Seven Wastes Model of Taiichi Ohno and Flow Process Chart - Industrial Engineering

Waste Elimination is part of industrial engineering since the discipline began. Waste elimination is part of productivity improvement. Productivity of inputs will increase when their waste is eliminated.

Taiichi Ohno in Toyota Industrial Engineering practice, has identified certain types of waste for particular attention and doubled the productivity of Toyota in comparison to US companies of that day. Thus best practices of tackling these 7 wastes were developed in the Toyota Motors. Shigeo Shingo of JMA was a teacher and consultant to Toyota in this endeavor.

In strategic management text of Thompson and Strickland, best practices implementation in value chain activities is an important step in strategy execution process. Companies world over are trying implement waste elimination practices developed in Toyota in their companies.

Seven Wastes - Taiichi Ohno - page 19 - Toyota Production System

   Waste                          -                   Methods to prevent it.

Waste of overproduction - One cannot produce without a production Kanban. Managing demand 

                                           variability. Reducing time between order receipt and starting of production.

Waste of time on hand (waiting)  - Multiple machines to an operator, all producing as per tact time.

Waste in transportation - Machines in line or flow placed close together

Waste of processing itself - Standardized Methods (plan the process well - process planning)

Waste of stock on hand (inventories) - JIT system - low inventory - SMED - Poka-Yoke

Waste of movement (of workers) - Machine layout changes so that an operator handling multiple machines does not waste movement. Can there be control unit for all the machines at one place only?

Waste of making defective products - Problem solving approach to produce zero defects. 5 Why approach to find where the problem or defect occurred in the earliest stage. Educating and training operators by other team members and management.



Seven Waste Model is also expressed as TIMWOOD

T – Transport – Movement of material, people
I – Inventory – Stock of materials, parts, and finished items
M – Motion – movement of hands and other body parts in operating machines of hand tools
W – Waiting – Men and machines waiting for parts or instructions
O – Over production – Making more than is IMMEDIATELY required
O – Over processing – Tighter tolerances or higher grade materials than are necessary
D – Defects – Items scrapped and rework

Compare the seven waste model with flow process chart

Flow process chart recommends recording and examining 5 items.

Process -   will examine  1.Waste of processing itself,  2. Waste of overproduction

Inspection -  3. Waste of making defective products  - The inspection is only shown as a stage in flow process chart, It needs to be augmented with a record of defects or defectives found during inspection.

Transport - 4. Waste in transportation, 5. Waste of movement (of workers)

Temporary delay - 6. Waste of time on hand (waiting)

Permanent storage - 7. Waste of stock on hand (inventories)

Thus we can see, flow process charts has provided the foundation for analyzing the seven wastes proposed by Taiichi Ohno.

But subsequent persons have indicated Eighth Waste.

Wastage of physical and mental skills of people.

Alan Mogensen identfied this gap in industrial engineering theory and introduced work simplication workshops to involve operators and supervisors in productivity improvement. Subsequently, suggestions scheme became popular. Japanese managers brought more improvements and made operators given large number of suggestions and provided forums for participation.

Please think over this statement of Taylor.

Respect for People - F.W.Taylor -  The Principles of Scientific Management.

Under scientific management the "initiative" of the workmen (their ingenuity) is obtained ...  to a greater extent than is possible under the old system; and in addition to this improvement on the part of the men, the managers assume ... new duties. 

https://nraoiekc.blogspot.com/2013/08/the-principles-of-scientific-management.html

Narayana Rao proposed Ninth waste.

9th Waste - Wastage of Machine Potential, Capability and Power - Wasting Machine's Potential Productivity

Industrial engineering has ignored wastage of potential of machines and equipment even though Taylor has advocated right from his piece rate system paper that for productivity improvement both machine and man are to be analyzed and improved.

Wastage of potential of the machine is recognized in the OEE calculation. Still IEs are yet to develop the area.

9th Waste - Wasting Machine's Potential Productivity -- Elimination - Essential Industrial Engineering Activity

An Interesting exchange of LinkedIn comments regarding Overprocessing

Basant Pandole

Production Engineer | Injection Moulding Specialist | Manufacturing Excellence | Lean Six Sigma | Team Leadership As a Production Engineer at Ganesh Gouri Industries Pvt Ltd, I bring extensive expertise in inj. moulding

https://www.linkedin.com/posts/basant-pandole-29b60117b_leanmanufacturing-manufacturingexcellence-activity-7438260259225264128-d_3k

In modern manufacturing, data-driven decisions and process efficiency play a critical role in achieving operational excellence.

Process Cycle Efficiency (PCE) = [value-added time/total lead time]*100 

My comment

So is reducing value added time a bad thing?

Reply by Shahrukh Irani

I help any high-mix low-volume (HMLV) manufacturer customize their implementation of Lean

Good point Professor. Reducing VAT corresponds to reduction of the waste of over-processing (one of O's in TIMWOODS). 

Reply be me.

Shahrukh Irani,   Thank you professor - Each processing operation is subjected the question - eliminate? If the processing is required it is to be simplified - means machine time reduction and man time reduction are to be attempted. I have written these two points in a post of mine.

Waste of processing itself - Standardized Methods (plan the process well - process planning)

Over processing in TIMWOODS - O – Over processing – Tighter tolerances or higher grade materials than are necessary.

Seven Wastes Model of Taiichi Ohno and Flow Process Chart - Industrial Engineering

https://nraoiekc.blogspot.com/2013/01/chapter-seven-wastes-model-2013-edition.html

Reply by Basant Pandole

Narayana Rao KVSS,  Great question. In Lean, the goal isn’t to reduce value-added work but to eliminate waste around it so the process flows faster and the ratio of value-added time within total lead time improves.

Reply be me.

Basant Pandole,  Lean is also under criticism. Most of the operations management books now say Lean and TQM are not delivering results as promised and hyped. Totally neglecting value added operations and focusing remaining activities was beneficial for Toyota at that time because Ohno said their value adding steps are no worse than American competitors. So they are creating waste or unnecessary expenditures in other activities. The lean brigade simply generalises it to all companies and in all countries and at all times.

I support Shahrukh Irani's explanation and thank him.

Bibliography

Seven Wastes
http://accountability.wa.gov/leadership/lean/documents/2012_Lean_Conference/Thinking_Tools_Techniques/24/The%207%20Wastes.pdf

Seven Wastes Tool
http://www.gcu.ac.uk/media/gcalwebv2/theuniversity/supportservices/pace/documents/Seven%20Wastes.pdf

Lean for Government: Eliminating the seven wastes
http://ntrs.nasa.gov/search.jsp?R=20120016881

Lean in Government
http://www.epa.gov/lean/government/

Seven Wastes in Preventive Maintenanee Programs
http://www.techcorr.com/news/Articles/Article.cfm?ID=2450


Updated 15.3.2026, 25.3.2022, 18.10.2021, 23 August 2017, 15 November 2013

Summary and Comments on Charting and Diagramming for Operation Analysis of Work Processes - Chapter 9 - Mikell P. Groover - Work Systems Book

Groover is an important contributor to industrial engineering literature and teaching.

Groover's book is the latest book available on the subject of work systems improvement.

It still sticks to the content of motion and time study books.

It defines work system as a combination of men and machines/equipment. But it does not attempt to discuss analysis and improvement of machines and machine usage in processes.

As a physical entity, a work system is a system consisting of humans, information, and equipment designed to perform useful work.  (Chapter 1) 

 Contributes to the production of a product or delivery of a service 

 Examples: 

Worker operating a machine tool in a factory 

Robotic welding line in an automobile plant 

Material move man driving a delivery truck to make deliveries to various production sections in a plant 

Designer working at a CAD workstation

Book - Work Systems and the Methods, Measurement, and Management of Work

by Mikell P. Groover,

Chapter 9. Charting and Diagramming Techniques for Operations Analysis

Sections:

Overview of Charting and Diagramming Techniques

Network Diagrams

Traditional Engineering Charting and Diagramming Techniques

Block Diagrams and Process Maps

Gantt Charts 

 Objectives of Charts and Diagrams Used in Methods Engineering

To permit work processes to be communicated and comprehended more readily

To use algorithms specifically designed for the particular diagramming technique

To divide a given work process into its elements for analysis purposes

To provide a structure in the search for improvements

To represent a proposed new work process or method

How to Create / Develop the Chart or Diagram?

Analyst has to become intimately familiar with the process and develop a graphic to represent it.

Steps.

Analyst observes and records information about the process

One-on-one interviews with those familiar with the process

A graphic model of the process is developed based on these interviews

Group meetings with personnel familiar with process

The analyst records the discussion of the meeting.

A graphic model of the process is developed based on the group meetings

How to Analyze the Chart or Diagram to Find Improvement Ideas

Algorithmic analysis

Line balancing, critical path methods

Checklists

General questions applied to the particular process to assess whether they can be applied to the problem of interest

Brainstorming

Team activity in which participants contribute recommendations

Separating value-added and non-value-added operations

Value added steps:

Important to customer

Physically change the product or service

Checklist of Questions - Example

Material

What alternative starting material could be used?

Should the part be produced or purchased?

Production Operations

Can this operation be eliminated, combined, or simplified?

Could a different joining method be used?

Inspection Operations

Could the inspection task be automated?

Categories of Charts and Diagrams

Network diagrams

Traditional industrial engineering charts and diagrams

Operation charts

Process charts

Flow diagrams

Activity charts

Block diagrams and process maps

Gantt charts

Network Diagrams Consist of: Two-way flows (movement of materials):

Nodes representing operations, work elements, activities or other entities

Arrows connecting the nodes indicates relationships among the nodes

Direction of work flow between nodes

Precedence among nodes

Used to represent

Work elements in assembly line balancing

Work activities in CPM and PERT

Two-way flows (movement of materials):

Maximum number of arrows = n(n -1)

One-way arrows (precedence):

Maximum number of arrows =

Network Diagram - Precedence Constraints

Restrictions on the order in which work elements can be performed

Precedence diagram

Traditional IE Charts and Diagrams

Operation charts

Process charts

Flow diagrams

Activity charts

Operation Charts

Graphical and symbolic representation of the operations used to produce a product

The time to accomplish the operation is sometimes also included.

Two types of operations:

Processing and assembly operations

Changing the shape, properties or surface of a material or workpart

Joining two or more parts to form an assembly

Inspection operations

Checking the material, workpart, or assembly for quality or quantity

Checklist of Questions Used to Analyze an Operation Chart

The focus of the operation chart is on the materials of a product and the operations on them

Questions related to material

What alternative starting material could be used?

Make or buy decision: should the part be produced in the factory or purchased?

Questions related to operations

Is this processing operation necessary?

Can this operation be eliminated, combined, or simplified?

Could a different joining method be used?

Questions related to inspection

Is this inspection necessary?

Could the inspection task be automated?

Process Charts

Graphical and symbolic representation of the processing activities performed either on something or by somebody.

The chart consists of a vertical list of activities using symbols to represent operations, inspections, moves, delays and storage and other activities.

Principal types of process charts:

Flow process chart – analysis of a material or workpiece being processed

Worker process chart – analysis of a worker performing a task

Form process chart – analysis of the processing of paperwork forms

All these charts are used to examine for possible improvements of operations

Flow Process Chart

Uses five symbols to detail the work performed on a material or workpart as it is processed through a sequence of operations and activities:

Operation – processing of a material

Inspection – check for quality or quantity

Move – transport of material to new location

Delay – material waiting to be processed or moved

Storage – material kept in protected location

Flow Process Charts

If the processing operation combined with an inspection at the same workstation: combine symbols - a circle inside a square

Provides more detail about the steps required to process a material than in the operation chart:

is used to study a single work part rather than the multiple components of an assembly

The chart also indicates distances for move activities and time values for other activities

Checklist of Questions Used to Analyze a Flow Process Chart

Questions Related to Material

Make or buy decisions: Should the part be produced in the factory or purchased from an outside vendor?

Questions Related to Operations and Inspections

Is the operation time too high?

Is the inspection operation necessary?

Questions Related to Moves

How can moves be shortened or eliminated by combining or eliminating operations?

Can the level of mechanization in material handling be increased?

Questions Related to Delays

Is the delay avoidable?

What is the reason for the delay? Can the reason be eliminated?

Questions Related to Storage

Is the storage necessary?

Why can’t the material be move immediately to the next operation?

Worker Process Charts

Used to analyze the activities of a human worker as (s)he performs a task that requires movement around a facility.

Also known as process chart-person analysis

The symbols are the same as flow process chart

Storage activity is omitted since it is difficult to interpret in the context of human work activity

Form Process Charts

Used to analyze the flow of paperwork forms and office procedures

 Flow Diagram

Drawing of the facility layout with the addition of lines representing movement of materials or workers within the facility

Arrows on the lines represent direction of movement

Often used in conjunction with a process chart

Operations, inspections, delays, and storages at specific locations are identified by numbers referenced to the activity number

 Flow Diagram

The flow diagram reveals problems in the work flow that may not readily be identified using the process chart alone.

For example, if the work flow involves considerable backtracting, this can be identified in the flow diagram, whereas it is indicated only as distances in the process chart.

Thus, it can be used to detect excessive backtracking (which might be missed in a process chart), excessive travel, possible traffic congestion, points where delays typically occur and inefficient layout.

Activity Charts

A listing of the activities of one or more subjects (e.g., workers, machines) plotted against a time scale to indicate graphically how much time is spent on each activity

These activities are generally repetitive.

Types of activity charts:

Right-hand/left-hand activity chart (a.k.a. workplace activity chart)

Worker-machine activity chart

Worker-multimachine activity chart

Gang activity chart (a.k.a. multiworker activity chart)

Shading Formats for Activity Charts

Instead of using symbols for the work activities, as in the other charts, the activities are indicated by vertical lines or bars

When bars are used, they are shaded or colored to indicate the kind of the activity being performed.

Activity Chart

Activity charts usually have more than one time scale e.g., activity time and cumulative time

Activity chart for a worker performing a repetitive task:

Multiple-Activity Charts

Used to track several participants working together

They consists of multiple columns, one for each participant.

Objective: to analyze how the workload is coordinated and shared among the entities.

Right-hand/left-hand activity chart

Worker-machine activity chart

Worker-multimachine activity chart

Gang activity chart (a.k.a. multiworker activity chart)

3Right-Hand/Left-Hand Activity Chart

Shows

contributions of the right and left hands

balance of the workload between the right and left hands

Remember the example with pegs

Task involves placing pegs into a peg board

Note that left hand is used as a workholder

Worker-Machine Activity Chart

Shows how work elements are allocated between a worker and a machine

Help to identify opportunities for cycle time improvements e.g., replacement of external work elements by internal work elements

Worker-Multimachine Activity Chart

Can be used to indicate machine interference (when a machine must wait for service because worker is currently servicing another machine)

Gang Activity Chart

This chart indicates activities in which two or more workers performing together as a team

Also known as multiworker activity chart

Can be used to analyze the operations of different stations in the the same chart

Objective: To better coordinate the activities and balance the workload among the workers

 Block Diagrams

Graphic consisting mostly of blocks and arrows to portray the relationships among components of a physical system

Commonly used in linear control theory, where

Arrows represent the flow of signals or variables in the system

Blocks contain transfer functions that define how input signals are mathematically transformed into output signals

Block Diagram

Used to depict flows and interrelationships among components in complex systems

Block diagrams are commonly used in linear control theory, as shown below for a feedback control system

Process Maps

A process is a sequence of tasks that add value to inputs to produce outputs

Basic process map is a block diagram showing the steps in a process

Widely applied to business processes

Also applicable to production, logistics, and service operations

Levels of detail:

High-level process map – macroscopic view of process and includes only the most important steps

Low-level process map – used to map each of the steps in a high-level process map

Symbols in the Basic Process Map

Process map symbols:

beginning/ending point of the process,

task or activity step,

decision point

Symbols are connected by arrows to indicate sequence

Alternative Forms of Process Maps

Relationship process map – block diagram that shows the input-output connections among departments (or other functional components) of an organization

Cross-functional process map – block diagram showing how the steps of a process are accomplished by various departments

Departments listed as rows separated by dashed lines

Also called a swim-lane chart

Relationship Map

Block diagram that shows the input-output connections among departments (or other functional components) of an organization

Cross-Functional Process Map

Block diagram showing how the steps of a process are accomplished by departments

Gantt Charts

A graphical display of schedule project activities on a time axis

Project activities are listed on a vertical axis

Activity time durations are shown as horizontal bars with starting and ending times

Gantt Chart: Planned Activities

Shows planned activities for a construction project

Gantt Chart: Progress

Shows actual work accomplished at some point during week 7

Gantt Chart Showing Precedence

Arrows can be used to indicate precedence relationships among activities

The Two-Handed Process Chart for Motion Study

New. Popular E-Book on IE,

Introduction to Modern Industrial Engineering.  #FREE #Download.

In 0.1% on Academia.edu. 11,500+ Downloads so far.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

Online Education/Training Session on "Effective Industrial Engineering and Productivity Management."

I developed an online education/training session on "Effective Industrial Engineering and Productivity Management." I can present the session in one hour, one and half hour or two-hour long sessions. The sessions will be valuable when company industrial engineers and other engineers and managers attend as a group. Industrial engineers require active cooperation and participation of other engineers and managers in their studies and projects. Hence a common presentation and discussion on effectiveness will be very useful.

Supporting Information.

Effective Industrial Engineering - Some Thoughts by Narayana Rao K.V.S.S.

Effective industrial engineering has to satisfy management about the contribution it made to the organization year after year.

The prime contribution of IE has to be cost reduction through productivity improvement.

https://nraoiekc.blogspot.com/2025/07/effective-industrial-engineering-some.html

https://www.linkedin.com/in/narayana-rao-kvss-b608007/

Online Free Access Handbook of Industrial Engineering includes all modules of IE Online Course Notes.

Lesson 212 of Industrial Engineering ONLINE Course. 

Lesson 213 SIMO Chart Using Therbligs - Two Handed Chart for Micro-Motion Study

Lesson 214 Motion Analysis - Two Handed Operation/Process Chart - Operator Motions Chart

Lesson 215 SIMO Chart Analysis

Lesson 216 More Charts and Diagrams - Human Effort Industrial Engineering

For each step or operation in the process chart - material processing, inspection, handling & transport, warehousing, temporary stocking & delay, when operators are involved, a two-handed process chart is to be prepared for each operator involved. Similar a machine work sheet or chart is also to be prepared to study machine work in the process.

The Two-handed process chart for Motion Study

The two-handed process chart is a process chart in which the activities of a worker's hands (or limbs) are recorded in their relationship to one another


The two-handed process chart  shows the two hands (and if the feet are involved, feet also) of the operative moving or static in relation to one another, usually in relation to a time scale.

The two-handed process chart is prepared for analysis of  repetitive operations. At least, one complete cycle of the work is to be recorded. Recording of every movement of the hand is recorded.

Symbols and Meanings

O     OPERATION Is used for the activities of grasp, position, use, release,
etc., of a tool, component or material.
=>  TRANSPORT Is used to represent the movement of the hand (or limb) to
or from the work, a tool or material.
D    DELAY is used to denote time during which the hand or limb being charted is idle (although the others may be in use).
▼   HOLD is used to represent the activity of holding the work, a tool or material — that is, when the hand being charted is holding something.


Preparing the chart requires observation and this  enables the motion  study specialist to gain
an intimate knowledge of the motions involved in the job.

The first step in making an operation chart, or left- and right-hand chart or two-handed chart is to draw a sketch of the work place, indicating the contents of the bins and the location  of tools and materials. Then observe the motions of one hand of the operator. Mentally record each motion and then compare the motions and with the mental picture prepared. Then record the motions of that hand and then compare once again. Thus, the motions of one hand, say left hand are observed for number of cycles and the chart is filled on the appropriate side. Then, the other hand is observed, mentally recorded, compared, then it is written on the paper and compared.

Each motion is subjected to questioning from ECRS perspective. From the questioning, improvements are developed. A brain storming group can be formed for the questioning of each motion. The group can be shown some successful motion study examples through videos or printed articles and reports.  The ideas that are generated should be written down in chart form when they occur. Different ideas are  compared.  The best method is generally that which requires the fewest movements.


The two-handed process chart can be applied to assembly as well as component making jobs.  In the assembly of small parts with close fits, "positioning" should be shown as a separate movement apart from the actual assembling movement. Attention gets focused on the different movements that way improvements in each movement can be thought of during simplifying activity.


______________


https://www.youtube.com/watch?v=aw6UVbaojgM
______________

Application and Case Studies

PRODUCTIVITY IMPROVEMENT ON LAMP ASSEMBLY LINE

Conference Paper · October 2016

https://www.researchgate.net/publication/312316711_PRODUCTIVITY_IMPROVEMENT_ON_LAMP_ASSEMBLY_LINE

Improving The Assembly Process of Down lighter by using Two Hand Process Chart

Kajal Sejpal

International Journal of Engineering and Advanced Technology (IJEAT)

ISSN: 2249 – 8958, Volume-6 Issue-4, April 2017

In this project, productivity is improved by optimizing certain operations of the manual assembly process of a product.   In this paper, flow process chart of assembly line of a particular product is 

studied. The two hand process chart of selective time consuming operations is carried out. The time saved and improvement to the operations is noted.  A new standard process in manual assembly line is created,  time is saved as well as energy of the worker is also saved. This leads to increased units of production and lesser fatigue.

https://www.ijeat.org/wp-content/uploads/papers/v6i4/D4965046417.pdf

ILO Book Content on The Two-Handed Process Chart

https://books.google.co.in/books?id=lHHB-3qayLUC&pg=PA149#v=onepage&q&f=false

Updated on 4 Nov 2021,  26 May 2021,  12 June 2020, 11 September 2016

Process Improvement - Process Chart Productivity Analysis Approach - Process Industrial Engineering

 

Process Chart approach was first developed by Gilbreths. It was standardized by ASME committee.

In the ASME process chart,   Processing (operation), Inspection, Transport, Temporary Delay and Permanent Storage are recorded. All these are termed operations in the process. 

Each of the operations are subjects to detailed operation analysis. In each operation, machines and men do the work on the work piece using tools, consumables, power (energy) and information.

Operation Analysis - Operation Information Sheet and Analysis Questions

https://nraoiekc.blogspot.com/2019/07/operation-analysis-operation.html

Analysis of Processing Operations

Processing is the core operation in an engineering process. In production processes, it is the material transformation operation done by machines, or men or by chemical reactions. Industrial engineers have to first improve the processing operation. It may be even be found in analysis that the existing process step or operation can be eliminated. Hence it is important in each operation to question whether the operation is effective. Is it useful to complete the objective of the process?

Industrial engineers have to use full knowledge of engineering related to the processing operation under analysis including recent developments to identify improvement opportunities. Besides that, they have to circulate the process chart and operation details to all engineers in the company, especially to engineers in production and process planning departments to get ideas for improvement of the operation. One does not who reads or sees a new development that is of use in the processes used by the company. Industrial engineers have to acquire engineering knowledge on their own and identify its relation to productivity. In addition they have to manage process improvement study in such a way that every person in the organization and supply have an opportunity to contribute their knowledge to the process improvement study. Gilbreth specifically indicated this point in 1921 itself.

In the case of machine operations, setting up the machine, loading the work piece in the machine and unloading it after the processing are par of processing operation. Hence set-up reduction is part of improvement of processing operation. Of course, there can be set up time for inspection and transport operations. So there also, setup time reduction would be involved.

Process capability improvement can be done in processing operation improvement.

Six sigma studies can be done for each processing operation to select the right combination of parameters for optimal or robust output in minimum time.

In maintenance processes, the work done the machine under maintenance is processing. There is inspection after a maintenance operation. There is transport of materials, spare parts and tools. We can see delays in maintenance processes. The spare parts etc. stay in storage for months or years. Thus in a maintenance process also five operations are there. In an engineering process, these five operations are present.

When a machine is used in the processing operation, machine work study needs to be done.

Processing Operation Analysis - Details

Machines and Tools Related Methods Efficiency Analysis - Machine Work Study

https://nraoiekc.blogspot.com/2013/11/tool-related-operation-analysis.html

Analysis of Tolerances and Inspection Standards - Methods Efficiency Engineering

https://nraoiekc.blogspot.com/2013/11/analysis-of-tolerances-and-inspection.html

Analysis of Material in Methods Efficiency Engineering

https://nraoiekc.blogspot.com/2013/11/analysis-of-material-in-operation.html

Analysis of Material - Methods Efficiency Improvement Analysis - Illustrations

https://nraoiekc.blogspot.com/2015/08/analysis-of-material-methods-efficiency.html

Machine Tool Improvement and Cutting Time Reduction

https://nraoiekc.blogspot.com/2017/07/machine-tool-improvement-and-cutting.html

Methods Efficiency Analysis of Setups

https://nraoiekc.blogspot.com/2013/11/operation-analysis-of-setups.html

Analysis of Inspection Operations

Inspection operations are done by the operator who is actually producing or processing, they are done by supervisors, done by specially designated inspectors and the user, in production processes,  another production worker can do inspection. Inspection operation is also examined first for effectiveness and elimination possibility.

Analysis of Transport Operation

Transport activity is determined by the layout of machines and facilities. To minimize transport in the factory or facility as whole, layout is to be modified based on the analysis to total material movement in a period. If a line layout is used, assembly line improvement methodologies are to be used. If group or cellular layout is used, improvement methods applicable to group layout are to be used. If a job shop layout is used, in each period, the job mix keeps changing. Accordingly recalculation is to be done and possible change of machine locations has to be attempted.

Replace materials handling equipment, improve or add to their specifications.

Replace materials handling methods, or evaluate alternative methods.

Reorganize for a better flow of materials and movement of products.

Reduce costs through better materials handling methods.

Material Handling - ILO Work Study Book

https://nraoiekc.blogspot.com/2019/07/material-handling-ilo-work-study-book.html

How to Plan & Design a Manufacturing Plant Layout? (Video Examples Included)

Our experts at Visual Components discuss how to plan and design a manufacturing plant layout with a simulation case. We review the benefits, process, and necessity for a high-quality plant layout in your business organization.

https://www.visualcomponents.com/resources/blog/how-to-plan-design-a-manufacturing-plant-layout-video-examples-included/

Analysis of Delays

Delays happen due to resource constraints and production planning problems. So resource study has to be done and planning procedure and policies are to be evaluated to reduce delays.

Value stream mapping diagram and its analysis help in reducing temporary delays.

Articles on Value Stream Mapping and Analysis

Value Stream Mapping - The Concept

https://nraoiekc.blogspot.com/2012/05/value-stream-mapping-concept.html

Learning to See: Inventories (Delays) Between Processes - Value Stream Mapping - Rother and Shook - Book Information

https://nraoiekc.blogspot.com/2013/11/learning-to-see-value-stream-mapping.html

Value Stream Mapping - Origins - Evolution and Applications

https://nraoiekc.blogspot.com/2013/10/value-stream-mapping-origins.html

The Seven Value Stream Mapping Tools - Peter Hines and Nick Rich - Brief Explanation

https://nraoiekc.blogspot.com/2012/01/seven-value-stream-mapping-tools-peter.html

Analysis of Value Stream Map (VSM)

https://nraoiekc.blogspot.com/2022/02/analysis-of-value-stream-map-vsm.html

Analysis of Storage Operation

Storage depends on batch quantity and safety stock decisions. There are to be reassessed.

Value stream mapping diagram and its analysis help in reducing batch quantities and safety stocks.

Knowledge Base for Process Productivity Improvement - News - Information

Value-Adding Material Processing Operation Analysis

Inspection Operation Analysis

Material Handling and Transport Operation Analysis

Analysis of Delays in Processes

Storage/Warehousing Operation Analysis

Information Provision for Manufacturing Processes

Automation for Productivity Improvement of Processes

Industrial engineers have to always consider increasing  engineering devices in the processes to increase productivity. Automation is to be considered for each step of the operation.

Automated Manufacturing - Production Operations in Manufacturing Processes

https://nraoiekc.blogspot.com/2020/12/automated-manufacturing-production.html

Automated Inspection - Bibliography  

https://nraoiekc.blogspot.com/2020/07/automated-inspection-bibliography.html

Automated Material Handling - Transport - Bibliography 

https://nraoiekc.blogspot.com/2020/12/automated-material-handling-transport.html

Automated Storage and Warehousing - Storage Operation Improvement in Engineering Processes

https://nraoiekc.blogspot.com/2020/12/automated-storage-and-warehousing.html

Automation for Preventing Temporary Delays - Lean WIP Processes - Systems

https://nraoiekc.blogspot.com/2020/12/automation-for-preventing-temporary.html

Computer Aided Industrial Engineering - Analyzing Process Chart Information Using AI Models - Computer Aided Process Chart Analysis

https://nraoiekc.blogspot.com/2023/04/computer-aided-industrial-engineering.html

Twelve Principles of Process Improvement - Kiyoshi Suzaki

https://nraoiekc.blogspot.com/2017/07/twelve-principles-of-process.html

Production Industrial Engineering - Industrial Engineering of Production Processes.

https://nraoiekc.blogspot.com/2023/04/production-industrial-engineering.html

https://asana.com/resources/process-improvement-methodologies

https://kissflow.com/workflow/bpm/process-improvement-techniques/

Operation and Flow Process Charts - Origin, Evolution and Application

INDUSTRIAL ENGINEERING is redesign (engineering) of Products, Facilities and Processes for Productivity increase.
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years (2023 - 2030).

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. E-Book FREE Download. 

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

Motion-study, time-study, micromotion-study, fatigue-study, and cost-study are important measures of scientific management, by which the efficiency of each function and subfunction is determined, tested, and checked. The unit to be chosen for intensive study is determined by the amount of time and money that it is possible to save by the investigation. This unit is determined by the following method. The work selected is divided into natural subdivisions or cycles of performance. Each cycle is then subjected to motion study, to determine the best method to use in performing the work. This method is divided into the smallest practicable units. These units are timed. The timed units are then again subjected to motion study, for more intensive study of method. Subdivided motions result. These are again timed, and so the process proceeds until the further possible saving will no longer warrant further study, or the available appropriation of time or money is exhausted. The most efficient motions, as determined by the tests of motion-study and time-study are then synthesised into a method of least waste. 

As for the particular device by which the measurements are made, the choice depends mainly on the equipment available. Standards have been improved without using timing devices. Excellent work had been done with stop watches. But we advocate the use of micromotion-study in all work demanding precision. Micromotion study consists of recording the speed simultaneously with a two or three dimensional path of motions by the aid of cinematograph pictures of a worker at work and a specially designed clock that shows divisions of time so minute as to indicate a different time of day in each picture in the cinematograph film. Through micromotion-study not only is the measurement more accurate than it could possibly be through any other method, but also the records are so complete, permanent, and accessible that they may be studied at any time and place by any one. 

https://nraoiekc.blogspot.com/2021/10/the-practice-of-motion-study-gilbreth.html

The micro-motion method of making motion studies consists of recording motions by means of a motion picture camera, a clock that will record different times of day in each picture of a motion picture film, a cross-sectioned background, and other devices for assisting in measuring the relative efficiency and wastefulness of motions. These micro-motion records give all the data required except the continuous path of a cycle of motions. This lack is supplied by the chronocyclegraph method. The chronocyclegraph method of making motion study consists of fastening tiny electric-light bulbs to the fingers of the operator, or to any part of the operator or of the material whose motion path it is desired to study. If it is merely the orbit of the motion that is to be observed, a photograph is made of the moving part to which the light is attached, during the time that this part is performing the operation. 

If the direction, relative time, and relative speed are to be noted, the path of light, through controlled interruption of the circuit, is made to consist of dots or dashes, or a combination of the two, with single pointed ends, the point showing the direction. Through the micro-motion studies and the chronocyclegraph studies, then, the expert formulates the standard method. It is important to note the changes which the installation of a standard method implies. This method consists of improved motions, and implies, first, changes in surroundings, equipment, and tools; and, second, changes in the type of worker assigned to do the work. 

https://nraoiekc.blogspot.com/2021/10/part-2-practice-of-motion-study-gilbreth.html

MOTION STUDY AND TIME STUDY INSTRUMENTS OF PRECISION 

(Presented by Gilbreth at the International Engineering Congress. )

Both accurate time study and motion study require instruments of precision that will record mechanically, with the least possible interference from the human element, in permanent form, exactly what motions and results occur. For permanent use the records must be so definite, distinct, and simple that they may be easily and immediately used, and lose none of their value or helpfulness when old, forgotten, or not personally experienced by their user. 

It was not, however, until Dr. Taylor suggested timing the work periods separately from the rest periods that the managers tried to find accurate time-measuring devices. 

Being unable to find any devices anywhere such as the work of our motion study required, the problem that presented itself, then, to us who needed and desired instruments of precision, applicable to our motion study and to our time study, was to invent, design and construct devices that would overcome lacks in the early and existing methods. It was necessary to dispense with the human element and its attending errors and limitations. We needed devices to record the direction as well as the path or orbits of motions, and to reduce the cost of obtaining all time study and motion study data. These were needed not only from the scientific standpoint, but also from the standpoint of obtaining full co-operation of the mechanics and other workers. 

Through our earliest work in making progress records we recognised the necessity of recording time and conditions accurately and simultaneously, the records being made by dated photographs.

Fortunately, we are now able to use the motion picture camera with our speed clock, and other accessories, as a device for recording elements of motion and their corresponding times, simultaneously. Our latest microchronometer records intervals of time down to any degree of accuracy required. We have made, and used, in our work of motion study investigations of hospital practice and surgery, one that records times to the millionth of an hour. This is designed for extremely accurate work, but can be adjusted to intervals of any length desired, as proves most economical or desirable for the type of work to be investigated. 

https://nraoiekc.blogspot.com/2021/10/part-3-practice-of-motion-study-gilbreth.html

All the above devices and tools for recording motions and times were developed by Gilbreth before 1921.

Process Chart Method  - Gilbreths - 1921

Gilbreths presented their proposal or system of process charting in 1921 (Annual meeting ASME 5 to 9 December 1921 at New York). They did not use the terms operation flow chart and flow process chart.

Process Charts for Recording and Visualizing Processes in Industrial Engineering.

Process charts are the recording devices used by industrial engineers. 

Gilbreth used process charts and described them for wider audience in 1921. 

In the original description, Gilbreth described the process charts used in connection with motion study or human effort study. Later the scope of the process charts was extended and the contents of the chart were standardized by ASME.  Operation analysis sheet was used  by Maynard and Stegemerten in the process chart framework to do machine work study. 

In the process chart, five operations are depicted. They are: Operation (material processing) - Inspection - Material transport - Temporary Storage of the Material (Delay without any operation being done) - Permanent or controlled storage of the material.

Each operation has a cost and industrial engineer has to increase the productivity of each operation or step to reduce cost.

In each operations, machines, men and other facilities work to bring the desired result. The work of machines, men, robots, furnaces etc. are to be observed, studies and recorded. To study work of operators, Motion study of both hands and micromotion studies of both hands were developed by   by Gilbreths.  The process chart that shows the series of operations is further supported charts related to each operation that record activity of each machine and man working in that operation. To do detailed investigation based on process chart, more recording formats need to be used. There is a need for machine work study and operator work study in each of the five steps shown in the flow process chart. Recording devices are to be used machine and operator work studies in each step.  Value Adding Operation, Inspection, Transport, Temporary Delay and Permanent Delay. Frank Gilbreth is given credit for the development of process chart system in industrial engineering to study and improve processes.

Process Charting for Improvement - Gilbreths' View

Frank Gilbreth developed process analysis and improvement also along with motion study. In 1921, he presented a paper in ASME, on process charts. Lilian Gilbreth was a coauthor of this paper.

PROCESS CHARTS: FIRST STEPS IN FINDING THE ONE BEST WAY TO DO WORK
By Frank B. Gilbreth, Montclair, N. J. Member of the Society
and L. M. Gilbreth, Montclair, N. J. Non-Member
For presentation at the Annual Meeting, New York, December 5 to 9, 1921,
of The American Society of Mechanical Engineers, 29 West 39th Street, New York.
https://ia800700.us.archive.org/5/items/processcharts00gilb/processcharts00gilb_bw.pdf

THE Process Chart is a device for visualizing a process as a means of improving it. Every detail of a process is more or less affected by every other detail; therefore the entire process must be presented in such form that it can be visualized all at once before any changes are made in any of its subdivisions. In any subdivision of the process under examination, any changes made without due consideration of all the decisions and all the motions that precede and follow that subdivision will often be found unsuited to the ultimate plan of operation.

The use of this process-chart procedure permits recording the existing and proposed methods and changes without the slightest fear of disturbing or disrupting the actual work itself.

The aim of the process chart is to present information regarding existing and proposed processes in such simple form that such information can become available to and usable by the greatest possible number of people in an organization before any changes whatever are actually made, so that the special knowledge and suggestions of those in positions of minor importance can be fully utilized.

Further detailed studies based on process chart

If any operation of the process shown in the process chart is one that will sufficiently affect similar work, then motion study (human effort study) should be made of each part of the process, and the degree to which the motion study should be carried depends upon the opportunities existing therein for savings.

If the operations are highly repetitive or consist of parts or subdivisions that can be transferred to the study of many other operations, then micromotion studies already made can be referred to; also new and further micromotion studies may be warranted in order that the details of method with the exact times of each of the individual subdivisions of the cycle of motions, or ''therbligs," as they are called, that compose the one best way known, may be recorded for constant and cumulative improvement.

These synthesized records of details of processes (motion studies and micromotion studies) in turn may be further combined and large units of standard practice become available for the synthesis of complete operations in process charts.

Similarly we have to add that if an operation is done or repeated multiple times, machine effort study or machine work study needs to be done and work of the machine has to be recorded using a format used in process planning of the machine.

At the end of the paper, the conclusion made by Gilbreths is as follows:

The procedure for making, examining and improving a process is, therefore, preferably as follows:

a.  Examine process and record with rough notes,  the existing process in detail.

b. Have draftsman copy rough notes in form for blueprinting, stereoscopic diapositives, photographic projection and exhibition to executives and others.

c. Show the diapositives with stereoscope and lantern slides of process charts in executives' theater to executives and workers.

d. Improve present methods by the use of —
1 Suggestion system

2 Motion study
3 Micromotion studies and chronocyclegraphs for obtaining and recording the One Best Way to do Work.
4 Written description of new methods or 'write-ups," "manuals," ''codes," ''written systems," as they are variously called
5 Standards
6 Standing orders

e. Make process chart of the process as finally adopted as a base for still further and cumulative improvement.

We have to add now machine work study to the list of activities of examining process charts for process industrial engineering (We will discuss each step or operation of the process chart in forthcoming lessons in detail)

We see in the method described above the method study steps of record, and examine. The practice of involving the workers in analyzing the process chart which was later popularized by Alan Mogensen is also present in the method suggested by Gilbreth to improve a process.  Motion study as a later step in the process analysis method, which was emphasized by H.B. Maynard as part of the operation analysis proposed by him is also visible in the procedure described by Gilbreths.

H.B. Maynard proposed "Operation Analysis" for process improvement.

So, we can see the methods engineering and methods study which became popular subsequently were further development of Gilbreth's process improvement procedure only.

ASME used the terms flow process chart and operation process charts.



A.S.M.E. standard operation and flow process charts, developed by the A.S.M.E. Special committee on standardization of therbligs, process charts, and their symbols, 1947.
Corporate Author: American Society of Mechanical Engineers.
Published: New York, N.Y., The American society of mechanical engineers [1947]
Physical Description: 21 p. incl. forms, diagrs. 26 1/2cm.
https://babel.hathitrust.org/cgi/pt?id=mdp.39015039876274;view=1up;seq=9

ASME Operation Process Chart

An operation process chart is a graphic representation of the points at which materials are introduced into the process, and of the sequence of inspections and all operations except those involved in material handing.  It may include any other information considered desirable for analysis, such as time required and location.  (point 13 of the report)


A recent example

Leaf spring - parabolic spring manufacturing process
http://www.bineetauto.com/images/flow.jpg


Niebel discussed the analysis of operation process chart as well as operation analysis in detail his book "Motion and Time Study."

https://babel.hathitrust.org/cgi/pt?id=wu.89038754164&view=1up&seq=9

Barnes

In text books, Barnes did not mention the term operation process chart in his Motion and Time Study Book.

ILO

ILO Work Study, used the term outline process chart.

They describe its utility:

In an outline process chart, only the principal operations carried out and the inspection made to ensure their effectiveness are recorded, irrespective of who does them and where they are performed.

The outline process chart is intended to provide a first "bird's-eye" view of the activities involved, for the purpose of eliminating unnecessary ones or combining those that could be done together.


Book -  Fundamentals of Work Measurement: What Every Engineer Should Know
Anil Mital, Anoop Desai, Aashi Mital
https://books.google.co.in/books?id=uW4NDgAAQBAJ


Poor choice of manufacturing process can add to the work content.
p.3 of  Fundamentals of Work Measurement: What Every Engineer Should Know
Anil Mital, Anoop Desai, Aashi Mital
CRC Press, 03-Oct-2016 - Technology & Engineering - 210 pages


I agree with Mital et al. and propose that operation process chart analysis has to evaluate each manufacturing process.



WORLD CLASS WAREHOUSING AND MATERIAL HANDLING [9780071376006] Timeless Insights for Planning and Managing 21st-Century Warehouse Operations

Number of Pages 242
Author  Frazelle, Edward H., Ph.d.
Publisher  McGraw-Hill
Publication Date January, 1970
ISBN-13  9780071376006
ISBN-10  0071376003



Written by one of today's recognized logistics thought leaders, this comprehensive resource provides authoritative answers on such topics as: The seven principles of world-class warehousing Warehouse activity profiling Warehouse performance measures Warehouse automation and computerization Receiving and put away Storage and retrieval operations Picking and packing Humanizing warehouse operations

"World-Class Warehousing and Material Handling describes the processes and systems required for meeting the changing demands of warehousing. Filled with practices from proven to innovative, it will help all logistics professionals improve the productivity, quality, and cycle time of their existing warehouse operations.

"World-Class Warehousing and Material Handling breaks through the confusing array of warehouse technology, buzzwords, and third-partyproviders to describe the principles of warehousing required for the implementation of world-class warehousing operations. Holding up efficiency and accuracy as the keys to success in warehousing, it is the first widely published methodology for warehouse problem solving across "all areas of the supply chain, providing an organized set of principles that can be used to streamline all types of warehousing operations.

Case studies from Avon, Ford, Xerox, True Value Hardware, and others detail how today's most innovative logistics and supply chain managers are arriving at proven solutions to a wide variety of warehousing challenges. Topics discussed include: Warehouse activity profiling--for identifying causes of information and material flow problems and pinpointing opportunities for improvement Warehouse performance measures--for monitoring, reporting, and benchmarking warehouse performance Storage and retrieval system selection--for improving storage density, handling productivity, and trade-offs in required capital investment Order picking strategies--for improving the productivity and accuracy of order fulfillment Computerizing warehousing operations--for profiling activity, monitoring performance, and simplifying operations

"World-Class Warehousing and Material Handling integrates global and e-commerce issues as it addresses customization, information technology, performance analysis, expansion and contraction planning, and the overall role of the warehouse in logistics management and the supply chain. Filled with proven operational solutions, it will guide managers as they develop a warehouse master plan, one designed to minimize the effects of supply chain inefficiencies as it improves logistics accuracy and inventory management--and reduces overall warehousing expense.

I now feel production planning and control is a component of process chart analysis as far as process improvement is concerned. Industrial engineers have to improve production planning routines as part of process chart analysis. Such an emphasis is not there in IE curriculum, as process chart is method is taught in work study or time and motion study courses.

Updated 27.6.2022,  1 Nov 2021, 16 August 2020,  28 June 2019,  5 Feb 2019
Published 1 July 2017

Process IE Methods - Part 3. Process Charts, Maps, Diagrams and Operation Analysis Sheet

Process Industrial Engineering - Methods and Techniques - Part 1 -  Part 2 -  Part 3 -  Part 4 -  Part  5

Lesson 75 of Industrial Engineering ONLINE Course.

Part 3: Process Industrial Engineering - Methods and Techniques - Process Charts, Maps,  Diagrams and Operation Analysis Sheet

Lesson 76. Process IE Methods - Part 4. Recording Operations Using The Motion-Picture Camera and Video Camera

Maynard & Stegemerten (1939)

Process Charts. A process chart may be broadly defined as any charted presentation of information connected with a manufacturing process or any other engineering process or business process.

Process charts, however, were originally designed by Frank B. Gilbreth for industrial use.

The information that is presented in the  process charts along with the steps in the process can include any or all of such factors as time for  operations performed, machine time,  motions used, operator time,  working and idle time of machines, cost, production data, time allowances, distance moved, and other similar data.

Use of Process Charts. The process chart forms a convenient means of presenting in a limited space information about a process. It shows operations performed in a process. It can be used to show the relation among operations, the steps of a process, and several sets of data. It permits the quick visualization of a problem so that improvement can be undertaken systematically and in logical sequence. it is a means of preparing data for study so that those who are making the study can grasp the problem at a glance and proceed toward its solution without wasted effort in each observing and understanding the process. If  a process chart is first prepared and every member of the group is given a copy to study, the discussion will start at the beginning and proceed systematically toward the end.

Progress is rapid, and little time is wasted by the discussion going off at a tangent.

The detail of the process study depends entirely upon the job under consideration. There is no fixed form of process chart that is rigidly adhered to by all methods engineers, or even by any one engineer. The chart is varied to suit the nature of the study that is being made and the data that it is desired to present.

There are, however, certain major types of charts that,  are widely used for methods-study work.

1. Operation process charts.
2. Flow process charts.
3. Man and machine process charts.
4. Operator process charts.
5. Progress process charts.
6. Miscellaneous types.

Operation Process Chart

On the operation process chart are usually shown:

1. The input materials.
2. The operations.
3. The inspections.

4. The time allowances for both operations and inspections.

Other information such as machine or work-station identification, male or female labor, pieces per hour, and the like, can be given if desired. The four items listed above are practically always required for any methods study and should always be recorded upon the chart as a matter of standard practice.  It is to be noted that as part of method study first time study of each operation/inspection needs to be done. Then productivity improvement implies reduction of the time taken. It is a simple matter to add other information to the chart if it is desired (More information needed has to be added. For example what are defects found after inspection. Why is it important? To eliminate waste. Defects are waste and if inspection activity identifies more defects, operation has to be improved to increase productivity).

Operation process charts are drawn on plain paper of sufficient size to accommodate the information that must be recorded. Two steps and  two standard symbols (Operation and Inspection) are used. The symbols are useful for distinguishing at a glance between operations and inspections without the necessity of reading the detailed information given on the chart.

If an operation process chart is drawn up as the first step of a methods study, it insures that the study will begin at the right point which is the first operation and proceed systematically to the last operation.

The flow process chart

When it is necessary to show in detail the exact manner in which a process is performed, describing what happens between operations as well as the operations themselves, the flow process chart is more suitable. This is desirable on certain types of studies, but on others the mass of detail would be too great for ready interpretation. The operation process chart shows the problem more clearly. If after a preliminary study more detailed information is desired, flow charts can be made for the various parts that make up the complete assembly.

The flow chart shows the different steps of a process such as operations, inspections, distance traveled, cessations of travel. The material of which a product is made is more commonly the item that is studied by flow charts;

Symbols Used for Flow-chart Construction. The earlier flow charts used about 40 different symbols to indicate the nature of the steps portrayed. Experience has shown, however, that too many different symbols detract from the clearness of the chart besides adding to the mechanical difficulties of chart construction, and modern practice therefore calls for the use of but six symbols. Sixth one, Denotes movement or operation outside the control of the investigator.

Time estimates for operation step is normally available. Time consumed by transportations may be determined by brief time study. lIn certain studies, time spent in temporary storage is one of the most important factors, for these studies are made primarily to decrease the time required to complete the process. Hence, it is important to have correct temporary storage data if improvement is to be made.

Operation- and flow-process-chart construction need not be limited to methods engineers. The charts can be constructed by anyone who has a problem to solve and who is willing to take the time to understand and apply the comparatively simple principles of process-chart preparation. Certain more progressive plants have given courses in methods engineering to their key supervisors and they are using them.

After process level analysis, a refined analysis needs to be performed upon the operations themselves. With the general nature of the problem understood and with the major inefficiencies either recognized or eliminated, the analyst is in a position to begin a study of each operation involved in the process with the idea of improving upon the operations themselves. This analysis requires more information and operation analysis sheet needs to be used.  Two other types of process charts  (Man and machine process charts and  Operator process charts)  are usually constructed only after a detailed analysis of the factors that surround a given operation have shown that they are needed.

Operations Analysis

Process charts show operations involved in a process. Operations are to be improved individually after process level improvements like eliminating waste or non value added operations are removed and sequence of operations is altered to derive productivity benefits. For doing operation improvement, more detailed information about the operation has to be collected and recorded. Maynard and Stegemerten descried the complete procedure of operation analysis and operator information sheet.

Operation analysis was already covered in an earlier lesson.

Operation Information sheet is described in Lesson 82. Operation Information Sheet for Productivity Analysis of Processing Operations

Process Charts and Other Recording Devices - R.L. Barnes (1931).

“Process charts are used to record in a simple, compact form and to visualize the elements of a process in sequence and in relation to the entire process. They record present practice for the purpose of studying and analyzing the present practice and also serve in visualizing possibility processes which improve the present practice by (1) changing the sequence of elements, (2) eliminating elements, (3) combining elements, and (4) substituting or changing elements. “As a record of standard practice, the process chart serves as an authoritative and complete picture of the entire process. It is particularly useful as a teaching device and as a means of maintenance.

After the initial pioneers, Maynard and Barnes contributed significantly in process industrial engineering area. Studying their books is important for industrial engineers, especially post-graduates in industrial engineering.

I now feel production planning and control is a component of process chart analysis as far as process improvement is concerned. Industrial engineers have to improve production planning routines as part of process chart analysis. Such an emphasis is not there in IE curriculum, as process chart is method is taught in work study or time and motion study courses.

Important points in the Lesson

Maynard & Stegemerten (1939)

Process Charts. A process chart may be broadly defined as any charted presentation of information connected with a manufacturing process or any other engineering process or business process.

The information that is presented in the  process charts along with the steps in the process can include any or all of such factors as time for  operations performed, machine time,  motions used, operator time,  working and idle time of machines, cost, production data, time allowances, distance moved, and other similar data.

If  a process chart is first prepared and every member of the group is given a copy to study, the discussion will start at the beginning and proceed systematically toward the end. Progress is rapid, and little time is wasted by the discussion going off at a tangent.

There are certain major types of charts that,  are widely used for methods-study work.

1. Operation process charts.
2. Flow process charts.
3. Man and machine process charts.
4. Operator process charts.
5. Progress process charts.
6. Miscellaneous types.

If an operation process chart is drawn up as the first step of a methods study, it insures that the study will begin at the right point which is the first operation and proceed systematically to the last operation.

When it is necessary to show in detail the exact manner in which a process is performed, describing what happens between operations as well as the operations themselves, the flow process chart is more suitable.

The operation process chart shows the problem more clearly. If after a preliminary study more detailed information is desired, flow charts can be made for the various parts that make up the complete assembly.

Time estimates for processing operation step is normally available. Time for other operations may be determined by brief time study.

After process level analysis, a refined analysis needs to be performed upon the operations themselves.

This analysis requires more information and operation analysis sheet needs to be used.

Process Charts and Other Recording Devices - R.L. Barnes (1931).

“Process charts are used to record in a simple, compact form and to visualize the elements of a process in sequence and in relation to the entire process."

Lesson 76. Process IE Methods - Part 4. Recording Operations Using The Motion-Picture Camera and Video Camera


Updated on 27.6.2022,  13 August 2021,   1 August 2021,  3 August 2020
First published on 31 July 2020

Process Improvement Study Progress Chart

Three Major Channels of Process Improvement.

1. Process Redesign by Process Planning Team.

2. Process Improvement Study by Industrial Engineering Team.

3. Continuous #Improvement by Involving Shop Floor Employees and All Employees.

Continuous Improvement - Employee Participation Principle of Industrial Engineering

http://nraoiekc.blogspot.com/2017/06/15-continuous-improvement-employee.html

PROCESS IMPROVEMENT PROGRESS  CHARTS

In a process improvement study, improvement progress charts are to be made.

Maynard and Stegmerten

When a job is studied in great detail operation by operation, a number of suggestions for improvement will almost inevitably be made. Some of these will be adopted and put into effect at once. Others will be held up pending the decision of another department or supervisor. Still others will require experimentation to determine their feasibility, or several suggestions affecting the same point will have to be tried out to see which is the best.

As a result of this, the exact status of a study at any particular moment is often uncertain. This is particularly true if the study is being made by a group. When several people are involved, it is more difficult to keep their efforts pointed in the same general direction and to give them the same understanding of the progress of the study and its present solution status. In order to avoid working at cross-purposes, the group should pause from time to time to review what has already been accomplished, what is pending, and what remains to be done.

The  process study progress chart is a device that can be used for this purpose. It shows clearly and in a related manner the status of the job and of each operation of the job at the moment the chart was drawn up.

Typical Progress Process Charts. The progress process chart, or progress chart, is commonly prepared in two different forms. It may be drawn in the same manner as the operation process chart, or it may be a mere tabulation.

Figure 31 in Chap. VII ( Maynard and Stegmerten) showed the operation process chart that was prepared at the beginning of a study of the manufacture of an electric-clock motor and drum.
The operation process chart form of progress chart has certain definite advantages. It is in the same form as the operation process chart previously prepared and hence can be readily interpreted by anyone who is familiar with the operation chart. Further, it shows the operations in. order and in. their relation to one another; since the suggested changes on one operation often affect other operations,
this is highly desirable.

The other form of progress chart in tabulated form is shown by Fig. 107. This chart covers the stamping for which the flow chart, Fig. 36 of Chap. VIII, was prepared. The tabulated form
of progress chart possesses the advantage of being easy to prepare, since the whole chart may be made on a typewriter. If the job that it covers is fairly simple, this form is entirely satisfactory.

Uses of Progress Process Charts.

The use of the progress chart in connection with methods studies made by a group has already been pointed out. When the job is at all complicated and a number of different changes are contemplated, it will prove desirable to prepare an up-to-the-minute progress chart immediately before each meeting. If each group member has this chart before him, it will inform him of what has been accomplished on
those phases of the study with which he himself is not connected and will prevent much unnecessary discussion and comment. Free discussion should, of course, be encouraged at all meetings, but it should be discussion that will develop new ideas rather than a review of what has gone before.

The individual analyst will also find the progress chart a useful tool. It is seldom that a methods study can be started and carried through to a conclusion without interruption. Sometimes the methods study of a job must be carried on in conjunction with regular, routine rate-setting work. Again, because
progress is often halted while information or a decision is being awaited, methods studies of several jobs may be conducted at the same time. In any case, it will prove helpful from time to time to construct a progress chart to show how the methods study stands and to make sure that future efforts will be directed
effectively.

The analyst will in addition sometimes be questioned by his supervisor or other interested individuals concerning the accomplishments that are resulting from his studies. .A progress chart will answer such questions clearly and will enable the analyst to show what he is doing.

Conclusion.

The purpose of this volume has been first to give a general description of the various techniques of methods engineering and their relation to one another and then to discuss in some detail the procedures employed in connection with the first and a very important step of methods study, namely, operation analysis.

It will be seen that operation analysis is an entirely practical subject. The analyst, far from dealing with theoretical considerations, seeks for practical result-getting improvements. The various tools that he uses operation process charts, flow charts, the analysis sheet are designed principally to guide his
thinking and to keep clearly before him the points that he should study and seek to improve. The real accomplishments, however, are made by the analyst himself rather than by the tools that he
uses. No chart or form will take the place of sound reasoning and constructive thinking.

The examples given of improvements that resulted from operation analysis were taken from a number of different industries. Many kinds of operations performed on many kinds of products were described. It is impossible, of course, to include all operations encountered in industry, but it is hoped that enough have been given to show once and for all the baselessness of the "our-work-is-different " attitude.

To the analyst, all work is much the same. The externals are different, of course, for every job studied, but there are many fundamental points of similarity. In most cases, a part is picked up, worked upon, and set down. Certain motions are employed that are common to all jobs. If they can be improved on one job, they can be improved on many jobs.

Analysis work is not limited to methods engineers but may be conducted by anyone who is interested in bringing about job improvement. If the analysis work is done systematically in accordance with the procedure described in this book, more will be accomplished than if the work is done haphazardly. Anyone connected with industry can apply the procedure outlined, for there is nothing particularly difficult or technical about it. The trained observer with a background of previous experience in
making improvements will undoubtedly accomplish more than the man making his first analysis, for he will be able to recognize many possibilities for improvement at first glance and will know
the action to take that will be most effective in getting the improvements made. The beginner should not be discouraged by this, however, for he too will accomplish more as he becomes more experienced, and the only way experience can be gained is by making a number of analyses.

A group consisting of a superintendent, design engineer, foreman, inspector, group leader, and perhaps others, led by an experienced methods engineer, when formed for the purpose of
studying a job in which all are interested, will accomplish much. Each member will approach the problem from his viewpoint, and if the viewpoints are coordinated by capable leadership, the
results are likely to be much greater than an individual working alone can secure.

A methods study properly made consumes time and effort. Most industrial supervisors are so loaded with responsibilities and duties that they may find it difficult to give time to operation analysis. Nevertheless, the time should be found and used for that purpose. Progress is essential if an industry is to maintain its competitive position. Therefore, the type of analysis work that leads to improvement and progress is also essential. Just getting work out in accordance with an established routine is
not sufficient. To advance, the work must be put out better today than it was yesterday and better still tomorrow.

Any industrial executive or supervisor who has the interests of his company at heart should, therefore, devote a portion of his time to analyzing the work that comes under his supervision and
to improving it. Current problems are important, but at least 5 to 10 per cent of a week's time should be set aside for seeking improvements. If each supervisor of an organization will do this and will conscientiously do his best to make changes that will reduce waste and increase productive effectiveness, the organization will soon attain an enviable position.

Management has a certain responsibility in this connection. It should encourage the* search for improvements; it should consider all suggestions made, adopting as many as seem practical;
and, finally, it should reward outstanding accomplishments as an incentive to further effort.

It should be  remembered that any job can be improved if sufficient study is given it. This is literally true. There may be jobs here and there that cannot be improved further, but the authors have rarely encountered them. If they exist, they may be considered to be the exceptions that prove the rule. Throughout industry there are countless opportunities for improvement. Every operation in every plant offers a challenge. It can be done better. The problem is to find out how. Operation analysis is
a method of finding out,


Updated on 5 May 2018, 1 November 2013