Process Industrial Engineering - Methods and Techniques - Part 1 - Part 2 - Part 3 - Part 4 - Part 5
Lesson 77 of Industrial Engineering ONLINE Course.
Lesson 78. Process and Operation Productivity Analysis and Engineering
Japanese productivity is high because of our fundamental production systems (production system and production control system) and highly qualified work force. - Shigeo Shingo.
Part 5: Process Industrial Engineering - Methods and Techniques
Toyota Style Industrial Engineering - Toyota Process Maps - Process Improvement - Process Metrics
Japanese productivity is high because of our fundamental production systems (production system and production control system) and highly qualified work force. - Shigeo Shingo.
Production control system improvements are done in Toyoto Motors to reduce temporary delays visible in flow process chart.
Meaning of process and operation in Toyota Production System
1. Process - The course by which material is transformed into product. This consists of four phenomena: processing, inspection, transport and storage.
2. Operation - The action performed on the material by machines and workers. Hence, in TPS work of machines and men is examined carefully.
In Europe and America, the term "operation" may be used for processing. But in TPS, it has a different meaning. It is applied to all the stages in the flow process chart. Shigeo Shingo conducted number of industrial engineering programs in Toyota.
Operation corresponds to the four phenomena of process. The following types of operations exist in process.
Processing, inspection, transport and storage.
When we record process, we record flow of material in time and space and its transformation from raw material to semi-processed state and at intermediate stage into component, and then inclusion into assembly at a specified stage and finally into the finished product.
When we record an operation for analysis, we record the work performed to accomplish a specified transformation in the input by equipment and operators in time and space.
To make improvement in the production process, we must distinguish product flow (process) from work flow (operation) and analyze them separately.
In order to maximize production efficiency, analyze and improve the process and then improve operations.
Flow Process Chart: All production activities can be analyzed using the flow process chart and its five symbols.
At the second stage, the question is "How can the manufacturing process and operations used in the manufacturing this product can be improved?"
Readers have to note that content in this lesson are presented in the context of Toyota production system. But industrial engineering is concerned with all engineering processes. So the content in this note is to be interpreted appropriately in other engineering processes.
What Process Charts are used by Toyota Industrial Engineers and Production Leaders?
Toyota uses standard process charts prescribed by ASME with some modifications and interpretations. Shigeo Shingo provides the description explaining the use of each operation in the flow process chart in his book on IE in TPS.
Shingo explains process and operation this way.
Meaning of process and operation in Toyota Production System
1. Process - The course by which material is transformed into product. This consists of four phenomena: processing, inspection, transport and storage.
2. Operation - The action performed on the material by machines and workers. Hence, in TPS work of machines and men is examined carefully.
In Europe and America, the term "operation" may be used for processing. But in TPS, it has a different meaning. It is applied to all the stages in the flow process chart. Shigeo Shingo conducted number of industrial engineering programs in Toyota.
Operation corresponds to the four phenomena of process. The following types of operations exist in process.
Processing, inspection, transport and storage.
When we record process, we record flow of material in time and space and its transformation from raw material to semi-processed state and at intermediate stage into component, and then inclusion into assembly at a specified stage and finally into the finished product.
When we record an operation for analysis, we record the work performed to accomplish a specified transformation in the input by equipment and operators in time and space.
To make improvement in the production process, we must distinguish product flow (process) from work flow (operation) and analyze them separately.
In order to maximize production efficiency, analyze and improve the process and then improve operations.
Flow Process Chart: All production activities can be analyzed using the flow process chart and its five symbols.
Process Improvement
Product improvement through value engineering is carried out first.
Processes can be improved in two ways. The first improves product itself through improvement of product design from engineering design point of view and efficiency point of view or productivity point of view. The second improves manufacturing methods from the standpoint of manufacturing technology and industrial engineering.
Shigeo Shingo highlights application of value engineering in the product design improvement. Value engineering asks the question, "How can this product be redesigned to maintain customer requirements and quality and to reduce its manufactured cost?
At the second stage, the question is "How can the manufacturing process and operations used in the manufacturing this product can be improved?"
Preventing problems has to be one of the objectives of industrial engineering, said Shigeo Shingo. Fundamental engineering improvements occur in this activity of preventing problems in the production processes and operations. It is important to notice and realize that engineering improvement is very important in IE of TPS. We all have to realize that engineering improvement has to be the core of IE.
Industrial Engineering - Foundation of Toyota Production System - Shigeo Shingo
https://nraoiekc.blogspot.com/2014/02/industrial-engineering-foundation-of.html
Setup operations - Removal of old dies and tools, mounting new dies and tools, adjustments of dies and tools.
Principal operations - Actually changing the form of the material.
Incidental operations - Loading and unloading work pieces.
Margin allowances or operations - Lubricating the machine, arranging finished items on pallets etc.
https://nraoiekc.blogspot.com/2014/02/industrial-engineering-foundation-of.html
Details of Operations to be Observed and Recorded
Setup operations - Removal of old dies and tools, mounting new dies and tools, adjustments of dies and tools.
Principal operations - Actually changing the form of the material.
Incidental operations - Loading and unloading work pieces.
Margin allowances or operations - Lubricating the machine, arranging finished items on pallets etc.
Kiyoshi Suzaki in the book "The New Shop Floor Management" also describes the standard process chart confirming that in Japanese companies, the main chart used for process studies is ASME Process Chart.
Toyota Process Metrics - Waste Measurement
The objective of industrial engineering/scientific management is waste elimination. Gilbreth emphasized it. Even Taylor said eliminate ineffective motions. But in Toyota Motors, Ohno specifically identified certain wastes to be made the focus of elimination.
Taiichi Ohno created the concept of 7 wastes and efforts to improve the processes and facilities to eliminate these 7 wastes. For each processes and operation these measurements can be taken and compared.
1. Overproduction - Compared to the customer required rate of production are we producing more? Why? (Takt time concept came into existence)
2. Delay - What are delays for material flow or job flow in a process? Inventory creates delay in flow.
3. Transport - What is the transport of material in the process? Minimize it. Layout improvement.
4. Processing - Is there waste in the processing? How do you measure it? Comparison and Benchmarking.
5. Inventory - Inventory of raw materials, components and assemblies. What the purpose? What is the purpose of the storage? Minimize.
6. Wasted Motions - Movement of people and motions of people. How much they are doing? Can we measure and justify?
7. Defective components and Products - For each operation and process, what are defects and what is the loss due to defects?
These are problems in the process as per the concept of Shigeo Shingo. In solving these problems of processes, industrial engineers make fundamental contributions in product design and process design and underlying engineering.
Material and Information Flow Mapping
Mike Rother and John Shook, the authors of the book, Learning to See, the book on Value Stream Mapping said, in Toyota, infinite attention is given to establishing flow, eliminating waste and adding value. Toyota people talk about three types of flow, material, information and flow in process and operations (Shigeo Shingo uses the terms, flow of equipment and people).
Material and information flow map covers on material and information. Process and operation related issues are analyzed using different maps or charts. The design of a new process is the future state map. It is presented with the same symbols used in current state map.
How can we flow information so that a supplier operation knows what is the requirement of the customer operation in the tact time of the process.
The authors gave an interesting explanation, "flow kaizen" as the purpose of material and information flow map. Flow kaizen is a higher level responsibility, Operation level kaizen is involved in waste elimination. The authors Rother and Shook, give two days for a material and information flow map preparation and plan for future state and improvements.
Material and information flow map covers on material and information. Process and operation related issues are analyzed using different maps or charts. The design of a new process is the future state map. It is presented with the same symbols used in current state map.
How can we flow information so that a supplier operation knows what is the requirement of the customer operation in the tact time of the process.
The authors gave an interesting explanation, "flow kaizen" as the purpose of material and information flow map. Flow kaizen is a higher level responsibility, Operation level kaizen is involved in waste elimination. The authors Rother and Shook, give two days for a material and information flow map preparation and plan for future state and improvements.
Related Articles on Toyota Industrial Engineering
Taiichi Ohno on Industrial Engineering - Toyota Style Industrial Engineering
https://nraoiekc.blogspot.com/2013/11/taiichi-ohno-on-industrial-engineering.html
Industrial Engineering - Foundation of Toyota Production System - Shigeo Shingo
https://nraoiekc.blogspot.com/2014/02/industrial-engineering-foundation-of.html
Toyota - Industrial Engineering Activities and Jobs
https://nraoiekc.blogspot.com/2020/04/toyota-industrial-engineering.html
Toyota Way - Become Better and Better - Better Design and Further Industrial Engineering Changes
https://nraoiekc.blogspot.com/2020/07/toyota-becomes-better-and-better-better.html
Full List of Articles on Kaizen
Kaizen eno Yon Dankai - Improvement in 4 Steps - History of Kaizen in Japan
Rules for Successful Kaizen Management
Kaizen - Engaging Front-Line Staff in Continuous Improvements - Industrial Engineering
Leading and Managing Kaizen Events
Agile Kaizen
Kaizen - The Japanese Style Productivity Improvement Methodology
Industrial Engineering is Kaizen in Engineering
Kobetsu Kaizen - Focused Improvement of Machine and Machine Work in TPM
Front Line Kaizen for Product and Process Industrial Engineering
Gadget-based improvement is widespread as improvement activities that can not only eliminate losses but also inspire the workplace.
Karakuri Kaizen - Introduction
Industrial Engineering is Kaizen Engineering
Toyota Kaizen Methods: Six Steps to Improvement - 2010 - Book Information
Kaizens - Production Improvement Ideas Implemented - India - Kaizen Eye
Kaizen Assembly: Designing, Constructing, and Managing a Lean Assembly Line - Book Information
Kaikaku: The Power and Magic of Lean : a Study in Knowledge Transfer - 2004 - Norman Bodek - Book Information
Kaizen Costing and Kaizen Cost Management
Important points
Lesson 77. Toyota Process Maps - Process Improvement - Process Metrics
Japanese productivity is high because of our fundamental production systems (production system and production control system) and highly qualified work force. - Shigeo Shingo.
1. Process - The course by which material is transformed into product. This consists of four phenomena: processing, inspection, transport and storage.
2. Operation - The action performed on the material by machines and workers.
When we record process, we record flow of material in time and space and its transformation from raw material to semi-processed state and at intermediate stage into component, and then inclusion into assembly at a specified stage and finally into the finished product.
When we record an operation for analysis, we record the work performed to accomplish a specified transformation in the input by equipment and operators in time and space.
Flow Process Chart: All production activities can be analyzed using the flow process chart and its five symbols.
Process Improvement
Processes can be improved in two ways.
The first improves product itself through improvement of product design from engineering design point of view and efficiency point of view or productivity point of view.
The second improves manufacturing methods from the standpoint of manufacturing technology and industrial engineering.
Details of Operations to be Observed and Recorded
Setup operations - Removal of old dies and tools, mounting new dies and tools, adjustments of dies and tools.
Principal operations - Actually changing the form of the material.
Incidental operations - Loading and unloading work pieces.
Margin allowances or operations - Lubricating the machine, arranging finished items on pallets etc.
Toyota Process Metrics
Taiichi Ohno created the concept of 7 wastes and efforts to improve the processes and facilities to eliminate these 7 wastes.
Material and Information Flow Mapping
Mike Rother and John Shook, the authors of the book, Learning to See, the book on Value Stream Mapping said, in Toyota, infinite attention is given to establishing flow, eliminating waste and adding value.
Toyota people talk about three types of flow, material, information and flow in process and operations (Shigeo Shingo uses the terms, flow of equipment and people).
Material and information flow map covers on material and information. Process and operation related issues are analyzed using different maps or charts.
How can we flow information so that a supplier operation knows what is the requirement of the customer operation in the tact time of the process?
The authors gave an interesting explanation, "flow kaizen" as the purpose of material and information flow map. Flow kaizen is a higher level responsibility.
Updated on 16.8.2022, 18.5.2022, 29 Dec 2021, 13 August 2021, 3.8.2020
First published on 2.8.2020
Good description by Shigeo Shingo.
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