Saturday, October 15, 2022

News - Information for Industrial Engineering Analysis of Delays in Processes - Lean Inventory Design in Processes


Next Lesson of the IE Course

Eliminate the Delay (Remember ECRS Method)

How can we eliminate the delay in a process? Identify the delay and find ways to eliminate it.

There is a three way break up of time in a process.

Value added activity time + Non-value added activity time + No Activity time (delay).

Cost is incurred all the time. Time reduction is cost reduction if resources are same. (Narayana Rao, 19 July 2021)



Flow Manufacturing and Product Families.


Product families help you to create flow manufacturing cells. Flow manufacturing has many benefits compared to job shop or job queue manufacturing shops. Jobs have inherent delays in material flow.

Flow manufacturing is one of the five principles of lean manufacturing design.

Analysis of Delays


Delays, both temporary and permanent were recognized by process improvement advocates. But the attention given to preventing delays did not receive strong push. It is Japanese managers and industrial engineers who made innovation in this area and then extended the requirements to reduce delays to the other three operations processing, inspection and transport and realized dramatic improvement in productivity that exceeded the performance of US companies by even 100 percent.

Shigeo Shingo explained the analysis and prevention of delays well in his book TPS: IE Point of View.

Eliminating - Stocks and Temporary/Permanent Storage Operations (Delay)


There are three types of accumulations between processes:

E storage - Planned inventories resulting from unbalanced flow between processes  (engineering)
C storage - buffer or cushion stock to avoid delay in subsequent processes due to machine breakdowns or rejects (control)
S storage - safety stock; Stock kept to take care of variability of demand during lead time and variability of  production lead time.  

Eliminating E-Storage

E-storage is due to engineering/planning/design of the production-distribution  system. SMED reduces batch quantities and thus reduces planned lot size inventories. Synchronize the entire process flow.

Eliminating C storage - Cushion

compensating for:
machine breakdowns,
defective products, and
downtime for tool and die changes 

Prevent machine breakdowns - Zero Defect Movement - Eliminate Lengthy setups and tool changes


Eliminating Safety (S) storage - Plan to fulfil demand directly from production.



Recent Developments - News Information on Reducing Process Delays

Interesting Paper
An Empirical Study of Delays in Large Engineering Projects: An Indian Experience
R. Jayaraman. 
Jindal Journal of Business Research, Volume 10, Issue 1


14.6.2022
Shahrukh Irani

I help any high-mix low-volume (HMLV) manufacturer customize their impleme

Fellow IEs, how can we rejuvenate our profession? There is a lot of IE that is missing in the Toyota Production System. It just takes for each of use to take an IE textbook, each to identify a chapter whose content matches a lot of what we know about the Toyota Production System, and put those chapters through the "Leanification grinder". Infusing "Lean IE" into the IE we know is going to produce an IE BoK that is much-needed, both by educators (and students) as well as all of us practitioners.

If nothing else, is Lean going to wipe out Industrial Engineering? If yes, then when somebody asks an IE, "Quo Vadis", will their reply be, "My professional grave?".

https://www.linkedin.com/posts/shahrukh-irani-8b25a55_introduction-to-work-study-activity-6942196518644850690-gmv0

Narayana Rao KVSS

" It just takes for each of use to take an IE textbook, each to identify a chapter whose content matches a lot of what we know about the Toyota Production System, and put those chapters through the "Leanification grinder"."

We just have to take temporary delays and storage time of process chart and examine ways to minimize them. Cycle time can reduce to processing time + inspection time + transport time. All TPS innovations will enter IE BOK.

------


“Data-driven throughput bottleneck analysis in production systems." - PhD Thesis - It will be part of computer aided industrial engineering.
Mukund Subramaniyan - Ph.D. from Chalmers University


Using Value Stream Mapping to Eliminate Waste - MDPI  
by M Salwin · 2021 — This paper presents a case study that describes the use of Value Stream. Mapping (VSM) in the production of steel pipes.

Value Stream Mapping For Software Delivery
Value stream mapping allows you to optimize your flow of materials and information by lowering costs and improving value adds. Read on to learn more.
By Harness Author
Last updated October 7, 2021

The origins of Value Stream Mapping (VSM) came from the 1918 book Installing Efficiency Methods by Charles E. Knoeppel. The book contains diagrams showing the flow of materials and information.
At Milliken, the VSM application sits within the Production Flow (PF) methodology inside the Milliken Performance System (MPS). 

Taking DevSecOps to the Next Level with Value Stream Mapping
Nanette Brown
MAY 24, 2021

Anylogic - VSM Simulation
https://cloud.anylogic.com/model/c8310181-65ef-4335-8253-5e48416500d0?mode=SETTINGS

https://www.smartdraw.com/value-stream-map/value-stream-mapping-software.htm

Cost value-stream mapping as a lean assessment tool in a surgical glove manufacturing company

Rajesh Menon B.,, *; P.R. Shalij,  ; P. Sajeesh, ; G. Tom ; Pramod V.R.
S. Afr. J. Ind. Eng. vol.32 n.1 Pretoria May. 2021

--------------------

Eliminating - Stocks and Temporary/Permanent Storage Operations (Delay)


There are three types of accumulations between processes:

E storage - Planned inventories resulting from unbalanced flow between processes  (engineering)
C storage - buffer or cushion stock to avoid delay in subsequent processes due to machine breakdowns or rejects (control)
S storage - safety stock; Stock kept to take care of variability of demand during lead time and variability of  production lead time.  

Eliminating E-Storage

E-storage is due to engineering/planning/design of the production-distribution  system. SMED reduces batch quantities and thus reduces planned lot size inventories. Synchronize the entire process flow.

Eliminating C storage - Cushion

compensating for:
machine breakdowns,
defective products, and
downtime for tool and die changes 

Prevent machine breakdowns - Zero Defect Movement - Eliminate Lengthy setups and tool changes


Eliminating Safety (S) storage - Plan to fulfil demand directly from production.

Prevent machine breakdowns


Determining the cause of machine failure at the time it occurs, even if it means shutting down the line temporarily.

Total Productive Maintenance movement.


News - Information for Maintenance Operation Analysis

Eliminate Cushion Storage: Zero Defect Movement.


Total quality management.
Use better inspection processes:
Self Inspection.
Successive Inspection.
Enhancement to inspection through Poka Yoke


Eliminate Cushion Storage: Eliminate Lengthy setups and tool changes


Implement SMED to eliminate long set-up times and tool changes
Running smaller batch sizes to allow for quick changes in production plans

Eliminate Cushion Storage
Absorb Change in Production Plan
Running smaller batch sizes allows for quick changes in production plans without disturbing flow production to significant extent.

Eliminating Safety (S) storage

Safety stock is kept not to take care of any predicted problem but to provide additional security
It may guard against delivery delays, scheduling errors, indefinite production schedules, etc.
Ex. 10 Delivery to stores
In example 2.10 Shingo mentions a company wherein vendors supply to store and from store components are supplied to assembly line.
Shingo suggested that vendors should directly supply the day’s requirements to assembly floor and in case of any problem, components in the store can be used.
Less Need for Safety Stock Observed
That practice led to the observation that very less safety stock is needed in the store.

Shingo recommends keeping a small controlled stock that is only used when the daily or hourly scheduled delivery fails or falls behind.
In case of unexpected defects also it can be used.


The safety stock can then be replenished when the scheduled materials arrive, but the supply of materials due for the process go directly to the line, rather than normally going into storage first.
This is the essence of the just-in-time supply method.


Eliminating lot delays
While lots are processed, the entire lot, except for the one piece being processed, is in storage (is idle).
The greatest reduction in production time can be achieved when transport lot sizes are reduced to just one; the piece that was just worked on.

SMED
Using SMED (single-minute exchange of dies), set up time is decreased so large lot sizes are no longer necessary to achieve machine operating efficiencies.
SMED facilitates one item lot sizes.


Layout Improvement - Flow
Transportation changes can be accomplished through flow  layout and using gravity feed Chutes which result in shorter production cycles and decreases in transport man-hours.

Reducing Cycle Time
Generally, semi-processed parts are held between processes 80% of the time in a production cycle time.
It quantity leveling is used and synchronization of flow is created, the cycle time can be reduced by 80%.
By shifting to small lot sizes will further reduce cycle time.


TPS – Reduction of Delays or Storage

Methods of reducing production time delays (JIT) is the foundation of Toyota Production System.
It clearly brings down production cycle time and thereby offers small order to delivery time.

Process Mining for Process Recording and Analysis


Process Mining for Manufacturing Process Analysis: A case Study
Conference Paper · July 2014
https://www.researchgate.net/publication/271910986

Process mining is extracting process-oriented knowledge from event logs recorded in  MES and exploiting the big data to provide an accurate view on manufacturing process. Process mining provides a manufacturing process model, which is valuable to provide an insight of actual manufacturing processes. It will perform further analysis for the discovered model such as bottleneck analysis, and is can conduct machine analysis that shows the utilization of machines. 

The framework of process mining has four major steps: data preparation, data preprocessing, manufacturing process mining and analysis, and evaluation and interpretation.

In the data preparation step, raw data are extracted from MES databases. Next, data pruning and filtering should be done and the refined data are converted into a standard form, i.e. MXML. In the next step, several process mining techniques are applied according to the two perspectives: Process and Resource. In the process perspective, we can discover a process model and conduct process performance analysis such as conformance checking, bottleneck analysis, and pattern analysis. The resource perspective mainly focuses on resource performance analysis to find machine utilization. The results are available to decision makers to  evaluate and interpret by decision makers and improve the existing processes based on the interpreted results.

Updated 28.6.2022, 14.6.2022,  15.9.2021 17 July 2021
Pub July 2020
Posted by at 1 comment:
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Tuesday, October 11, 2022

Zero Defect Movement, Six Sigma Method and Industrial Engineering - Robust Productive Process Design

Six Sigma - Contribution to GE - 1997 - Covered in the first version.

Zero Defect Movement, Six Sigma Method and Industrial Engineering - Robust Productive Process Design - IE Six Sigma Projects.


Industrial engineers have to make their process redesigns more productive. They have to  robust also with respect to variation and the six sigma exercise will facilitate that task. Industrial engineers can measure the output possible from a current process optimized using six sigma exercise and also  subject the redesigned process to six sigma exercise. It is logical that the process which gives better output in terms quality, productivity and cost will be selected. A multi-objective criterion can be used to make the choice.

Even in lean systems, necessary safety stocks are employed to manage the risks economically. The point in TPS is to attack the risk drivers first to change them for better before using safety stocks to compensate for them.  Narayana Rao, 17.2.2022.



Lesson 158 of  Industrial Engineering ONLINE Course. (Lesson of Analysis of Delays sub-module)
Lesson 156:     Analysis of Delays in the Processes - Part of Flow Process Chart Analysis

Moving closer and closer to zero defects goal improves processes. This will reduce defects and reduce delays that are caused by rework and the maintenance of safety stocks to avoid production stoppages.

Process industrial engineering has to aim at zero defects in its productivity improvement projects. F.W. Taylor specially highlighted the attention to quality in productivity improvement initiatives. But he was not given adequate credit for it by subsequent scholars who blamed productivity improvement for quality deterioration. Industrial engineers have to be conscious of quality dimension. Defects decrease productivity in terms of profit and cost. Additional production does not increase profit, if additional defects offset the contribution provided by the incremental good items produced. Industrial engineers have to justify their productivity improvement ideas and projects through engineering economic analysis. An industrial engineering ideas or suggestion or redesign can be implemented only when it provides adequate return on investment. In doing engineering economic analysis, the cost of defects will enter the calculation and more the defects, more will be the cost and it will reduce ROI.

Industrial engineers have to pay attention to the zero defect science and technology available and adopt it in the engineering systems achieve zero defects along with increased productivity.


Jidoka - Zero Defects - Japan


Jidoka, that is process design and process improvement  is  one of the two pillars of Toyota Production System, the World Standard for Manufacturing during 1970 to 2010. Now of course the aspiration is Smart Manufacturing System and Smart Factory. Many researchers, scholars, industrialists, innovators, engineers and administrators are making great efforts to come out with smart manufacturing system that will give them the competitive advantage in the Industry 4.0 engineering environment. Zero defects is practiced by Toyoda textiles and the objective and practices were further refined in Toyota Motors.

The Toyota Production System was developed by Toyota in the 1950's. Taichi Ohno is a leader in this system development. He wrote some books and also is quoted in some other books. He says Jidoka and JIT are the two pillars of TPS.  Thus, the origins of TPS started much earlier to the special efforts of Ohno and Shigeo Shingo.

The concept of Jidoka, which was originally developed by Toyota's founder, Sakichi Toyoda in 1920's, as 'intelligent automation', and first used on automatic looming machines to improve productivity as well as ensuring quality, by automatically detecting abnormalities. Automatic machines should increase productiion but should  not produce defects is the idea behind Jidoka. A machine that does not produce defects is an idea of Jidoka. Thus Japanese zero defect movement was started by Sakichi Toyoda.

In the 1930s the concept of 'Just-in-Time', was invented by Kiichiro Toyoda as part of his efforts to create an efficient way of manufacturing Toyota cars, when resources were scarce, and waste could not be afforded. Just-in-time depends on getting exactly the right goods (components) to exactly the right place at the right time.

Jidoka and Just-in-time formed the two pillars of the Toyota Production System which was developed by Taichi Ohno and has since been improved over many decades.
https://toyota-forklifts.eu/our-offer/services-solutions/toyota-lean-academy/toyota-production-system/

Supporting documents
https://blog.gembaacademy.com/2007/04/09/jidoka-forgotten-pillar/
https://books.google.co.in/books?id=hlgyDwAAQBAJ&pg=PA44#v=onepage&q&f=false
https://in.kaizen.com/blog/post/2016/10/12/jidoka-the-forgotten-pillar.html
https://books.google.co.in/books?id=K9aYpFdFONUC&pg=PA95#v=onepage&q&f=false
https://world-class-manufacturing.com/jidoka.html
http://alexsibaja.blogspot.com/2014/02/jidoka-is-path-to-zero-defect.html

Zero Defects Movement - Phil Crosby


Six sigma method is engineering solution to zero defect movement started by Phil Crosby.

Zero Defects is the approach to quality that was developed and promoted by the guru Philip B. Crosby in his book ‘Quality Is Free’.

It’s a way of thinking about quality that doesn’t tolerate errors or defects and continually strives to improve processes and prevent errors so that work is always done correctly without needing repetition or rework or generating waste;

The accepted theory was that a certain level of defects is seen as normal or acceptable, as implied by the Acceptable Quality Limit approach; Crosby took a strong line against AQLs for precisely that reason, he saw them as a “commitment, before we start the job, that we will produce imperfect material”.

Zero Defects is based on four key principles:

Quality is simply conformance to requirements.
It is always cheaper to do the job right the first time than to correct problems later
Quality is measured in monetary terms (the price of non-conformance)
The performance standard for a process must be Zero Defects.


The key word for achieving Zero Defects is Zero defects production. Not reworking to correct errors or deviations.

The case for Zero Defects


Crosby explains that defects result in costs which can be measured - inspection, waste/scrap, rework, lost customers, etc. By eliminating defects these costs are sufficiently reduced that the savings more than pay for the quality improvement programme; hence his assertion that ‘Quality is Free’ and his advocacy of the quality management movement.

As with many areas of quality management it’s about the philosophy and the journey you take from where you are now to being a better business, it is the “attitude of defect prevention”.

When your goal is zero defects it sets a standard against which all your processes can be assessed. It’s about continually striving to work better and not being satisfied with the status quo.

Crosby gave a 14 step quality improvement programme.
http://www.qualityandproducts.com/2009/12/08/the-pros-and-cons-of-%E2%80%98zero-defects%E2%80%99/


Lockheed Martin - Proud of Phil Crosby and Zero Defect Program


It was at the Martin Company’s Orlando plant that a far-reaching and influential program was born: Zero Defects, the granddaddy of nearly every quality control program in the world. One of the plant’s first jobs was the production of the first Pershing missile for the United States Army. Philip Crosby was the quality control manager on the Pershing missile program, and he established the four principles of Zero Defects:


1) Quality is conformance to requirements,
2) Defect prevention is preferable to quality inspection and correction,
3) Zero Defects is the quality standard, and
4) Quality is measured in monetary terms—the Price of Nonconformance.


Put simply, it’s better to do it right the first time than to have to correct mistakes later. Crosby’s standards were credited with a 25 percent reduction in the Pershing missile program’s overall rejection rate, and a 30 percent reduction in scrap costs. Zero Defects meant a better product, produced more economically.

The Martin Company offered Zero Defects freely to all other aerospace companies and, years later, it was adopted by automobile manufacturers around the world.

Zero Defects was the guiding principle behind Martin Marietta’s work on the Titan rocket series, which propelled NASA’s Gemini astronauts into orbit over ten months in 1965 and 1966. The end result was a program that launched ten manned missions and had a 100 percent success rate—a feat unmatched in space travel before.
http://www.lockheedmartin.com/us/100years/stories/zero-defects.html

Advancing zero defect manufacturing: A state-of-the-art perspective and future research directions
DarylPowell,   Maria Chiara Magnanini,  Marcello Colledani, Odd Myklebust 
Computers in Industry
Volume 136, April 2022, 103596

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technologies in manufacturing context: a systematic literature review. Int. J. Prod. 
Res. 59 (6), 1922–1954. https://doi.org/10.1080/00207543.2020.1824085 

Zoesch, A., Wiener, T., Kuhl, M., 2015. ‘Zero defect manufacturing: Detection of cracks 
and thinning of material during deep drawing processes. Procedia CIRP 33, 
179–184. https://doi.org/10.1016/j.procir.2015.06.033

Source: Advancing zero defect manufacturing: A state-of-the-art perspective and future research directions
DarylPowell,   Maria Chiara Magnanini,  Marcello Colledani, Odd Myklebust 
Computers in Industry
Volume 136, April 2022, 103596


_____________________

Manufacturing Excellence - 'Zero Defect, Zero Effect'




https://www.youtube.com/watch?v=zpJ98WObz7w
_____________________


Six Sigma Method - Lessons

409

Six Sigma

http://www.intechopen.com/books/quality-management-and-six-sigma/six-sigma

http://nraomtr.blogspot.com/2014/05/six-sigma-introduction.html


410

Initiating Six Sigma - IE Six Sigma - Robust Productive Process Design


https://nraoiekc.blogspot.com/2022/03/initiating-six-sigma-ie-six-sigma.html

411

Measurements for Six Sigma - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/measurements-for-six-sigma-ie-six-sigma.html


412

Data Analysis for Six Sigma - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/data-analysis-for-six-sigma-ie-six.html

413

Improve The Process - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/improve-process-ie-six-sigma-robust.html

414

Control the Process - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/control-process-ie-six-sigma-robust.html

415

Implementing and Getting Results from Six Sigma - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/implementing-and-getting-results-from.html


416

Design for Six Sigma (DFSS) - IE Six Sigma - Robust Productive Process Design

https://nraoiekc.blogspot.com/2022/03/design-for-six-sigma-dfss-ie-six-sigma.html

417

Application of Six Sigma. Successful Projects from the Application of Six Sigma Methodology - Jaime Sanchez and Adan Valles-Chavez.

https://www.intechopen.com/chapters/17409


Articles on Six Sigma


The Certified Six Sigma Black Belt - Donald Benbow and T.M. Kubiak - Book Information

Six Sigma - Introduction

Total Quality Management: Focus on Six Sigma - Review Notes

Control of Variation in Inputs and Outputs - Management Insights from Statistics

How GE Stays Young

by Brad Power
May 13, 2014

GE is an icon of management best practices. Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“Workout,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. But,  GE is moving on. While Lean and Six Sigma continue to be important, the company is constantly looking for new ways to get better and faster for their customers. That includes learning from the outside and striving to adopt certain start-up practices, with a focus on three key management processes: (1) resource allocation that nurtures future businesses, (2) faster-cycle product development, and (3) partnering with start-ups.

Harvard Business Review Article.

Six Sigma - Contribution to GE - 1997



Excerpts from  GE Annual Report 1997
http://bib.kuleuven.be/ebib/data/jaarverslagen/GE_1997.pdf


The centerpiece of our dreams and aspirations "the drive for Six Sigma quality.

 “Six Sigma” is a disciplined methodology, led and taught by highly trained GE employees
called “Master Black Belts” and “Black Belts,” that focuses on moving every process that touches our
customers — every product and service — toward near-perfect quality.


Six sigma projects usually focus on improving our customers’ productivity and reducing their capital outlays, while increasing the quality, speed and efficiency of our operations.

We didn’t invent Six Sigma — we learned it.

Motorola pioneered it and AlliedSignal successfully embraced it. The experiences of these two companies, which they shared with us, made the launch of our initiative much simpler and faster.

GE had another huge advantage that accelerated our quality effort: we had a Company that was open to change, hungry to learn and anxious to move quickly on a good idea.


At GE today —finding  the better way, the best idea, from whomever will share it with us, has become our central focus.

Nowhere has this learning environment, this search for the better idea, been more powerfully demonstrated than in our drive for Six Sigma quality. Twenty-eight months ago, we became convinced that Six Sigma quality could play a central role in GE’s future; but we believed, as well, that it would take years of consistent communication, relentless emphasis and impassioned leadership move this big Company on this bold new course.

We were wrong!
Projections of our progress in Six Sigma, no matter how optimistic, have had to be junked every few months as gross underestimates. Six Sigma has spread like wildfire across the Company, and it is transforming everything we do.


We had our annual Operating Managers Meeting — 500 of our senior business leaders from around the globe — during the first week of January 1998, and it turned out to be a wonderful snapshot of the way this learning Company — this new GE — has come to behave; and now, with Six Sigma, how it has come to work.

Today, in the uncountable number of business meetings across GE — both organized and “in-the-hall” — the gates are open to the largest flood of innovative ideas in world business. These ideas are generated, improved upon and shared by 350 business segments — or, as we think of them, 350 business laboratories. Today, these ideas center on spreading Six Sigma “best practices” across our business operations.

At this particular Operating Managers Meeting, about 25 speakers, from across the Company and around the world, excitedly described how Six Sigma is transforming the way their businesses work.

They shared what they had learned from projects such as streamlining the back room of a credit card operation, or improving turnaround time in a jet engine overhaul shop, or “hit-rate” improvements in commercial finance transactions. Most of the presenters focused on how their process improvements were making their customers more competitive and productive:

• Medical Systems described how Six Sigma designs have produced a 10-fold increase in the life of CT scanner x-ray tubes — increasing the “uptime” of these machines and the profitability and level of patient care given by hospitals and other health care providers.

• Superabrasives — our industrial diamond business — described how Six Sigma quadrupled its return on investment and, by improving yields, is giving it a full decades worth of capacity despite growing volume — without spending a nickel on plant and equipment capacity.

• Our railcar leasing business described a 62% reduction in turnaround time at its repair shops: an enormous productivity gain for our railroad and shipper customers and for a business that’s now two to three times faster than its nearest rival because of Six Sigma improvements. In the next phase, spread across the entire shop network, Black Belts and Green Belts, working with their teams, redesigned the overhaul process, resulting in a 50% further reduction in cycle time.

• The plastics business, through rigorous Six Sigma process work, added 300 million pounds of new capacity (equivalent to a “free plant”), saved $400 million in investment and will save another $400 million by 2000.

At our meeting, zealot after zealot shared stories of customers made more competitive, of credit card and mortgage application processes streamlined, of inventories reduced, and of whole factories and businesses performing at levels never believed possible.

The sharing process was repeated at another level two weeks later in Paris, as 150 Master Black Belts and Black Belts, from every GE business throughout Europe, came together to share and learn quality technology. This learning is done in the boundaryless, transcultural language of Six Sigma, where “CTQ’s” (critical to quality characteristics) or “DPMO’s” (defects per million opportunities) or “SPC” (statistical process control) have exactly the same meaning at every GE operation from Tokyo to Delhi and from Budapest to Cleveland and Shanghai.

The meeting stories are anecdotal; big companies can make great presentations and impressive charts. But the cumulative impact on the Company’s numbers is not anecdotal, nor a product of charts. It is the product of 276,000 people executing ... and delivering the results of Six Sigma to our bottom line.

Operating margin, a critical measure of business efficiency and profitability, hovered around the 10% level at GE for decades.  With Six Sigma embedding itself deeper into Company operations, GE in 1997 went through the “impossible” 15% level — approaching 16% — and we are optimistic about the upside.

Six Sigma, even at this relatively early stage, delivered more than $300 million to our 1997 operating income. In 1998, returns will more than double this operating profit impact. Six Sigma is quickly becoming part of the genetic code of our future leadership. Six Sigma training is now an ironclad prerequisite for promotion to any professional or managerial position in the Company — and a requirement for any award of stock options.

Senior executive compensation is now heavily weighted toward Six Sigma commitment and success — success now increasingly defined as “eatable” financial returns, for our customers and for us. There are now nearly 4,000 full-time, fully trained Black Belts and Master Black Belts: Six Sigma instructors, mentors and project leaders. There are more than 60,000 Green Belt part-time project leaders who have completed at least one Six Sigma project.

Already, Black Belts and Master Black Belts who are finishing Six Sigma assignments have become the most sought-after candidates for senior leadership jobs in the Company, including vice presidents and chief financial officers at some of our businesses. Hundreds have already moved upward through the pipeline. They are true believers, speaking the language of the future, energized by successful projects under their belts, and drawing other committed zealots upward with them.

In the early 1990s, we defined ourselves as a company of boundaryless people with a thirst for learning and a compulsion to share

Now it is Six Sigma that is  permeating much of what we do all day.



We are feverish on the subject of Six Sigma quality as it relates to products, services and people — maybe a bit unbalanced —  because we see it as the ultimate way to make real our dreams of what this great Company could become.

Six Sigma has turned up the voltage in every GE business across the globe, energizing and exciting all of us and moving us closer than ever to what we have always wanted to become: more than a hundred-billion-dollar global enterprise with the agility, customer focus and fire in the belly of a small company.


In our 1994 letter to you, we addressed the perennial question put to management teams, which is “how much more can be squeezed from the lemon?” We claimed, then, that there was in fact unlimited juice in this “lemon,” and that none of this had anything to do with “squeezing” at all.

We believed there was an ocean of creativity and passion and energy in GE people that had no bottom and no shores. We believed that then, and we are convinced of it today. And when we said that there was an “infinite capacity to improve everything,” we believed that as well — viscerally — but there was no methodology or discipline attached to that belief. There is now. It’s Six Sigma quality, along with a culture of learning, sharing and unending excitement.

2006 — Six Sigma Excellence Award Winners

Award for “Best Defect Elimination in Manufacturing”, sponsored by Minitab.
Winner: Reliance Industries Ltd (Neeraj Dhingra)

2009 Six Sigma Excellence Finalists
Manufacturing

Medtronic Spinal & Biologics – "Set-screw Breakoff Torque"
Perlos Telecommunication & Electronic Component India Pvt. Ltd. – "Yield Improvement of In Mold Decoration (IMD) Molding Process"
Xerox – "Photoreceptor Belt Tensioning System"


SIX SIGMA PRINCIPLES


Six Sigma is based on the following basic principles.

1. Y=f(X) + ε: All outcomes and results, the dependent variable (the Y) are determined by inputs (the Xs) with some degree of uncertainty (ε).


2. To change or improve results (the Y), you have to focus on the inputs (the Xs), modify them. (In the six sigma method, values of different variables X are changed systematically and resulting output is recorded and analyzed to find the best combination of values.

3. Variation is everywhere, and it degrades consistent, good performance. Your job is to find it and minimize it!

4. You get minimum variation for a particular combination Xs for given set of X and some times by including more input variables.

5. Valid measurements and data are required foundations for consistent, breakthrough improvement.

6. Only a critical few inputs have significant effect on the output. Concentrate on the critical few. There is some effort involved in determining the set of Xs that have significant effect on the output.


Philosophy – Process inputs control the outputs and determine their level of quality.

Focus – An unending quest for improving business processes.

Methods – Known as DMAIC (define, measure, analyze, improve, and control) and DMADV (define, measure, analyze, design, verify).

Measure of Success – Ultimately reducing defects to 3.4 per one million opportunities, through iterative application of six sigma methodology to understand the process better.


Books







https://ashwinmore.com/origin-of-lean-six-sigma/














Updated 11.10.2022,  22.7.2022, 14.4.2022,  17.3.2022,  17.2.2022, 7.2.2022, 21 Jan 2022, 23 Sep 2021,  25 August 2019, 24 August 2017, 3 March 2012

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Monday, October 10, 2022

Standard Work System of Toyota Production System

 

Shahrukh Irani

https://www.linkedin.com/posts/shahrukh-irani-8b25a55_flow-process-chart-rma-working-form-531-activity-6973468834372468737-Pqnv  

In this post, I would like to show (or at least try to show) that two of the charts that constitute Standardized Work are “tweaked” and improved versions of IE charts for Operations Analysis. 


STANDARD WORK COMBINATION TABLE: This chart is the IE chart known as the Flow Process Chart with the following modifications:


(1) the step-by-step processing of the product is shown in the rows of the chart,


(2) the four columns for non-value added activities in the original FPC (Manual Handling, Transportation, Delay, Storage) have been eliminated; only Operations and Inspections are described in the rows of the chart.


(3) since each processing step of the product usually requires one or both resources (Man & Machine), every row in the chart records how much time is required in the appropriate column.


(4) the right side of the SWCT is a Gantt Chart with the timeline going from 0 to Infinity. The duration of each step in any row (“Operation Time”) is shown on the Gantt Chart. Whenever the operator has to walk, his/her travel time is indicated in the Gantt Chart.


STANDARD WORK LAYOUT SHEET: This chart is the IE chart known as the Flow Diagram (or Spaghetti Diagram) with details about each step that were recorded in the Flow Process Chart being shown on the diagram; specifically, the SW version shows the symbols for Safety, Quality and Inventory (WIP count).  Could the Flow Diagram have been more than a bunch of lines? Sure, just overlay information from the Flow Process Chart for each activity on the different symbols shown on the Flow Diagram.


I think I understand why the three SW charts carry as much information as they do. They constitute a complete analysis to design an assembly process that meets a specified Takt Time per the demand for the product being produced at a single work station or in a single cell.


1989 TPS Handbook - Standardized Work - Detailed description

Toyota Standard Work – Part 1: Production Capacity
June 19, 2018 by Christoph Roser


Toyota Standard Work – Part 2: Standard Work Combination Table
June 26, 2018 by Christoph Roser


Toyota Standard Work – Part 3: Standard Work Layout
July 3, 2018 by Christoph Roser






Ud. 10.10.2022
Pub 19.9.2022












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Saturday, October 8, 2022

Web 3.0 - Sites and Search Engines

 


https://www.linkedin.com/posts/akashkt_cloud-research-blockchain-activity-6984150837203750912-dl-7


https://limanibhavik.medium.com/web-3-0-web-search-industry-2a30678bfa80


Search Engines for Web 3.0


https://yacy.net/


http://www.faroo.com/


https://www.presearch.io/ | https://www.presearch.org

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Workholding for CNC Machines - Recent Developments


Total Guide to CNC Jigs, Fixtures, and Workholding Solutions for Mills
https://www.cnccookbook.com/cnc-jigs-fixtures-workholding-solutions-milling/


Adaptix Soft Jaw 
9/12/2022  12 September
The highlight of this product is it can be dropped onto different vises, such as Schunk, Kurt, etcetera.
The product offer benefits such as instant setup, elimination of storage, interchangeable pin tips, vise compatibility, durability and field repairability.  Adaptix is said to solve several machining problems by being able to grip nearly any part with repeatability and noted clamping force. When designing this product, Norgren wanted to bring reduced setup and changeover times, costs and time spent designing, creating and storing vises and soft jaws.
https://www.mmsonline.com/suppliers/norgren-workholding

19/5/2020 

Turning to an Adhesive for Lathe Workholding

Adhesive cured by ultraviolet light is an option for securing parts for machining that could otherwise distort when traditional, mechanical clamping techniques are used.
Derek Korn, Editor-in-Chief, Production Machining magazine
https://www.productionmachining.com/blog/post/turning-to-an-adhesive-for-lathe-workholding-

11/20/2019
WORKHOLDING

Temperature-Activated Adhesive Overcomes Limits of Magnetic and Vacuum Workholding

This new chemistry-based solution for five-sided machining allows for a diversity of metals and other workpiece materials to be used along with aggressive cutting forces.
Peter Zelinski, Editor-in-Chief, Modern Machine Shop
https://www.mmsonline.com/blog/post/temperature-activated-adhesive-overcomes-limits-of-magnetic-and-vacuum-workholding

MAXIMIZE YOUR 5-AXIS CNC OPERATION WITH QUICK-CHANGE WORKHOLDING

Oct 22, 2019
https://www.mscdirect.com/betterMRO/metalworking/maximize-your-5-axis-cnc-operation-quick-change-workholding

5-Axis machine fixtures through 3D Printing

One of the biggest hurdles to spindle optimisation - the key performance indicator for any CNC machine shop - is workholding setup and changeover. Workholding fixtures, manufactured in metal,  take up to two weeks to make and delay the orders. By using Generative Design from Autodesk Fusion 360, and the speed of an HP4200 Multi Jet Fusion 3D printing machine, a bespoke workholding for a five-axis CNC machining demonstration on a Matsuura MX-850 was done.
https://www.tctmagazine.com/additive-manufacturing-3d-printing-news/taking-the-work-out-of-workholding-3d-printing-generative-design/



Workholding Solutions to Reduce Costs, Increase Throughput
April 24, 2018
At the Nirvana Machine Shop on planet Perfection, every workpiece is clamped to a custom-built fixture mounted on a dedicated machine tool. Components are produced in large batches. All the fixtures are totally automatic—instantly positioning, clamping, machining, inspecting, and releasing the part with the ultimate precision.  But what about small batch quantity production?

Manufacturing Engineering contacted several suppliers of workholding technology to learn what solutions they offer for reducing setup time and increasing productivity.
https://www.sme.org/technologies/articles/2018/april/workholding-solutions-to-reduce-costs-increase-throughput/

11/1/2018
The Fixture Niche: Principles For Effective Fixture Design
Oddly shaped parts that require custom fixtures are a particular specialty for this CNC machine shop. Here are a few principles it follows for effective fixture design.
https://www.mmsonline.com/blog/post/the-fixture-niche


3/1/2014
New Workholding Method Drives Production Efficiency
By replacing a three-jaw chuck and dead-center workholding model with a flange-mounted, mechanically compensating face driver from Riten Industries, Tuthill Corp. cut machining cycle time by about 39 percent.
https://www.mmsonline.com/articles/new-workholding-method-drives-production-efficiency



Workholding for CNC efficiency.
Tooling & Production > January 1, 1995
https://www.thefreelibrary.com/Workholding+for+CNC+efficiency.-a016482701


Research Papers



International Journal of Scientific & Engineering Research Volume 4, Issue 2, February-2013 1
ISSN 2229-5518
IJSER © 2013
http://www.ijser.org
Design & Development of Fixture for CNC –
Reviews, Practices & Future Directions
N. P. Maniar, D. P. Vakharia
N. P. Maniar is Research Scholar in Mechanical engineering in
Dharmsinh DesaiUniversity, Nadiad, India.
 D. P. Vakaharia is currently working as Professor in Mechanical Engi neering Sardar Vallabhbhai National Institute of Technology, Surat, India..
https://www.ijser.org/researchpaper/Design-Development-of-Fixture-for-CNC-Reviews-Practices-Future-Directions.pdf

Active fixturing: literature review and future research directions
O.J. Bakker*, T.N. Papastathis, A.A. Popov and S.M. Ratchev
Manufacturing Research Division, Faculty of Engineering, University of Nottingham, University Park,
Nottingham NG7 2RD, UK
International Journal of Production Research, 2013
Vol. 51, No. 11, 3171–3190,
https://www.tandfonline.com/doi/full/10.1080/00207543.2012.695893






2019
Machining fixture for adaptive CNC machining process of near-net-shaped jet engine blade
Chinese Journal of Aeronautics
Available online 10 July 2019 - Full article available
https://www.sciencedirect.com/science/article/pii/S1000936119302523

Some references from the above paper


Z. Zhang, D. Zhang, M. Luo, B. Wu
Research of machining vibration restraint method for compressor blade
Procedia CIRP, 56 (2016), pp. 133-136

Y. Wang, X. Chen, N. Gindy
Surface error decomposition for fixture development
Int J Adv Manuf Technol, 31 (9) (2007), pp. 948-956

Y.J. Liao, S.J. Hu
Flexible multibody dynamics based fixture-workpiece analysis model for fixturing stability
Int J Mach Tools Manuf, 40 (2000), pp. 343-362

V. Djordje, Z. Uros, H. Janko
Complex system for fixture selection, modification, and design
Int J Adv Manuf Technol, 45 (7) (2009), pp. 731-748

K. Kulankara, N. Shreyes Melkote K.
Machining fixture layout optimization using the genetic algorithm
Int J Mach Tools Manuf, 40 (4) (2000), pp. 579-598

D. Haiyan, Shreyes N. Melkote
Determination of minimum Clamping force for dynamically stable fixturing
Int J Mach Tools Manuf, 46 (7–8) (2006), pp. 847-885


Patents

TWO- WAY CNC HORIZONTAL MACHINING CENTER
Abstract This invention relates to a two way CNC Horizontal Machining center used for machining the component in different setups. The two way CNC Horizontal Machining Center with trunnion mounted hydraulic fixture is the unique solution for engine blocks machining in a single set up.

Patent Number 229014
Indian Patent Application Number 1292/CHE/2004
PG Journal Number 12/2009
Publication Date 20-Mar-2009
Grant Date 13-Feb-2009
Date of Filing 01-Dec-2004
Name of Patentee BHARAT FRITZ WERNER LIMITED
http://www.allindianpatents.com/patents/229014-two-way-cnc-horizontal-machining-center


Books

Setup Planning for Machining
Manjuri Hazarika, Uday Shanker Dixit
Springer, 27-Nov-2014 - Technology & Engineering - 137 pages
Professionals as well as researchers can benefit from this comprehensive introduction into the topic of setup planning, which reflects the latest state of research and gives hands-on examples. Starting with a brief but thorough introduction, this book explains the significance of setup planning in process planning and includes a reflection on its external constraints. Step-by-step the different phases of setup planning are outlined and traditional as well as modern approaches, such as fuzzy logic based setup planning, on the solution of setup planning problems are presented. Three detailed examples of applications provide a clear and accessible insight into the up-to-date techniques and various approaches in setup planning.
https://books.google.co.in/books?id=_Y-eBQAAQBAJ


Advanced Fixture Design for FMS
A.Y.C. Nee, K. Whybrew, A. Senthil kumar
Springer Science & Business Media, 06-Dec-2012 - Technology & Engineering - 204 pages

Fixtures are crucial to new manufacturing techniques and largely dictate the level of flexibility a manufacturing system can achieve. Advanced Fixture Design for FMS provides a systematic basis for the selection and design of fixturing systems. It gives a review of the current state of the art of flexible and reconfigurable fixturing systems. Recent developments in design methodology using CAD are analysed in depth. Fixture design is seen as an inseparable part of process planning. The primary objective of a fixture system is to ensure that the part being manufactured can be made consistently within the tolerance specified in the design. A new method of tolerance analysis is used to check the suitability of location surfaces and the sequence of operations and is explained in detail.
https://books.google.co.in/books?id=4OrSBwAAQBAJ


Computer-Aided Fixture Design: Manufacturing Engineering and Materials Processing Series/55
Yiming (Kevin) Rong
CRC Press, 20-Apr-1999 - Technology & Engineering - 496 pages
Illustrates recently developed fixture design and verification technology, focusing on their central role in manufacturing processes. The text uses up-to-date computer technology to minimize costs, increase productivity and assure product quality. It presents advanced data and analysis that is directly applicable to development of comprehensive computer-aided modular fixture design system.
https://books.google.co.in/books?id=MOJJFEI8B4MC


Search Google for Workholding for CNC

Good papers and patents for google search -  cnc milling fixture patent


Updated on 15 September 2020, 19 August 2020,  1 January 2020
18 December 2019
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Thursday, October 6, 2022

Process Mapping and Business Process Mapping

 https://archive.org/stream/industrialorgan00diemgoog/industrialorgan00diemgoog_djvu.txt

INDUSTRIAL ORGANIZATION AND MANAGEMENT 

HUGO DlEMER, B.A., M.E. 


Professor of Industrial Engineering, Pennsylvania State College; 

Consulting Industrial Engineer; Author of Factory Organization and Administration 

La Salle Extension University,  Chicago 

Copyright, 1915 


Page 44


Process-mapping


Process-mapping consists of the charting of the general processes involved in the industry. Naturally, analytic manufacturing would present a different type of process-mapping from that of synthetic manufacturing. Similarly, an industry employing consecutive processes would present  an entirely different process-mapping from that of an industry in which simultaneous processes are the rule. For instance, a linseed-oil factory is an extractive or analytic industry and would require an entirely different process-map from the one needed by a cement mill, which is a synthetic industry. Again,, a rail mill is a continuous process and requires entirely different process-maps from those of a sewing-machine factory, which typifies simultaneous processes followed by assembling. 

Preliminary general process-maps can be made for a given industry by listing first the general operations. If these are all consecutive, we shall have the list in one column, if  some are simultaneous, they will be in several columns. Then we can decide definitely, from our knowledge of the processes, which of them require separate buildings and which can be housed together, also which processes must be on the ground floor and which may be on upper floors. For example, it is easy to decide that painting agricultural machinery by the dipping process should be in a separate building from the machine work on the metal parts, and that assembling large boilers must be done on the ground floor. 

We can now roughly sketch a phantom-perspective view of a building or group of buildings devoted to processing, for the present omitting power-plant and all service equipment. We may indicate in colored crayons or colored inks the various principal processes and the paths for the flow of materials; supplies, and work in process, as well as by-products and waste, if any. Figures 10, 11, 12, and 13 are simple forms of preliminary process- maps. 

Routing of Individual Parts or Classes of Materials

Routing is different from process-mapping in that it traces the path of a single part. For instance, in making a process-map for an automobile factory, we have before us an entirely different task from that required if we route a crank case to be made in that same factory. To route the crank case, we inspect the blue-print and list the separate operations to be done. Process-mapping is a generalized survey of the whole industry. Routing is a detailed investigation which, when thoroughly built up, may materially modify preliminary process-mapping. A well-organized system of routing and a good stock of routing records covering the product form the very best basis for an intelligent process-map. Of course, in starting an entirely new industry the experience and judgment of the men in charge of the productive end of the enterprise form the only basis for process-mapping. Figure 14 is a typical routing card giving the operations to be performed on an individual part. 


In 1921 Gilbreth made the process charts used by him public. The use of process charts became more widespread. ASME standardized process chart nomenclature.


What is process mapping? - IBM Explanation

Process mapping visually represents a workflow, allowing team to understand a process and its components more clearly. There are a variety of process maps.


These visual diagrams are usually a component of a company’s business process management (BPM).


A process map outlines the individual steps within a process, identifying task owners and detailing expected timelines. They are particularly helpful in communicating processes among stakeholders and revealing areas of improvement. Most process maps start at a macro level and then provide more detail as necessary.


Types of process maps

There are several different types of process maps. Some of mapping techniques include:


Basic flowcharts are visual maps, which provides the basic details of a process such as inputs and outputs.

Deployment maps, also known as cross-functional flowcharts, display the relationships between different teams. These maps often use swimlane diagrams to illustrate how a process flows across the company, making it easier to spot bottlenecks or redundancies.

Detailed process maps show a drill-downed version of a process, containing details around any sub-processes.

High-level process maps, also known as value-chain or top-down maps, show a macro view of a process, including key process elements such as a supplier, input, process, output, or customer (SIPOC).

Rendered process maps represent a current state and/or future state processes to show areas for potential process improvement.

A value stream map (VSM) is a lean six sigma technique, which documents the steps required to develop a product or service to an end user.


Process mapping symbols


Most organizations will need to use only a few of the most common symbols to complete a process map. Some of these symbols include:


A rectangle is used to represent a specific process and its activities and functions.

An arrow is used to show both the direction of flow and the connection between steps.

An oval is often used to show the beginning or end points of a process flow.

A diamond is used to indicate a decision point. The process will continue by following a predefined path depending on the decision.

A rectangle with one end rounded is often used as a delay symbol, showing a pause in the process before the flow continues.



Process Mapping and IBM

You can use software programs, like IBM Blueworks Live, which can help customize your process map to your business needs.


IBM Blueworks Live is a cloud-based business process modeling tool that provides a dedicated, collaborative environment to build and improve business processes through process mapping automation. IBM Blueworks Live makes it easy to document, analyze and improve your business processes. Teams can collaborate in real-time through an intuitive and accessible web interface, which enables easy documentation and analysis of processes.

https://www.ibm.com/cloud/learn/process-mapping


Process Mapping of Warehouse Process


Working with continuous process improvement requires a detailed view of workflows in the organization. By mapping the processes including inputs, activities, outputs and connection between different steps, leadership will become aware of non-conformities and areas of improvement.


Ud. 6.10.2022,  10.4.2022

Pub 26.2.2022


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Systems Engineering Tools for Process Improvement.

 SYSTEMS ENGINEERING TOOLS FOR PROCESS IMPROVEMENT

0.1 CEUs

OVERVIEW

Systems engineering has a great collection of tools that can be used for process improvement. The tools will help you visualize and analyze a process to reduce the number of defects that are occurring.  This 1-hour seminar will show different tools that are a part of systems engineering, including:


Process Definition

 Visualizing a Process

 Flow charts

 Value stream mapping

 Analyzing a Process

Check sheets

Pareto charts

Nominal group technique

Affinity diagram

Fishbone diagram

Linear Programming


https://www.iise.org/TrainingCenter/CourseDetail/?EventCode=SEI

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Tuesday, October 4, 2022

Facilities Planning - Role of Industrial Engineering



PPT of Salah R. Agha, Professor Industrial Engineering, Islamic University of Gaza on Facilities Planning and Materials Handling

Indicates role of IEs.



Facilities Planning

James A. Tompkins, John A. White, Yavuz A. Bozer, J. M .A. Tanchoco
John Wiley & Sons, 19-Jan-2010 - Technology & Engineering - 864 pages


When it comes to facilities planning, engineers turn to this book to explore the most current practices. The new edition continues to guide them through each step in the planning process. The updated material includes more discussions on economics, the supply chain, and ports of entry. It takes a more global perspective while incorporating new case studies to show how the information is applied in the field. Many of the chapters have been streamlined as well to focus on the most relevant topics. All of this will help engineers approach facilities planning with creativity and precision.

https://books.google.co.in/books?id=-xBIq6Qm2SQC


4th Edition
Facilities Design
By Sunderesh S. Heragu
Copyright Year 2016
Published June 21, 2016 by CRC Press
616 Pages 431 B/W Illustrations


Please visit the author’s website for ancillary materials: http://sundere.okstate.edu/downloadable-software-programs-and-data-files.

Table of Contents

Introduction to Facility Design

Case Study
Introduction
Facility Layout
Types of Layout Problems
Engineering Design Problem Approach
Summary
Review Questions and Exercises

Product and Equipment Analysis

Introduction
Product Analysis
Equipment Selection
Personnel Requirement Analysis
Space Requirement and Availability
Summary
Review Questions and Exercises

Process and Material Flow Analysis

Motivating Case Study
Introduction
Data Requirement for Layout Decisions
Tools for Presenting Layout Designs
Guidelines for Data Development and Generation
Case Study: Application of Methodology at a Manufacturing Company
Summary
Review Questions and Exercises


Traditional Approaches to Facility Layout

Introduction
Systematic Layout Planning
Special Considerations in Office Layout
Office Planning Project for a Mortgage Company
Code Compliance, OSHA, ADA Regulations, and Other Considerations in Facility Design
Summary
Review Questions and Exercises

Basic Algorithms and Software for the Layout Problem

Algorithms for the Layout Problem
Construction Algorithms
Improvement Algorithms
Hybrid Algorithms
Layout Software
Case Study Using Layout-iQ
Re-Layout and Multiple-Floor Layout
Summary
Review Questions and Exercises

Group Technology and Facilities Layout

Introduction
Clustering Approach
Implementation of GT Principles
Design and Planning Issues in Cellular Manufacturing Systems
Project on Machine Grouping and Layout
Machine Grouping and Layout Case Study
Summary
Review Questions and Exercises

Material Handling

Material-Handling System in Action
Introduction
Multimedia-Based Educational Software Module for Learning the 10 Principles
Material-Handling Principles
Types of MHDs
AGV Systems
Models for Material-Handling System Design
Operational Aspects of Material-Handling System
Summary
Review Questions and Exercises

Storage and Warehousing

Automated Storage and Retrieval Systems in Action
Introduction
Warehouse Functions
Material-Handling and Storage Systems Used in Warehouses
Autonomous Vehicle Storage and Retrieval Systems
Warehouse Design
Warehouse Operations
Automatic Identification
Multimedia CD for Designing a DC
Summary
Review Questions and Exercises

Logistics and Location Models

Motivating Case Study
Introduction
Logistics, Location, and Supply Chain
Important Factors in Location Decisions
Techniques for Discrete Space Location Problems
Hybrid Analysis
Techniques for Continuous Space Location Problems
Facility Location Case Study
Summary
Review Questions and Exercises

Modeling of Design Problems in Facility Logistics

Models
Algorithms
Generic Modeling Tools
Models for the Single-Row Layout Problem
Models for the Multirow Layout Problem with Departments of Equal Area
Model for the Multirow Layout Problem with Departments of Unequal Area
Discussion of Models
Review Questions and Exercises

Advanced Algorithms for the Layout Problem

Introduction
Optimal Algorithms
Heuristic Algorithms
Multicriteria Layout Problems
Optimal Approach to Solving CMS Design Problems
Next-Generation Factory Layouts
Traveling Salesman Problem Algorithm
Summary
Review Questions and Exercises

Advanced Location and Routing Models

Motivating Case Study
Introduction
Location Models
Allocation Model
Location–Allocation Models
Summary
Review Questions and Exercises

Introduction to Queuing, Queuing Network, and Simulation Modeling

Introduction
Basic Queuing Models
Other Variations of the Basic Queuing Models for Which Analytical Solution Is Available
Queuing Networks
Use of Simulation in Facilities Layout and Material Handling
Summary
Review Questions and Exercises


Slides of the book


Ud 4.10.2022,  27 May 2021
Pub 8.7.2017













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