College of Engineering ENGR 1181 Engineering Education Innovation Center Quality and Productivity Lab

Overview12 min Sample Build and Setup8 min 1 st Production Run10 min Improvement Cycle15 min 2 nd Production Run10 min Discussion15 min Clean-Up and Item Checkout10 min Total80 min AGENDA

What production lines are you familiar with? OVERVIEW

Production as it applies to the food industry? OVERVIEW

What is unique about this production line? OVERVIEW

The Q and P lab Today’s Lab Manufacturing line => Assembling Potato Heads Introduces ISE concepts Simulates production and improvement process First Run => Push Mechanism Second Run => Pull Mechanism Aim to maximize profit utilizing LEAN and SIX Sigma

Sequential Workflow Push System Attempt to simplify by making assumptions about demand Made for stock because demand is assumed predictable and stable Reasonable volumes of standard products Relatively high inventory and Work-in-Process to support build for anticipated demand Value add is a steady push, add value, move product/service, do it again

Sequential Workflow (cont’d) A restaurant analogy  McDonald’s hamburgers warmed by infrared lamps, ready to go! Station 1 Station 2 Information Material Information Material Information Material

Sequential Workflow (cont’d) Pull Systems Create product or service as they are demanded Tended to be used on lower volume products, but note that Toyota and others have broken that paradigm Value add occurs when demand calls for it: don’t add value until it is called for by the next step downsteam Requires more communication and coordination Tends to better optimize flow, inventory, quality, speed, etc.

Sequential Workflow (cont’d) A restaurant analogy  Wendy’s hamburgers built to your order, you wait a little longer to get your sandwich! Information Material

Sequential Workflow (cont’d) Pull System – Benefits Remember that product is built ONLY when there is demand present (an order has been received). Thus the potential problem of creating high inventory and excessive work-in- progress will be eliminated.

Sequential Workflow (cont’d) As you now brainstorm to improve your assembly line between runs, remember: Lean manufacturing Increases productivity and Six sigma reduces Variation to improve quality

Lean – Eliminating Waste Overproduction Producing too much or too soon Transportation Any unnecessary movement of materials or Work in Process (WIP) Inventory Any more than the minimum to get the job done Waiting Waiting on parts, waiting for information Processing Over-processing Process Variability Over Handling due to defects Rework/Defects Any repair, defect or rework, does not conform Motion Any motion of the worker that does not add value Intellect Any failure to fully utilize the time and talents of people

Six Sigma – Reducing Variation Supplier Variation Too much, too little, poor quality, change in quality No Visible Measurement/ Management System Workers have no visibility for process performance Worker Training Worker Bad habits get passed on Voice of Customer Weak specification of customer requirements/demands Lack of Standardization No Standard Operating Procedures (SOPs), no method consistency, no work standards Unforeseen Events Equipment failure, accidents, absences, environmental conditions Paradigms/Habits People locked into a way of doing something because it’s always been done that way Lack of Training Workers have not been trained to do the job Poor Quality

Note : There are 4 total teams in the lab Quality and Productivity LAB The Manufacturing Line

4 Orders of Potato Heads Quality and Productivity LAB Customer 3 Different Mr. Potato Heads: A, B, and C Overview of the Production Line Scarlet Gray Brutus Buckeye Teams:

Quality and Productivity LAB The Process Op 1-9FTCustomer Sequentially, Process must flow from Operators to Final Tester (FT) to the Customer Team Roles: 1 Operations Manager 9 Operators 1 Final Tester 2 Customers 1-2 Transporters 2 ISE’s

Quality and Productivity LAB Additional Notes Transporters are the only people who can move parts amongst tables Operators cannot leave their assigned workstations In the PUSH system you may pre-assemble parts, but you may not do this for the PULL system. If you don’t get an order in on time, still give it to the customer as quickly as you can

STEPS

Quality and Productivity LAB Production Run #1- PUSH System Will get an order every minute for 4 minutes Orders received more than 75 seconds after the order is announced will be considered late. Mr. Potato Head A Mr. Potato Head C Mr. Potato Head B

You will have 10 min to improve your system! Kaizen: A Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc. Quality and Productivity LAB Improvement Cycle

Quality and Productivity LAB Production Run #2 – PULL System Will get an order every minute for 4 minutes Orders received more than 75 seconds after the order is announced will be considered late. Mr. Potato Head A Mr. Potato Head C Mr. Potato Head B

Quality and Productivity Lab Was a Profit made? How did the first run compare to the second run? What worked best for your team? Analysis of Results -

TopicDocument Type Marble Delivery SystemNone Quality and ProductivityExecutive Summary CircuitsExecutive Summary Solar Meter-- Solar CellMemo (Combined) Beam BendingMemo Wind Turbine 1-- Wind Turbine 2Report (Combined) Problem Solving Project 1 Project Notebook (Combined) Problem Solving Project 2 Problem Solving Project 3