Blog posts for the 2023 Challenge
Date
April Post
This year posted all posts as per schedule.
Sunday, April 30, 2023
Warehouse Robots Implementation Issues
Modeling Warehouse Picking Bots Implementation Costs
https://designed-analytics.com/2023/04/29/modeling-warehouse-picking-bots-implementation-costs/
Paint Company Processes
One of the world's largest DCS and MES projects for integrated paint manufacturing process
Integrated plant automation system for Asian Paints increases reliability, ultimately resulting in savings, better material usage and reduced losses
Khandala plant Asian Paints
https://new.abb.com/cpm/industry-specific-solutions/consumer-fine-chemicals/one-of-world-s-largest-dcs-and-mes-projects-for-integrated-paint-process
Lid Destacker
_________________
https://www.youtube.com/watch?v=VaiNMqiAg4w
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ABB Paints, coatings and resins manufacturing solutions
Design, installation and commissioning of complete automated units for the formulation and manufacturing of coatings, paints, varnishes and resins.
https://new.abb.com/chemical/chemical/fine-speciality-consumer-chemicals/paints-inks-pigments
BERGER PAINTS FACTORY VIDEO
4 Sep 2014
https://www.youtube.com/watch?v=I7XyecrHTyo
Distemper, Paint, Adhesive, Chemical automatic filling and packing machines - iFill Technology
21 Sep 2016
https://www.youtube.com/watch?v=tmO9ZyO4lZ8
ASRS
https://www.cio.com/article/3450198/asian-paints-blends-it-right-with-robotics.html
Sep 2020
https://cio.economictimes.indiatimes.com/news/strategy-and-management/how-asian-paints-is-adapting-its-supply-chain-to-beat-covid-blues/77902850
https://www.sap-digital-business-services.com/reference/asian-paints-ltd/ Asian Paints Case Study
Material dispensing process
https://docs.oracle.com/cd/E26401_01/doc.122/e49057/T465565T465572.htm
EP0915401A2
European Patent Office
Computerized virtual paint manufacturing and application system
Abstract
A computer-implemented apparatus and method for coordinating paint-related process steps of at least one paint-related facility. The paint-related process steps exhibit paint-related characteristics. A data acquisition module is provided for acquiring paint characteristic data indicative of the paint-related characteristics. A paint process control data structure is provided for interrelating the acquired paint characteristic data with at least two of the paint-related process steps to produce interrelated paint process control data. A paint process control coordinator is connected to the data acquisition module for storing the acquired paint characteristic data in the paint process control data structure. A data display is connected to the paint process control data structure for remotely receiving and viewing the interrelated paint process control data.
1998-11-10
Application filed by BASF Corp
2018-11-10
Anticipated expiration
Status
Expired - Lifetime
https://patents.google.com/patent/EP0915401A2/en
Productivity and IE in Paint, Coating, and Adhesive Manufacturing
An Application of Lean Manufacturing Techniques in Paint Manufacturing Company -A Case Study
Integrated IT solution for the manufacturers of paints and coatings
Digital Twin in Paint Manufacturing
Productivity Through Innovation - Dacrylate Paints Ltd
https://www.ntu.ac.uk/business-and-employers/case-studies/dacrylate-paints-ltd-case-study
DACRYLATE USES HIGH PERFORMANCE SPRAY SOFTWARE.
Many high-performance coatings require higher pressures to atomise. In many cases equipment is pushed to the limit and may need re-configuring to achieve the higher atomising pressures. Spraytrain.com is an independent training provider for spray equipment operators and coating manufacturer’s technical and sales staff. The training covered all aspects of airless spray applications including: –
Controlling coating film thickness
Health and safety information
Optimisation of equipment settings
Introduction to the latest spray equipment software
The new software provided by Spraytrain.com enables computer simulation of spray applications. This enables Dacrylate to specify and design equipment formulation from their office. Dacrylate are the first paint company in the UK to employ this software.
The Most Optimum Filtration Machines for Accurate Gradation of your Paints & Coating
Before 26 January 2014
ABB paint industry solutions for optimization
Using its process expertise and experience in paint and coating production, ABB has
developed innovative and optimized solutions to each specific constraint encountered
in paint production phases: dispersing, grinding, tinting, filtration, cleaning, transfer,
pigging system, powder handling, pneumatic transfer, control system, scheduling.
http://www05.abb.com/global/scot/scot267.nsf/veritydisplay/46dd1794c10945c885256fdb0075d345/$file/paint_coatings_final.pdf
Energy Conservation for a Paint Company Using Lean Manufacturing Technique
Sobia Shahid1,*, Sibi Chacko1 , C M Shukla2
1 School of Engineering and Physical Sciences Faculty, Heriot Watt University Dubai Campus, 294345, Dubai, United Arab Emirates 2 Quality Control Manager, Jotun Paints, 3671, Dubai, United Arab Emirates
http://www.hrpub.org/download/201310/ujibm.2013.010302.pdf
Improving accurarcy of paint delivery
In the beginning of 2006, Nippon Paint started to make some simple changes by implementing an Intermec barcoding system to its operations in Singapore, with the support from Intermec’s partner MuRho. Nippon Paint’s goal was to improve the accuracy of paint delivery, while reducing administrative work.
Using Intermec’s MobileLAN WA22 wireless LAN access point, with Intermec 730 and Intermec 730 i-Safe handheld mobile computers, Nippon Paint redesigned the 5-stage work process with the use of technology; manufacturing, item movement from production to logistics, stock-taking, selection and loading.
The process is now barcoded and automatically integrated from where packing begins, and ending when the goods leave the factory premises.
The system has increased the worker’s efficiency and improved the productivity of the company. The system also reduces time required to train new staff, and ensures more consistent work processes regardless of staff experience. With the success of this system, Nippon Paint may propagate this to other facilities in the future.
http://www.intermec.dk/learning/content_library/case_studies/csNipponPaint.aspx
OPTIMUM MAINTENANCE STRATEGY FOR PAINT MANUFACTURING INDUSTRIES, A CASE STUDY
Godwin, Harold Chukwuemeka and Achara, Okechukwu Michael
http://www.technicaljournalsonline.com/ijeat/VOL%20IV/IJAET%20VOL%20IV%20ISSUE%20IV%20%20OCTBER%20DECEMBER%202013/Vol%20IV%20Issue%20IV%20Article%205.pdf
ABB paint industry solutions for optimization
Using its process expertise and experience in paint and coating production, ABB has
developed innovative and optimized solutions to each specific constraint encountered
in paint production phases: dispersing, grinding, tinting, filtration, cleaning, transfer,
pigging system, powder handling, pneumatic transfer, control system, scheduling.
http://www05.abb.com/global/scot/scot267.nsf/veritydisplay/46dd1794c10945c885256fdb0075d345/$file/paint_coatings_final.pdf
Energy Conservation for a Paint Company Using Lean Manufacturing Technique
Sobia Shahid1,*, Sibi Chacko1 , C M Shukla2
1 School of Engineering and Physical Sciences Faculty, Heriot Watt University Dubai Campus, 294345, Dubai, United Arab Emirates 2 Quality Control Manager, Jotun Paints, 3671, Dubai, United Arab Emirates
http://www.hrpub.org/download/201310/ujibm.2013.010302.pdf
Improving accurarcy of paint delivery
In the beginning of 2006, Nippon Paint started to make some simple changes by implementing an Intermec barcoding system to its operations in Singapore, with the support from Intermec’s partner MuRho. Nippon Paint’s goal was to improve the accuracy of paint delivery, while reducing administrative work.
Using Intermec’s MobileLAN WA22 wireless LAN access point, with Intermec 730 and Intermec 730 i-Safe handheld mobile computers, Nippon Paint redesigned the 5-stage work process with the use of technology; manufacturing, item movement from production to logistics, stock-taking, selection and loading.
The process is now barcoded and automatically integrated from where packing begins, and ending when the goods leave the factory premises.
The system has increased the worker’s efficiency and improved the productivity of the company. The system also reduces time required to train new staff, and ensures more consistent work processes regardless of staff experience. With the success of this system, Nippon Paint may propagate this to other facilities in the future.
http://www.intermec.dk/learning/content_library/case_studies/csNipponPaint.aspx
OPTIMUM MAINTENANCE STRATEGY FOR PAINT MANUFACTURING INDUSTRIES, A CASE STUDY
Godwin, Harold Chukwuemeka and Achara, Okechukwu Michael
http://www.technicaljournalsonline.com/ijeat/VOL%20IV/IJAET%20VOL%20IV%20ISSUE%20IV%20%20OCTBER%20DECEMBER%202013/Vol%20IV%20Issue%20IV%20Article%205.pdf
Updated on 30.4.2023, 15 October 2020
First published on 26 Jan 2014
Zenith of Industrial Engineering
Has industrial engineering reached its peak in the world economy?
IISE is celebrating 75 years of existence in this year. The topic is worth debating in IISE circles?
Are there IE departments in all Fortune 500 companies?
Industrial engineering departments are not reporting their achievements through the annual financial statements of their companies. They have to take courage and prepare annual reports of their department and ask their company management to make them public.
Part of
A to Z of Industrial Engineering - Principles, Methods, Techniques, Tools and Applications
https://nraoiekc.blogspot.com/2018/06/a-to-z-of-industrial-engineering.html
Saturday, April 29, 2023
Process Improvement Management - Productivity Management
Process Improvement and Organizational Learning: The Role of Collaboration Technologies
Ned F. Kock
Idea Group Inc (IGI), 01-Jan-1999 - 157 pages
Process improvement can itself be considerably improved by the use of information technology. Distributed and a synchronous group support systems, such as e-mail, computer conferencing and the World Wide Web are likely to play a major role in this improvement. Process Improvement and Organizational Learning: The Role of Collaboration Technologies analyzes the relationship between collaborative technologies, process improvement and organizational learning. It is based on the author's experiences in numerous process-focused organizational development projects where process improvement groups were aided by the support of collaborative technologies.
ChatGPT for Industrial Engineering - LeanGPT™ - Kaizen Copilot - Your AI Partner for Industrial Engineering and Continuous Process Improvement
Happy. Now you have ChatGPT for Industrial Engineering. Your process improvement effort has now a machine assistant.
Visit https://retrocausal.ai/kaizen/ the machine assistant for industrial engineering.
You can ask for a Demo
Kaizen Copilot, the ChatGPT for Industrial Engineering leverages LeanGPT™ foundation models, shop-floor analytics, and secure knowledge base training to generate valuable documentation, analyses and ideas through a conversational interface.
Why Kaizen Copilot?
Do you have more Industrial Engineering (IE) projects than you have IE staff? Machine assistant is now available to reduce the load on current IEs and allow them to do more projects.
How well do you cross-pollinate knowledge gained at different facilities or different shifts? You can quickly make the new knowledge accessible for others.
After a Kaizen event, how quickly do you reanalyze the process and give feedback to the team?
Kaizen Copilot makes it easy. More IE projects, Quick Knowledge Transfer, Timely feedback,
What is Kaizen Copilot?
Industrial Engineers and Production Managers design, track, and optimize industrial processes by combining domain expertise, productivity science, productivity engineering and productivity management knowledge, organizational knowledge, and process improvement studies. The studies include tedious manual observations such as time studies, ergonomic assessments, and yield estimates from various resources.
Retrocausal AI trained a new kind of Generative AI foundation model called LeanGPT™, specialized for the manufacturing and industrial engineering domains.
Kaizen Copilot is a patent-pending assistive AI agent built on the LeanGPT model which gives it expert-level IE domain knowledge.
"We provide our customers the option to connect LeanGPT to their organizational knowledge bases in a secure and potentially even “on-premise” configuration. Further, Kaizen Copilot connects our computer vision and IoT-sensing platform to LeanGPT to minimize the need for manual measurements on the factory floor. We bake Lean Six Sigma workflows into Kaizen Copilot so that it can assist IEs in following widely accepted best practices."
What can Kaizen Copilot do?
1. Act as a virtual IE consultant for small sized manufacturers who cannot afford to hire one full-time.
2. Generate analyses such as FMEA, ISO-4501, Error-Proofing in seconds which typically take days and weeks to produce.
3. Simulate alternatives to your actual assembly line and calculate what may be achievable.
4. Identify commonalities in quality and line balancing problems amongst your factories which may appear unrelated at a first glance.
5. Assist your Industrial Engineers in the adoption of Lean Six Sigma and Toyota Production Systems best practices.
6. Maximize the value out of operator interactions on your Gemba walks.
7. Generate novel insights for productivity maximization by combining your organizational knowledge with all your digital factory data.
8. Run OEE and Pareto Analysis by combining data from ERP, MES, and manual reporting.
9. Facilitate compliance with regulatory standards by minimizing the time needed to generate relevant planning and audit documents.
How does it work?
You can think of Kaizen Copilot as “ChatGPT for Industrial Engineering”, with the following improvements:
Specialized for Manufacturing
Kaizen Copilot is built on our own Large Language Models called LeanGPT, much like ChatGPT is built on GPT-3. However, LeanGPT is specialized on manufacturing and industrial engineering texts as well as proprietary industrial Kaizen form datasets.
Talks to IoT Infrastructure
While ChatGPT is frozen in time, and unable to fetch data from external sources like the internet, LeanGPT is able to call external APIs specifically Pathfinder’s computer vision and IoT platform as well as an increasing number of third-party SCADA platforms to formulate its responses.
References Actual Documentation
In addition to (or in place of) training LeanGPT on your knowledge bases, you can also use it to search individual documents in these repositories. In this mode, you retrieve documents that correspond to specific queries, and then ask questions from these documents. As opposed to ChatGPT, this gives you specific documents that you can cite as sources of conclusions.
Built-in Lean Six Sigma Workflows
Kaizen Copilot gently nudges its users in the direction of Lean Six Sigma and Toyota Production Systems best practices by suggesting appropriate “Example Prompts”. Further, we have built in templates and tools that allow you to automatically fill out appropriate Lean Six Sigma and TPS-inspired worksheets e.g. Process Capability Sixpack Reports or OEE charts. You are able to refine these worksheets by conversing with LeanGPT and shuffling data around as needed.
Trains on Organizational Knowledge Bases
LeanGPT can be trained your knowledge bases including ERP, MES, QMS, and CI systems in a secure cloud or on-premise configuration. Training LeanGPT models allows it to simultaneously consider all your organizational knowledge (potentially including knowledge across factories) together with its own manufacturing domain expertise and shopfloor observations in formulating questions to your answers. This, by definition, is a super-human capability that allows it to discover new connections and arrive at novel insights and conclusions.
Excellence in Manufacturing - Survey Winners - American Machinist
Kennametal Inc. has again been named by American Machinist magazine as one of America's leading manufacturing technology companies in the 2000 Excellence in Manufacturing Technology Achievement Awards. Kennametal also received the award in 1998. The company's founder, Philip M. McKenna, also was posthumously inducted into the Hall of Innovators.
1998
Carr Lane Mfg. Co. — Workholding winner
Erwin Junker Machinery Inc. — Grinding Machines winner
Guhring Inc. — Cutting Tools, High Speed Steel winner
Haas Automation Inc. — Machining Centers winner
Hardinge Inc. — Turning Machines winner
HE&M Saw — Sawing & Cutoff
Komet of America Inc. — Cutting Tools, High Speed Steel winner
Manufacturing Data Systems Inc. (MDSI) — Manufacturing Software winner
Precision Twist Drill — Cutting Tools winner
http://americanmachinist.com/cutting-tools/1998-reader-selected-winners-excellence-manufacturing
Ud. 29.4.2023
Pub 15.11.2014
The SMED System: Shigeo Shingo's Detailed Explanation
New. Popular E-Book on IE,
Introduction to Modern Industrial Engineering. #FREE #Download.
In 0.1% on Academia.edu. 3600+ Downloads so far.
https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0
Lesson 157 of Industrial Engineering ONLINE Course
This lesson is part of Analysis of Flow - Delays sub-module of process industrial engineering or process improvement. Reducing set up time will reduce batch sizes and therefore reduces delay in flow of material in a process. Hence analysis of setups and reducing setup time/cost is important for productivity improvement
Set up Time reduction was an issue of interest right from the Taylor's time. It was developed into a specific procedure by Shigeo Shingo.
F.W. Taylor on Quick Setups
Taylor want a foreman to be incharge of setup activities and gave him the responsibility for doing setups in quick time. Taylor advocated study of motions of men and eliminating unnecessary motions in all activities.
The gang boss has charge of the preparation of all work up to the time that the piece is set in the machine. It is his duty to see that every man under him has at all times at least one piece of work ahead at his machine, with all the jigs, templates, drawings, driving mechanism, sling chains, etc., ready to go into his machine as soon as the piece he is actually working on is done. The gang boss must show his men how to set their work in their machines in the quickest time, and see that they do it. He is responsible for the work being accurately and quickly set, and should be not only able but willing to pitch in himself and show the men how to set the work in record time.
H.B. Maynard on Setup Analysis
In this article, the issue of collecting drawings, materials and tools as well as instructions from appropriate persons are discussed. Then the machine set up and loading of the work piece are discussed. After the processing operation is over, the work piece has to be unloaded and it has to be moved to the next stage. At the end of the day, tools etc. are to be returned. In the process, care has to be taken to see that equipment is kept in proper order. All issues are raised in the check list of questions given below.
________________________
Before any work can be done, certain preliminary or "make- ready" operations must be performed. These include such elements as getting tools and drawings, getting material and instructions, and setting up the machine or laying out material and tools about the workplace. When the operation itself has been completed, certain clean up or " put-away " elements must be done such as putting away tools and drawings, removing finished material, and cleaning up the workplace or machine.
Questions on "Make-ready" and "Put-away" Elements. The procedure followed to perform the " make-ready" and "put- away" elements should be questioned closely, particularly on small-quantity work, for these operations are usually fairly long. Many of them carry the operator away from his workplace. This is undesirable for several reasons, and the necessity for trips to other parts of the department should be minimized. The arrangement of the setup or the workplace layout is of primary importance, and the simple rules governing efficient workplace layouts should be clearly understood.
Typical questions which will lead to suggestions for improvement in this connection are as follows :
1. How is the job assigned to the operator?
3. How are instructions imparted to the operator?
4. How is material secured?
5. How are drawings and tools secured?
6. How are the times at which the job is started and finished checked?
7. What possibilities for delays occur at drawing room, tool- room, storeroom, or time clerk's office?
8. If operator makes his own setup, would economies be gained by providing special setup men?
9. Could a supply boy get tools, drawings, and material?
10. Is the layout of the operator J s locker or tool drawer orderly so that no time is lost searching for tools or equipment?
11. Are the tools that the operator uses in making his setup adequate?
12. Is the machine set up properly?
13. Is the machine adjusted for proper feeds and speeds?
15. If vises, jigs, or fixtures are used, are they securely clamped to the machine?
18. Is material properly positioned?
19. Are tools prepositioned?
21. What must be done to put away all equipment used?
22. Can trip to return tools to toolroom be combined with trip to get tools for next job?
23. How thoroughly should workplace be cleaned?
24. What disposal is made of scrap, short ends, or defective parts?
25. If operation is performed continuously, are preliminary operations of a preparatory nature necessary the first thing in the morning?
26. Are adjustments to equipment on a continuous operation made by the operator?
27. How is material supply replenished?
28. If a number of miscellaneous jobs are done, can similar jobs be grouped to eliminate certain setup elements?
29. How are partial setups handled?
30. Is the operator responsible for protecting workplace over- night by covering it or locking up valuable material?
Make Ready. The methods followed in giving out jobs differ widely throughout industry. Where the same operation is worked day after day, the problem is not encountered; but on more miscellaneous work, some procedure for telling an operator what job he is to work upon next must be provided.
When the operator has received notification in one way or another of the job he is to do, he must next secure drawings, tools, and material. The way in which this is done also varies widely. In some cases, the operator must hunt everything for himself. In others, he goes to a tool- or drawing-room window and waits while an attendant gets what he requires. In still other cases, everything is brought to him, and he does not have to leave his work station.
The exact procedure that is followed will depend upon existing conditions; but if it is possible to work out an economical system for furnishing the operator with what he needs at his work station, it is desirable to do so. Besides reducing costs, this procedure increases the amount of time the equipment is utilized and thus increases the productive capacity of the plant. Often a low-rated worker can do the errands of the operators and bring tools, drawings, and materials.
Where the group system is used and no supply boy is available, the group leader commonly gets all necessary supplies and tools. By getting the necessary items for several jobs at one time, he is able to effect economies.
If a conveyer system specially designed is used, the jobs may be dispatched by the production department in the order wanted, and all material, tools, and drawings can be sent out at the same time on the conveyer. Thus the amount of time spent by the operator in getting ready to make the setup or workplace layout is reduced to a minimum.
The manner in which instructions are furnished with regard to how the job should be done is worthy of careful consideration. Instruction sheets can be used to instruct operators and, under certain conditions, their use is not too costly. It gives complete and detailed instructions.
Setup. The setup of the machine and of any tools, jigs, or fixtures used should be studied in detail. The correctness and the adequacy of the setup should first be considered, followed by a brief review of the methods employed to make it. The correct setup is fixed by the nature of the operation, the nature of the part, the requirements of the job, and the mechanical features of the machine. Sometimes, it is possible to do a job in more than one way, and care should be taken to ascertain that the best way is being used.
When the setup is being made, certain tools are usually required. These should be suitable for the purpose. If each operator must make his own setup, he should be provided with the necessary tools. If only one or two wrenches are furnished to a group of 10 operators, for example, the time lost in hunting the wrenches and in waiting for a chance to use them will usually far offset the cost of additional equipment.
If setup men are employed to setup machines ahead of the operators, their setup work is to them fairly repetitive work, because they are performing the same elements day after day. It will therefore be desirable to treat it as such and to furnish the setup men with special-purpose quick-acting tools.
Put Away. The put-away elements usually consume less time than the make-ready elements. Tools are put away, the setup is torn down, and the workplace is more or less thoroughly cleaned up. Usually, some of the put-away elements can be combined with some of the make-ready elements for the next operation.
Tools for one operation, for example, may be returned to the toolroom when the tools for the next operation are obtained. The procedure that will prove most economical for the put-away elements will depend to a large extent upon the manner in which the make-ready elements are performed.
Where a number of similar operations are performed on a machine, it is sometimes possible to use 'the same or part of the same setup on two or more jobs. A part that is common to several assemblies may be ordered separately for each and appear on several different orders. If these orders are grouped, one setup will care for them all. Again, in milling-machine work, for example, it may be possible to use the same cutter for several different jobs. The elements of "get cutter from toolroom" "place cutter on machine", "remove cutter from machine" and "return cutter to toolroom" will thus be performed but once for the several jobs.
Where possibilities of this sort exist, provision should be made when setting up the make-ready and put-away routine so that the economies will be made. If the operator does not know what job he is to do next, if he must completely tear down his setup before going for another job, and if neither the foreman nor the dispatcher attempts to group similar jobs, advantage cannot be taken of partial setups. This is wasteful, of course, and every attempt should be made to secure the benefit of partial setups. Whether or not the operator is paid for the complete setup or only for that part which he actually makes depends upon the difficulty in controlling setups and upon whether or not the saving is due to the operator's own initiative. In either case, more time is available for productive work which is a distinct gain.
Shigeo Shingo
The efficiency of setup requires two things on the part of operators:
1. Knowledge relating to the structure and function of the machinery and equipment, as well as a thorough acquaintence with tools, blades, dies, jigs, etc.
2. Skill in mounting and removing these items, and also in measuring, centering, adjusting, and calibrating after trial runs.
The History of SMED
In 1950, Shingo was conducting an efficiency improvement survey at Toyo Kogyo's Mazda plant. As the large body-molding presses of 350, 750 and 800 tons were declared as bottlenecks, Shingo did a production study.
There was an incident of a missing bolt and one hour was wasted in finding the bolt. Shingo had written that gave him the idea that external set operations have to set up as standard procedures and one has to make sure that all items required for set up are there before one starts the set up procedure. Shingo established the external set up procedure of making all items required for a set up and the efficiency was raised by 50% and the bottle neck problem disappeared.
The Second Idea
In 1957, Shingo was studying the operation of a large planer which is machining diesel engine beds. He noticed that centering and dimensioning of the engine bed had to be done and was being conducted on the planer table only. He came with the idea of buying an extra planer table on which this activity can be done while on the machine a job is getting machined. When the job was completed, the table was pushed out and the second table was pushed in ready with the job. This solution resulted in 40% increase in productivity.
The Third Important Event
In 1969, Shingo studied the set operation of 1,000 ton press at Toyoto Motor Company/s plant. The setup time was four hours and it was known that Volkswagen in Germany was doing the same set up in two hours. Shingo in association with Toyota engineers have identified the external setup operations and internal setup operations and improve the process to a time of 90 minutes. According to Shingo, it took six months of effort to reach that stage.
At this stage, Toyota management thought of a challenging goal. Can be reduced drastically to only three minutes? This challenge resulted in the inspiring insight in Shingo. Can we convert much more internal activity (setup activity that was being done on the machine) to external activity. So a search began for eliminating activities from internal setup activity to move them the external activity. Shingo had written that 8 ideas came in quick succession and they developed these 8 ideas in 3 months time to reach the single digit setup time. So Shingo remarked that it took 19 years of time to make a drastic improvement to the setup operations.
Foreword
SMED system is the most essential method for achieving Just-In-Time Production. SMED system will revolutionize existing production systems and I hope you will practice it after reading this book.
Introduction
In many factories, diversified low-volume production is a problem. The main difficulty is the setup operations and adjustments required - calibration, switching of tools or dies etc. Frequent setups of course are necessary to produce a large variety of goods in small lots.
But now I can tell you, you can cut your setup time and increase productivity. You can do setups in three minutes for tasks which had taken 3 hours earlier. The theory and techniques are made available to you in this book. Japanese industrial engineers have long understood the need to reduce setup times and many examples are made available by them in books. But in this book for the first time principles are provided so that you can apply them to your situation even though it does not match any of the previous examples or applications.
Why the setup times remained high for long. Managers and industrial engineers neglected the task and left it to the skill of workers.
People have to realize that high volume production and large lot production are the same. Even high volume production can be achieved through small lots and economy of manufacturing can be realized. Traditional production planning assumes inventory as inevitable but new production system based on SMED works on the concept of confirmed production and eliminates inventory.
It took 19 long years for me to develop the SMED system.
Production activities may best be understood as a process consisting of operations.
A process refers to a continuous flow by which raw materials are converted into finished goods. An operation is action performed by men, machine or equipment on raw materials, or intermediate or finished goods (for example packing). A process can have one or more operations.
Manufacturing processes can be further divided into four distinct phases (traditional IE categories)
1. Processing (termed as operation) 2. Inspection 3. Transportation 4. Storage.
The storage phase can be further categorised into:
1. Storage of raw materials.
2. Storage of finished goods
3. Lot waiting for process: The entire lot is in a queue before a machine
4. Waiting for a lot: Some of items of the lot are yet to be processed and some are processed.
Each operation on a lot will have preparation and clearing. These are termed setup operations.
The principal operation carried out on workpieces include essential operation, auxiliary operation like loading the workpiece and removing it and margin allowances (activities) that irregularly happen like sweeping up cuttings and personal activities of the operator like taking rest for fatigue and drinking water etc.
It is important to note that there are setup operations in inspection, transportation and storage also.
The blind spot: The unspoken assumption that drastic reductions in setup time are not possible. But with the development of SMED, the concept of economic lot size has diappeared from the profit-engineering agenda. Moreover, SMED has substantially reduced the level of skill required for setups and production operators themselves can do the setup.
In the spring of 1950, Shingo was conducting an efficiency improvement survey at Toyo Kogyo's Mazda plant. At the presses were bottleneck machines, Shingo conducted a production analysis and observed a die change. As he observed the time wasted after the machine was stopped for setup change, it dawned to him that setup operations fundamentally were two types: Internal setups which are to be done after a machine is stopped and external setups which can be conducted when the machine is in operation. The external set up were identified and only internal setups were done when the machine is stopped. The setup time reduced by 50%.
The first step of SMED was discovered and Shingo started advising companies on improving setups.
The second insight
Shingo was doing study of open-sided planer at the Mitsubishi Heavy Industries Shipyard for methods improvement. He observed that marking-off procedure for centering and dimensioning the engine bed ws being conducted on the planer table and it was taking significant time. The idea came came to install a second planer table and perform the setup operation on it separately. Then the table was shifted in less time and it saved time and increased productivity.
The third experience
In 1969, the divisional manager of body shop at Toyota Motor Company told Shingo that they were taking 4 hours to make a die change and they know that in Volkswagen they were doing in two hours. Shingo worked with them to separate internal and external setup items and got the die change time reduced to one and half hours.
After a month, Shingo was informed that management want the setup time to go to three minutes. Shingo was strartled but challenged. The thinking led to the idea that some more internal elements can be converted into external elements. In three months, three minute goal was reached and Shingo says, he named the method SMED.
This SMED concept then spread to all types of setups in Toyota.
Basic steps in the Setup Procedure
1. Preparation, checking of all required items, tools and materials 30%
2. Removing old tools and mounting new tools 5%
3. Centering, dimensioning and setting other conditions 15%
4. Trial runs and adjustments 50%
5. Returning Old tools - Negligible
The time taken for trail runs and adjustments can be shortened by improving the prior process of centering, dimension and setting.
Basic Steps of SMED
Separating Internal and External Setup
Converting Internal Operations to External Operations
Improving Internal Setup Operations
Improving External Operations
Separating Internal and External Setup
Doing External Setup Operations Efficiently - Preliminary Steps
Use a checklist
Make a list of all the parts required with names and specifications and make sure that they are there before the setup. For it to happen without any shortcoming, Shingo recommended that a drawing is made with all the parts pictures and keep the parts on those drawing.
Then there has to be one more list that specifies details of pressure, temperature and other settings that are part of external setup. One has to go through this checklist and ensure that every item is having the required specification and also functioning. These list of items and checklists have to be separate for every machine.
The old die and related items should be transported back either after the setup is completed or by people who are specific to transportation. The machine should not be made to idle due to the transport operation of old die and related items.
Converting Internal Operations to External Operations
The first step in converting internal operations to external operations is to create operating conditions of the dies externally. Then only internal operations are to push the dies and attach them to ram and body.
Preheating Dies
Old practice was to heat dies in die casting by injecting hot metal between them. Instead of that if dies were preheated using gas or electric heat externally, 30 minutes could be saved.
Standardization of dies of various sizes or items on a machine can be done by shape standardization to reduce setup time. But the dies of even small parts can be large because of that. Instead Shingo suggested function standardization.
Function Standardization
What are the functions in attaching die to machine? Clamping, centering, dimensioning, expelling,grasping, and maintaining loads.
Efficient function standardization requires that for each die, the function providing features are only standardized as required by examining the die feature by feature or element by element.
Clamping height can be changed by adding shims to smaller dies. Centering can be done centering jigs. The dies can be made as a set and they can be inserted and withdrawn like a casette so that die inserting time can be only 20 seconds. Various locating elements can be used to adjust the dies in the required positions externally.
Implementation of Parallel Operations
Die-change operations on plastic molding machines, and die-casting machines and large presses require work both at front and at the back of the machine. If two work parallelly one at the back and one at the front lot of time is saved.
The Use of Function Clamp
The length of the bolt should be determined such that only one turn is required for fastening or loosening. Such bolt will be called functional clamp.
Examples of One Turn Attachments
The Pear Shaped Hole Method
The U Shaped Washer Method
The Split Thread Method
The U-Slot Method
The Clamp Method
One Motion Methods
Cams and clamps
Wedges, tapered pins and knock pins
springs
Magnetism and Vacuum Suction
Interlocking Methods
(Punch and die assembly for making interlocking integral fasteners - Patent No. US2924312)
Instead of fastening, many times, two pieces can be interlocked and it is sufficient.
Interlocking Method for Press Dies
In a press, the upper die is attached to the machine ram and the lower die is attached to the machine tool. Why there should be same number and diameter of bolts in both sides. While the die attached to the ram has to be supported against gravity, the die attached to the machine bed need not be so supported. Shingo suggests holding plates and cradles for the holding plate to hold the die.
Seeing is believing. Watch in YouTube video die changes in less than 9 minutes
SMED - YouTube Videos
Related Development:
1. Knowledge relating to the structure and function of the machinery and equipment, as well as a thorough acquaintence with tools, blades, dies, jigs, etc.
2. Skill in mounting and removing these items, and also in measuring, centering, adjusting, and calibrating after trial runs.
The History of SMED
In 1950, Shingo was conducting an efficiency improvement survey at Toyo Kogyo's Mazda plant. As the large body-molding presses of 350, 750 and 800 tons were declared as bottlenecks, Shingo did a production study.
There was an incident of a missing bolt and one hour was wasted in finding the bolt. Shingo had written that gave him the idea that external set operations have to set up as standard procedures and one has to make sure that all items required for set up are there before one starts the set up procedure. Shingo established the external set up procedure of making all items required for a set up and the efficiency was raised by 50% and the bottle neck problem disappeared.
The Second Idea
In 1957, Shingo was studying the operation of a large planer which is machining diesel engine beds. He noticed that centering and dimensioning of the engine bed had to be done and was being conducted on the planer table only. He came with the idea of buying an extra planer table on which this activity can be done while on the machine a job is getting machined. When the job was completed, the table was pushed out and the second table was pushed in ready with the job. This solution resulted in 40% increase in productivity.
The Third Important Event
In 1969, Shingo studied the set operation of 1,000 ton press at Toyoto Motor Company/s plant. The setup time was four hours and it was known that Volkswagen in Germany was doing the same set up in two hours. Shingo in association with Toyota engineers have identified the external setup operations and internal setup operations and improve the process to a time of 90 minutes. According to Shingo, it took six months of effort to reach that stage.
At this stage, Toyota management thought of a challenging goal. Can be reduced drastically to only three minutes? This challenge resulted in the inspiring insight in Shingo. Can we convert much more internal activity (setup activity that was being done on the machine) to external activity. So a search began for eliminating activities from internal setup activity to move them the external activity. Shingo had written that 8 ideas came in quick succession and they developed these 8 ideas in 3 months time to reach the single digit setup time. So Shingo remarked that it took 19 years of time to make a drastic improvement to the setup operations.
The SMED System - Book by Shigeo Shingo - Chapter Summaries
Foreword
SMED system is the most essential method for achieving Just-In-Time Production. SMED system will revolutionize existing production systems and I hope you will practice it after reading this book.
Introduction
In many factories, diversified low-volume production is a problem. The main difficulty is the setup operations and adjustments required - calibration, switching of tools or dies etc. Frequent setups of course are necessary to produce a large variety of goods in small lots.
But now I can tell you, you can cut your setup time and increase productivity. You can do setups in three minutes for tasks which had taken 3 hours earlier. The theory and techniques are made available to you in this book. Japanese industrial engineers have long understood the need to reduce setup times and many examples are made available by them in books. But in this book for the first time principles are provided so that you can apply them to your situation even though it does not match any of the previous examples or applications.
Why the setup times remained high for long. Managers and industrial engineers neglected the task and left it to the skill of workers.
People have to realize that high volume production and large lot production are the same. Even high volume production can be achieved through small lots and economy of manufacturing can be realized. Traditional production planning assumes inventory as inevitable but new production system based on SMED works on the concept of confirmed production and eliminates inventory.
It took 19 long years for me to develop the SMED system.
Chapter 1 The Structure of Production
Production activities may best be understood as a process consisting of operations.
A process refers to a continuous flow by which raw materials are converted into finished goods. An operation is action performed by men, machine or equipment on raw materials, or intermediate or finished goods (for example packing). A process can have one or more operations.
Manufacturing processes can be further divided into four distinct phases (traditional IE categories)
1. Processing (termed as operation) 2. Inspection 3. Transportation 4. Storage.
The storage phase can be further categorised into:
1. Storage of raw materials.
2. Storage of finished goods
3. Lot waiting for process: The entire lot is in a queue before a machine
4. Waiting for a lot: Some of items of the lot are yet to be processed and some are processed.
Each operation on a lot will have preparation and clearing. These are termed setup operations.
The principal operation carried out on workpieces include essential operation, auxiliary operation like loading the workpiece and removing it and margin allowances (activities) that irregularly happen like sweeping up cuttings and personal activities of the operator like taking rest for fatigue and drinking water etc.
It is important to note that there are setup operations in inspection, transportation and storage also.
Chapter 2. Setup Operations in the Past
The blind spot: The unspoken assumption that drastic reductions in setup time are not possible. But with the development of SMED, the concept of economic lot size has diappeared from the profit-engineering agenda. Moreover, SMED has substantially reduced the level of skill required for setups and production operators themselves can do the setup.
3. Fundamentals of SMED
In the spring of 1950, Shingo was conducting an efficiency improvement survey at Toyo Kogyo's Mazda plant. At the presses were bottleneck machines, Shingo conducted a production analysis and observed a die change. As he observed the time wasted after the machine was stopped for setup change, it dawned to him that setup operations fundamentally were two types: Internal setups which are to be done after a machine is stopped and external setups which can be conducted when the machine is in operation. The external set up were identified and only internal setups were done when the machine is stopped. The setup time reduced by 50%.
The first step of SMED was discovered and Shingo started advising companies on improving setups.
The second insight
Shingo was doing study of open-sided planer at the Mitsubishi Heavy Industries Shipyard for methods improvement. He observed that marking-off procedure for centering and dimensioning the engine bed ws being conducted on the planer table and it was taking significant time. The idea came came to install a second planer table and perform the setup operation on it separately. Then the table was shifted in less time and it saved time and increased productivity.
The third experience
In 1969, the divisional manager of body shop at Toyota Motor Company told Shingo that they were taking 4 hours to make a die change and they know that in Volkswagen they were doing in two hours. Shingo worked with them to separate internal and external setup items and got the die change time reduced to one and half hours.
After a month, Shingo was informed that management want the setup time to go to three minutes. Shingo was strartled but challenged. The thinking led to the idea that some more internal elements can be converted into external elements. In three months, three minute goal was reached and Shingo says, he named the method SMED.
This SMED concept then spread to all types of setups in Toyota.
Basic steps in the Setup Procedure
1. Preparation, checking of all required items, tools and materials 30%
2. Removing old tools and mounting new tools 5%
3. Centering, dimensioning and setting other conditions 15%
4. Trial runs and adjustments 50%
5. Returning Old tools - Negligible
The time taken for trail runs and adjustments can be shortened by improving the prior process of centering, dimension and setting.
Basic Steps of SMED
Separating Internal and External Setup
Converting Internal Operations to External Operations
Improving Internal Setup Operations
Improving External Operations
4. Techniques for Applying SMED
Separating Internal and External Setup
Doing External Setup Operations Efficiently - Preliminary Steps
Use a checklist
Make a list of all the parts required with names and specifications and make sure that they are there before the setup. For it to happen without any shortcoming, Shingo recommended that a drawing is made with all the parts pictures and keep the parts on those drawing.
Then there has to be one more list that specifies details of pressure, temperature and other settings that are part of external setup. One has to go through this checklist and ensure that every item is having the required specification and also functioning. These list of items and checklists have to be separate for every machine.
The old die and related items should be transported back either after the setup is completed or by people who are specific to transportation. The machine should not be made to idle due to the transport operation of old die and related items.
Converting Internal Operations to External Operations
The first step in converting internal operations to external operations is to create operating conditions of the dies externally. Then only internal operations are to push the dies and attach them to ram and body.
Preheating Dies
Old practice was to heat dies in die casting by injecting hot metal between them. Instead of that if dies were preheated using gas or electric heat externally, 30 minutes could be saved.
Standardization of dies of various sizes or items on a machine can be done by shape standardization to reduce setup time. But the dies of even small parts can be large because of that. Instead Shingo suggested function standardization.
Function Standardization
What are the functions in attaching die to machine? Clamping, centering, dimensioning, expelling,grasping, and maintaining loads.
Efficient function standardization requires that for each die, the function providing features are only standardized as required by examining the die feature by feature or element by element.
Clamping height can be changed by adding shims to smaller dies. Centering can be done centering jigs. The dies can be made as a set and they can be inserted and withdrawn like a casette so that die inserting time can be only 20 seconds. Various locating elements can be used to adjust the dies in the required positions externally.
5 Applying SMED to Internal Operations
Improving Internal Operations or Reducing Time of Internal Operations
Implementation of Parallel Operations
Die-change operations on plastic molding machines, and die-casting machines and large presses require work both at front and at the back of the machine. If two work parallelly one at the back and one at the front lot of time is saved.
The Use of Function Clamp
The length of the bolt should be determined such that only one turn is required for fastening or loosening. Such bolt will be called functional clamp.
Examples of One Turn Attachments
The Pear Shaped Hole Method
The U Shaped Washer Method
The Split Thread Method
The U-Slot Method
The Clamp Method
One Motion Methods
Cams and clamps
Wedges, tapered pins and knock pins
springs
Magnetism and Vacuum Suction
Interlocking Methods
(Punch and die assembly for making interlocking integral fasteners - Patent No. US2924312)
Instead of fastening, many times, two pieces can be interlocked and it is sufficient.
Interlocking Method for Press Dies
In a press, the upper die is attached to the machine ram and the lower die is attached to the machine tool. Why there should be same number and diameter of bolts in both sides. While the die attached to the ram has to be supported against gravity, the die attached to the machine bed need not be so supported. Shingo suggests holding plates and cradles for the holding plate to hold the die.
Seeing is believing. Watch in YouTube video die changes in less than 9 minutes
SMED - YouTube Videos
Related Development:
SMED 2.0 - April 25, 2023 by Christoph Roser.
https://www.allaboutlean.com/smed-2-0/
Design for changeovers
http://etidweb.tamu.edu/hsieh/ENTC410/Design%20for%20Mass%20Customerization/DesignForChangeOver.pdf
The paper is on original equipment manufacturer making design of machine that facilitates quick setup changes
Design for changeovers
http://etidweb.tamu.edu/hsieh/ENTC410/Design%20for%20Mass%20Customerization/DesignForChangeOver.pdf
The paper is on original equipment manufacturer making design of machine that facilitates quick setup changes
Ud 29.4.2023, 10.10.2022, 9.10.2021
Pub 9,12.2013
Best Machine Shop Surveys by American Machinist
Came across the survey of 2006
http://americanmachinist.com/beyond-cutting-zone/10-best-machine-shops
•Advance Turning & Manufacturing Inc.
•B&W Trailer Hitches
•Command Tooling Systems
•E.H. Wachs Company
•MKT Innovations
•Phinney Bay Machine Works
•PNM Company
•SPM Corp
•SOR Corp
•Turning Inc.
Turning Inc.
Number of employees 5
Sales $505,000
Quality is important. The key is in-process quality checking that does not add to a part's cycle time because it is done during cutting time. Even when the in-process checking does add to a part's cycle time, the amount is miniscule as compared with the time the customer would waste shipping back the part and operators reworking it.
Turning Inc. tries its best not to scrap even the first. For the first piece of a job, the machine offsets are adjusted out about 0.005 in. so the part won't come off undersize. Then the offsets are re-adjusted. This may add a little time to cutting the first part, but scrapping the part is eliminated in the set up job.
The shop also focuses on cycle time reduction and uses a lot of fixturing for holding multiple parts. Savings of even 5 percent make the shop competitive.
The owner says experience, skilled staff and latest manufacturing technology are essential to success and hence the shop is prepared to invest in latest technology. .
To add material
Ud. 29.4.2023
Pub. 6.11.2014
Productivity in Machine Shops - Industrial Engineering and Lean Thinking
332710 (US Industry Classification Number) - Productivity in Machine Shops
Productivity in Machine Shops - Articles
Productivity Science of Machining - Taylor to Current Times
Productivity Engineering of Machine Tools and Machining - F.W. Taylor - Part 1
https://nraoiekc.blogspot.com/2020/05/machine-work-study-machine-tool-metal.html
ChipChat: The Journey of a Part Through Manufacturing Excellence - Webinar
https://www.ellisontechnologies.com/news/chipchat-journey-part-through-manufacturing-excellence
RONSON GEARS – LEAN IN A MACHINE SHOP
https://txm.com/txm-lean-case-study-video-ronson-gears-lean-in-a-machine-shop/
Lean Manufacturing For Machine Shops With Collaborative Robots.
Lean Robotics Is The Evolution Of Lean Manufacturing For Machine Shops.
https://www.numaticengineering.com/lean-manufacturing-for-machine-shops-with-collaborative-robots/
5 Steps Toward A Lean CNC Shop
Posted on Fri, Sep 18, 2015
https://www.haasfactoryoutlet.com/about/local-news-and-events/5-steps-toward-a-lean-cnc-shop
Search machine shop lean
Sources for Information on Productivity Improvement News in Machine Shops
Adoptive feed control
An adaptive machining control system uses a sensor to measure the horsepower load on a spindle motor and adjusts the feed rate to achieve a continuous load.
Siemens - Adaptive Control & Monitoring (ACM) – for improved production results
Before 15 November 2014
2014
November 2014
The Liebherr LC 100 - 5 second cycle times
The Liebherr LC 100, introduced at AMB 2014 in September, is designed to machine small parts in mass production, including standard part for automatic gearbox applications, such as planetary and sun gears.
The machine enables achievement cycle times of approximately 5 seconds—just 20% of the time such a process usually takes.
http://americanmachinist.com/machining-cutting/every-second-counts-machining-small-precision-parts
Since its launch in 2013, Kennametal’ s NOVO advanced digital tool selector and process planner has been interfacing tool management, e-commerce, and other programs to capture accurate, timely tool knowledge for shops that need more and more actionable data. NOVO Version 1.3 is connecting via the cloud to tool management.
http://americanmachinist.com/imts-2014/turning-digital-tool-knowledge-real-productivity
2013
Controlling the Cost of Tooling
http://americanmachinist.com/shop-operations/controlling-cost-tooling
New HMCs for High-Productivity Medical Parts Production
Makino introduces two CNCs that achieve efficiency and accuracy, in a space-saving configuration
2013
http://americanmachinist.com/machining-cutting/new-hmcs-high-productivity-medical-parts-production
Precision, Productivity for Optical and Mechanical Parts
Multi-axis “ultra precision” machining for parts up to 1-m diameter
Nanoform® L 1000 was designed for “ultimate productivity and flexibility in diamond turning and deterministic microgrinding of optical lenses, mold inserts, mirrors, and precision mechanical components.”
http://americanmachinist.com/machining-cutting/precision-productivity-optical-and-mechanical-parts
Romi Expands Turning Series, Emphasizes Productivity
Romi GL 400 turning center, powered by a 30-hp motor and able to turn parts up to 400 mm diameter and 1,000 mm long. The GL turning center series was designed for medium- and high-volume production, with great efficiency and productivity.
Romi VTL 700MR vertical turning cente has a 46-hp motor, making it capable of plate turning parts up to 700 mm diameter. The VTL 700MR is capable of milling, drilling and tapping operations, too, improving its contribution to shop productivity.
http://americanmachinist.com/machining-cutting/romi-expands-turning-series-emphasizes-productivity
High-Efficiency, High-Productivity Multi-Sided Machining
Okuma introduces new five-axis vertical machining center
The MU-6300V was recognized by the Japanese business and technology daily Nikkan Kogyo Shimbun as one of 2012’s ten best new products.
http://americanmachinist.com/machining-cutting/high-efficiency-high-productivity-multi-sided-machining
5 Ways To Reduce The Cost Of Machining Unleaded Brass
If you are engaged in machining brass parts that will be used to deliver potable water, now you have to machine these parts from no-lead brass. It is expected that in the near future lead will no longer be used in any ferrous or non-ferrous alloys. CNC machine shops face new challenges in switching to unleaded material and have to plan for low cost machining of unleaded brass.
http://info.gosiger.com/news/bid/177891/5-Ways-to-Reduce-the-Cost-of-Machining-Unleaded-Brass
2012
Seco Tools boosts efficiency with tools providing faster cutting speeds and increased tool life.
http://americanmachinist.com/cutting-tools/imts-2012-increasing-productivity-innovative-metal-cutting
2010
Hydraulic Expansion Toolholders Need No Intermediate Sleeves
Redesigned Schunk series is even more universal, with torque transmission capacity increased up to 15%.
http://americanmachinist.com/cutting-tools/hydraulic-expansion-toolholders-need-no-intermediate-sleeves
10 Best Machine Shops - 2006
http://americanmachinist.com/beyond-cutting-zone/10-best-machine-shops
2004
Grinding wheel productivity
Vitrified bonds increase productivity
http://www.thefreelibrary.com/Vitrified+bonds+boost+CBN+wheel+productivity%3A+auto,+aero+quality...-a0119115025
ACM monitors the current cutting conditions in real-time and automatically adjusts the feed rate to the optimal level. When overload is detected, ACM reduces the feed and triggers an alarm to stop the machine. The real-time approach increases productivity, as well as the life of machines and tools and ensures a safer production process.
Heard above the adoptive feed control through a presentation by CNH team on 15 October 2020 in CII event on Digitalization, Robotics and Automation.
Machine Shop Cost Reduction News
2022 - 2021 - 2020 - 2019 - 2018 - 2017 - 2016 - 2015 - Up to 2014
2023
Sustainable manufacturing
The National Council for Advanced Manufacturing USA (NACFAM) defines sustainable manufacturing as creating products using non-polluting processes that also conserve energy and natural resources.
Here are five sustainable practices that increase productivity also in the manufacturing process.
NUMROTO is a comprehensive software package for producing and resharpening a wide range of tools.
It has never been so easy to manufacture and resharpen high-quality tools. If you...
machine a wide range of tools
are looking for the most economic and functional solution
and want the maximum performance thanks to professional user oriented support...
then talk to us. Be innovative and stay ahead of the competition to guarantee future success in tool grinding.
Case Study - Use of NUMROTO
Before 15 November 2014
2014
November 2014
The Liebherr LC 100 - 5 second cycle times
The Liebherr LC 100, introduced at AMB 2014 in September, is designed to machine small parts in mass production, including standard part for automatic gearbox applications, such as planetary and sun gears.
The machine enables achievement cycle times of approximately 5 seconds—just 20% of the time such a process usually takes.
http://americanmachinist.com/machining-cutting/every-second-counts-machining-small-precision-parts
Since its launch in 2013, Kennametal’ s NOVO advanced digital tool selector and process planner has been interfacing tool management, e-commerce, and other programs to capture accurate, timely tool knowledge for shops that need more and more actionable data. NOVO Version 1.3 is connecting via the cloud to tool management.
http://americanmachinist.com/imts-2014/turning-digital-tool-knowledge-real-productivity
2013
Controlling the Cost of Tooling
http://americanmachinist.com/shop-operations/controlling-cost-tooling
New HMCs for High-Productivity Medical Parts Production
Makino introduces two CNCs that achieve efficiency and accuracy, in a space-saving configuration
2013
http://americanmachinist.com/machining-cutting/new-hmcs-high-productivity-medical-parts-production
Precision, Productivity for Optical and Mechanical Parts
Multi-axis “ultra precision” machining for parts up to 1-m diameter
Nanoform® L 1000 was designed for “ultimate productivity and flexibility in diamond turning and deterministic microgrinding of optical lenses, mold inserts, mirrors, and precision mechanical components.”
http://americanmachinist.com/machining-cutting/precision-productivity-optical-and-mechanical-parts
Romi Expands Turning Series, Emphasizes Productivity
Romi GL 400 turning center, powered by a 30-hp motor and able to turn parts up to 400 mm diameter and 1,000 mm long. The GL turning center series was designed for medium- and high-volume production, with great efficiency and productivity.
Romi VTL 700MR vertical turning cente has a 46-hp motor, making it capable of plate turning parts up to 700 mm diameter. The VTL 700MR is capable of milling, drilling and tapping operations, too, improving its contribution to shop productivity.
http://americanmachinist.com/machining-cutting/romi-expands-turning-series-emphasizes-productivity
High-Efficiency, High-Productivity Multi-Sided Machining
Okuma introduces new five-axis vertical machining center
The MU-6300V was recognized by the Japanese business and technology daily Nikkan Kogyo Shimbun as one of 2012’s ten best new products.
http://americanmachinist.com/machining-cutting/high-efficiency-high-productivity-multi-sided-machining
5 Ways To Reduce The Cost Of Machining Unleaded Brass
If you are engaged in machining brass parts that will be used to deliver potable water, now you have to machine these parts from no-lead brass. It is expected that in the near future lead will no longer be used in any ferrous or non-ferrous alloys. CNC machine shops face new challenges in switching to unleaded material and have to plan for low cost machining of unleaded brass.
http://info.gosiger.com/news/bid/177891/5-Ways-to-Reduce-the-Cost-of-Machining-Unleaded-Brass
2012
Seco Tools boosts efficiency with tools providing faster cutting speeds and increased tool life.
http://americanmachinist.com/cutting-tools/imts-2012-increasing-productivity-innovative-metal-cutting
2010
Hydraulic Expansion Toolholders Need No Intermediate Sleeves
Redesigned Schunk series is even more universal, with torque transmission capacity increased up to 15%.
http://americanmachinist.com/cutting-tools/hydraulic-expansion-toolholders-need-no-intermediate-sleeves
10 Best Machine Shops - 2006
http://americanmachinist.com/beyond-cutting-zone/10-best-machine-shops
2004
Grinding wheel productivity
Vitrified bonds increase productivity
http://www.thefreelibrary.com/Vitrified+bonds+boost+CBN+wheel+productivity%3A+auto,+aero+quality...-a0119115025
Updated on 29.4.2023, 20.5.2022, 15 October 2020
First published 15 November 2014
Volkswagen - Industrial Engineering Activities and Jobs
New: Industrial Engineering ONLINE Course
Continuous Improvement Specialist (7006)
Productivity Science: Science developed for each element of machine operation and each element of human tasks in industry.
Productivity Science - Determinants of Productivity
Product Industrial Engineering: Redesign of products to reduce cost and increase value keeping the quality intact.
Product Industrial Engineering
Process Industrial Engineering: Redesign of processes to reduce cost and increase value keeping the quality intact.
Process Industrial Engineering
Industrial Engineering Statistics: Using statistical tools like data description, sampling and design of experiments in industrial engineering activity.
Statistics and Industrial Engineering
Industrial Engineering Economics: Economic analysis of industrial engineering projects.
Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers
Human Effort Industrial Engineering: Redesign of products and processes to increase satisfaction and reduce discomfort and other negative consequence to operators.
Motion Study - Human Effort Industrial Engineering
Productivity Measurement: Various measurements done by industrial engineers in industrial setting to collect data, analyze data and use the insights in redesign: Product Industrial Engineering and Process Industrial Engineering.
Industrial Engineering Data and Measurements
Productivity Management: Management undertaken by industrial engineers to implement Product Industrial Engineering and Process Industrial Engineering. Management processes industrial engineering is also part of productivity management.
Productivity Management
New
Continuous Improvement Specialist (7006)
Date: Apr 6, 2023
Location: Chattanooga, TN, US, 37146
Company: Volkswagen Group of America, Inc.
Visit and Apply
The Volkswagen Group is one of the world's largest producers of passenger cars and Europe's largest automaker and is on the road to number one. Come join our team and you could be part of that ride. For our employees, Volkswagen stands for more than just efficient and sustainable products - it’s an expression of who they are and how they move through life. Become a part of the Volkswagen of America experience and work with people who are passionate, innovative, enthusiastic, and high performing team players. Everyone deserves a better car and everyone deserves a better company - it’s a Volkswagen thing.
VW. Two letters. Endless opportunities.
Summary
Key facilitator of change for complex, cross-functional initiatives. Set up and maintain innovative manufacturing processes, in close cooperation with manufacturing teams. Interface between production, planning, financial control and human resources. Supervise and support the activities in terms of standardization and optimization based on the principles of the VW-production system, in consultation with our production teams. Increase productivity and effectiveness, in order to reach the company goals and objectives. Ensure that all our operations follow the methods and processes of the Volkswagen Production System VPS.
Responsibilities
Identify and avoid waste within processes and operation to establish Lean Manufacturing.
Build and encourage continuous improvement culture.
Lead problem solving training and execution across the business units
Facilitate and lead 3P, Problem Solving, and CIP workshops.
Plan concepts and strategies for increasing efficiency and productivity.
Designing the relationship between people, product, machines and material flow in accordance with ergonomic principles and human factors
Analyze capital expenditures and project designs to identify means to cut cost
Integrate new technology and provide technical guidance to team members
Six Sigma problem-solving through continuous improvement projects, and events.
Major job duties will include leading, facilitating, and training teams with Lean Tools such as
Value Stream Mapping and Analysis
Kaizen Events
Lean 6σ Projects
Standard Work & Process Control
5S & Visual Work Place
Qualifications
Required
Bachelor’s Degree in Industrial Engineering, Operations Management, or equivalent work experience.
Certified in proven methodologies such as: LEAN/Six Sigma; Green Belt (or equivalent)
5 years minimum relevant work experience.
Automotive manufacturing experience and experience of innovative methods of working organization and production systems in an automotive manufacturing, lean thinking
Preferred
Master’s Degree in Industrial Engineering, Operations Management, or equivalent work experience.
Certified in LEAN/Six Sigma Black Belt (or equivalent)
7-10 years relevant work experience.
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Industrial Engineering - Productivity Improvement - Process Improvement - Product Redesign - Continuous Improvement
Industrial engineering is improvement in various elements of engineering operations to increase productivity. Along with engineering elements, industrial engineers evaluate and improve many other elements also as they are responsible for productivity and cost of items produced in a process. Through assignments of improving productivity and efficiency of information technology and software engineering processes, industrial engineers specializing in IT were given responsibility for business processes also. Thus industrial engineers with focus on various branches of engineering provide their services to companies and society to improve various elements of the products and processes on a continuous basis over the product life cycle. They are active in engineering or production-maintenance-service-logistic processes and business processes.
Productivity improvement always focuses on quality and flexibility issues as productivity improvement should not lead to any deterioration in quality or flexibility. Delivery and cost are always at the core of industrial engineering. Thus when QFCD paradigm came, that is attention to quality, flexibility, cost and delivery became prominent, many industrial engineers were given the responsibility of managing this function of continuous improvement.
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Focus Areas of Industrial Engineering - Brief Explanation
Productivity Science: Science developed for each element of machine operation and each element of human tasks in industry.
Productivity Science - Determinants of Productivity
Product Industrial Engineering: Redesign of products to reduce cost and increase value keeping the quality intact.
Product Industrial Engineering
Process Industrial Engineering: Redesign of processes to reduce cost and increase value keeping the quality intact.
Process Industrial Engineering
Industrial Engineering Optimization: Optimizing industrial engineering solutions created in Product Industrial Engineering and Process Industrial Engineering.
Operations Research - An Efficiency Improvement Tool for Industrial Engineers
Operations Research - An Efficiency Improvement Tool for Industrial Engineers
Industrial Engineering Statistics: Using statistical tools like data description, sampling and design of experiments in industrial engineering activity.
Statistics and Industrial Engineering
Industrial Engineering Economics: Economic analysis of industrial engineering projects.
Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers
Human Effort Industrial Engineering: Redesign of products and processes to increase satisfaction and reduce discomfort and other negative consequence to operators.
Motion Study - Human Effort Industrial Engineering
Productivity Measurement: Various measurements done by industrial engineers in industrial setting to collect data, analyze data and use the insights in redesign: Product Industrial Engineering and Process Industrial Engineering.
Industrial Engineering Data and Measurements
Productivity Management: Management undertaken by industrial engineers to implement Product Industrial Engineering and Process Industrial Engineering. Management processes industrial engineering is also part of productivity management.
Productivity Management
Applied Industrial Engineering: Application of industrial engineering in new technologies, existing technologies, engineering business and industrial processes and other areas.
Applied Industrial Engineering - Process Steps
How many Industrial Engineers can a Company Employ for Cost Reduction?
For $100 million cost, there can be one MS IE and 6 BSIEs.
https://nraoiekc.blogspot.com/2020/03/value-creation-model-for-industrial.html
Industrial Engineering - Lean Manufacturing - Parent - Child Relationship
Volkswagen is putting sweeping measures into place as it pursues greater productivity and efficiency in production. The goal: 30 percent higher productivity worldwide by 2025. The main plant in Wolfsburg and heart of the brand is to set a new benchmark.
https://www.volkswagenag.com/en/news/stories/2019/02/productivity-and-efficiency-at-volkswagen-production.html
Effective March 1, 2020, Dr. Arno Antlitz, becomes the Board member responsible for Finance at Audi.
Dr. Arno Antlitz (49) holds a doctorate in industrial engineering and has been the member of the Board of Management of Volkswagen Passenger Cars responsible for Controlling and Accounting since 2010. As a Board of Management member, he has also held responsibility for the North America Region since 2018. He began his career in 1999 at the management consulting firm McKinsey&Company. His main areas of expertise included strategy, organization and cost optimization in the automotive and component supplier industry. Having moved to Volkswagen in 2004, he was given responsibility for global product controlling at the Volkswagen brand in 2005.
https://www.volkswagen-newsroom.com/en/press-releases/personnel-changes-in-the-brand-board-of-management-5605
March 31st, 2020
Wolfgang Maluche came to Volkswagen's Chattanooga operations from Germany.
After serving as a technical project manager at the Volkswagen Engineering and Planning Center adjacent to the automaker's Chattanooga production plant, he was named vice president of engineering and heads the facility.
He studied industrial engineering at Texas A&M, where he obtained a master's degree.
https://www.timesfreepress.com/news/edge/story/2020/mar/31/vw-chattanoogpost-offers-international-experi/519371/
NOVEMBER 18, 2019
https://www.reuters.com/article/us-volkswagen-electric/vw-ceo-says-new-id-3-car-40-cheaper-to-build-than-electric-golf-idUSKBN1XS1BN
SEPTEMBER 13, 2019
“The product experience needs to be right. But you need to keep an eye on cost. You cannot run the business by focusing only on product,” CEO Herbert Diess told Reuters.
https://www.reuters.com/article/us-autoshow-frankfurt-volkswagen-electri/vw-ceo-shifts-strategy-from-empire-building-to-efficiency-idUSKCN1VY21G
Skoda wins award for dProduction - Digitalization project
https://www.volkswagenag.com/en/news/2019/07/Automotive_Lean_Production_Award.html
July 2nd, 2019
Hartmut Rickel becomes Spokesperson for the Management Board at Volkswagen Group Services GmbH.
Hartmut Rickel holds a degree in industrial engineering and has been with the Volkswagen Group for 28 years. Following several positions in Controlling at Volkswagen in Wolfsburg and in Controlling at Å KODA, he assumed responsibility for sales steering at the Volkswagen brand in 2009. Rickel joined the Management Board of Volkswagen Group Services GmbH in December 2017.
https://www.automotiveworld.com/news-releases/volkswagen-comprehensive-changes-at-human-resources/
This job is no longer accepting applications
Role Summary
The Value Engineering Associate is responsible for supporting the analysis of production parts and drawings, and provide a ‘bottom-up’, ‘clean sheet’, or ‘should be’ calculation of what the part and the related tooling & equipment cost is based on current and future market material, production, labor, profits and overhead to achieve the target project profitability for all NAR VW Brand vehicle models through the concept of “Design follows target.”
This position will report to the Director or Manager of Value Engineering and will be a member of Value Engineering NAR team which support the execution of and realizing the VW Brand’s mission of creating and selling exciting products suited and tailored for the NAR markets (USA, Mexico and Canada) profitably.
This will require effectively executing the Value Engineering Processes within the Region and build consensus to obtain buy-in from key stakeholders in Engineering, Purchasing, Quality, Production, Sales, Strategy, and Baureihen.
Role Responsibilities
Operational - 50%
Contribute to annual Business Plan for Analyzed Turnover for Piece Price and Tooling Investment Calculations.
Support the preparation of material piece price, Tooling Investment, and/or pre-logistics cost calculations for ‘Heavy Items’ in Forward Sourcing, on an ad-hoc basis, or per the Business Plan for various commodities.
Perform cost calculations based on best practices
Maintain updated cost analysis results in VW Group Systems.
Analyze drawings and other documentation to prepare time, cost, materials, and labor estimates for parts and assemblies
Consult with other Cost Calculators and internal departments to formulate estimates, resolve issues and changes or updates to cost calculation
Cost Reduction Management - 40%
Participate in the optimization of car lines to ensure appropriate content to maximize financial return.
Participate in the benchmarking of competitor products and specifications through teardown of complete vehicles, modules and systems or component parts for cost optimization for G3 & G4 products
Generate cost reductions ideas from competitor analysis, workshop participation, supplier discussions etc.
Systems & Process Optimization- 5%
Ensure that VW NAR performance requirements conform to the market
Analyze and monitor Global macro-economic, geo-political, and unforeseen events that influence material cost. Understand future safety, regulatory and Co2 requirements.
Analyze localization and deep localization rate of assigned parts. Support commodity purchasing strategies to increase localization and deep localization rate.
Innovation and Technology - 5%
Visit supplier production facilities and identify areas for supplier productivity enhancements to decrease material costs. Implement waste avoidance best practices Identify and provide purchasing with information to negotiate with suppliers.
Perform market intelligence, obtain consumer insights, and identify product innovation in order to influence and contribute to “Product Strategy” in the early stages of PEP. (Milestone PS-PM)
Primary Location
United States-Tennessee-Chattanooga
0 - 2 years of professional experience with an Automotive OEM or Tier 1 in the areas cost or value engineering, production or manufacturing engineering, component design and development or similar area of expertise.
BS Degree in Mechanical, Industrial, or Manufacturing Engineering.Or a BS in Business Finance, Accounting or Economics
Skills
Automotive manufacturing background and/or development engineering background
Strategic and conceptual thinking capabilities, with a view of the “big picture” and a vision of future products and mobility solutions
Analytical thinking using reasoning and logic
Interpersonal and communication skills
Persuasion, influencing and negotiation skills
Computer savvy – skilled in the use of (MS-Applications, TcPCM, Technical Drawings, CATIA, and SAP)
Problem solving – critical and complex
Skills Required
Fundamental knowledge of manufacturing processes of components and/or subsystems within the automotive industry
Understanding of manufacturing processes in at least one of the following production segments:
Interior/Exterior: injection molding, blow molding, extrusion, paint, chrome, etc.
Metals: stamping and welding, casting, forging, etc.
Electric: Injection Molding, Harnesses, PCB, Batteries, etc.
Working knowledge of and ability to read drawings, CAD data, blueprints, material data sheets
Ability to evaluate supplier quotations, cost breakdown worksheets, and tooling investment details
Interpersonal skills requiring the ability to work effectively in a team
Understanding of the automotive competitor landscape, evolving technologies and business models.
Understanding of materials and manufacturing processes of automotive parts.
Ability to make presentation using PowerPoint, Think Cell, Excel, Word, Visio, etc
https://www.linkedin.com/jobs/view/value-engineering-associate-at-volkswagen-of-america-inc-1780413332/
Next target is €325,000 in sa vings.
https://3dgbire.pro/case-studies/volkswagen/
Work. 2012;41 Suppl 1:4413-7. doi: 10.3233/WOR-2012-0739-4413.
Global ergonomics strategy in Volkswagen: from the product construction, over the planning until the serial process.
Toledo B1.
Author information
1
Industrial Engineering and Optimization of Indirect Areas, Volkswagen Group, Berliner Ring 2, Wolfsburg, Germany. begonia.toledo @ volkswagen.de
This topic is established in the industrial engineering of the production area of the group. We are working interdisciplinary with the medical services, human resources, work council and the protection of labor.
https://www.ncbi.nlm.nih.gov/pubmed/22317398
Work. 2012;41 Suppl 1:4418-21. doi: 10.3233/WOR-2012-1040-4418.
Ergonomics at Volkswagen Brasil. Multidisciplinary work to equalize health, productivity and quality.
Filus R (1), Wruca R, Charleaux V, Ortega A, Ferreira C, Jesus L, Stramari A, Neufel M, Maia U.
Author information 1 Corporate Ergonomics Sector coordinator - Volkswagen do Brasil. rodrigo.filus @ volkswagen.com.br
Abstract
Volkswagen Brazil ergonomists are concerned with the ergonomic efficiency of management applied to various levels of life of a product, since its creation to its final implementation on production lines.The preventive work of ergonomists during the processes leading to production of a vehicle is accomplished through assessments on a simulated system called the Digital Factory. Since the initial stages to final product delivery there is a need for a multidisciplinary aligning the concepts of ergonomics, productivity and quality of product. Industrial Engineering, Process Engineering, ergonomists and workers are involved in the analysis made through the Workshop's showing the importance of discussion between the various users of the systems. The processes of series are also equipped with a set of certifications flow of job and planned audits on items that describe processes and applied ergonomics.
https://www.ncbi.nlm.nih.gov/pubmed/22317399
2/1/2004
EM Fiberglas (EM, Hornsyld, Denmark) has given an exceptional ten-year price guarantee to Volkswagen AG (VW, Wolfsburg, Germany) on a new fiberglass composite roof assembly (The 300-mm/11.8-inch high roof) produced for VW's T5 transporter van.
https://www.compositesworld.com/articles/automated-rtm-process-optimizes-cost-reduction-in-vw-automotive-plant
Updated 29.4.2023, 17 May 2020
Published 25 April 2020
How many Industrial Engineers can a Company Employ for Cost Reduction?
For $100 million cost, there can be one MS IE and 6 BSIEs.
https://nraoiekc.blogspot.com/2020/03/value-creation-model-for-industrial.html
Industrial Engineering - Lean Manufacturing - Parent - Child Relationship
Volkswagen - Industrial Engineering
Increased productivity at the heart of Volkswagen
Volkswagen is putting sweeping measures into place as it pursues greater productivity and efficiency in production. The goal: 30 percent higher productivity worldwide by 2025. The main plant in Wolfsburg and heart of the brand is to set a new benchmark.
https://www.volkswagenag.com/en/news/stories/2019/02/productivity-and-efficiency-at-volkswagen-production.html
Effective March 1, 2020, Dr. Arno Antlitz, becomes the Board member responsible for Finance at Audi.
Dr. Arno Antlitz (49) holds a doctorate in industrial engineering and has been the member of the Board of Management of Volkswagen Passenger Cars responsible for Controlling and Accounting since 2010. As a Board of Management member, he has also held responsibility for the North America Region since 2018. He began his career in 1999 at the management consulting firm McKinsey&Company. His main areas of expertise included strategy, organization and cost optimization in the automotive and component supplier industry. Having moved to Volkswagen in 2004, he was given responsibility for global product controlling at the Volkswagen brand in 2005.
https://www.volkswagen-newsroom.com/en/press-releases/personnel-changes-in-the-brand-board-of-management-5605
March 31st, 2020
Wolfgang Maluche came to Volkswagen's Chattanooga operations from Germany.
After serving as a technical project manager at the Volkswagen Engineering and Planning Center adjacent to the automaker's Chattanooga production plant, he was named vice president of engineering and heads the facility.
He studied industrial engineering at Texas A&M, where he obtained a master's degree.
https://www.timesfreepress.com/news/edge/story/2020/mar/31/vw-chattanoogpost-offers-international-experi/519371/
NOVEMBER 18, 2019
Great Cost Reduction by Volkswagen - Product Industrial Engineering - Product Cost Reduction Engineering
New Model Electric Car at 40% Lower Cost Compared to Earlier Golfhttps://www.reuters.com/article/us-volkswagen-electric/vw-ceo-says-new-id-3-car-40-cheaper-to-build-than-electric-golf-idUSKBN1XS1BN
SEPTEMBER 13, 2019
VW CEO shifts strategy from empire building to efficiency
“The product experience needs to be right. But you need to keep an eye on cost. You cannot run the business by focusing only on product,” CEO Herbert Diess told Reuters.
https://www.reuters.com/article/us-autoshow-frankfurt-volkswagen-electri/vw-ceo-shifts-strategy-from-empire-building-to-efficiency-idUSKCN1VY21G
Skoda wins award for dProduction - Digitalization project
https://www.volkswagenag.com/en/news/2019/07/Automotive_Lean_Production_Award.html
July 2nd, 2019
Hartmut Rickel becomes Spokesperson for the Management Board at Volkswagen Group Services GmbH.
Hartmut Rickel holds a degree in industrial engineering and has been with the Volkswagen Group for 28 years. Following several positions in Controlling at Volkswagen in Wolfsburg and in Controlling at Å KODA, he assumed responsibility for sales steering at the Volkswagen brand in 2009. Rickel joined the Management Board of Volkswagen Group Services GmbH in December 2017.
https://www.automotiveworld.com/news-releases/volkswagen-comprehensive-changes-at-human-resources/
Value Engineering Associate
Volkswagen of America, Inc Company Location Chattanooga, TN, USThis job is no longer accepting applications
Role Summary
The Value Engineering Associate is responsible for supporting the analysis of production parts and drawings, and provide a ‘bottom-up’, ‘clean sheet’, or ‘should be’ calculation of what the part and the related tooling & equipment cost is based on current and future market material, production, labor, profits and overhead to achieve the target project profitability for all NAR VW Brand vehicle models through the concept of “Design follows target.”
This position will report to the Director or Manager of Value Engineering and will be a member of Value Engineering NAR team which support the execution of and realizing the VW Brand’s mission of creating and selling exciting products suited and tailored for the NAR markets (USA, Mexico and Canada) profitably.
This will require effectively executing the Value Engineering Processes within the Region and build consensus to obtain buy-in from key stakeholders in Engineering, Purchasing, Quality, Production, Sales, Strategy, and Baureihen.
Role Responsibilities
Operational - 50%
Contribute to annual Business Plan for Analyzed Turnover for Piece Price and Tooling Investment Calculations.
Support the preparation of material piece price, Tooling Investment, and/or pre-logistics cost calculations for ‘Heavy Items’ in Forward Sourcing, on an ad-hoc basis, or per the Business Plan for various commodities.
Perform cost calculations based on best practices
Maintain updated cost analysis results in VW Group Systems.
Analyze drawings and other documentation to prepare time, cost, materials, and labor estimates for parts and assemblies
Consult with other Cost Calculators and internal departments to formulate estimates, resolve issues and changes or updates to cost calculation
Cost Reduction Management - 40%
Participate in the optimization of car lines to ensure appropriate content to maximize financial return.
Participate in the benchmarking of competitor products and specifications through teardown of complete vehicles, modules and systems or component parts for cost optimization for G3 & G4 products
Generate cost reductions ideas from competitor analysis, workshop participation, supplier discussions etc.
Systems & Process Optimization- 5%
Ensure that VW NAR performance requirements conform to the market
Analyze and monitor Global macro-economic, geo-political, and unforeseen events that influence material cost. Understand future safety, regulatory and Co2 requirements.
Analyze localization and deep localization rate of assigned parts. Support commodity purchasing strategies to increase localization and deep localization rate.
Innovation and Technology - 5%
Visit supplier production facilities and identify areas for supplier productivity enhancements to decrease material costs. Implement waste avoidance best practices Identify and provide purchasing with information to negotiate with suppliers.
Perform market intelligence, obtain consumer insights, and identify product innovation in order to influence and contribute to “Product Strategy” in the early stages of PEP. (Milestone PS-PM)
Primary Location
United States-Tennessee-Chattanooga
0 - 2 years of professional experience with an Automotive OEM or Tier 1 in the areas cost or value engineering, production or manufacturing engineering, component design and development or similar area of expertise.
BS Degree in Mechanical, Industrial, or Manufacturing Engineering.Or a BS in Business Finance, Accounting or Economics
Skills
Automotive manufacturing background and/or development engineering background
Strategic and conceptual thinking capabilities, with a view of the “big picture” and a vision of future products and mobility solutions
Analytical thinking using reasoning and logic
Interpersonal and communication skills
Persuasion, influencing and negotiation skills
Computer savvy – skilled in the use of (MS-Applications, TcPCM, Technical Drawings, CATIA, and SAP)
Problem solving – critical and complex
Skills Required
Fundamental knowledge of manufacturing processes of components and/or subsystems within the automotive industry
Understanding of manufacturing processes in at least one of the following production segments:
Interior/Exterior: injection molding, blow molding, extrusion, paint, chrome, etc.
Metals: stamping and welding, casting, forging, etc.
Electric: Injection Molding, Harnesses, PCB, Batteries, etc.
Working knowledge of and ability to read drawings, CAD data, blueprints, material data sheets
Ability to evaluate supplier quotations, cost breakdown worksheets, and tooling investment details
Interpersonal skills requiring the ability to work effectively in a team
Understanding of the automotive competitor landscape, evolving technologies and business models.
Understanding of materials and manufacturing processes of automotive parts.
Ability to make presentation using PowerPoint, Think Cell, Excel, Word, Visio, etc
https://www.linkedin.com/jobs/view/value-engineering-associate-at-volkswagen-of-america-inc-1780413332/
Cost Reduction with 3D printed tools, jigs, and fixtures
By using 3D printed tools, jigs, and fixtures, Volkswagen Autoeuropa saved in 2017 €250,000.Next target is €325,000 in sa vings.
https://3dgbire.pro/case-studies/volkswagen/
Work. 2012;41 Suppl 1:4413-7. doi: 10.3233/WOR-2012-0739-4413.
Global ergonomics strategy in Volkswagen: from the product construction, over the planning until the serial process.
Toledo B1.
Author information
1
Industrial Engineering and Optimization of Indirect Areas, Volkswagen Group, Berliner Ring 2, Wolfsburg, Germany. begonia.toledo @ volkswagen.de
This topic is established in the industrial engineering of the production area of the group. We are working interdisciplinary with the medical services, human resources, work council and the protection of labor.
https://www.ncbi.nlm.nih.gov/pubmed/22317398
Work. 2012;41 Suppl 1:4418-21. doi: 10.3233/WOR-2012-1040-4418.
Ergonomics at Volkswagen Brasil. Multidisciplinary work to equalize health, productivity and quality.
Filus R (1), Wruca R, Charleaux V, Ortega A, Ferreira C, Jesus L, Stramari A, Neufel M, Maia U.
Author information 1 Corporate Ergonomics Sector coordinator - Volkswagen do Brasil. rodrigo.filus @ volkswagen.com.br
Abstract
Volkswagen Brazil ergonomists are concerned with the ergonomic efficiency of management applied to various levels of life of a product, since its creation to its final implementation on production lines.The preventive work of ergonomists during the processes leading to production of a vehicle is accomplished through assessments on a simulated system called the Digital Factory. Since the initial stages to final product delivery there is a need for a multidisciplinary aligning the concepts of ergonomics, productivity and quality of product. Industrial Engineering, Process Engineering, ergonomists and workers are involved in the analysis made through the Workshop's showing the importance of discussion between the various users of the systems. The processes of series are also equipped with a set of certifications flow of job and planned audits on items that describe processes and applied ergonomics.
https://www.ncbi.nlm.nih.gov/pubmed/22317399
2/1/2004
Automated RTM process optimizes cost reduction in VW automotive plant
EM Fiberglas (EM, Hornsyld, Denmark) has given an exceptional ten-year price guarantee to Volkswagen AG (VW, Wolfsburg, Germany) on a new fiberglass composite roof assembly (The 300-mm/11.8-inch high roof) produced for VW's T5 transporter van.
https://www.compositesworld.com/articles/automated-rtm-process-optimizes-cost-reduction-in-vw-automotive-plant
Industrial engineers are employed and productivity improvement and cost reduction are practiced in many companies using Industrial engineering philosophy, principles, methods, techniques and tools.
Volkswagen process improvement - Important Search Results
https://www.volkswagenag.com/en/news/stories/2019/02/productivity-and-efficiency-at-volkswagen-production.html
https://annualreport2020.volkswagenag.com/group-management-report/sustainable-value-enhancement/production.html
https://www.planettogether.com/blog/what-toyota-learned-from-vws-manufacturing-process-0
05/04/22 Wolfsburg Company Press Release
Volkswagen improves cost efficiency and economic efficiency in a tough environment
Continued focus on cost efficiency – outlook for 2023 confirmed
Volkswagen is continuing to work hard on improving its cost efficiency – for example on further reducing its fixed costs and overheads – in order to strengthen its competitiveness long term.
https://www.volkswagen-newsroom.com/en/press-releases/volkswagen-improves-cost-efficiency-and-economic-efficiency-in-a-tough-environment-7918
The Significance of MTM-HWD® for Digital Process Design
https://europe-aim.eu/wp-content/uploads/2020/09/1_MTM.pdf
Å KODA AUTO Volkswagen India Private LimitedÅ KODA AUTO Volkswagen India Private Limited
Full-time · 3 yrs 1 moFull-time · 3 yrs 1 mo
Industrial EngineerIndustrial Engineer
Feb 2022 - Mar 2023 · 1 yr 2 mosFeb 2022 - Mar 2023 · 1 yr 2 mos
Graduate Engineer Trainee (Industrial Engineering)Graduate Engineer Trainee (Industrial Engineering)
Mar 2020 - Mar 2023 · 3 yrs 1 moMar 2020 - Mar 2023 · 3 yrs 1 mo
Aurangabad, Maharashtra, IndiaAurangabad, Maharashtra, India
Currently functioning as Industrial engineer at the Skoda Volkswagen Luxury Vehicle Assembly Plant. I am responsible for following activities for each assembly shop
1.Manpower Calculation and Monitoring Changes.
2. Time and Motion Study.
3.Define Tact Time for different setups
4. Manpower Utilisation.
5. Line Balancing.
6. New Setup and Facility.
8. Improvements to reduce Non Value Added activities.
9.Space Optimization and Utilization for Equipment Installation and Area
10. Manpower Optimization proposal
https://www.linkedin.com/in/anirudha-suryawanshi-b89463201/?originalSubdomain=in
Vishal Lokhande 1st degree connection1st
Assistant Manager (Production systems & industrial Engineering) - Skoda Auto Volkswagen India Pvt Ltd || Industrial Engineer || MTM - UAS Practitioner || MTM - 1 Base || EAWS - Ergonomics
Å KODA AUTO Volkswagen India Private Limited
Institution of Engineers of India (IEI), Kolkata
Pune, Maharashtra, India
Å koda Auto Volkswagen India Private Limited logo
Assistant ManagerAssistant Manager
Å KODA AUTO Volkswagen India Private Limited · Full-timeÅ KODA AUTO Volkswagen India Private Limited · Full-time
Sep 2022 - Present · 8 mosSep 2022 - Present · 8 mos
Pune, Maharashtra, India · On-sitePune, Maharashtra, India · On-site
helped me get this jobLinkedIn helped me get this job
Production Systems and Industrial Engineering Expert
• MTM Analysis using MTM-UAS for F time calculations
•Ergonomic Evaluation and Improvement
•Standard work sheets (SWS) preparation, Line balancing of Assembly shop.
•Process Optimization using method building tools of VW Production system, KAIZEN, Lean Tools Implementation on shop floor.
•Time Study using lean tools like Ohno Circle, Time Evaluation for new Product Development, New Project management.
•People-Plan Chart Preparation, Manpower Calculation, Capacity Planning, NVA Reduction, Evaluation of Engineering change Notes (ECN).
•Manpower Layout, Value Stream Mapping for Assembly shop.
•Value addition doing waste reduction (NVA)
•Doing Continuous improvement (CI) workshops for process improvements.
Skills: Method study · Ergonomics assesment · Time Study
https://www.linkedin.com/in/vishal-lokhande-5a3544183/?originalSubdomain=in
Volkswagen Recruits Industrial Engineers
A look at our jobs portal will show you the opportunities that engineers and industrial engineers have with us across the many areas of work, roles and career levels we offer.
https://www.volkswagen-groupservices.com/en/career/professionals/engineers-jobs Accessed on 29.4.2023
Also See https://www.volkswagen-groupservices.com/en/services/technology
Specialist planning construction site (m/f/d) -
Job offer in Wolfsburg
Wolfsburg
experienced professionals
Manufacturing / Production
APPLY NOW
Our job offer
At Volkswagen Group Services GmbH, we plan systems for body-in-white construction in the Volkswagen Group worldwide. In order for these systems to go into operation and be handed over at all, we need colleagues in advance who can keep an overview and keep a cool head. Here we rely entirely on your structure and your organizational talent!
Supplement our team with your know-how as a construction site planning specialist (m/f/d).
Your tasks in detail
Planning and implementation of the detailed planning of shell construction systems with permanent stay at the site of the construction site in Germany and abroad
planning coordination in body construction in the project to secure the milestones
Creation of status reports and documentation according to the scope of services commissioned
Creation of measures for deficiencies, documentation, synchronization and harmonization of process steps, components, schedules and tests with engineering partners
Data procurement and tracking, logging of appointments and construction site rounds
your profile
Technical training in industrial mechanics, electrical engineering or comparable qualifications
first experience in car body construction
Willingness to travel and work weekends
Structured way of working, communication skills and team spirit
Initial knowledge of using the KVS system is desirable
This vacancy at Volkswagen Group Services GmbH will be filled in Wolfsburg with immediate effect .
https://www.volkswagen-groupservices.com/en/career/job-details/A-2023-6214 (In German translated by me)
Job Description - Industrial Engineer X2
We are looking to hire a driven Industrial Engineer X2 to join our stellar team at Volkswagen Group in Eastern Cape.
Growing your career as a Full Time Industrial Engineer X2 is a terrific opportunity to develop exceptional skills.
If you are strong in critical thinking, cooperation and have the right drive for the job, then apply for the position of Industrial Engineer X2 at Volkswagen Group today!
Location - Province
Eastern Cape (South Africa)
Location - Town / City Kariega
Type of Position: Applications are invited from suitably qualified & experienced employees to fill the above vacancy in Production - IE Department.
and Responsibilities
Conceptualizing & planning the optimal Work Process for both new projects & existing operations that is Robust & Sustainable to maximize Efficiency, Productivity & resultant SGK (Overhead) Costs.
Play a pivotal role in the design, measurement and improvement of projects & current operations on process cycle times, both manual & automatic.
Participating in design reviews to ensure that processes and facility layouts are designed to accommodate and provide the necessary disconnects and positioning that are efficiency orientated.
Compiling MAC’s, SAB’s and Ergonomic assessments for operations in Arbeitsplan & to test the validity of the determined or compiled.
Participating in new product planning requirements in order to meet future strategic needs of the Business unit and VW overall.
Supporting process efficiency and productivity improvement initiatives.
Developing more effective methods by design of layouts, material flow diagrams and man-assignment charts for improvement of quality and productivity.
Preparing monthly report on activities in areas which support cost savings and improved output.
Introduction of new and improved productivity and quality methods into production and non-production areas.
Monitoring and evaluating the activities of the Work Study Analyst with regard to time studies and other Industrial Engineering techniques.
Supporting management’s decision making with regards to financial analysis for the expenditure of budget on tooling, facilities and project work in order to facilitate Business Unit outputs cost, productivity and sustainability effectively.
Establishing standard work / process time by using direct work measurement or appropriate technique.
Creating and maintain a sound Labour Relations environment and climate in order to meet and satisfy the objectives of the business unit and corporate requirements.
Managing and approving engineering changes (ECR) originating from product improvements, running changes, quality improvements / cost reduction and model year changes in order to introduce changes timeously and successfully.
Education and Experience
National Diploma in Industrial Engineering or relevant IE qualification.
At least 1-2 years relevant experience in a production environment.
Skills, Attributes & Other requirements
ESSENTIAL:
Computer literate, Microsoft Office Package (Excel advanced & PowerPoint advanced)
Experience in MTM-UAS (motion time measurement-universal analysing system) simulations and EAWS (Ergonomic Assessment Work Sheet)
Be familiar with continuous improvement processes
Technical and mechanically minded
Enthusiastic and must be confident
Ability to communicate at all levels
PREFERRED:
AVON & Arbeitsplan system proficiency
SAP experience
The concept of Kaizen
German Language proficiency – Intermediate
Fundamentals of LEAN Manufacturing
https://grabjobs.co/southafrica/job/full-time/manufacturing/industrial-engineer-x2-urgent-hiring-19508515
Volkswagen: Industrial Engineer
Job Title: Industrial Engineer
Job Type: Strategic Talent Pool
Location - Town / City: Uitenhage
Type of Position: STRATEGIC TALENT POOL:
What is the Strategic Talent Pool?
Volkswagen Group South Africa is continuously looking for individuals with expertise in the Engineering field.
The aim of the strategic talent pool is to build a database of skilled individuals in the Engineering field.
Please note that there may not currently be positions available and screening will only commence once positions do become available. Individuals will be notified via email once positions become available.
Job Description and Responsibilities:
-Establishing and analysing all manpower needs for existing and new operations
-Providing Production with a quality Industrial Engineering service with regard to:
- Optimum operation and machine loading
- Maintaining an accurate standards base
- Assistance in reducing off-standard performances
-Performing Industrial Engineering-related activities i.e. work measurement and method studies
-Assisting Process Engineering in providing Production with optimum workplace layouts which conform to requirements
-Investigating process-related problems and recommending and implementing improvements to ensure smooth operation of all processes
-Conducting capacity studies for future planning strategies
-Evaluating facilities and services in order to upgrade where necessary
-Be flexible within Industrial Engineering to assist in problem areas, if required
Education and Experience:
-Must possess an Industrial Engineering or equivalent qualification
-A minimum of 2 years Production experience would be advantageous
-Must be computer literate, Microsoft Office Package (Excel advanced & PowerPoint advanced)
-Must have basic engineering design knowledge
-Must be familiar with continuous improvement processes
Skills, Attributes & Other requirements:
-Must be analytical
-Must be pro-active in terms of problem solving
-Must have the ability to communicate well at all levels
https://www.info-desk.co.za/vw-industrial-engineer/
Erstellt am 2. März 2023
Industrial Engineer (w/m/d)
Volkswagen AG
Hannover, Niedersachsen 30159, Germany Vollzeit
Reference: 237138130
The Industrial Engineering and Production Systems team is responsible for the efficient deployment of personnel in production and for productivity controlling to achieve the productivity goals of the Group components at the Hanover location.
The greatest challenge at the moment lies in the transformation of our plant. The expansion of the product portfolio from foundry and heat exchanger components to future-oriented products such as axles, charging stations and battery systems can only be a success with well-planned, digitized processes and a coordinated deployment of personnel.
If you can imagine designing sustainable, lean, excellent processes and holistically designed workplaces and you want to promote the implementation of innovative ideas and optimizations, then you have come to the right place. Become part of our team now and help shape the future.
your tasks
--Design of ergonomic workplaces and processes within production, maintenance and logistics by using MTM methods
--Professional processing of the topics of time management, performance accounting and productivity controlling
--Preparing and conducting workshops to ensure corporate goals, in particular value stream analysis, design and productivity workshops
--Methodical coaching of executives and employees regarding production methods and efficiency measures
her qualifications
You bring the following interdisciplinary skills with you:
--High structuring ability, as well as a strong understanding of process-related relationships and figures
--Very high level of initiative and self-assured demeanor
--Excellent communication and conflict management skills across all hierarchical levels
--Excellent teamwork
Your benefits:
--30 vacation days + 24.12. and 31.12. free
--35 hour week
--Company pension
--Flexible working hours and mobile working
--Educational and advisory services
--Special conditions for purchase and leasing
Volkswagen educational institute offers IE Courses
industrial engineering Offers (3)
IE - Basic License - Module 1 - Basics
IE - basic license - module 2 - production system
IE Basic License - Module 3 - Performance Control, Time Determination and Ergonomics
https://www.vw-bi.de/beratung/kursangebote/industrial-engineering-1305.html
Updated 29.4.2023, 17 May 2020
Published 25 April 2020
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