Adobe Systems 1 Production (operations) BPH_ABEC Adobe Systems The Czech Republic Image result for kofola Image result for bata Image result for zetor Image result for avg Pilsner Urquell logo.svg Obsah obrázku text Popis vygenerovaný s vysokou mírou spolehlivosti Image result for Ä�ez Image result for budvar Image result for Å¡koda Obsah obrázku text, klipart Popis byl vytvořen automaticky Obsah obrázku text, klipart Popis byl vytvořen automaticky Adobe Systems The Czech Republic Image result for kofola Image result for bata Image result for zetor Pilsner Urquell logo.svg Image result for budvar Image result for Å¡koda Obsah obrázku text, klipart Popis byl vytvořen automaticky Obsah obrázku text, klipart Popis byl vytvořen automaticky Adobe Systems 4 Adobe Systems Adobe Systems Adobe Systems Adobe Systems Obsah obrázku mapa Popis byl vytvořen automaticky Adobe Systems Obsah obrázku mapa Popis byl vytvořen automaticky Adobe Systems Obsah obrázku mapa Popis byl vytvořen automaticky Adobe Systems Adobe Systems Types of output – production type ̶Type of output production ̶production type: ̶organizational type of production: (next slide) ̶ Adobe Systems Examples? ̶Project – unique, only one ̶Job – custom made, bespoke ̶Batch – serial number, bespoke, custom made, in lots ̶Mass – serial number, higher volumes, customization limited from semi-finished products/parts ̶Continuous – no serial numbers, „one type and process“ production ̶ Obsah obrázku satelit, doprava Popis byl vytvořen automaticky Obsah obrázku osoba, žena, interiér, vsedě Popis byl vytvořen automaticky Obsah obrázku loďka, exteriér, voda, loď Popis byl vytvořen automaticky Obsah obrázku loďka, voda, loď, exteriér Popis byl vytvořen automaticky https://www.youtube.com/watch?v=YEJzW8rsIzo&app=desktop (and study materials) Adobe Systems Types of output – organizational type of production - hint Adobe Systems Obsah obrázku interiér, budova, osoba, stojící Popis byl vytvořen automaticky Adobe Systems Adobe Systems Obsah obrázku text Popis byl vytvořen automaticky Obsah obrázku silnice, exteriér, osoba, lidé Popis byl vytvořen automaticky Adobe Systems Rationality vs productivity v efficiency ̶rationality of production – basis of economic principle (maximize output with stated input and vice versa) ̶production productivity – economic activity (connected to business), stated as a quantitative rationality ̶production efficiency – same as productivity, but inputs and output are valuated – therefore some KPI can be calculated All this leads to buildup of metrics / KPI allowing to improve processes. Adobe Systems Optimization of workshops Creation ̶Automated Layout Design Program (ALDEP) ̶Computerized Relationship Planning (CORELAP) Optimisation ̶Computerized Relative Allocation of Facilities Technique (CRAFT) Adobe Systems C:\Documents and Settings\62765\Plocha\figures27-46lj1.jpg Adobe Systems C:\Documents and Settings\62765\Plocha\xOperatorSpaghettiBEFORE.GIF.pagespeed.ic.DHMO11gpE0.png C:\Documents and Settings\62765\Plocha\OperatorSpaghettiAFTER.GIF Adobe Systems ̶ C:\Documents and Settings\62765\Plocha\b9a1e216391882288b907439f516_base_optimal.jpg Adobe Systems Adobe Systems Adobe Systems 25 CORELAP – how to 1 ̶Describe processes / machines / workshop – area! ̶Analyse processes ̶Locate processes ̶Analyse interconnection between processes analysis ̶A - the necessary proximity 5 ̶E - very important proximity 4 ̶I - important proximity 3 ̶O - normal proximity 2 ̶U - distance does not matter 1 ̶X - proximity is undesirable 0 Adobe Systems 26 CORELAP – how to 2 ̶TCR (total closeness rating) score based on the relation matrix ̶Sum of A, E, I, O, U and X for each workshop ̶ ̶Select highest score and place first (if same select larger) ̶If there is any X with the already placed workshops, the workshop will be assigned in the end! (the lower TCR moves to back) ̶Select best connection to first one, if draw, select with higher TCL ̶Select second one Adobe Systems 27 CORELAP – how to 3 ̶Placement rating ̶TCR * weight ̶Weight – 1 if bordering, 0,5 if only corner touch ̶ ̶ ̶CREATE the layout! Adobe Systems 28 Quality and performance in production Adobe Systems 29 What is quality? ̶ Adobe Systems 30 Quality by scientists ̶"quality is compliance with demand." (Crosby) ̶"eligibility to use - usable" (Juran and Godfrey 1999) ̶"quality is inversely proportional to the losses that the product has caused to the manufacturer since its shipping". (Tagauchi in Dehnad 1989) ̶"is the fulfilment of flawlessness, stability and qualitative parameters". Veber (2002, pp. 18-19) ̶“degree of fulfilment of requirements by set of inherent characteristics" ČSN ISO 9000: 2005 (2006) Adobe Systems 31 How to achieve quality? Adobe Systems 32 Proces mapping – where? ̶BPMN is for business process mapping ̶For production, the blue prints are needed… Created with Enterprise Architect (Build: 1600) 2 Adobe Systems 33 Bill of material ̶Gravely important for production process planning! ̶summary, assembly, structural ̶List, IKEA manual, WBS/PBS – exploded-view drawing ̶ Obsah obrázku text Popis byl vytvořen automaticky Obsah obrázku text, perokresba Popis byl vytvořen automaticky Adobe Systems 34 Adobe Systems 35 Power graph / Lorenz curve – What? Adobe Systems 36 Process quality measurement ̶PPM ̶ ̶6 Sigma ̶ ̶HACCP Thresholds ̶ ̶ ̶ Adobe Systems 37 Root cause diagram / Ishikawa / Fishbone – Why? Adobe Systems Lean management Lean manufacturing Tidy workplace Performance Numbers game Adobe Systems 39 Performance ̶Theory of contraints ̶ ̶5 steps 1.Identify (identify constraint blocking fulfilling the plan) 2.Utilise (maximise utilisation of constraint) 3.Synchronize (subordinate everything to constraint) 4.Remove limitation (investment) 5.Return – to step 1 Adobe Systems Benjamin Franklin (1706 - 1790) Adobe Systems History ̶The principles described by Benjamin Franklin since 1732 in the story Poor Richard or The Road to Prosperity - the core and foundations thus originated in the USA ̶ ̶Developed and especially introduced on a larger scale in Japan after 1945 as Toyota production systems (since 1948) ̶ ̶In the context of globalization, transferred to the whole world ̶ ̶Named in 1988 as LEAN Production ̶ Avoiding MUDA (waste) Cost + Profit = Price changes to: Price - Cost = Profit Adobe Systems Adobe Systems Waste MUDA ̶Waste… MURA ̶Imbalance, unevenness… MURI ̶Inadequacy… (MUCHI ignorance (lack of knowledge) and MUSCHI ignorance) ̶ ̶ Adobe Systems MUDA Muda means waste, vanity, futility or even pointlessness. This is the most famous evil in the production of the three. They are usually divided into seven types of waste. ̶Transport ̶Unnecessary movements ̶Waiting ̶Excess processing ̶Defects and repairs ̶Stocks ̶Overproduction Adobe Systems MURA Mura means unevenness, unevenness, imbalance, irregularity, imbalance or lack of uniformity. This is any unevenness or irregularity. And although it is often related primarily to material flow, it is a problem of many other cases outside the material flow. Below is a list of examples of when we may encounter mura and when it can cause problems. ̶Uneven customer demand ̶Inventory fluctuations - too much, too little ̶Uneven production speed or change in production volumes ̶Irregularities in the quality of good pieces ̶Irregular work rhythm ̶Unbalanced staff training ̶Uneven distribution of workload Adobe Systems MURI ̶Muri means overloading resources, inadequacy, impossibility, exaggeration, beyond one's strength, excessive difficulty. Muri is any overloading and doing anything that is too difficult. The main focus here is, of course, on people. However, Muri can also apply to materials, machines and organizations. Adobe Systems MURI People ̶Work taking too long ̶Lifting heavy objects ̶Improper posture or insufficient ergonomics ̶Noise ̶Too demanding tasks ̶Tasks too easy (can be boring or mentally tiring) ̶Excessive stress ̶Anything that leads to burnout, exhaustion, or repeated injury ̶Lack of training Humiliation (possibly excessive praise) Organization ̶We want the supplier to deliver what we want, whenever we want, without any signal from us that we want it ̶Abuse of market power vis - à - vis suppliers or customers Machines and materials ̶Driving the performance of machines and tools to the maximum limits of their capabilities, which leads to greater wear ̶Skip maintenance (try to skip it, machines will definitely not like it) ̶Improper handling of materials, storage of parts in unsuitable conditions ̶Loading a truck or container beyond its weight limits Adobe Systems Adobe Systems Adobe Systems Adobe Systems Adobe Systems Adobe Systems Praxis – visual management Adobe Systems 54 Your experience with visual management? ̶Do you have any? Adobe Systems 55 Better or not? Obsah obrázku text, hodiny, klipart Popis byl vytvořen automaticky Obsah obrázku text, budova Popis byl vytvořen automaticky Obsah obrázku světlo, doprava, exteriér, osvětlené Popis byl vytvořen automaticky Obsah obrázku text, strom, exteriér, tráva Popis byl vytvořen automaticky Obsah obrázku text, světlo, doprava, elektronický Popis byl vytvořen automaticky Adobe Systems Placement and marking Adobe Systems Job placement history Adobe Systems Shadow map Adobe Systems Tool placement Adobe Systems 5S ̶Seiri - Divide - Go through and check the workplace and sort out unnecessary items. ̶Seiton - Sort - Designation of items used in manufacture by a reasonable number or name. ̶Seiso - Arrange - The logical arrangement of the items used in production as they follow in the sequential production process. ̶Seiketsu - Document - Document and standardize all procedures. ̶Shitsuke - Follow - Systematize and follow identified procedures and plans. Adobe Systems 61 LM (5S), TOC Summary ̶ Adobe Systems 5S Number game Adobe Systems 63 •This sheet represents our current work place. •Your job during a 20 second shift, is to strike out the numbers 1 to 49 in correct sequence. Example: 1 2 3 •Give the sheets out face down time from turning will be watched. •Each team will tell score. Adobe Systems 64 1 2 3 4 11 17 16 10 5 8 13 15 9 14 6 20 19 18 7 12 END Adobe Systems 10 13 23 30 47 51 58 62 79 40 65 Adobe Systems 66 •For our first action, we are going to implement 5S in this area. •The first step of this is “Sort” and so we have removed from the area all the numbers from 50 to 90 which are not needed. •Same rule apply. Strike out numbers 1 to 49 in sequence during a 20 second shift. Adobe Systems 67 1 2 3 4 11 17 16 10 5 8 13 15 9 14 6 20 19 18 7 12 END Adobe Systems 10 13 23 30 47 40 68 Adobe Systems 69 •Having achieved some improvement, we now need to move onto the next step ”Set In Order”. •We have installed some racking, and we have organized the items so that with Number 1 in the bottom left hand corner, the numbers are located from left to right and bottom to top - examples 1 in the bottom left, 2 in the middle, and 3 in the top left. •Same rules apply 20 second shift, lowest individual score equals team score etc… Adobe Systems 70 1 2 3 4 11 17 16 10 5 8 13 15 9 14 6 20 19 18 7 12 END Adobe Systems 10 13 23 30 47 40 71 Adobe Systems Cost and effect of Innovation/improvement ̶Demanding to implement ̶Learning curve Performance/sales Time Intro of innovation „old order cancellation“ Learning, adopting Adobe Systems 73 •Having now made a significant step forward, and having ignored “Shine” for this exercise, we must “Standardize”. •Since we are dealing with numbers 1 to 49 in sequence, it seems logical to re-organize them in a standard way that makes the completion of the work task as easy as possible. •This should ensure that everyone is able to complete the task (and therefore produce a team score of 49.) Adobe Systems 74 1 2 3 4 11 17 16 10 5 8 13 15 9 14 6 20 19 18 7 12 END Adobe Systems Numbers from 1 to 49 10 13 23 27 30 47 40 75 Adobe Systems 76 •To show respect for Standards it is necessary to make the “management” of the area visual. •Returning to our original work area, we have for this assignment two numbers missing. We cannot complete the task without these numbers - so first we have to find them. •Start a clock running and every 20 seconds, tell them how many “shifts” they have been down looking for the appropriate numbers. Adobe Systems 10 13 23 30 47 51 58 62 79 77 Adobe Systems 78 1 2 3 4 8 5 21 16 17 9 6 7 23 22 10 11 18 12 20 15 19 13 14 25 24 END OF THE YEAR Adobe Systems 79 •Now, how much easier is it to find the quality problems after 5S principles usage? Adobe Systems Numbers from 1 to 49 10 13 23 27 30 47 80 Adobe Systems 81 1 2 3 4 8 5 21 16 17 9 6 7 23 22 10 11 18 12 20 15 19 13 14 25 24 END OF THE YEAR