Three Major Channels of Process Improvement.
1. Process Redesign by Process Planning Team.
2. Process Improvement Study by Industrial Engineering Team.
3. Continuous #Improvement by Involving Shop Floor Employees and All Employees.
Continuous Improvement - Employee Participation Principle of Industrial Engineering
http://nraoiekc.blogspot.com/2017/06/15-continuous-improvement-employee.html
Industrial Engineering ONLINE Course - Main Page
Process Charts
Process charts are the recording devices used by industrial engineers. Gilbreth used process charts and described them for wider audience in 1921. In the description we can see, Gilbreth's describing process charts in connection with motion study. But later the scope of process charts was extended by other writers and ASME. Still, the complete inclusion of machine work study was not done in process charts. We have to use the idea of operation analysis sheet given by Maynard and Stegemerten in the process chart framework to do machine work study. Motion studies and micromotion studies were indicated as further work based on process charts by Gilbreths. That means, to do detailed investigation based on process chart, more recording formats need to be used. There is a need for machine work study and operator work study in each of the five steps shown in the flow process chart currently. Recording devices are to be used machine and operator work studies in each step. Value Adding Operation, Inspection, Transport, Temporary Delay and Permanent Delay.
Process Charting for Improvement - Gilbreths' View
Frank Gilbreth developed process analysis and improvement also along with motion study. In 1921, he presented a paper in ASME, on process charts. Lilian Gilbreth was a coauthor of this paper.
PROCESS CHARTS: FIRST STEPS IN FINDING THE ONE BEST WAY TO DO WORK
By Frank B. Gilbreth, Montclair, N. J. Member of the Society
and L. M. Gilbreth, Montclair, N. J. Non-Member
For presentation at the Annual Meeting, New York, December 5 to 9, 1921,
of The American Society of Mechanical Engineers, 29 West 39th Street, New York.
https://ia800700.us.archive.org/5/items/processcharts00gilb/processcharts00gilb_bw.pdf
THE Process Chart is a device for visualizing a process as a means of improving it. Every detail of a process is more or less affected by every other detail; therefore the entire process must be presented in such form that it can be visualized all at once before any changes are made in any of its subdivisions. In any subdivision of the process under examination, any changes made without due consideration of all the decisions and all the motions that precede and follow that subdivision will often be found unsuited to the ultimate plan of operation.
The use of this process-chart procedure permits recording the existing and proposed methods and changes without the slightest fear of disturbing or disrupting the actual work itself.
The aim of the process chart is to present information regarding existing and proposed processes in such simple form that such information can become available to and usable by the greatest possible number of people in an organization before any changes whatever are actually made, so that the special knowledge and suggestions of those in positions of minor importance can be fully utilized.
Further detailed studies based on process chart
If any operation of the process shown in the process chart is one that will sufficiently affect similar work, then motion study should be made of each part of the process, and the degree to which the motion study should be carried depends upon the opportunities existing therein for savings.
If the operations are highly repetitive or consist of parts or subdivisions that can be transferred to the study of many other operations, then micromotion studies already made can be referred to; also new and further micromotion studies may be warranted in order that the details of method with the exact times of each of the individual subdivisions of the cycle of motions, or ''therbligs," as they are called,
that compose the one best way known, may be recorded for constant and cumulative improvement.
These synthesized records of details of processes (motion studies and micromotion studies) in turn may be further combined and large units of standard practice become available for the synthesis of complete operations in process charts.
At the end of the paper, the conclusion made is as follows:
The procedure for making, examining and improving a process is, therefore, preferably as follows:
a. Examine process and record with rough notes and stereoscopic diapositives the existing process in detail.
b. Have draftsman copy rough notes in form for blueprinting, photographic projection and exhibition to executives and others.
c. Show the diapositives with stereoscope and lantern slides of process charts in executives' theater to executives and workers.
d. Improve present methods by the use of —
1 Suggestion system
2 Written description of new methods or 'write-ups," "manuals," ''codes," ''written systems," as they are variously called
3 Standards
4 Standing orders
5 Motion study
6 Micromotion studies and chronocyclegraphs for obtaining and recording the One Best Way to do Work.
e. Make process chart of the process as finally adopted as a base for still further and cumulative improvement.
We see in the method described above the method study steps of record, and examine. The practice of involving the workers in analyzing the process chart which was later popularized by Alan Mogensen is also present in the method suggested by Gilbreth to improve a process. Motion study as a later step in the process analysis method, which was emphasized by H.B. Maynard as part of the operation analysis proposed by him is also visible in the procedure described by Gilbreths.
Operation Analysis Sheet - H.B. Maynard
H.B. Maynard proposed "Operation Analysis" for process improvement.
So, we can see the methods engineering and methods study which became popular subsequently were further development of Gilbreth's process improvement procedure only.
IISE Terminology
https://www.iise.org/Details.aspx?id=2154
MOTION AND TIME STUDY. A systematic study of work systems, which have the purposes of: (1) developing a preferred system and method (usually one with lowest cost); (2) standardizing this system and method; (3) determining the time required by a qualified and properly trained person working at a normal pace to perform a specific task or operation; (4) assisting and training a worker in the preferred method. Motion study (or methods design), finding the preferred method of doing work. Time study (or work measurement), determining standard time for performing a specific task. Taylor used the term time study almost indiscriminately—including what the Gilbreths called motion study—much to their chagrin, especially when he took time studies without first studying the “one best way.” (See Z94.17 WORK DESIGN & MEASUREMENT.)
https://www.iise.org/Details.aspx?id=2592
MACHINE-CONTROLLED TIME. The time portion of an operation cycle required by a machine to complete the machine portion of the work cycle. The operator does not control this portion of the cycle time, whether or not attending the machine. Syns: independent machine, machine-controlled time allowance, allowance for machine-controlled time.
MACHINE ELEMENT. (See MACHINE-CONTROLLED TIME.)
MANUAL ELEMENT. A distinct, describable, and measurable subdivision of a work cycle or operation performed by hand or with the use of tools, and one that is not controlled by process or machine.
METHOD. (1) The procedure or sequence of motions by workers and/or machines used to accomplish a given operation or work task. (2) The sequence of operations and/or processes used to produce a given product or accomplish a given job. (3) A specific combination of layout and working conditions; materials, equipment, and tools; and motion patterns involved in accomplishing a given operation or task.
METHODS ANALYSIS. That part of methods engineering normally involving an examination and analysis of an operation or a work cycle broken down into its constituent parts for the purpose of improvement, elimination of unnecessary steps, and/or establishing and recording in detail a proposed method of performance.
METHODS ENGINEERING. That aspect of industrial engineering concerned with the analysis and design of work methods and systems, including technological selection of operations or processes, specification of equipment type and location, design of manual and worker-machine tasks. May include the design of controls to insure proper levels of output, inventory, quality, and cost. (See WORK DESIGN, MOTION ANALYSIS, MOTION ECONOMY, METHODS ANALYSIS.)
METHODS STUDY. A systematic examination of existing methods with the purpose of developing new or improved methods, tooling, or procedures.
https://www.iise.org/Details.aspx?id=2598
PROCESS. (1) A planned series of actions or operations (e.g., mechanical, electrical, chemical, inspection, test) which advances a material or procedure from one stage of completion to another. (2) A planned and controlled treatment that subjects materials or procedures to the influence of one or more types of energy (e.g., human, mechanical, electrical, chemical, thermal) for the time required to bring about the desired reactions or results.
PROCESS ENGINEER. An individual qualified by education, training, and/or experience to prescribe efficient production processes to safely produce a product as designed and who specializes in this work. This work includes specifying all the equipment, tools, fixtures, human job elements, and the like that are to be used and, often, the estimated cost of producing the product by the prescribed process. (See PROCESS, PROCESS DESIGN.)
PRODUCTIVITY. (1) The ratio of output to total inputs. (2) The ratio of actual production to standard production, applicable to either an individual worker or a group of workers.
OPERATION. (1) A job or task, consisting of one or more work elements, usually done essentially in one location. (2) The performance of any planned work or method associated with an individual, machine, process, department, or inspection. (3) One or more elements which involve one of the following: the intentional changing of an object in any of its physical or chemical characteristics; the assembly or disassembly of parts or objects; the preparation of an object for another operation, transportation, inspection, or storage; planning, calculating, or the giving or receiving of information.
OPERATIONS ANALYSIS. A study of an operation or scenes of operations involving people, equipment, and processes for the purpose of investigating the effectiveness of specific operations or groups so that improvements can be developed which will raise productivity, reduce costs, improve quality, reduce accident hazards, and attain other desired objectives.
https://www.iise.org/Details.aspx?id=2576
ELEMENT. A subdivision of the work cycle composed of one or a sequence of several basic motions and/or machine or process activities which is distinct, describable, and measurable. (See MANUAL
ELEMENT, MACHINE-CONTROLLED TIME.)
ELEMENTAL MOTION. Individual manual motions or simple motion combinations used to describe the sensory-motor activity in an operation. Generally refers to the more basic and elementary therbligs. An attempt often is made to define these precisely with associated time values. Typical elemental motions are: reach, move, assemble, pre-position, turn.
https://www.iise.org/Details.aspx?id=2612
WORK DESIGN. The design of work systems. System components include people, machines, materials, sequence, and the appropriate working facilities. The process technology and the human characteristics are considered. Individual areas of study may include analysis and simplification of manual motion components: design of jigs, fixtures, and tooling; human-machine analysis and design; or the analysis of gang or crew work. Syns: ergonomics, job design, methods engineering, methods study, motion study, operation analysis, work simplification, motion economy.
WORK MEASUREMENT. A generic term used to refer to the setting of a time standard by a recognized industrial engineering technique, such as time study, standard data, work sampling, or predetermined motion time systems. Syn. ergonometrics.
WORK SIMPLIFICATION. A management philosophy of planned improvement using any or all of the tools and techniques of industrial engineering in an atmosphere of creative participation which enables employees to achieve individual goals through the achievement of organizational goals. (See WORK DESIGN.)
WORK TASK. A specific quantity of work, set of duties or responsibilities, or job function assigned to one or more persons.
WORK UNIT. An amount of work, or the results of an amount of work, that it is convenient to treat as an integer (an each) when examining work from a quantitative point of view.
I now feel production planning and control is a component of process chart analysis as far as process improvement is concerned. Industrial engineers have to improve production planning routines as part of process chart analysis. Such an emphasis is not there in IE curriculum, as process chart is method is taught in work study or time and motion study courses.
Updated 27.6.2022, 8 June 2020, 3 June 2020
No comments:
Post a Comment