College of Engineering
ENGR 1181
Engineering Education Innovation Center
Quality and Productivity Lab
Overview 12 min
Sample Build and Setup 8 min
1st Production Run 10 min
Improvement Cycle 15 min
2nd Production Run 10 min
Discussion 15 min
Clean-Up and Item Checkout 10 min
Total 80 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
http://www.youtube.com/watch_popup?v=zKnsyYbfC60&feature=popular\
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
InformationMaterial
InformationMaterial
InformationMaterial
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 Information
Material 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 WasteOverproductionProducing too much or too soon
TransportationAny unnecessary movement of materials or Work in Process (WIP)
InventoryAny more than the minimum to get the job done
WaitingWaiting on parts, waiting for information
ProcessingOver-processingProcess VariabilityOver Handling due to defects
Rework/DefectsAny repair, defect or rework, does not conform
MotionAny motion of the worker that does not add value
IntellectAny failure to fully utilize the time and talents of people
Six Sigma – Reducing Variation
Supplier VariationToo much, too little, poor quality, change in quality
No Visible Measurement/Management SystemWorkers have no visibility for process performance
Worker Training WorkerBad habits get passed on
Voice of Customer Weak specification of customer requirements/demands
Lack of StandardizationNo Standard Operating Procedures (SOPs), no method consistency, no work standards
Unforeseen EventsEquipment failure, accidents, absences, environmental conditions
Paradigms/HabitsPeople locked into a way of doing something because it’s always been done that way
Lack of TrainingWorkers 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 1-9 FT Customer
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
AMr. Potato Head
CMr. 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
AMr. Potato Head
CMr. 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 -
Topic Document Type
Marble Delivery System None
Quality and Productivity Executive Summary
Circuits Executive Summary
Solar Meter --
Solar Cell Memo (Combined)
Beam Bending Memo
Wind Turbine 1 --
Wind Turbine 2 Report (Combined)
Problem Solving Project 1
Project Notebook (Combined)Problem Solving Project 2
Problem Solving Project 3