock 1st process Delivery direction Parts order Shipping Middle Final process

Nissan Production Way

MUDA

1.Recognize Muda
Kaizen 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.

7 Muda
1) Muda of over production. 2) Muda of Inventory. 3) Muda of Transportation. 4) Muda in making defectve units 5) Muda in waiting time 6) Muda in motion. 7) Muda in process it self
Operation Control

MUDA

1.Muda of over production

If operation goes fast, it causes Muda of over production. Muda cause Muda

Excess production
Increase excess inventory Idle cant be found

Muda in arrange in inventory should occurs

Excess operator cant be found

Operation Control

MUDA

2.Muda of inventory
If inventory is huge, it hides another loss. If inventory decreased, other loss appear. Inventory loss hides other losses
Stock control
Disclose a hidden surplus by reducing stocks

Stock reduction
Equipment break down
Quality problems

Stock improvement

setting

Condition to produce profit

Operation Control

MUDA

3.Muda of Transportation
It caused by transportation distance, tentative parts reserve, reloading and bad method. Muda will be improved by unifying processes or changing layout

4.Muda in making defects

It 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 by source countermeasure Operation Control

MUDA

5.Muda in Waiting time

It 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

6.Muda in Motion
Muda in motion can be detected after observation with the 4 rules (Principles) of Motion Economy: Reduce No. of Motions Motions in the same time Shorten the distance of the Motion Ease Motion Operation Control

MUDA

7.Muda in Process itself

Process itself can include Muda. Muda will be improved by integrating or replacing processes

Operation Control

Approach to the better working methods

Question: What is improvement?

Taking actions quickly

Approach to the better working method

Improving methods & purposes
Improvement Approach Improvement of process Improvement of methods

Purposes
Analyze flow of goods, divided into processing, transportation, inspection and delay, and improve by finding waste in work process in itself Shorten operation time by improving individual technicians operation and motions.

Improvement of operation

Improvement of motion

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

Operation Control

Approach to the better working methods

Improvement in process
Symbols used for process analysis Process in which materials or parts are turned physically (in machine 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

Processing

Inspection

Transportation

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

Delay

Approach to the better working methods

Improvement in process
Viewpoints for process improvement

E C R S

Eliminate Combine Replace Simplify

Approach to the better working methods

Improvement in process
Analysis of process
&
1

Riser cutting nec. Designs (40%)

workset

work set

Finish up by a lot (800)

06 PNS

800

Inspect all, one by one Palletize after inspection SNP=60

To shipment place by forklift

3.oN

Press

%06

Riser cutting unnec. designs (60%)

Bench grinder

Visual inspection

Shipment dumping area

glossary 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 be harmonized with actual stock.

C /M

0061

06 PNS

008

008

7 vehicle designs (9500) Store by designs (unit: lot)

To a cutting machine by forklift 800 Finishing preparation based Cut by a lot unit (800) on a shelving plan

Palletized SNP=60

To a dumping area by forklift

Temp. dumping area

Riser cutting

Visual inspection

PNS

C /M

V /C

%04

C /M

5 vehicle designs:7000 Store by vehicle design (unit: lot)

To shot-blasting M/C by forklift Start transporting in order of objects finished cooling by a unit of lot

Load belt conveyor before Shot-blasting M/C

Shot-blast them by a unit of a lot

C /M

Casting surface dumping area (cooling)

Shot-blasting M/C

Visual inspection palletize To the next row change

0059

0007

008

008

Inspect all, one by one Palletize after inspection No SNP (eye measure) Temp. dumping area

To a dumping area by forklift

2 designs:1600 By designs (Unit:lot)

To broach machine by forklift Produce based on a shelving plan

To the next row

Approach to the better working methods

Improvement in process Route flow B
Process Information Casting finishing line *Order in which the objects are finished cooling *Unit: lot

Production instruction information

Casting surface dumping area Material

0007

Shot blasting

Visual inspection forklift

Temp. dumping area (To the bottom row)

0059

Process

Riser cutting nec.

2 designs

Riser cutting unnecessary

008

(Lot:800)

(Unit: Lot)

(Lot:800)

06 PNS

06 PNS

Unit: lot

By vehicle design

V /C

008

V /C

Material

forklift Belt conveyor

forklift

forklift

Belt conveyor

Unit: lot

G /B

M /XE

0061

J75,3F0,0C5,G58

3 %06 4 %04

Information

Picking plan Current stock Riser cutting nec.40%:4 designs Riser cutting unnec.60%:3designs Shelving plan

cutting Visual inspection palletize

Temp. dumping area

EX/M press

By vehicle design (Unit:lot) 5 designs

V /C

V /C

V /C

Flow Flow

forklift

Belt conveyor

Belt conveyor

roller conveyor

By vehicle design (Unit: lot) 7 designs

Material flow

Bench grinder Visual inspection palletize

Shipment area

forklift

Approach to the better working methods

Improvement in motion Difference in working time
Handling of tools How to apply pressure, in what direction At what portion of tool to grip How to hold a tool Difference in motions (to do or not to do, or how many time to do) What part of body to use How to apply pressure, in what direction Handling of parts At what portion of tool to grip How to hold a tool What part of body to use

Difference in working time

Difference in Working method

Difference in skills

Stability
Difference in Combination of motions Working rhythm procedures

routes

Difference in working time=Difference in skills=difference in motions =Unnecessary motions=Wasteful motions

Approach to the better working methods

Improvement in motion
Elemental operation & Elemental motion
Elemental 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.
<Ex.>Installation of rear combination lamp

Process

Elemental operation
Carry rear combination lamp

Elemental motion
Walk to production line side Bend body Reach for rear combination lamp Grasp rear combination lamp Shift it ro the other hand Turn around body Walk to assembly line

Set rear combination lamp to car body

Installation of Rear combination lamp

Take up impact wrench

Take up nut

Use impact wrench to tighten nut

Approach to the better working methods

Improvement in motion
How to proceed the improvement motion Steps to proceed the improvement in motion
1. 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 by the 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

Approach to the better working methods

Improvement in motion

Evolution of improvement in motion

A/V analysis

Approach to the better working methods

2. What is added value analysis?
Define none-added, low-added, and added values in key operations and motions in order to synchronize costs and identify wastes caused by using a check list. With these improvments, completely eliminate motions with no or low-added values and prepare conditions for what we want to achieve.

<Definitions> (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 bare essentials and preferred to be eliminated by improvments DST --- Passing/tentatively placing/re-picking parts, gun in and out (3) No added value: Operations and motions that produce no added values and must be eliminated. Non-DST --- Squatting, bending, overstretching, slapping

Approach to the better working methods

How to proceed the activity
Changing View Concept of Douki shared by all staff Changing View Concept of Douki shared by all staff
Douki of cost...Elimination of waste(muda) for which we cant get paid from customers Identify new issues and make reforms in terms of addedvalues
Completely eliminate low & no value added operations

No

1 2 3

Value Added NVA Low V-added LVA

Prioritization

V-added

V-added

Breakthrough

Approach to the better working methods

Improvement in routes Evolution of improvement in routes The best layout and/or working procedure needs to be determined, considering that a working position is constantly moving when line is moving

Improvement in routes in line work

Approach to the better working methods

Improvement in routes Improvement in route for a line work

Before
Space for walking route Direction for a car Parts area Parts D Parts C Thick line for walking routes Elevation plan Ground plan

After
Space for walking route Parts area Parts A Parts B Parts C

Elevation plan Ground plan One step Easy pick-up Easy put-down Body side

Parts A

Parts B

min min min

Body side Movement while fixing parts Movement while fixing parts Measure the length for 0.08min Measure the length (0.07+0.15=0.22) with the scale below with the scale below

Body center

Body center

Body side

Body side total pitch min min

total pitch

Approach to the better working methods

Improvement in routes Improvement in routes in line work 7 basic principles for improvement in routes

1.Walk to right-angle to the line and a diagonal line only for returning 2.Work procedure in one cycle is to move from front to back of a body 3.Aim for improvement is where lines cross 4.Parts area / work area within 1 pitch 5.Limo: pick up parts in returning if a worker rides 6.Prohibition of placing objects temporarily 7.Gate allocation (gap b/t parts area and work area)

Approach to the better working method

Improving methods & purposes

Improvement Approach Improvement of process Improvement of methods

Purposes
Analyze flow of goods, divided into processing, transportation, inspection and delay, and improve by finding waste in work process in itself Shorten operation time by improving individual technicians operation and motions.

Improvement of operation

Improvement of motion

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.

Q&A