Production System Paradigms

ENMA 6040:
Production System
Paradigms
Copyright 2010
All rights reserved
Mark Polczynski
mhp.techforge@gmail.
com
ENMA 6040: Production System Paradigms
Resources for this lecture
This lecture is about production system paradigms.

Note:
Production
OK, then, whats a production system?
does not
equal
manufacturin
g
Production System:
A set of principles and techniques that can be translated
into actual work
a map for implementation (how).
Combined with a particular way of working together to create
things
an organizations purpose and culture (why).
How:
Why:
Principles &
Purpose &
Techniques
Culture
The Toyota Approach : 4Ps (per Liker)

How:
Principles &
Techniques
Why:
Purpose &
Culture
Continuously
solving root
PROBLEMS
Principles 12-14
Add value to the

organization by
developing your
PEOPLE and PARTNERS
Principles 9-11
The right PROCESS will

produce the right
results
Long Term PHILOSOPHY
Principles 2-8
Principle 1
Toyotas 14 Management Principles (per

Liker)
1.
Base your management decisions on a long term philosophy, even at the expense
of short term financial goals.
2.
Create continuous process flow to bring problems to the surface.
3.
Use pull systems to avoid overproduction.
4.
Level out workload (heijunka).
5.
Build a culture of stopping to fix problems, to get quality right the first time.
6.
How:
Why:
Principles &
Purpose &
Standardized tasks are the foundation for continuous improvement and employee
Techniques
Culture
empowerment
7.
Use visual controls so no problems are hidden.
8.
Use only reliable thoroughly tested technology that serves your people and
processes.
9.
Grow leaders who thoroughly understand the work, live the philosophy, and teach
it to others
10.
Develop exceptional people and teams who follow your companys philosophy
11.
Respect you extended network of partners and suppliers by challenging them

improve
12.
Go and see for yourself to thoroughly understand the situation
13.
Make decisions slowly by consensus, thoroughly considering all options; implement

decisions rapidly
14.
Become a learning organization through relentless reflection (hansei) and

continuous improvement (kaizen)
This lecture is about production system paradigms.

All right, then, whats a paradigm?
Paradigm: A set of rules and regulations (written or

unwritten) that:
Establish boundaries and define success,
Identify behaviors that result in success within the
boundaries.
To understand lean, you must understand
how lean production system
behavior, boundaries and definitions of success
vary from other production system paradigms.
Production System Paradigms:

Over time, production practices have evolved through three
paradigms:
Craft
Mass
Lean
Just as mass production represents a completely different
paradigm compared to craftsmanship
Lean production is a fundamentally different paradigm
- different behavior, boundaries and definitions of
successthan mass production.
Craft Production:
Relies on the skill of the individual.
Little or no standardization or process definition
(trade secrets!)
Boundaries include primarily the craftsman
and their workshop (room).
Success is defined as producing something that:
1. Meets the customers specific, unique needs,
2. And/or is aesthetically pleasing.
Case 2 keeps craft production a viable option in certain
applications,
at least until the arts become automated!
Craft Production:
In the industrial environment, certain tasks may still be
perceived to be best served by craft production, e.g., model
making.
Mass production methods typically do not perform these

tasks well.
However, efforts are being made to incorporate such tasks
into lean production
(3-D solid modeling machined
physical models).
Mass Production:
Eventually, a craft production system learns what things are
consistently true about their operation.
Mass production replaces skill of the individual with
standardization and process definition with the intent of
becoming more cost-effective.
Success is defined as efficiency, which means maximum
utilization of resources (machines, materials, energy, people).
Boundaries now include variety of specialized organizational
elements (departments, including support departments).
Efficiency (success) is obtained by grouping together
machines performing similar functions and/or people with
similar skills (organizational/departmental boundaries).
10
Lean Production:
As with craft production, mass production ultimately reaches
some optimal state based on high-efficiency (resource
utilization).
A company can operate according to the
mass paradigm quite well, until customers
take their business to producers that offer
greater customer value.
Lean production broadens boundaries to include a wider
range of stakeholders, including primarily customers, but
also suppliers and society in general (Kano/Taguchi).
Success is defined (in a simplistic sense) as:
1. Providing value to the customer (much more on this
later).
6040: Production System Paradigms
11
2. ReducingENMA
waste
(and much more on this later).
In a nutshell
Paradigm
Boundaries
Success
Craft
Workshop
Work to live,
not live to work.
Mass
Departments
Efficiency =
productivity
Cost accounting
at department
level.
Lean
Supplier to Customer
Add value for

customer
Reduce waste,
increase
throughput.
Approach
Provide unique
function and
aesthetics.
12
Review a production system is:

into actual work
things
It will help to understand lean thinking if we review the five
principles of mass production:
1. Repeatability
2. Large infrastructure
3. Efficiency
4. Organizational gigantism
5. Technocentrism
13
1. Repeatability: Mass Production Principle

The key to mass production is not the moving assembly line.
Mass production is fundamentally based on:
Complete interchangeability of parts,
Simplicity of assembling these parts.
Interchangeability of parts depends on:
Repeatability of processes,
Consistency of raw materials.
Interchangeability applies to people as well as parts.
Workers boundary becomes 1, simple, repetitive task.
Workers success becomes keeping up with the
production line.
14
2. Large Infrastructures: Mass Production Principle
Mass production requires additional functions to insure

repeatability and interchangeability of parts/processes/and
people.
But this functional infrastructure incurs costs that must

be applied to products.
So, the benefits of mass production are realized by:
Producing high volumes of product (Catch-22),
Building large buildings, etc. (physical

infrastructure),
15
2. Large Infrastructures: Mass Production Principle

Bottom line: The benefits of mass production are maximized
by building large infrastructures.
Boundary: Century fence around the property.
Success: Reduced part and labor cost as volume increases.
16
What is this structure?
17
3. Efficiency: Mass Production Principle

Boundaries: Departments.
Success: Keeping many machines/processes/people
(large infrastructure) operating at full capacity at all
times.
Problem 1: This definition of success applied within this
boundary can be completely disconnected from the
success (Goal) of the company, which depends on:
Righ
Providing value to customers,
t on!
Making a profit.
Problem 2: Keeping the line running is top priority,
stopping the line to fix problems is not popular.
Problem 3: Inflexibility in output infrastructure
capabilities and task schedules are fixed to provide
maximum efficiency.
18
4. Organizational Gigantism: Mass Production

Principle
Care and feeding of large infrastructures requires large
organizational structures with many service functions
(e.g. H.R).
Service functions assume:
Boundaries equivalent to production functions , e.g.,
departments,
And equivalent success measures keep departments
functioning at full capacity at all times.
Organizational departments become:
Law unto themselves,
Ends rather than means,
Customers rather than suppliers (e.g., H.R.).
19
5. Technocentism: Mass Production Principle

In theory, technology is not intrinsically related to mass
production.
But technology can be a powerful tool for improving
efficiency.
Boundary: Computer screen and keyboard.
Success: Generating mountains of reports.
Unfortunately, there is a tendency to make technology (like
H.R., etc.):
- A law unto itself,
- An ends rather than a means,
- A customer rather than an assistant.
Developing and maintaining technology can be very
expensive but does not necessarily:
- Provide value to the customer,
- Reduce waste.
6040: Production System Paradigms
20
Sometimes theENMA
best
technology is a pencil and clipboard.
Review - Production System:

into actual work
things
an organizations
purpose
andPerspectives:
culture (why).
Lean
Production
System
Eastern (Toyota) view of lean: Primary focus is
purpose and culture, followed by practice and technique
(why).
Western view of lean: Primary focus is on principles and
techniques (how).
21
A note on the Eastern view of lean purpose

and culture
Environment and philosophy that promotes achievement of
common goals.
Involves everyone in a process of continuous
improvement.
Has no need or desire for superheroes.
Culture (why) is especially not a synonym for style (how).
22
Production System:
into actual work
things
The five principles of mass production:
1. Repeatability
2. Large infrastructure
What is the
lean
equivalent?
3. Efficiency
4. Organizational gigantism
5. Technocentrism
23
Five Principles of Lean Design and

Manufacturing:
1. Value What Really Matters to the Customer.
This is about making the right product, the remaining 4 are about
making the product right.
2. Value Stream Ensuring that Every Activity Adds

Customer Value.
End-to-end collection of activities (design and manufacturing) that
creates a result for the customer (external or internal).
3. Flow - Eliminating Discontinuities in the Value Stream.

Tasks (design and manufacturing) can almost always be achieved
more efficiently and accurately when the product is worked on
continuously from raw material to finished good.
4. Pull - Production is Initiated by Demand.

Nothing is produced until a customer requests it. Nothing is
designed without an end customer (external or internal) in sight.
5. Perfection - Retaining Integrity via Jidoka and Poka-Yoke.

Goal is to eliminate
all
waste
(muda)
in design
and manufacturing.
ENMA
6040:
Production
System
Paradigms
24

Production System Paradigms

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Production System Paradigms

Uploaded by

Copyright:

Available Formats

ENMA 6040:

ENMA 6040: Production System Paradigms

Resources for this lecture

ENMA 6040: Production System Paradigms

This lecture is about production system paradigms.

The Toyota Approach : 4Ps (per Liker)

Add value to the

The right PROCESS will

ENMA 6040: Production System Paradigms

Toyotas 14 Management Principles (per

Create continuous process flow to bring problems to the surface.

Use pull systems to avoid overproduction.

Level out workload (heijunka).

Use visual controls so no problems are hidden.

Respect you extended network of partners and suppliers by challenging them

Go and see for yourself to thoroughly understand the situation

Make decisions slowly by consensus, thoroughly considering all options; implement

Become a learning organization through relentless reflection (hansei) and

ENMA 6040: Production System Paradigms

This lecture is about production system paradigms.

Paradigm: A set of rules and regulations (written or