MECH 2600

Manufacturing Processes: Process Management and Capstone Project

By: Khalid H. Tantawi [email protected] Department of Career Readiness-Mechatronics Motlow State Community College

Introduction In this course you will study manufacturing improvement processes in a mechatronics • Topics include continuous improvement and kaizen activities, and commonly employed methods in project management. • A team project with final presentation to apply improvement methods in real world application

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Team Project • In this course you will be assigned a project with other team members.

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Project Final Presentation

• Upon successful completion, you will have the opportunity to present your project in front of audience from industry and other faculty members. • Project Presentations are typically open to public. • Mechatronics Open House: • The projects will be presented during the first week of May during the Mechatronics Open House.

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Mechatronics Open House • The Mechatronics Open House in Motlow College, May 2017:

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Sample Project 1

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Sample Project 2

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Effective Team Work • • • • • • •

Listen & Talk Work for team success Avoid criticizing and blaming Contribute at the individual & team levels Be respectful to others Honest evaluations of team & individuals Assign roles that match each person’s abilities and skills as possible • Do weekly progress reports 1/14/2018

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Kaizen • Kaizen: A philosophy and approach for the continuous incremental improvement of Performance • The approach that is followed in Kaizen is called the Deming Improvement Cycle. • Kaizen is continuous: it never stops, there is always room for improvement. • Kaizen is incremental: Kaizen is evolutionary not revolutionary. Revolutionary changes are necessary but can be disruptive. Kaizen is always for improvement.

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Kaizen Approach: The Deming Improvement Cycle

• This cycle is named after Dr. William Deming • Another name for the cycle is the PDCA cycle. • There are four steps in the Deming Improvement Cycle: – Plan: Gather information, and then select an approach – Do: Make a “Dry-Run” of the changes as a prototype – Check: collect information about the effectiveness and performance of the change, and seek explanations – Act: implement the changes and standardize the process with the new changes.

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Types of Process Improvement 1) Product improvement: the value of the product that is produced is improved 2) Reducing production cost: such as reducing the material, labor, of managerial expenses. 3) Reducing rate of faulty products: more consistent products.

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Paths to Process Improvement

• Process improvement can be achieved in three ways: – Innovation: the introduction of a new process. • Can be highly disruptive to the organization • Benefits can be remarkable, but drawbacks can cause a significant failure. • Example: The introduction of a new product that requires new processes.

– Change: introduction of a new element in an existing process. • Benefits can be significant, but change can be slow and difficult. • Example: Introduction of a robot for material handling in place of manual labor.

– Imitation: introduction of a process or an element of a process that is already being used somewhere else. • Highly predictable outcomes and low risk of failure • Example: Introduction of a tool in a manufacturing process that has been proven to be a successful addition on the same process in another plant. 1/14/2018

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The Six Keys for Effective Kaizen • Project Selection: select a beneficial project that is attainable with the available resources • Involve the Owner: the owner should be involved in both decision making and implementation • Data driven: team decisions should be driven by data and results, and not by opinion • Simple Implementation: Implement the simple solutions immediately. • Keep it Simple • Say Thanks: express gratitude and thank for all Kaizen projects regardless of outcome. 1/14/2018

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Simple Ways to Increase Profitability • The following methods were developed and implemented by the Toyota Production System of practices to increase profitability, and became popular world wide: • The Five S’s (5 S): a method for organizing the workplace, which eventually leads to an increased efficiency and profitability. • The Seven Wastes (Muda): Originated from the Toyota Production System of practices. • The 5 Whys Technique: an approach used for problem-solving training. 1/14/2018

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The 5 S • • • • •

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Sort Set in order Shine Standardize Sustain

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The 7 Wastes 1) Over production 2) Waiting: cost of having the product waiting in a queue 3) Transportation: cost due to moving the products 4) Inappropriate Processing: for example, using expensive high-precision tools in place of simpler tools. 5) Unnecessary Inventory 6) Defects 7) Excess Motion: causes wear and tear on equipment used in the process 1/14/2018

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The 5 Whys • 5 whys: a method to determine the root cause of a problem by asking why five times.

• Example: – Why the workpiece stopped at station 3? – Why the eject cylinder did not extend? – Why the solenoid did not energize? – Why the PLC did not signal the solenoid to energize? – Why the sensor broke?

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Barriers (slide 1) • According to S. Yoshida, the Iceberg of Ignorance shows who really knows the problems in a company: “Iceberg of ignorance”

CEO Know 4% Middle mgmt. Know 9% Supervisors Know 74% Front Line operators Know 100%

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Barriers (Slide 2) Types of Barriers: Cultural, Process, and Physical

Difficulty of barrier removal

Removal needs involvement of top management

great

Impact great

Cultural barriers Process barriers

medium Removal by process teams

Removal by specialists

Physical barriers little few

medium

little many

Number of barrier types

Source: TGI, Siemens Technik Akademie

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Barriers (Slide 3) • Cultural barriers: the greatest obstacles - their removal provides the largest impact • Examples: We have always done it this way!! New ideas mean more work!

• Process barriers: prevent a process from being efficient

• Examples: • production planning such as unclear strategy

• Interface between areas: communication / transportation • Poor quality: testing rather than solving faults

• Work organization & standards: uneven work distribution • Physical Barriers: Examples-limitations in space and equipment capability. 1/16/2018

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Performance Reporting: Balanced Score Card

• Balanced score cards are usually used to report performance of strategy implementations • Example: a Balanced Scorecard uses the four Key Performance Indicators Customer Satisfaction, Financial Profit, Cycle time, and Employee Satisfaction. Customer Satisfaction 100 %

$40.00

10 seconds

0 seconds

Process: (seconds per pen)

Financial Profit

_______ Current scores

-- -- --

Target scores

100 %

Employee Satisfaction 1/16/2018

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Tracking Project Activities: Gant Chart • A bar chart that is used in tracking the project schedule and activities. No. Task

Summer 2017 Academic Semester Wk Wk 1 2

1

Design Frame

2

Design software

3

Obtain materials

4

Build structure

5

Install and adjust

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Wk Wk 3 4

Wk 5

Wk 6

Wk 7

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Wk 8

Wk 9

Wk 10

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Conclusion • Project Management: • Kaizen is a philosophy and approach for incremental continuous improvement. • Kaizen never ends. • Some standard practices used to increase profitability include practicing 5S, 7 Wastes, and 5 Whys methods. • Project barriers can be cultural, process, or physical barriers. • Project Performance reporting can be done using the Balanced Scorecard. • Tracking project activities and schedule can be done using the Gant Chart.

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References • Siemens Technik Akademie Berlin • Kenneth Dailey, The Kaizen Pocket Handbook, DW Publishing Co., 2005 • C. Wallace, The Gantt chart, a working tool of management, The Ronald Press Company, 1922 • O. Serrat, The Five Whys Technique, Asian Development Bank, 2009

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