1. 1 Methods Engineering & Layout Planning Chapters: 8.Introduction to Methods Engineering and Operations Analysis 9.Charting Techniques 10.Motion Study and Work Design 11.Facility Layout Planning and Design Part II

2. 2 Introduction to Methods Engineering and Operations Analysis Sections: 1.Evolution and Scope of Methods Engineering 2.How to Apply Methods Engineering 3.Basic Data Collection and Analysis Techniques 4.Automation and Methods Engineering Chapter 8

3. 3 Methods Engineering  Analysis and design of work methods and systems, including the  tooling,  equipment,  technologies,  workplace layout,  plant layout, and  work environment

4. 4 Other names for methods engineering:  Work study  Work simplification  Methods study  Process re-engineering  Business process re-engineering  Methods Engineering is often associated with work measurement.

5. 5 Objectives in Methods Engineering  Increase productivity and efficiency  Reduce cycle time  Reduce product cost  Reduce labor content  Improve motivation and morale الروح المعنوية  Improve product and/or service quality  Improve customer satisfaction  Reduce lead times and improve work flow  Increase flexibility of work system  Improve worker safety  Enhance the environment (both inside and outside the facility)

6. 6 Operations Analysis  Study of an operation or group of related operations for the purpose of analyzing their efficiency and effectiveness so that improvements can be developed  Objectives in operations analysis  Increase productivity  Reduce time and cost  Improve safety and quality  Same basic objectives as methods engineering  Methods engineering places more emphasis on design. It is broader than operations analysis.

7. 7 Evolution and Scope of Methods Engineering  Initial research (late 19th century) - Frank Gilbreth: Motion study  Scientific management (late 19th century-early 20th century)- Frederick W. Taylor: Motion and time study (first principle of the five principles) Scientific management  Primary concern: manual physical labor  Today: methods engineering is applied to areas such as indirect labor, logistics, service operations, office work, and plant layout.

8. 8 Methods Engineering Can be divided into two areas: 1.Methods analysis 2.Methods design

9. 9 Methods Analysis  Concerned with the study of an existing method or process  break the method (process) down into work elements or basic operations  examine the details of the elements: a systematic (methodical) search to improve the process  This involved checklists of questions and suggestions for improvements  Objectives :  Eliminate unnecessary and non-value-adding work elements  Combine elements and operations  Rearrange elements into more logical sequence  Simplify remaining elements and operations

10. 10 Methods Design Concerned with either of the following situations: 1.Design of a new method or process  Required for new product or service and there is no existing precedent سابق  Method must be designed from scratch بدأ من الصفر, using best existing practice أفضل الممارسات القائمة for similar operations 2.Redesign of an existing method or process based on a preceding methods analysis

11. 11 Systematic Approach in Methods Engineering 1.Define the problem and objectives 2.Analyze the problem 3.Formulate alternatives 4.Evaluate alternatives and select the best solution 5.Implement the best method 6.Audit the study مراجعة الدراسة(follow-ups)

12. 12 Step 1: Define the problem and objectives  Problem: low productivity, high cost, inefficient methods, the need for a new method/operation  Objective: Increase productivity, reduce labor content, improve safety, develop a new method  The problem definition and the objectives must be specific to the problem under investigation.

13. 13 Step 2: Analyze the problem  Data collection and analysis.  Kind of activities involved  Identify the basic function of the operation  Gather background information  Observe existing/similar processes  Collect data  Construct experiments on the process  Develop/utilize a mathematical model of the process  Perform a computer simulation المحاكاة بالكمبيوتر of the process  Use charting techniques تقنيات المخططات

14. 14 Step 3: Formulate Alternatives  There are multiple ways to perform a task or accomplish a process.  Some of them are more efficient and effective than others  Formulate all feasible alternatives

15. 15 Step 4: Evaluate alternatives and select the best  Methodical assessment of the alternatives with respect to the original problem definition and the objectives.  Selecting the best one with respect to the objective (but this is not a simple task)

16. 16 Step 5: Implement the best method  Install the selected solution  Introduce changes proposed in the existing method  Pilot studies الدراسات التجريبيةand trials of the new (revised) method  Documentation of the revised method

17. 17 Step 6: Audit the study  Continuous improvement (follow-ups)  How successful was the project in terms of the original problem definition and the objectives?  What were the implementation issues?  What should be done differently in the next study?

18. 18 The Techniques of Methods Engineering  The following techniques are mostly accociated with the analysis step in the methods engineering. o Data gathering and statistical tools o Charting and diagramming techniques o Motion Study and Work Design o Facility Layout Planning o Work Measurement Techniques o New approaches

19. 19 Charting & Diagramming Techniques  They are available mainly for collecting, displaying and analyzing data  Network diagrams  Traditional industrial engineering charting techniques  Operation charts  Process charts  Flow diagrams  Other (alternative) diagrams  Block diagrams  Process maps

20. 20 Motion Study and Work Design  Concerned with basic motions of a human worker while performing a given task  17 basic motion elements, like reach, grasp, move, release  “Principles of motion economy”- guidelines for work design o Use of human body in developing the standard method (e.g., design the work so that both hands are fully utilized) o Workplace layout o Design of tooling used in the task

21. 21 Motion Study and Work Design -Objective  Unnecessary motions can be eliminated.  Some of the motion elements can be combined.  The method can be simplified.

22. 22 Facility Layout Planning  Facility layout refers to: o Size and shape of a facility o Arrangement of the different departments and equipment within the facility  The layout plays an important role in determining the overall efficiency of the operations  Problem area includes: o Design of a new facility o Installing new equipment, retiring old equipment o Expanding (or contracting) an existing facility

23. 23 Work Measurement Techniques  Four basic work measurement techniques: 1.Direct time study 2.Predetermined motion time systems (PMTS) 3.Standard data systems 4.Work sampling  They can be used in methods engineering to make improvements in the work methods

24. 24 New Approaches  Lean production  Based on the Toyota production system  Embraced by U.S. companies due to its success at Toyota  Six Sigma and other quality-focused programs  Widely adopted in industry for improving quality of work processes  5S: The 5-step work organization:  Seiri (Sort), Seiton (Set in order), Seiso(Shine), Seiketsu (Standardize), Shitsuke (Sustain)  Most of the tools used are adaptations of the old IE principles.

25. 25 Selecting Among Alternative Proposals  Need for a systematic procedure to decide among alternative proposals  To begin, list the technical features and functional specifications for the application  Must features  Some features and specifications that should be guaranteed at the minimum level.  Desirable features  Not must features  Criteria matrix to evaluate alternatives  Proposals are evaluated against the features and specifications  Eliminate candidates that do not satisfy “must features”  Develop scores for desirable features

26. 26 Evaluation of Robots for Welding  Eliminate C because, it doesn’t satisfy one of the must features  Select D because, it has the highest score among desirable features.

27. 27 Basic Data Collection & Analysis Tools 1.Histograms 2.Pareto charts 3.Pie charts 4.Check sheets 5.Defect concentration diagrams 6.Scatter diagrams 7.Cause and effect diagrams

28. 28 1. Histogram  A statistical graph consisting of bars representing different values, in which the length of each bar indicates the frequency or relative frequency of each member  A useful tool because the analyst can quickly visualize the features of the data, such as: o Shape of the distribution (Normal, Gama etc.) o Any central tendency in the distribution (single or multimodal) o Approximations of the mean and mode (numerical value of the centre) o Amount of scatter in the data (variance)

29. 29 Number of individual parts Normal distribution Histogram for Data Display

30. 30 2. Pareto Chart  Special form of histogram in which attribute data are arranged according to some criterion such as cost or value  Based on Pareto’s Law: “the vital few and the trivial many” also known as 80%-20% Rule o 80% of a nation’s wealth is owned by 20% of the population o 80% of sales are accounted for by 20% of the SKUs (stock keeping unit or items in stock)

31. 31 Pareto Distribution Figure 8.2

32. 32 Pareto cumulative distribution  Can be modeled by where y = cumulative fraction of the value variable (e.g., wealth, inventory value, revenue), x = cumulative fraction of the item variable (e.g., population, inventory items, customers) A is a constant determines the shape of the distribution (shape parameter).

33. 33 To determine A :

34. 34 Example: Pareto Cumulative Distribution  Given: 20% of the total inventory items in a company’s warehouse accounts for 80% of the value of the inventory.  Determine: (a) The parameter A in the Pareto cumulative distribution equation. (b) Given that the relationship is valid for the remaining inventory, how much of the inventory value is accounted for by 50% of the items?

35. 35 Example: Solution a) x=0.2, y=0.8 A=(0.20(1-0.8)) /(0.80-0.20) = 0.06667 b) y=(1+0.06667) 0.5/(0.06667+0.5) = 0.941 50% items in inventory account for 94.1% of the value of the inventory

36. 36 3. Pie Charts Example: Annual sales revenues and customer distributions for two years

37. 37 4. Check Sheet  Not check lists  Data collection tool generally used in the preliminary stages of a study of a quality problem o To recogize the trends o Diagnose the problem o Identify areas of further study  Data often entered by worker as check marks in a given category  Examples: o Defective item check sheet – types and frequencies of defects on the product o Defect location check sheet - where defects occur on the product

38. 38  It is clear from the check sheet that the third shift is reponsible for much of the variability in the data.  Make an investigation to determine the causes of this variability

39. 39  The average daily production rate for the third shift is below the daily rate for the other two shifts.

40. 40 5. Defect Concentration Diagram  A drawing of the product (all relevant views), onto which the locations and frequencies of various defect types are added  Useful for analyzing the causes of product or part defects  By analyzing the defect types and corresponding locations, the underlying causes of the defects can possibly be identified

41. 41 Defect Concentration Diagram Case study involving final assembly of refrigerators Four views of refrigerator showing locations of surface defects Defects here The defects were clearly shown to be concentrated around the middle section of the refrigerator. Upon investigations, it was learned that a belt was wrapped around each unit for material handling purposes. The defects were caused by the belt. The necessary correction action was taken.

42. 42 6. Scatter Diagrams  An x-y plot of data collected on two variables, where a correlation between the variables is suspected يشتبه  It is useful to identify a possible relationship that exists between two processes.  The data are plotted as pairs; for each x i value, there is a corresponding y i value  The shape of the collection of data points often reveals a pattern or relationship between the two variables

43. 43 Scatter Diagram Effect of cobalt content on wear resistance for a cemented carbide cutting tool Negative correlation: As cobalt increases wear resistance decreases.

44. 44 7. Cause and Effect Diagram  A graphical-tabular chart used to list and analyze the potential causes of a given problem  Can be used to identify which causes are most consequential (related) and how to take corrective action against them  Also known as a “fishbone diagram” or “spray diagram”

45. 45 Cause and Effect Diagram  Six general categories of causes 5M + 1P  Machines Equipment, tools etc.  Materials  Mother nature Enviromental factor such as air temperature, humadity etc.  Methods Procedures, sequence of activities etc.  Measurement Validty and accuracy of the data collection procedure  People

46. 46 Cause and Effect Diagram

47. 47 Methods Engineering and Automation  USA Principle  Ten Strategies for Automation  Automation Migration Strategy.

48. 48 USA Principle 1.Understand the existing process 2.Simplify the process 3.Automate the process

49. 49 Understand the Existing Process  What are the inputs?  What are the outputs?  Number and placement of inspections  Number of moves and delays experienced by the work unit  Time spent in storage

50. 50 Mathematical Models  What are the important output variables?  How are these output variables affected by inputs to the process?  Develop mathematical model of the process

51. 51 Simplify the Process  What is the purpose of this operation or this transport?  Can this step be eliminated?  Is the most appropriate technology being used?  How can this step be simplified?  Can steps be combined?  Can steps be performed simultaneously?  Can steps be integrated into a manually operated production line?

52. 52 Automate the Process  If simplification is successful, automation may not be necessary  If auromation seems to be a feasible solution, ten strategies provide a road map to search for improvements.  Ten strategies for automation  Although we refer to them as strategies for automation same are applicable for just simplification issues.  Automation migration strategy

53. 53 Ten Strategies for Automation 1.Specialization of operations (special punch press) 2.Combined operations (bend both sides) 3.Simultaneous operations (bend and blank) 4.Integration of operations (cut to size, press, snap fit, spot weld) 5.Increased flexibility (cut multiple sizes) 6.Improved material handling and storage 7.On ‑ line inspection (install sensors) 8.Process control and optimization (feedback) 9.Plant operations control (central monitoring) 10.Computer integrated manufacturing (CIM)

54. 54 Automation Migration Strategy  If demand becomes high, more than one single set of workstation is required. Then it makes sense for the company to automate. The following items are the phases encountered by such companies.  Phase 1:Manual production using single station manned cells operating independently  Phase 2:Automated production using single station automated cells operating independently.  Phase 3:Automated integrated production using a multi-station automated system with serial operations and automated transfer of work units between stations.

55. 55 Automation Migration Strategy