Professional Documents
Culture Documents
Readings;
James Womack, Daniel T. Jones and Daniel Roos,
The Machine that Changed the World, 1990, Ch 3 and 4
Kenneth N. McKay, The Evolution of Manufacturing ControlWhat Has Been, What Will Be Working Paper 03 2001
Michael McCoby, Is There a Best Way to Build a Car?
HBR Nov-Dec 1997
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Consumer Reports
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Domestic Cars
Import Cars
Total Cars
Domestic Light Trucks
Import Light Trucks
Total Light Trucks
Domestic Light Vehicles
Import Light Vehicles
Total Light Vehicles
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Current
Year-Ago
431,496
170,554
602,050
545,865
75,999
621,864
977,361
246,553
1,223,914
481,318
158,897
640,215
573,329
75,575
648,904
1,054,647
234,472
1,289,119
% Share
DSR
Current Year-Ago
% Chg.
35.3
13.9
49.2
44.6
6.2
50.8
79.9
20.1
100.0
37.3
12.3
49.7
44.5
5.9
50.3
81.8
18.2
100.0
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Vol
Current
Year-Ago
% Chg.
-5.6
9.1
-2.0
2.6
12.3
3.7
-1.2
10.1
0.8
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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1800
Interchangeable
Parts at U.S.
Armories
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1900
Mass
Production
at Ford
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2000
Toyota
Production
System
Need of
Society
Work
Force
Motivation
Enabling
Technology
Leader
Resources
Interchange- Military
able Parts
Yankee
Ingenuity
Machine
Tools,
Division of
Labor
Roswell
Lee/
John
Hall
U.S.
Govt
Mass
Production
Trans$5/day
portation Immigrant
Moving
Assembly
Line,etc
Henry
Ford
Earnings
Toyota
Production
System
Post War
CNC,
Integration
of Labor
Taiichi
Ohno
Japanese
Banks
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Jobs,
Security
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1975
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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Ja panese
Ja panese in
in Japan
North America
American in
All Europe
North America
16 .8
21 .2
25 .1
36 .2
60
65
82 .3
97
5.7
9.1
7.8
7.8
4.1
4.9
12 .9
14 .4
0.2
1.6
2.9
69 .3
71 .3
17 .3
0.6
Work Fo rce:
% of Wo rk Force i n Tea ms
Jo b Rotati on (0 = n one ,
4 = fre que nt)
Su ggestio ns/Emp lo yee
Nu mb er o f Job Cl asses
Trai ni ng of New Prod ucti on
Worke rs (h ours)
Ab sen te ei sm
3
61 .6
11 .9
2.7
1.4
8.7
0.9
0.4
67 .1
1.9
0.4
14 .8
38 0.3
5
37 0
4.8
46 .4
11 .7
17 3.3
12 .1
Au toma ti on :
Wel di ng (% of di rect step s)
Pa inti ng(% of d irect ste ps)
Asse mbl y(% o f di rect steps)
86 .2
54 .6
1.7
85
40 .7
1.1
76 .2
33 .6
1.2
76 .6
38 .2
3.1
So urce: IMVP Worl d Assembl y Pl an t Survey, 198 9, a nd J. D. Po wer Ini tia l Qua li ty Surve ry, 19 89
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Cost Vs Defects
Ref. Machine that Changed the World Womack, Jones and Roos
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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Yes, but.
DFM?
Probably
Standardized Production?
No!
Lean Characteristics?
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Integration of Tasks
Identification and removal of defects
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Cost Vs Automation
Ref. Machine that Changed the World Womack, Jones and Roos
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J T. Blacks 10 Steps
1.
2.
3.
4.
5.
6.
7.
8.
9.
Form cells
Reduce setup
Integrate quality control
Integrate preventive maintenance
Level and balance
Link cells KANBAN
Reduce WIP
Build vendor programs
Automate
10. Computerize
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Sales
- s
quality
resolving problems
predictable output
Investments
m
delay reduction
Lower level actions
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J T. Black 1, 2
1. Form Cells
Sequential
operations,
decouple operator
from machine,
parts in families,
single piece flow
within cell
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2. Reduce Setup
Externalize setup
to reduce downtime during
changeover,
increases flexibility
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TPS Cell
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Standardized Fixtures
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J T. Black 3, 4
3. Integrate quality
control
Check part quality
at cell, poke-yoke,
stop production
when parts are bad
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4. Integrate preventive
maintenance
worker maintains
machine , runs
slower
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J T. Black 5, 6
5. Level and balance
Produce to Takt
time, reduce batch
sizes, smooth
production flow
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J T. Black 7, 8
7. Reduce WIP
Make system
reliable, build in
mechanisms to self
correct
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8. Build Vendor
program
Propagate low WIP
policy to your
vendors, reduce
vendors, make ontime performance
part of expectation
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Sales
- s
quality
resolving problems
predictable output
Investments
m
delay reduction
Lower level actions
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DP-P1
Predictable production resources
FR-P11
FR-P12
FR-P13
FR-P14
Ensure
availability of
relevant
production
information
Ensure
predictable
equipment
output
Ensure
predictable
worker output
Ensure
material
availability
DP-P11
DP-P12
DP-P13
DP-P14
Capable and
reliable
information
system
Maintenance of
equipment
reliability
Motivated
work -force
performing
standardized
work
Standard
material
replenishment
system
FR-P121
FR-P122
FR-P131
FR-P132
FR-P133
FR-P141
FR-P142
Ensure that
equipment is
easily
serviceable
Service
equipment
regularly
Reduce
variability of
task completion
time
Ensure
availability of
workers
Do not interrupt
production for
worker
allowances
Ensure that
parts are
available to the
material
handlers
Ensure proper
timing of part
arrivals
DP-P121
DP-P122
DP-P131
DP-P132
DP-P133
DP-P141
DP-P142
Machines
designed for
serviceability
Regular
preventative
maintenance
program
Standard work
methods to
provide
repeatable
processing time
Perfect
Attendance
Program
Mutual Relief
System with
cross-trained
workers
Standard work
in process
between sub systems
Parts moved to
downstream
operations
according to
pitch
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Two Examples;
1. Takt Time
2. Pull Systems
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Takt Time
to pace production
Available Time
Takt Time
ProductDemand
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Takt Time
Automobile Assembly Line; Available time = 7.5 hr
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month 2
month 1
month 3
10
0
7-Jun
15-Jun
23-Jun
30-Jun
7-Jul
15-Jul
24-Jul
31-Jul
7-A ug
15-A ug
24-A ug
31-A ug
Wee k s
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engines shipped
0
may
june
july
august
we e ks
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On-time performance of
engine plants
10 0%
80 %
engines delivered
late
late
60 %
on
time
40 %
on
time
20 %
on
time
0%
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Parts
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Orders
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Push Systems
Time = 0
Time = 1
Time = 2
Time = 3
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Time =37 4
Pull Systems-
The order arrives at the end of the line and is pulled out of the
system. WIP between the machines allows quick completion.
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See HP Video
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HP Video Results
Push system (6)
Pull (3)
Pull (1)
Space
2 Tables
2 Tables
1 Table
WIP
20
12
CycleTime
3:17
1:40
19 sec
Rework Units
26
10
Quality prob.
hidden
visible
visible
Production Rate
L=W
7.2
12.6
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Pull (3)
Pull (1)
Space
2 Tables
2 Tables
1 Table
WIP = L
20
6X =24
12
3X =12
4
1X =4
CycleTime = W
3:17
6t(3:20 or 2:00)
1:40
3t(1:40 or 40)
Rework Units
~WIP
26
10
Quality prob.
hidden
visible
visible
Production Rate
L=W
7.2
12.6
4/50/60=4.8
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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Pioneering
Systemization
Technology and Process
Internal Efficiency
Customer Service
Systems Level Re-engineering
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Ken McKay 1, 2
1. Pioneering sellers market,
competition is not
by manufacturing
large margins
emphasize
throughput not
efficiency
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2. Systemization - firm
grows and system gets
complex gross
inefficiency becomes
apparent, competition
begins to make its
presence felt. Need for
standard operating
procedures, demand
still high, inventory
used to buffer against
instabilities.
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Ken McKay 3, 4
3. Technology and
4. Internal Efficiency Process competition
competition cherry
pickers enter the market
is increasing, sales are
they dont offer all of the
softening,
options and parts service but
manufacturing is still in
focus on the 20% which
early maturity and
yields 80% of the revenue
competition is limited
stream. Internal plant is put
into order, problems are
to firms in similar
pushed outside to suppliers,
situation. Focus shifts
best in class, bench marking
from increasing
identifies the silver bullet.
production rate to
Still using inventory to
increasing the amount
cushion production support
variety, and maintain
of product per unit
functional features.
time.
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Ken McKay- 5, 6
5. Customer Service talk to the
customer, identify
core competency,
outsource, be
responsive, reduce
lead time, eliminate
feature creep,
focused factory etc.
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Historical View
Performance measures
Elements of TPS
Six Eras of Manufacturing Practice
Difficulties with Implementation
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TPS Implementation
Physical (machine placement, standard
work etc) part
Corporate Strategy
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Examples of Innovative
Work Practices
Work Teams
Gain Sharing
Improved Communications
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Barriers to Implementation
Early abandonment
Costs
History of conflict and distrust
Resistance of supervisors
Lack of supportive infrastructure
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Summary
High quality and low cost ( and originally low
volumes)
Relationship to previous systems (see McKay
paper), yet new,. in fact revolutionary
Many elements
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Summary .. continued
Autonomation automation with a
human touch
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