Work Measurement PFC & Time Study Webinar

[Audio] Hello everyone, and welcome to the global Industrial Engineering webinar series. The Global IE team is presenting a series of 7 LIVE webinars to re-enforce foundational IE practices to all engineers of all levels; and, to introduce this as new material to our new engineers as well. As a reminder, all presentations will be given in English… we kindly ask you to convey this information to those that will need it in your local languages. My name is (SAY NAME) and will be your presenter today. The experts onboard are (Chase, Enrique, Raul, Wilson). They will help answering any question you may have during the presentation by using the Q&A chatbox in the upper right corner of your screen. Our LIVE Q&A session will take on additional questions right after the presentation, and we will feature several questions so all may see and hear our response. This LIVE event is being recorded! The recording and powerpoint slides will be available in about a week in the IE Portal. In the unfortunate event of a network connection issue, you will still be able to download the recording and watch it. Additionally, all of the Q&A questions will be recorded as well. Today we will focus on Line Balance and Metrics… thank you for joining, and we will now begin. CLICK TO NEXT SLIDE.

[Audio] In this webinar we will explain the …. Definition of a Man-Machine system and examples in Jabil Different elements and terminologies in a Man-Machine production system How to derive Cycle Time in case of a Man-Machine production system How to set Time Standard for these type of situation, and finally How to find the optimum man to machine ratio in different Man-Machine situations Just for a good understanding: It will not handle capacity modeling..

To stay competitive in the current market place, Jabil must be able to react quickly to a constant change in our customer’s demands and a dynamic business environment In doing so, we have gone from manufacturing a relatively small mix of product at high volumes to a high mix of product at medium to low.

In order to manufacture small-batch high-variety products effectively, we need flexible systems that can be easily reconfigured and deployed Our philosophy is to design processes and develop manufacturing systems (production lines) that are : Simple to execute with minimal opportunity for error Flexible enough to meet our ever changing customer demands Efficient enough to achieve the best value solution for our customer and our company.

Being able to adapt to unexpected changes of order volume for existing products Being able to add capacity to the line in small increments not in big step functions Being able to re-configure an existing workstation quickly and cost effectively.

Being able to add stations without interrupting production Being able to source and utilize multifunctional manufacturing equipment.

Design what is needed, not just in case or in excess Design what customer need, not what customer want Simpler solution whenever possible Cost justification to the affordability “Bare bone” does not mean the most effective way Search for used but good equipment thru ww network/Surplus Sometime greater investment might be required upfront for different product life cycle.

Step 1 - Process Mapping/analysis Step 2 - Process Diagnosis/assessment Step 3 - Line Design Step 4 - Team Review Step 5 - Implementation Step 6 - Continuous Improvement.

In order to better understand what kind of process is to be adopted, we must first thoroughly understand the product What is to be produced? -understand the product mix How much will be produced? - show a forecast, upsides, history How will the product be made? – use and scrub the BOM and review the Process Flow if available How will the raw material arrive? – Qty/Size? What is the expected life cycle of the product? - Sample timings, proto builds, production, end of life, customer production schedule At what location will the product be manufactured? What kind of manufacturing floor space has been assigned for this project?.

All of the information above has no meaning unless properly analyzed and categorized Although the analysis required is time consuming, the interpretation of the results are crucial to develop a successfully line design Charting the information in a form that is easily interpreted is a critical step in the development of any line design The following show some of the most effective charts to use for Process Mapping.

P-Q (Product-Quantity) Analysis Chart The objective is to determine if the product mix requires independent manufacturing. High volume items could potentially be produced as a separate process from those categorized as relatively low volume The data should be plotted in descending order of quantities.

P-R (Product-Routing) Analysis Chart The objective is to make visibility to similar types of operations and similar types of products The chart must be sorted by common sequence of operations required by product type.

Q-R (Quantity-Routing) Analysis Chart The objective is to allow visibility to the material handling aspect of the line design The operations with the highest volume will generally require a more complex material handling system to operate efficiently.

P-Q-T (Product-Quantity-Time) Analysis Chart The objective is to create a balance between the production staff and flexibility of the line This information will also show (when grouped by product type) any variation in the volumes of each product over time This will allow the engineer to factor in a certain amount of scalability and modularity in the line design A forecast for a year or more would be useful.

P-Q-T (Product-Quantity-Time) Analysis Chart. i I ull i I; nur ooo•o.

The first step towards a successful line design is to set a baseline expectation of what the best design might look like The optimal line design is centered around a vision of zero non-value add.

The zero non-value add baseline is defined as: No wasted time for idle inventory No wasted material No wasted effort in rework or scrap No wasted time for idle resources No wasted motion No wasted support No wasted time in unnecessary activities.

Once the baseline is defined and understood, the engineer must further analyze the process for which the line is being designed by producing a detailed process flow chart of the manufacturing process from a material’s and operator’s point of view The material process flow chart will give the engineer a bird’s-eye view of the production operation The operator process flow chart (Station) will allow a closer look at what physical operations are required in the process Standard time establishment - MOST/Time study/Machine time.

Information translated into a design Breaking up the MOST/Time Study analysis into activity areas (work stations or work areas) based on the TAKT time required to meet customer demand Batch vs. Continuous Flow/Cell – Stability, machine CT, Space, Mix Analyze equipment/station required, for continuous flow, set line balancing target >90% Engineer will now be able draft out conceptual drawing on the facilities layout..

Adjust and fitting the layouts in order to ensure good flow and function effectiveness Proper zoning and aisle setup Several layout options with cost justification to be prepared for final layout selection Final version should score >90% criteria acceptance in Line Design scorecard.

We need to keep in mind that there is always trade off in designing a process.

Answer: Maximize the FLOW. Machines are usually not flexible as people Rethinking the way we operate and emphasize on machine utilization.

abstract. Represent on layout the most relevant flows:.

JABIL LEAN LINE DESIGN SCORECARD D ate: Site: Customer: product: Value Stream: Line NO Work Centers: 20th Jan. 2020 Wuxi ABC Miami Assy 1+2 Miami model line Front End: Back En d: NOTE: Any red or yeJLow scores from the assgsor must be addressed prior to any manufacturing activities. New or Existing Line: Is IEDB Work Cell M Industrial Enginær: Man Lean R4resentative: IE Assessor: Lean Assessor: R<ected Conditional Approv«d Not Applicable Self-Xsessment Measure Define Further Action (or Yes/N0/#) Required, if any 60s 180 1768 25s 0.4361 82.55% 73.30% xxx xxx xxx xxx xxx xxx Assessment result Result 10% Pass Asessment Mea : Line Layout, Work station design, Material replenishment, Visual ment 1.0 Line Layout 1.1 1.3 IS 1.7 IS 1.10 1.11 1.12 What is Takt Time? What is the single-shift volume? Is raw data entered into IEDB? What is Total Cycle Time? What is Total Value-Add Time? What are Standard Manhours? Is Line Balance Rate *85%? Is the Operator Balance Rate What is Total Actual Manufacturing Lead Time? Are Cycle Tmes at 92-95% Of takt? What is Process Cycle Efficiency (%)? Wasmas the Product Quantity (P-Q) / Product Routing Analysis been Required or Requ ired Req u ired Requ ired Req u ired Requ ired Req u ired Requ ired Requ ired Req u ired Requ ired R u ired Independent Assessment Define Further Action Approval Required, if any Approved App roved Approved Conditional Conditional Approved.

25. Process Mapping. Process Diagnosis. Line Design.

Continuous Improvement The line design process is never complete ; it is a continuous process The information gathered to develop a line design should be continually reviewed and updated Implement metrics dashboard at each cell to track and follow up the CI activities.

27. Process Mapping summary.

28. Process Diagnosis Summary.

29. Line Design summary.

[Audio] In this webinar we will explain the …. Definition of a Man-Machine system and examples in Jabil Different elements and terminologies in a Man-Machine production system How to derive Cycle Time in case of a Man-Machine production system How to set Time Standard for these type of situation, and finally How to find the optimum man to machine ratio in different Man-Machine situations Just for a good understanding: It will not handle capacity modeling..

Process oriented layout Product oriented layout Fixed position layout Hybrid or Cellular layout.

I. Process oriented layout • Machines are group together according to their function • also known as functional layout • groups similar activities together in work center according to the process or function that they perform • serve different customers different needs with one layout • machines/equipment are for single function/process purpose • workers are with specific skill only • provide greater flexibility and higher machine utilization • jobs do not flow through orderly; backtracking is common • Large space needed for large amount of WIP • higher inventory as material moves from area to area waiting to be processed • requires more materials handling and materials handling equipment to transport large loads of WIP • higher operators idling and waiting time to wait for the arrival of entire lot of WIP.

Process oriented layout Example:. 33. pai-i Receivng Ginder Lathe Storage Plating Storage Assembly.

II. Product oriented layout • also known as assembly layout • arranges activities in a continual line in according to the sequence of operations that need to be performed to assemble a particular product • each product should have its own layout and line • best suit for mass production or repetitive operations • more autonomous • efficient and ease of use • Multi-skilled operators preferred • each product must have its own completely set up • line balancing is critical so that no one workstation becomes a bottleneck to hold up the flow of works • materials moved in one direction and in same pattern • aisles are narrow as materials are moved along with line • WIP storage space is relatively small.

Product oriented layout Example :. 35. Kitting Receiving Kitting M anual Insen Mech Assy Pack Pack Ship FLOW.

III. Fixed position layout • fragile, bulky, or heavy to move products • equipment, materials, and workers are brought to the production site • equipment is often left on-site • highly skilled operators at performing the special tasks • lower fixed costs and higher variable costs.

IV. Hybrid type – Cellular layout combine the flexibility of a process layout with the efficiency of a product layout use Group Technology (GT), dissimilar machines are grouped into work center, Cell, to process parts with similar processing requirements One Cell one family layout of machines within each cell resembles a small assembly line Cell is a work unit larger than an individual machine or workstation but smaller than the usual department typically, 3 – 12 people and 5 – 15 workstations in a compact arrangement an ideal Cell manufactures a narrow range of highly similar products an ideal cell is self-contained with all necessary resources Cellular layout organizes functions around a product or a narrow range of similar products.

Hybrid type – Cellular layout Example :. 38. ENTRANCE OPERAT t TCG C rnxp Ooh 011 Load Paint he Sunp Weld.

Max = 3501 Min = 60 (Max – Min) / Max = 98%. Rule of thumb Group products within +/- 30% of work content.

Why work content analysis?. 40. A delta greater than 30% may indicate that one or more products belong to a different family Flowing products through a cell with work contents greater than 30% delta will cause difficulties with balancing and confusing operating behavior. Some products will have more labor than others at the same station, and keeping a sense of pace will be difficult. Still, if the demand is not high enough to have a dissimilar product join a different group, then we will have to manage it as is….

Max = 3501 Min = 2955 (Max – Min) / Max = 15%. It sounds like a cell!!.

Operator does not need to follow product flow Staffing varies based on demand.

Design enforces One Piece Flow. Real time feedback for process defects Equipment and work stations are close Tools and material are presented at point of use managed with visual controls Safety and ergonomics are priority number 1 Key performance indicators, actual status and production plan are posted and managed by cell team members A Root Cause & Corrective Action process is in place Operators work inside the cell in counter clock wise direction and raw materials fed from the outside of the cell There are no barriers to operator or material flow (open house) Operators are multi-skilled One operator could run the cell Equipment is flexible and can be re sized any time Equipment and work stations are easily movable..

[Audio] Before leaving, we would like to thank you for your participation, and remind you that all the webinars will become available on the IE Portal. More detailed IE training modules will be available through Workday..