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Copyright EASE Inc Tutorials© 1986-2006

Lean ManufacturingLean ManufacturingLean ManufacturingLean ManufacturingAn EASEworks® Manufacturing TutorialAn EASEworks® Manufacturing TutorialAn EASEworks® Manufacturing TutorialAn EASEworks® Manufacturing Tutorial

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Ver 6

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IndexIndexINTRODUCTION

WORK SIMPLIFICATION

Process Chart

Multiple Activity Chart

Flow Diagram

How is it Done?

Summary

PART SIMPLIFICATION

IMPLEMENTATION

CONCLUSION

EASE Inc. Services, Clients and Contact Numbers.

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EASEEASEworksworks® ® EASEEASEworksworks® ®

This presentation will help you to.....This presentation will help you to.....This presentation will help you to.....This presentation will help you to.....

By utilizing machines; tools; equipment and facilities to capacity; reducing bottlenecks and developing a smooth flow of materials and communications

IMPROVE IMPROVE PRODUCTIVITYPRODUCTIVITY

LOWER COSTSLOWER COSTS By eliminating useless work; simplifying necessary work; proper utilization of materials; reducing scrap

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SAVE EFFORTSAVE EFFORT By eliminating or reducing fatiguing and waste motions; long transports and involved paperwork through easier methods and mechanization.

IMPROVE IMPROVE QUALITYQUALITY

By improving tooling and inspection techniques.

By eliminating accident hazards; reviewing working conditions and encouraging plant and job cleanliness.

REDUCE REDUCE ACCIDENTSACCIDENTS

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You Must Plan Your Operations & You Must Plan Your Operations & Improve Your Methods!Improve Your Methods!You Must Plan Your Operations & You Must Plan Your Operations & Improve Your Methods!Improve Your Methods!

To meet competition effectively and to continue to grow - you must constantly seek to reduce your cost.

Sample Distribution of Income

68%

20%

7%

2%

3%

Material&OpExp.

Payrolls

All Taxes

Earnings Retained

Dividends Paid toShareowners

Payrolls between Payrolls between 4% and 20%4% and 20%

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Each of the Elements of Cost; Labor; Burden; and Materials can represent millions of dollars in your company. To reduce only one of them by as little as 5% would represent a huge saving.

A portion of each of these costs is excess cost if it represents unnecessary labor, unbalanced workload, waiting time, lost time, backtracking of materials, wasted material, spoiled parts and duplicate clerical work that should be ELIMINATEDELIMINATED or REDUCED.REDUCED.

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This presentation shows you how to use certain tools for finding excess costs, getting new ideas, developing new methods and for selling new methods so that......

Your Costs Will BeYour Costs Will BeREDUCEDREDUCED

Your Costs Will BeYour Costs Will BeREDUCEDREDUCED

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You will learn how to REDUCE COST You will learn how to REDUCE COST through. . .through. . .You will learn how to REDUCE COST You will learn how to REDUCE COST through. . .through. . .

1.1. WORK SIMPLIFICATIONWORK SIMPLIFICATION: The commonsense, step-by-step way of studying jobs to find easier and better ways of doing them.

2.2. PART SIMPLIFICATIONPART SIMPLIFICATION: A systematic study of materials and parts, to simplify them and reduce their cost.

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ECONOMICSECONOMICSECONOMICSECONOMICS

In order to get a better understanding of how a business operates, let’s take a look at the relationship of cost, price and profit.

The study of this relationship comes under the heading of....

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Economics of the Economics of the Manufacturing IndustryManufacturing IndustryEconomics of the Economics of the Manufacturing IndustryManufacturing Industry

The COSTCOST of manufacturing your product is made up of..

BURDENBURDENBURDENBURDENLABORLABORLABORLABORMATERIALMATERIALMATERIALMATERIAL

COSTCOSTCOSTCOST

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PROFITPROFIT is the money left over (if any) from the customer’s dollar after all expenses and taxes are paid:

ProductsProducts

CustomerCustomer

MoneyMoney

Manufacturing Plant

Manufacturing Plant

BURDENBURDEN

MATERIALMATERIAL

PROFITPROFIT

LABORLABOR

LOWER LOWER COSTSCOSTS

BRING

GREATER GREATER MARKETSMARKETS

LOWER LOWER COSTSCOSTS

BRING

GREATER GREATER MARKETSMARKETS

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Supply & DemandSupply & DemandSupply & DemandSupply & Demand

A SMALLSMALL demand and a BIGBIG supply tend to lower the price

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A BIGBIG demand and a SMALLSMALL supply tend to raise the price

Supply & DemandSupply & DemandSupply & DemandSupply & Demand

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As the selling price is lowered to meet competition, profit decreases until loss results.

GREATER SECURITYGREATER SECURITYGREATER SECURITYGREATER SECURITY

The lower the cost, the lower the price can be and still produce a profit.

The company with the lowest cost can stay in the market the longest and can assure its employees of...

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You Can.....You Can.....You Can.....You Can.....

Through.......Through.......Through.......Through.......

Make Work Easier

Reduce Costs

Improve Quality

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PART #I. PART #I.

WORK SIMPLIFICATIONWORK SIMPLIFICATION

PART #I. PART #I.

WORK SIMPLIFICATIONWORK SIMPLIFICATION

by...by...by...by...

1.1. ELIMINATINGELIMINATING unnecessary steps of the job

2.2. COMBININGCOMBINING and REARRANGINGREARRANGING other steps of the job, and

3.3. SIMPLIFYINGSIMPLIFYING the necessary steps of the job.

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Improving Methods Enables You to Improve Improving Methods Enables You to Improve Your ProductYour Product

Improving Methods Enables You to Improve Improving Methods Enables You to Improve Your ProductYour Product

With Less Effort

In Less Time

Without Hurrying

With Greater Safety

With Lower Cost

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Through...Through...Through...Through...The LOWERED COSTSLOWERED COSTS

LOWER POSSIBLE SELLING PRICELOWER POSSIBLE SELLING PRICE

which in turn leads to

MORE SALESMORE SALES

which means

MORE EMPLOYMENT & GREATER SECURITYMORE EMPLOYMENT & GREATER SECURITY

For EVERYONE in the For EVERYONE in the Company!Company!

For EVERYONE in the For EVERYONE in the Company!Company!

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But....But....But....But....

WORK SIMPLIFICATIONWORK SIMPLIFICATION can only be started with an open mind. You must not take any methods for granted - no matter how long it has been done that way, or how good you may think the present method is.

The mind is like a parachute.

REMEMBER! REMEMBER! There is ALWAYS a BETTER WAYThere is ALWAYS a BETTER WAY

REMEMBER! REMEMBER! There is ALWAYS a BETTER WAYThere is ALWAYS a BETTER WAY

It functions only when open!

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How Work Simplification is DoneHow Work Simplification is DoneHow Work Simplification is DoneHow Work Simplification is Done

The technique in work simplification is really very simple. It is such a logical way of solving a problem that you will recognize it as just good COMMON SENSECOMMON SENSE.

The steps in Work SimplificationWork Simplification are....The steps in Work SimplificationWork Simplification are....

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1. Select the job to be improved

2. Break down the job in detail

3. Question the job and each detail of the job

4. Develop the new method

5. Apply the new method

Now let’s see how each of

these steps is done

Now let’s see how each of

these steps is done

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#1. SELECT THE JOB TO BE #1. SELECT THE JOB TO BE IMPROVEDIMPROVED

#1. SELECT THE JOB TO BE #1. SELECT THE JOB TO BE IMPROVEDIMPROVED

Work Simplification will apply to any job, but it is more productive on some jobs than others.

To be most productive it is suggested that you look first to jobs such as....

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Pick a BOTTLENECKBOTTLENECK job - one on which any improvement will help a whole group of workers or speed up a whole process.

Select a job on which a LOT OF TIMELOT OF TIME is spent each year. Savings possibilities are greater on these than on small-time jobs.

Work on SIMPLE JOBSSIMPLE JOBS until you learn the technique.

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A job on which there is much CHASING AROUNDCHASING AROUND usually has great improvement possibilities.

Pick a job that involves HARD WORKHARD WORK and make it easy to do

If your materials are expensive - then a job on which much MATERIAL IS USEDMATERIAL IS USED or SCRAPPED is a good one to study.

Select a job on which the INSPECTIONINSPECTION of the product can be improved or eliminated.

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Nothing succeeds like success! The only way you’ll learn is by doing. Select a job in one of the above classes if you can - but, more important -SELECT A JOBSELECT A JOB and

LET’S GO.........LET’S GO.........

BITE OFF A LITTLE AT A BITE OFF A LITTLE AT A TIME and CHEW WELLTIME and CHEW WELL

BITE OFF A LITTLE AT A BITE OFF A LITTLE AT A TIME and CHEW WELLTIME and CHEW WELL

Improve a job where the WORKINGWORKING CONDITIONSCONDITIONS are disagreeable.

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#2. BREAK DOWN THE #2. BREAK DOWN THE JOB IN DETAILJOB IN DETAIL

#2. BREAK DOWN THE #2. BREAK DOWN THE JOB IN DETAILJOB IN DETAIL

WHY A BREAKDOWN?WHY A BREAKDOWN?WHY A BREAKDOWN?WHY A BREAKDOWN?

Because you can effectively pay attention to only one thing at a time. In order to improve a process, you must list everything that happens in that process.

You must find out.....You must find out.....You must find out.....You must find out.....

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is being done?is being done?

is it being done?is it being done?

is it done?is it done?

does it?does it?

is it done?is it done?

WHATWHATWHATWHAT

WHEREWHEREWHEREWHERE

WHENWHENWHENWHEN

WHOWHOWHOWHO

HOWHOWHOWHOW

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There are several toolstools which are helpful in breaking downbreaking down a job. .

They are . . . . . . .They are . . . . . . .

Your garage mechanic can’t figure out why your car won’t run unless he checks each possible cause separately.

A. The PROCESS CHARTPROCESS CHART

B. The MULTIPLE ACTIVITY CHARTMULTIPLE ACTIVITY CHART

C. The FLOW DIAGRAMFLOW DIAGRAM

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A PROCESS CHART is a picture of all the operations, transportations, inspections, storages and delays that are performed BY AN EMPLOYEE or TO A MATERIAL..

In creating a process chart, the steps are illustrated by symbols.

A PROCESS CHART is is different to a PROCESS PLAN.

Process Plans don’t hold transports and storages - typically only being concerned with the assembly process of operations and inspection.

For additional information click on ‘Process Plan’

For additional information click on ‘Process Plan’

A. How to Make a Process ChartHow to Make a Process ChartA. How to Make a Process ChartHow to Make a Process Chart

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OPERATIONSomething is being changed or created or added to. (Install engine to chassis).

TRANSPORTATIONSomething is moved from one place to another. (Moving parts between work centers)

INSPECTION Something is checked or verified but not changed. (Gauging a part).

PERMANENT STORAGE

Something remains in one place awaiting further action. (Waiting for hand truck to be loaded).

A delay in the sequence of events e.g. work waiting between consecutive operations.

TEMPORARY STORAGE OR DELAY

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A PROCESS CHART PROCESS CHART like the one shown later in this presentation is a handy utility that will help you organize your problem.

andand

BREAK IT UPBREAK IT UPBREAK IT UPBREAK IT UP (the work)(the work)

However, it is not necessary to have this program to make a process chart. If you don’t have the program, make up the chart on paper BUT......BUT......

MAKE IT MAKE IT UPUP

MAKE IT MAKE IT UPUP

(the chart)(the chart)

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Steps in Making a Process ChartSteps in Making a Process ChartSteps in Making a Process ChartSteps in Making a Process Chart

A PERSONA PERSONA PERSONA PERSON

A MATERIALA MATERIALA MATERIALA MATERIAL

A FORMA FORMA FORMA FORM

1. State the JOBJOB to be studied

2. Choose the SUBJECTSUBJECT to be followed

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Task HeaderTask Header

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Be sure you cover only the ground you wish. No more - no less.

Follow the same subject through the entire study DON’T CHANGE. Each detail in the description must be about the ONE selected subject.

3. Pick a STARTINGSTARTING and ENDINGENDING point

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4. Enter a brief description of each detail.

5. Apply the symbols. The description determines the symbol.

6. Enter TIME and DISTANCE. Enter approximate time for each detail where you think this will tell a more complete story. Enter distance in feet for all transportations..

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Element Summary shows Work Content

Element Summary shows Work Content

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7. SUMMARY. All times and distances are totaled for you.

7. SUMMARY. All times and distances are totaled for you.

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Check List for a Process ChartCheck List for a Process ChartCheck List for a Process ChartCheck List for a Process Chart

Basic PrinciplesBasic Principles

Reduce number of steps.

Arrange steps in best order.

Make steps as economical as possible.

Reduce handling

Combine steps if economical

Shorten moves

Provide most economical means for moving

Cut in-process inventory to workable

Use minimum number of control points at most advantageous places

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AskAsk: Why is present equipment used?

AskAsk: Why design it this way?

AskAsk: Why it is Done?

AskAsk: Why is it done there?

AskAsk: Why is it done in its present order?

1.1. Can any step be eliminated?Can any step be eliminated?1.1. Can any step be eliminated?Can any step be eliminated?

As unnecessary.

Use new equipment.

By changing the place where it is done, or kept.

By changing the order of work.

By changing the product design.


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Are there any possible changes that would make this feasible in:

Can any steps be made easier? Can any steps be made easier? Can any steps be made easier? Can any steps be made easier?

(If this looks like a possibility, make further detailed analysis of this step).

2.2. Can any step be combined with another? Can any step be combined with another? 2.2. Can any step be combined with another? Can any step be combined with another?

WorkplaceEquipmentOrder of stepsProduct designSpecification of supply or any raw material

Can the steps be rearranged in order to make any shorter or Can the steps be rearranged in order to make any shorter or easier?easier?Can the steps be rearranged in order to make any shorter or Can the steps be rearranged in order to make any shorter or easier?easier?


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Task Header with Comparison

Task Header with Comparison

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Element Summary showing revised Work Content

Element Summary showing revised Work Content

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When several employees work together, or when an employee works with a machine, another type of chart is used. This is known as a........

Multiple Activity Multiple Activity ChartChart

Multiple Activity Multiple Activity ChartChart

Each PROCESS CHARTPROCESS CHART is used when only one operator, one part, one material or one form is being followed.

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A MULTIPLE ACTIVITY CHARTMULTIPLE ACTIVITY CHART is a time picture of the various activities performed by each employee.

Working Working IN A GROUPIN A GROUP

or working or working WITH MACHINESWITH MACHINES

Working Working IN A GROUPIN A GROUP

or working or working WITH MACHINESWITH MACHINES

Each thing an EMPLOYEEEMPLOYEE or a MACHINEMACHINE does is shown as a vertical bar.The length of the bar indicates the length of time it usually takes to perform that element.

B. How to Make a Multiple Activity ChartB. How to Make a Multiple Activity ChartB. How to Make a Multiple Activity ChartB. How to Make a Multiple Activity Chart

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1. State the PROCESS to be studied.

2. Set up a COLUMN for each job and each machine involved in the process.

1. State the PROCESS to be studied.

2. Set up a COLUMN for each job and each machine involved in the process.

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3. List ELEMENTS done by each employee & each machine to be charted. (Don’t break down the operation too fine.

3. List ELEMENTS done by each employee & each machine to be charted. (Don’t break down the operation too fine.

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4. Enter the TIME for each element.

4. Enter the TIME for each element.

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5. VIEW the chart and move the elements into the order and starting position in which they are used.

5. VIEW the chart and move the elements into the order and starting position in which they are used.

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Check List for Multiple Activity ChartCheck List for Multiple Activity ChartCheck List for Multiple Activity ChartCheck List for Multiple Activity Chart

Basic PrinciplesBasic PrinciplesBasic PrinciplesBasic Principles

Balance the work of the crew.

If a machine is involved, consider increasing % of use.

Ease the job of the most-loaded person.

Eliminate steps.

Combine steps.

Make steps as easy as possible.

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1.1. Can any operation be eliminated?Can any operation be eliminated?1.1. Can any operation be eliminated?Can any operation be eliminated?

As unnecessary?

By changing the order of the work?

By new or different equipment?

By changes in the layout?

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2.2. Can any movement be eliminated?Can any movement be eliminated?2.2. Can any movement be eliminated?Can any movement be eliminated?

By leaving out operations?

By changing the equipment?

By changing the layout?


By conveyors? (Make sure they are economical).

By shifting some operations to another job into which they fit more conveniently?

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3.3. Can any delays be eliminated?Can any delays be eliminated?3.3. Can any delays be eliminated?Can any delays be eliminated?

4.4. Can inspection or counting be eliminated?Can inspection or counting be eliminated?4.4. Can inspection or counting be eliminated?Can inspection or counting be eliminated?




Do they give unnecessary duplication?

Are they done at the best point in the sequence?

Are they really necessary? What happens after they are done and the information obtained?

Can they be performed more conveniently by another person?

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By changing the quantity handled at one time?

5.5. Can operations be combined?Can operations be combined?5.5. Can operations be combined?Can operations be combined?

6.6. Can movements be combined?Can movements be combined?6.6. Can movements be combined?Can movements be combined?

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If they provide rest, can they be grouped better?



7.7. Can delays be reduced?Can delays be reduced?7.7. Can delays be reduced?Can delays be reduced?

8.8. Can the inspection or counting be combined?Can the inspection or counting be combined?8.8. Can the inspection or counting be combined?Can the inspection or counting be combined?

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9.9. Can steps be made safer?Can steps be made safer?9.9. Can steps be made safer?Can steps be made safer?

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By a better tool?

By changing position of control or tools?

By using better material, containers, racks, bins or trucks?

By lessening visual requirements?

By better workplace heights?

10.10. Can any operation be made easier?Can any operation be made easier?10.10. Can any operation be made easier?Can any operation be made easier?

By using inertia where possible and avoiding it where work must overcome it?

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By jigs or fixtures?


By using better muscle groups in this list that are strong enough for the task?

Finger Shoulder Wrist Trunk Elbow

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By a change in layout, shortening distances?

By a change in direction of movements?

By lessening visual requirements?


11.11. Can any movement be made easier?Can any movement be made easier?11.11. Can any movement be made easier?Can any movement be made easier?

By changing its place in the sequence to one where a distance that must be traveled is shorter

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By a changing the number of people?

12.12. Can any delays by one person, that is Can any delays by one person, that is caused by another person, be eliminated?caused by another person, be eliminated?

12.12. Can any delays by one person, that is Can any delays by one person, that is caused by another person, be eliminated?caused by another person, be eliminated?

By changing the number of machines that are used.

1. Reduction of operator delays to the minimum required for rest and personal time. There may be considerable machine delay.

(You must take into account the following four possibilities).

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2. Reduction of machine delays to the minimum required to provide the operator with rest and personal time, at which times the machine is unattended. There may be considerable other operator delay.

3. Reduction of machine and operator delays such that they will provide the most economical balance.

4. Reduction of both operator and machine delays to the minimum required to provide the operator with rest and personal time.

By redistribution of the work among the crew.

By changing the order of work of the crew.

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By changing the sequence of the work, the total time to complete the task has been reduced by 31%.

By changing the sequence of the work, the total time to complete the task has been reduced by 31%.

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You can see the effects of the improvements illustrated on this screen.

You can see the effects of the improvements illustrated on this screen.

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MULTIPLE ACTIVITY CHARTS are MULTIPLE ACTIVITY CHARTS are especially helpful in finding:especially helpful in finding:

MULTIPLE ACTIVITY CHARTS are MULTIPLE ACTIVITY CHARTS are especially helpful in finding:especially helpful in finding:

How work can be divided between members in a group on a more equal basis

How the time for certain elements can be reduced.

How the elements can be rearranged to reduce the overall time for the job.

How machine time can be used more effectively.

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Let’s see how a FLOW DIAGRAMFLOW DIAGRAM is made......

When the operation involves a lot of walking or transporting, it may be advisable to make a FLOW DIAGRAMFLOW DIAGRAM

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A FLOW DIAGRAMFLOW DIAGRAM is a picture of the path followed by an employee or a group of employees in performing their operations. It is an additional help in visualizing the process.

C. How to Make a Flow DiagramC. How to Make a Flow DiagramC. How to Make a Flow DiagramC. How to Make a Flow Diagram

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Steps in Making a FLOW DIAGRAMFLOW DIAGRAMSteps in Making a FLOW DIAGRAMFLOW DIAGRAM

1. Draw a rough layout of the area where the process is done

2. Trace the path followed by the employee, the material, the part or the piece of equipment

3. Show by arrows the direction in which the movement was made

1. Draw a rough layout of the area where the process is done

2. Trace the path followed by the employee, the material, the part or the piece of equipment

3. Show by arrows the direction in which the movement was made

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In order to develop better methods, you must take nothing for granted, but instead QUESTIONQUESTION everything that is being done, from.....

and. . . and. . . and. . . and. . .

The Process Chart

The Multiple Activity Chart

The Flow Diagram

#3 QUESTION THE JOB, & #3 QUESTION THE JOB, & THEN EACH DETAILTHEN EACH DETAIL

#3 QUESTION THE JOB, & #3 QUESTION THE JOB, & THEN EACH DETAILTHEN EACH DETAIL

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You know all about each step in the process or the operation you are studying, including the what, where, when, who and how.

You are now ready to ask the question WHY?WHY? of each of the details.

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THATTHAT it’s done

KNOWINGKNOWINGKNOWINGKNOWING YOU ASKYOU ASKYOU ASKYOU ASK

WHYWHY is it done at all? What else could be done to accomplish the same result

WHEREWHERE it is done? WHYWHY it is done there? Where else could it be done?

WHENWHEN it is done? WHYWHY it is done then? At what other time could it be done?

WHOWHO does it? WHYWHY does this person do it? Who else could do it?

HOW HOW it is done? WHYWHY is it done this way? In what way could it be done?

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It should be noted that by double-questioning each detail like this, you either make sure that the present methods are OK or you list other methods to be tried.

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Remember! Take

nothing for granted

Opinions only produce arguments - FACTSFACTS produce conclusions. A FACTFACT does not disappear when you ask WHYWHY?

A bucket under a leak in the roof will never fix the leak.

An excuse leads to foggy thinking.

Work with FACTSFACTS not opinions

Work on CAUSESCAUSES not effects

Work with REASONSREASONS not excuses

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At the end of this questioning, you will have POSSIBLE ANSWERSPOSSIBLE ANSWERS alongside each detail on the charts.

But these are as yet only possibilities that may or may not be practical.

NOWNOW you are ready to develop

THE NEW METHODTHE NEW METHODTHE NEW METHODTHE NEW METHOD

This is STEP FOUR. . . STEP FOUR. . .

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In developing the new method, it is best to assume that the present method is all wrong and that almost any different way is better. It may surprise you to find how often this is true!

It can’t can’t be doneIt can’t can’t be done

You never know until you try!You never know until you try!

DON’T SAYDON’T SAYDON’T SAYDON’T SAY

INSTEAD SAYINSTEAD SAYINSTEAD SAYINSTEAD SAY

When something has been done a particular way for 15 or 20 years it is a pretty good sign in these changing times, that it is being done the wrong way.

#4 DEVELOP THE NEW #4 DEVELOP THE NEW METHODMETHOD

#4 DEVELOP THE NEW #4 DEVELOP THE NEW METHODMETHOD

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Applying the Applying the question WHY to question WHY to

these five these five promptersprompters

Applying the Applying the question WHY to question WHY to

these five these five promptersprompters

WHEREWHERE

Tends to Tends to result in result in the following the following

actionsactions

Tends to Tends to result in result in the following the following

actionsactions

WHOWHO

HOWHOW

ELIMINATEELIMINATE

COMBINECOMBINE

SIMPLIFYSIMPLIFY

WHATWHAT

WHENWHENCHANGECHANGE

SEQUENCESEQUENCE

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Now Let’s Consider these Actions in DetailNow Let’s Consider these Actions in DetailNow Let’s Consider these Actions in DetailNow Let’s Consider these Actions in Detail

ELIMINATEELIMINATEELIMINATEELIMINATE

Consequently, that operation can be ELIMINATEDELIMINATED. Entirely too many operations that are studied for improvement, should instead be eliminated.

asking the question WHYWHY of the prompter WHATWHAT, often results in the answer that there is no good reason for doing the operation at all.

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COMBINECOMBINECOMBINECOMBINE

If two operations can be combined, the labor cost after combining is often no more than the cost of one of the operations before. Also, the combining of two operations automatically eliminates the transports and storage between the operations.

the answer to WHEREWHERE, WHENWHEN and WHOWHO may lead to improvements by COMBININGCOMBINING OPERATIONSOPERATIONS.

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This possibility comes up quite often when improving group operations.

CHANGE SEQUENCECHANGE SEQUENCECHANGE SEQUENCECHANGE SEQUENCE sometimes the answers to WHYWHY or WHEREWHERE, WHENWHEN and WHOWHO lead to possibilities of changing the sequence or the order in which operations are done.

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SIMPLIFYSIMPLIFYSIMPLIFYSIMPLIFY

This should not be done until all the other steps are completed.

after every possibility for ELIMINATIONELIMINATION, , COMBINATIONCOMBINATION, and CHANGE IN SEQUENCECHANGE IN SEQUENCE has been noted, the development of HOWHOW should be made.

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As a result of the preceding study, all unnecessary steps in the process will have been ELIMINATEDELIMINATED; all POSSIBLEPOSSIBLE COMBINATIONSCOMBINATIONS of operations and all advisable CHANGES IN CHANGES IN SEQUENCESEQUENCE will have been made.

You must be sure that these remaining, necessary operations are done in the right way. A study of HOWHOW will reveal many ways of making the job easier.

In order to improve an operation, you must apply......In order to improve an operation, you must apply......

Click ABOVE for an example of detailed task analysis

Click ABOVE for an example of detailed task analysis

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The Principles of Motion The Principles of Motion EconomyEconomy

The Principles of Motion The Principles of Motion EconomyEconomy

For many years, leading industrial companies and universities have been studying the human body and the motions it goes through in performing work.

As a result of these studies, certain rules, or principles, have been established that should be followed in developing easier work methods. Altogether, there are some 20 of these principles, originally set down by the Gilbreths (the parents in “Cheaper by the Dozen.”)

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1. Workers should be 1. Workers should be COMFORTABLECOMFORTABLE1. Workers should be 1. Workers should be COMFORTABLECOMFORTABLE

Making the operator as comfortable as possible reduces fatigue and improves morale. Improvements to increase worker comfort pay off real returns in increased output and in better feeling of the workers.

Workers can be made more comfortable by reducing the effort required and by eliminating disagreeable surroundings like dust and fumes. If possible, arrange the workplace so that the operator can either sit or stand at his work. Ergonomic Analysis

Click ABOVE for more details of an Ergonomic Analysis

Click ABOVE for more details of an Ergonomic Analysis

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2. Motions of the Worker should be within 2. Motions of the Worker should be within EASY REACHEASY REACH2. Motions of the Worker should be within 2. Motions of the Worker should be within EASY REACHEASY REACH

The materials, tools, levers and controls which a worker has to handle should be located so they can be reached without having the worker bend over or turn around.

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3.3. Hands should be Hands should be RELIEVEDRELIEVED of all work that can of all work that can be done easier by the feetbe done easier by the feet

3.3. Hands should be Hands should be RELIEVEDRELIEVED of all work that can of all work that can be done easier by the feetbe done easier by the feet

Quite often foot pedals or knee levers can be used to advantage in making a job easier.

4.4. Two or more tools should be Two or more tools should be COMBINEDCOMBINED wherever possiblewherever possible

4.4. Two or more tools should be Two or more tools should be COMBINEDCOMBINED wherever possiblewherever possible

It is usually quicker to turn a small combination tool end-for-end than it is to lay down one tool and pick up another.

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5.5. GRAVITYGRAVITY use wherever possible use wherever possible5.5. GRAVITYGRAVITY use wherever possible use wherever possible

Gravity feed bins and containers should be used to deliver materials on parts close to the point of use.

6.6. Motions should be Motions should be PRODUCTIVEPRODUCTIVE6.6. Motions should be Motions should be PRODUCTIVEPRODUCTIVE

All wasted motions should be eliminated. Every motion should bring the end result closer. Hands should not be used for holding. Instead jigs, fixtures, vises and clamps should be substituted for the hands as holding devices.

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8.8. Levers, Cranks, Valves etc. should be located for Levers, Cranks, Valves etc. should be located for EASY EASY OPERATIONOPERATION

8.8. Levers, Cranks, Valves etc. should be located for Levers, Cranks, Valves etc. should be located for EASY EASY OPERATIONOPERATION

A worker can pull down a lever overhead with less effort than he can push up. Likewise, if the lever is waist height, it will be easier to push down. Below the knees, however, it is usually easier to pull up than push down.

Many machine controls such as levers, cranks, valves, etc., are located where they are hard to operate.

7.7. Tools and Materials should be Pre-positionedTools and Materials should be Pre-positioned7.7. Tools and Materials should be Pre-positionedTools and Materials should be Pre-positioned

Tools and parts are best stored in holders that permit them to be grasped in the same manner in which they will be used.

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Don’t assume that the present position of a lever is the right one. Try the operation yourself. Make the machine to suit the man - you can’t rebuild the man to fit the machine!

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MakeMake it easy! it easy!MakeMake it easy! it easy!

Take the Work out of WorkTake the Work out of WorkTake the Work out of WorkTake the Work out of Work

Don’t Don’t taketake it easy it easyDon’t Don’t taketake it easy it easy

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Make and Analyze a.....Make and Analyze a.....Make and Analyze a.....Make and Analyze a.....

And now that the new method is developed.....And now that the new method is developed.....And now that the new method is developed.....And now that the new method is developed.....

PROCESS CHARTPROCESS CHART

MULTIPLE ACTIVITY CHART

FLOW DIAGRAM

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Record the Proposed Method on a New.....Record the Proposed Method on a New.....Record the Proposed Method on a New.....Record the Proposed Method on a New.....

Samples of charts for improved methods are shown on the Samples of charts for improved methods are shown on the following screens......following screens......Samples of charts for improved methods are shown on the Samples of charts for improved methods are shown on the following screens......following screens......

PROCESS CHART, or a newPROCESS CHART, or a new

MULTIPLE ACTIVITY CHART, or a new

FLOW DIAGRAM

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Follow the same procedure used in making-up the charts for the present method.

These new charts are made up so that.........These new charts are made up so that.........

1. All concerned will know how you expect the job to be done.

2. It gives you records for reference when other changes are planned.

1. All concerned will know how you expect the job to be done.

2. It gives you records for reference when other changes are planned.

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Calculate the SavingsCalculate the SavingsCalculate the SavingsCalculate the Savings

Many of the improvements will result in actual dollar savings which you can figure and show. Many of the improvements will result in actual dollar savings which you can figure and show.

Other improvements will result in intangible savings to which you cannot apply a dollar value.Other improvements will result in intangible savings to which you cannot apply a dollar value.

The only way to judge the value of a new method is to calculate how much it will save..The only way to judge the value of a new method is to calculate how much it will save..

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On the PROCESS CHART, compare the before and after tasks.

On the PROCESS CHART, compare the before and after tasks.

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On the MULTIPLE ACTIVITY CHART, compare the before and after tasks.

On the MULTIPLE ACTIVITY CHART, compare the before and after tasks.

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List the intangible savings and benefits in the text field.List the intangible savings and benefits in the text field.

On the FLOW DIAGRAMFLOW DIAGRAM, summarize the savings at the top of the diagram. On the FLOW DIAGRAMFLOW DIAGRAM, summarize the savings at the top of the diagram.

You are now ready for the last step in WORK SIMPLIFICATION You are now ready for the last step in WORK SIMPLIFICATION which is.......which is.......

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#5. APPLY THE NEW #5. APPLY THE NEW METHODMETHOD

#5. APPLY THE NEW #5. APPLY THE NEW METHODMETHOD

Your proposed method may be very good, but, unless you can install it and make it work, it will save no effort or money. In applying the new method there are two important considerations...

TECHNICALTECHNICALTHETHETHETHE

AND THEAND THEAND THEAND THE INDIVIDUALINDIVIDUAL

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Will the new method work?Will the new method work?

Will it save money?Will it save money?

Will it affect other operations?Will it affect other operations?

What will it cost to install?What will it cost to install?

TECHNICALTECHNICALCONSIDER THECONSIDER THECONSIDER THECONSIDER THE

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First try to improve methods as much as possible with present equipment. New equipment is expensive, may be hard to get and takes time to install.

But don’t let the cost of new equipment frighten you out of a good suggestion.

Don’t ASSUMEASSUME the cost of equipment will be too high. Work with your management to get the FACTSFACTS on how much it will cost.

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Many times the new methods developed through work simplification require employees to learn new ways of doing their job. Even though the new method may use less effort, the employee may not like it because it requires him to change. It’s human nature to.....

Resist changeResist change

Resent criticismResent criticism

Be suspicious of what you don’t understandBe suspicious of what you don’t understand

CONSIDER THECONSIDER THECONSIDER THECONSIDER THE INDIVIDUALINDIVIDUAL

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The operator on the job can make or break your idea.The operator on the job can make or break your idea.

Therefore, they must be sold on the new method - and you can’t SELLSELL them by forcing the method down their throat!

This must be kept in mind when applying a new method.

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When the Change is made be sure to......When the Change is made be sure to......When the Change is made be sure to......When the Change is made be sure to......

Get the results expectedGet the results expected

See if your idea can be applied someplace elseSee if your idea can be applied someplace else

Follow up and be receptive to new improvements that may develop from the changeFollow up and be receptive to new improvements that may develop from the change

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Remember the steps......Remember the steps......Remember the steps......Remember the steps......











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Now you’ve got the know-how, don’t let the Now you’ve got the know-how, don’t let the tough ones ‘stump’ you. tough ones ‘stump’ you.

Now you’ve got the know-how, don’t let the Now you’ve got the know-how, don’t let the tough ones ‘stump’ you. tough ones ‘stump’ you.

Others are using work simplification and getting Others are using work simplification and getting recognized for it. recognized for it.

Others are using work simplification and getting Others are using work simplification and getting recognized for it. recognized for it.

Keep at it! Keep at it! Keep at it! Keep at it!

WHY DON’T WHY DON’T YOUYOU?? WHY DON’T WHY DON’T YOUYOU??

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PART SIMPLIFICATIONPART SIMPLIFICATION is the systematic study of materials and parts to simplify them and reduce their costs. The steps in part simplification are...

PART SIMPLIFICATIONPART SIMPLIFICATION is the systematic study of materials and parts to simplify them and reduce their costs. The steps in part simplification are...

The following screens tell how each step is done...... The following screens tell how each step is done......

1.1. SELECTSELECT a part to improve

2.2. ANALYZEANALYZE the part from every angle

3.3. NOTENOTE possible improvements

4.4. MAKEMAKE the improvements

5.5. DECIDEDECIDE what changes to make

PART #2. PART #2.

PART SIMPLIFICATIONPART SIMPLIFICATION

PART #2. PART #2.

PART SIMPLIFICATIONPART SIMPLIFICATION

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#1. Select a Part to be Improved

#1. Select a Part to be Improved

Just as work simplification will apply to any job, part simplification applies to any part or material. However, the savings possibilities on some parts are greater than on others. To be most productive, select a job in one of the following classes.....

1. Select a part or material for which the company spends a LOT OF MONEYLOT OF MONEY

2. Study a part of which the company buys LARGE LARGE QUANTITIESQUANTITIES

3. Pick a part that is COMPLEXCOMPLEX in design

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BUTBUT here again, it is more important that you pick a part and GET GET GOINGGOING to the next step

Which isWhich is.......

1. Work on a part on which the SCRAP OR REWORKSCRAP OR REWORK is high.

2. Parts on which MANY OPERATIONSMANY OPERATIONS are performed usually offer good possibilities for part simplification.

3. Pick an assembly that might offer possibilities for PART PART COMBINATIONSCOMBINATIONS

4. Work on the redesign of a part that is DIFFICULT TO MAKEDIFFICULT TO MAKE

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#2. Analyze the Part from #2. Analyze the Part from every Angleevery Angle

#2. Analyze the Part from #2. Analyze the Part from every Angleevery Angle

The analysis of parts and materials can become quite complex and lead into many areas.

The steps in this procedure are as follows......The steps in this procedure are as follows......

In order to keep this analysis SIMPLESIMPLE and THOROUGHTHOROUGH you can use a design for assembly program such as Lean Design™. It is possible, but obviously more time consuming to do this manually.

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A. ENTER THE ASSEMBLY HEADER

Fill out the heading completely, including the name and number of the part, quantity used per year, unit and annual cost.

These figures will influence your whole approach to the problem of reducing the cost of this part.

A. ENTER THE ASSEMBLY HEADER

Fill out the heading completely, including the name and number of the part, quantity used per year, unit and annual cost.

These figures will influence your whole approach to the problem of reducing the cost of this part.

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B.B. GET DATA FOR EACH STEP IN THE CURRENT OR GET DATA FOR EACH STEP IN THE CURRENT OR PROPOSED ASSEMBLY PROCESSPROPOSED ASSEMBLY PROCESS - - Get all the information - don’t assume that it will have no bearing on your problem. Work with facts - if you don’t know the answers, find someone who does. Check the answers - get the truth. Enter the data in the spaces provided.

The following screen shows the first step in analyzing an The following screen shows the first step in analyzing an existing assembly….existing assembly….

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Side Arm Assembly

Top

Side Arm

Rivets

PivotClinch Nut

Upset Rivet 2Upset Rivet 2

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#3. Note Possible #3. Note Possible ImprovementsImprovements

#3. Note Possible #3. Note Possible ImprovementsImprovements

This step in PART SIMPLIFICATIONPART SIMPLIFICATION involves the exploring of possibilities that develop from the information collected and entered into Lean Design™

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IS THIS PART NECESSARY?IS THIS PART NECESSARY?IS THIS PART NECESSARY?IS THIS PART NECESSARY?

What is its purpose?

DOES IT NEED TODOES IT NEED TODOES IT NEED TODOES IT NEED TO

COMBINE/ELIMINATECOMBINE/ELIMINATE

COMBINE/ELIMINATECOMBINE/ELIMINATE

MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?

NO?NO?

MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?MOVE?

DOES IT NEED TO BE A DIFFERENT DOES IT NEED TO BE A DIFFERENT MATERIAL?MATERIAL?DOES IT NEED TO BE A DIFFERENT DOES IT NEED TO BE A DIFFERENT MATERIAL?MATERIAL?

NO?NO?

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TOP STAMPING 1

Here you are deciding whether a part is a good part (necessary) or a bad part(unnecessary). You also gather costing information and how the part interfaces with other parts and the operator. All this data helps you decide if the part needs modification.

TOP STAMPING 1

Here you are deciding whether a part is a good part (necessary) or a bad part(unnecessary). You also gather costing information and how the part interfaces with other parts and the operator. All this data helps you decide if the part needs modification.

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IS THIS PART NECESSARY?IS THIS PART NECESSARY?IS THIS PART NECESSARY?IS THIS PART NECESSARY?

COMBINECOMBINE

CHANGECHANGE

IS IT TO DECORATE?IS IT TO DECORATE?

IS IT TO OPERATE?IS IT TO OPERATE?

What is its purpose?What is its purpose?

ELIMINATEELIMINATE

IS IT TO PROTECT?IS IT TO PROTECT?

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BUTBUTBUTBUT

DECORATEDECORATEDECORATEDECORATE

IT MAY?IT MAY?IT MAY?IT MAY?

PROTECTPROTECTPROTECTPROTECT

OPERATEOPERATEOPERATEOPERATE

What happens when you leave the part off?

Is it worth the cost?

Does it really protect?

Does the customer like it?

Is it ever used?

Would something else do just as well?

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In many instances, the particular part under consideration is an integral part of an assembly so that this question of assembly cannot adequately be answered without considering the entire assembly as a unit.

This part may be necessary if the entire assembly is to perform its function - BUTBUT perhaps the entire assembly is unnecessary, OROR perhaps the entire assembly could be redesigned to incorporate this part in another part of the assembly, THUSTHUS in effect ELIMINATINGELIMINATING this part by COMBININGCOMBINING its function in another part.

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WHENWHEN you have assured yourself that the part is really necessary, then, and ONLY THENONLY THEN, should you go to the next step.

You go a step further, be sure the part is necessary. Why worry about making a part cheaper or better if a little study would show it could be.....

ELIMINATED

ELIMINATED

ELIMINATED

ELIMINATED

BEFOREBEFOREBEFOREBEFORE

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IS IT SERVING IT’S PURPOSE?IS IT SERVING IT’S PURPOSE?IS IT SERVING IT’S PURPOSE?IS IT SERVING IT’S PURPOSE?

A part that has been properly designed for its function has ALLALL the characteristics it NEEDSNEEDS and NONO special characteristics it DOESN’T DOESN’T NEEDNEED

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CONSIDERING

CONSIDERING

IS THE PART INADEQUATE

IS THE PART INADEQUATE

IS THE PART TOO ADEQUATE

IS THE PART TOO ADEQUATE

STRESSSTRESSSTRESSSTRESS

IMPACTIMPACTIMPACTIMPACT

CORROSIONCORROSIONCORROSIONCORROSION

WEARWEARWEARWEAR

OPERATIONOPERATIONOPERATIONOPERATION

MAINTENANCEMAINTENANCEMAINTENANCEMAINTENANCE

TEMPERATURETEMPERATURETEMPERATURETEMPERATUREREPLACEMENTREPLACEMENTREPLACEMENTREPLACEMENT

TOO WEAKTOO WEAKTOO WEAKTOO WEAK

TOO LIGHTTOO LIGHTTOO LIGHTTOO LIGHT

SUBJECT TO SUBJECT TO CORROSIONCORROSIONSUBJECT TO SUBJECT TO CORROSIONCORROSION

DECORATIVEDECORATIVE DECORATIVEDECORATIVE

INCONVENIENTINCONVENIENTINCONVENIENTINCONVENIENT

TOO STRONGTOO STRONGTOO STRONGTOO STRONG

TOO HEAVYTOO HEAVYTOO HEAVYTOO HEAVY

TOO ACCURATETOO ACCURATETOO ACCURATETOO ACCURATE

TOO GOODTOO GOODTOO GOODTOO GOOD

TOO PROTECTIVETOO PROTECTIVETOO PROTECTIVETOO PROTECTIVE

TOO EXPENSIVETOO EXPENSIVETOO EXPENSIVETOO EXPENSIVE

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A machine should be built to operate a given length of time and be completely worn out. This ideal is never reached, BUTBUT......

Too many parts are made much better than they need be!

GET THE FACTSGET THE FACTSGET THE FACTSGET THE FACTS

IDEALLYIDEALLYIDEALLYIDEALLY

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FIND OUTFIND OUT THEN DECIDETHEN DECIDE

What stresses the part is What stresses the part is subjected tosubjected to

What uses is it put toWhat uses is it put to

What features does the What features does the customer wantcustomer want

How is the present part How is the present part performingperforming

How strong the part should beHow strong the part should be

How the part should lookHow the part should look

What it’s characteristics What it’s characteristics should beshould be

How many repair parts are How many repair parts are sold yearlysold yearly

What should be changedWhat should be changed

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THROUGHTHROUGH STANDARDIZATIONSTANDARDIZATION

On the PARTSPARTSOn the PARTSPARTSCan a part used elsewhere now be used here? Can this part be used on another machine?

On the SIZESIZEOn the SIZESIZE

Should the size of this part or material or form be changed to conform with other parts or materials or forms?

IS IT AVAILABLE AT A LOWER COST?IS IT AVAILABLE AT A LOWER COST?IS IT AVAILABLE AT A LOWER COST?IS IT AVAILABLE AT A LOWER COST?

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On the MATERIALMATERIALOn the MATERIALMATERIAL Is this a special material? Can a different material used on other parts be used on this part too?

On the DESIGNDESIGNOn the DESIGNDESIGNShould the design of the part be changed to be identical with the design of other parts?

On the MANUFACTURING MANUFACTURING FACILITIESFACILITIES

On the MANUFACTURING MANUFACTURING FACILITIESFACILITIES

Does this part require special equipment? Could regular standard equipment be used on this part too?

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THROUGHTHROUGHTHROUGHTHROUGH CHANGE IN ORDERING QUANTITY

CHANGE IN ORDERING QUANTITY

Purchase Order Quantity

Purchase Order Quantity

Should LARGERLARGER quantities be ordered?

Manufacturing Order Quantity

Manufacturing Order Quantity

Could SMALLERSMALLER quantities be ordered to advantage?

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THROUGHTHROUGHTHROUGHTHROUGH OUTSIDE PURCHASEOUTSIDE PURCHASE

If the part is purchased from outside now

If the part is manufactured in the plant

What changes would the present vendor suggest to reduce the cost and pricereduce the cost and price?

Could it be bought ‘on the outside’ at less costless cost?

Could it be brought from another vendor at a lower price?lower price?

Should the method of shipping or the shipping container be changed?

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SOSO don’t close your eyes to competition.

Know Your Competition Know Your Competition and Meet It!and Meet It!

Know Your Competition Know Your Competition and Meet It!and Meet It!

Hold on - there’s more.....Hold on - there’s more.....Hold on - there’s more.....Hold on - there’s more.....

The question of whether to BUY BUY or MAKEMAKE always involves a consideration of BURDEN BURDEN absorption but outside vendor prices sometimes throw interesting light on a company’s own costs.

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THROUGHTHROUGH INSIDE MANUFACTUREINSIDE MANUFACTURE

If the part is now being bought on the outside

Could it be made at a lower cost in the company’s own plant?

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By a change in MATERIALMATERIALBy a change in MATERIALMATERIAL

Is a material with better machinability available? Would a different material produce less scrap or rework?

By a change in DESIGNDESIGNBy a change in DESIGNDESIGN

To make the part easier to manufacture

To reduce the number of operations

To make the part more accessible

To allow more liberal tolerance

To reduce the number of parts

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By a change in PROCESSBy a change in PROCESS

Can any operations be eliminated?

Can any operations, transports, or inspections be combined?

Can the part be made with less scrap or less rework?

Can machine utilization be improved?

Can labor utilization be improved?

Can quality be improved?

Can the operation be made less hazardous?

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KEEP AN OPEN MIND - Don’t be beaten before you start.

KEEP AN OPEN MIND - Don’t be beaten before you start.

PROGRESS IS ONLY POSSIBLE PROGRESS IS ONLY POSSIBLE THROUGH CHANGETHROUGH CHANGE

PROGRESS IS ONLY POSSIBLE PROGRESS IS ONLY POSSIBLE THROUGH CHANGETHROUGH CHANGE

Note all possibleall possible improvements, regardless of whether you think they are good or bad and then....

Go to the next step....Go to the next step....Go to the next step....Go to the next step....

Remember that....Remember that....

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A study of the POSSIBLE IMPROVEMENTSPOSSIBLE IMPROVEMENTS will show....

Some are IMPRACTICALIMPRACTICAL

Some are TOO EXPENSIVETOO EXPENSIVE

Some will not DECREASE COSTDECREASE COST

#4. Decide What Changes #4. Decide What Changes to Maketo Make

#4. Decide What Changes #4. Decide What Changes to Maketo Make

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BUTBUT many of the possibilities

RememberRemember...

““If you get enough ideas, you’ll If you get enough ideas, you’ll find one that will work”find one that will work”

NEVER SAY DIENEVER SAY DIE - It’s always the NEXTNEXT idea that will work. Edison developed the first electric light filament only after many, many failures.

WILLWILL work

WILLWILL reduce cost

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Be sure to get ALLALL the information.

Review the current design, come up with your proposed design, then compare at the Executive summary.

Be sure to get the CORRECTCORRECT information.

Now....Now....

A sample of this is A sample of this is shown next...shown next...

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Side Arm Assembly

Top

Side Arm

Rivets

PivotClinch Nut

This screen shows all the details for the current assembly.

In reviewing the data most of the parts and assembly steps are unnecessary.

This screen shows all the details for the current assembly.

In reviewing the data most of the parts and assembly steps are unnecessary.

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The new design is a one piece mold.

New Arm Bracket AssemblyNew Arm Bracket AssemblyNew Arm Bracket AssemblyNew Arm Bracket Assembly

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Executive Summary ComparisonExecutive Summary Comparison

The executive summary compares the original design with the new design.

The executive summary compares the original design with the new design.

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When worthwhile improvements have been found and reported be sure to

A good suggestion does not save money until it is installed, so....

FOLLOW UPFOLLOW UP

HELPHELP the proper individuals

Install it

Get it working

See that it gets a fair trial

#5. Make the Improvements#5. Make the Improvements#5. Make the Improvements#5. Make the Improvements

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CHECKCHECK the savings

GIVE CREDITGIVE CREDIT

FEEL PROUDFEEL PROUD

Calculate ALLALL the savings

Be fair

Be truthful

To those who helped you

Don’t worry about getting credit yourself,& lastly....

That you’ve had a hand in reducing costs

Increasing sales

Assuring profits, & increasing security

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TO SELL YOUR IDEAS TO SELL YOUR IDEAS SUCCESSFULLYSUCCESSFULLY

TO SELL YOUR IDEAS TO SELL YOUR IDEAS SUCCESSFULLYSUCCESSFULLY

Then present your proposal clearly to those involved so that they can see the advantages. Your various charts will help you do this.

WORK OUT YOUR PROPOSAL WORK OUT YOUR PROPOSAL COMPLETELY & THOROUGHLYCOMPLETELY & THOROUGHLYWORK OUT YOUR PROPOSAL WORK OUT YOUR PROPOSAL

COMPLETELY & THOROUGHLYCOMPLETELY & THOROUGHLY

IMPLEMENTATIONIMPLEMENTATIONIMPLEMENTATIONIMPLEMENTATION

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Try out your proposal. Accept any good ideas they may suggest. Don’t be guilty of turning down a new idea just because it wasn’t yours.

You want others to consider your ideas don’t be guilty of turning down any yourself.

By helping you develop your proposal, others will feel it is their idea too, and they will try hard to make it work.

GET THOSE CONCERNED GET THOSE CONCERNED TO HELP YOUTO HELP YOU

GET THOSE CONCERNED GET THOSE CONCERNED TO HELP YOUTO HELP YOU

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You won’t get anywhere stealing someone else’s idea. Ask the questions and through them get the other person to make the suggestion you think will work.

FOR SUGGESTING BETTER METHODSFOR SUGGESTING BETTER METHODSFOR SUGGESTING BETTER METHODSFOR SUGGESTING BETTER METHODS

REMEMBER TO LET THE REMEMBER TO LET THE OTHER PERSON HAVE OTHER PERSON HAVE

YOURYOUR WAY WAY

REMEMBER TO LET THE REMEMBER TO LET THE OTHER PERSON HAVE OTHER PERSON HAVE

YOURYOUR WAY WAY

Don’t be worried about getting credit yourself. If the idea is really yours, it will become apparent.

GIVE CREDIT TO THOSE GIVE CREDIT TO THOSE RESPONSIBLERESPONSIBLE

GIVE CREDIT TO THOSE GIVE CREDIT TO THOSE RESPONSIBLERESPONSIBLE

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In conclusion the BEST WAY BEST WAY to solve any problem....

In conclusion the BEST WAY BEST WAY to solve any problem....

1.1. OBSERVEOBSERVE

Have an open mind

Maintain a questioning attitude

Consult with others (look at the job from all angles).

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2.2. THINKTHINK

Work with causes (not effects)

Work with facts (not opinions)

Work with reasons (not excuses)

Consider reaction of others

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3.3. DECIDEDECIDE3.3. DECIDEDECIDE

4.4. ACTACT4.4. ACTACT

Use all the important facts in making the decision

Expect resistance to change and overcome it

Expect fear and resentment of criticism and eliminate them

Gain acceptance through cooperative action

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Check the new operation. The job is done only when successfully applied.

Get the results anticipated

5.5. FOLLOW THROUGHFOLLOW THROUGH5.5. FOLLOW THROUGHFOLLOW THROUGH

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Never give upNever give up Never give upNever give up

Keep MovingKeep Moving Keep MovingKeep Moving

Slow but SureSlow but Sure Slow but SureSlow but Sure

To be SUCCESSFUL a cost reduction To be SUCCESSFUL a cost reduction program must program must

KEEP ROLLING!KEEP ROLLING!

To be SUCCESSFUL a cost reduction To be SUCCESSFUL a cost reduction program must program must

KEEP ROLLING!KEEP ROLLING!

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Remember the lesson of the parachute. Keep an open mind. Use the techniques you’ve learned from this presentation and APPLY THEMAPPLY THEM to...

INCREASE PRODUCTIONINCREASE PRODUCTIONINCREASE PRODUCTIONINCREASE PRODUCTION Sales can be increasedSales can be increasedSales can be increasedSales can be increased

Prices can be lowered.Prices can be lowered.Prices can be lowered.Prices can be lowered.REDUCE COSTSREDUCE COSTSREDUCE COSTSREDUCE COSTSSO THAT

SO THAT

SO THAT

SO THAT

IMPROVE MORALEIMPROVE MORALEIMPROVE MORALEIMPROVE MORALE

Employees can be assured of greater Employees can be assured of greater securitysecurityEmployees can be assured of greater Employees can be assured of greater securitysecurity

IMPROVE QUALITYIMPROVE QUALITYIMPROVE QUALITYIMPROVE QUALITY

REDUCE ACCIDENTSREDUCE ACCIDENTSREDUCE ACCIDENTSREDUCE ACCIDENTS

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

SO THAT

More products can be developedMore products can be developedMore products can be developedMore products can be developed

Have a planned program - Have a planned program - KEEP AT IT KEEP AT IT

Have a planned program - Have a planned program - KEEP AT IT KEEP AT IT

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Process Planning Process Planning Process Planning Process Planning

In EASEWorks® Process Planning is a core In EASEWorks® Process Planning is a core component of:component of:

Work MeasurementWork Measurement

Work InstructionsWork Instructions

EstimatingEstimating

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ROUTE HEADER SUMMARY

Printout

ROUTE HEADER SUMMARY

Printout

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Route Header SummaryRoute Header Summary

Op Summary Screen

Op Summary Screen

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OPERATION DETAIL

Shows all the elements necessary to complete the operation. ‘What If” scenarios can easily be accomplished here.

OPERATION DETAIL

Shows all the elements necessary to complete the operation. ‘What If” scenarios can easily be accomplished here.

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OPERATION GRAPHIC

Work Instructions can be added to a process plan covering Text, Reference Documents, Graphics, Video and Sound Files.

OPERATION GRAPHIC

Work Instructions can be added to a process plan covering Text, Reference Documents, Graphics, Video and Sound Files.

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OPERATION GRAPHICOPERATION GRAPHIC

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EASEWorks Element EASEWorks Element Generator Generator

EASEWorks Element EASEWorks Element Generator Generator

EASEWorks® Element Generator allows EASEWorks® Element Generator allows you to create:you to create:EASEWorks® Element Generator allows EASEWorks® Element Generator allows you to create:you to create:

Standard Data for re-useStandard Data for re-use

Current Tasks for “What If?”Current Tasks for “What If?”

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This illustrates how the Task or Standard is created

This illustrates how the Task or Standard is created

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Here you can see the flow

Here you can see the flow

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Here we are comparing one method against another

Here we are comparing one method against another

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Here we are comparing the value added

Here we are comparing the value added

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HOME

PROCESS STEPS

NECESSARY TO PRODUCE

OUTPUT

CONTRIBUTES TO CUSTOMER

DEMANDS?

CONTRIBUTES TO BUSINESSR

DEMANDS?

VALUE ADDED

ESSENTIAL NON-VALUE

ADDED

NON-VALUE ADDED

ASSEMBLY METALWORK PACKAGING

FINANCIALS SCHEDULING

MINIMAL MATERIAL HANDLING

MOVEMENT REWORK STORAGE

Determining Value/Non-Value Determining Value/Non-Value Added ActivitiesAdded ActivitiesDetermining Value/Non-Value Determining Value/Non-Value Added ActivitiesAdded Activities Value Added: Activities that

must be performed to meet customer requirements

Non-Value Added: Activities that do not contribute to meeting customer requirements. These activities can possibly be eliminated.

YESYES

YESYES

NONO

NONO

NONO

YESYES

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This is an example of the clerical Element Generator for Clerical screens.

This is an example of the clerical Element Generator for Clerical screens.

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ErgoEASE® Version 5.1 ErgoEASE® Version 5.1 ErgoEASE® Version 5.1 ErgoEASE® Version 5.1

For a detailed ergonomics analysis of manufacturing tasks,

ErgoEASE Version 5.1®ErgoEASE Version 5.1®

provides unsurpassed analysis and problem solving techniques.

For a detailed ergonomics analysis of manufacturing tasks,

ErgoEASE Version 5.1®ErgoEASE Version 5.1®

provides unsurpassed analysis and problem solving techniques.

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The Task Header is used to describe the task

The Task Header is used to describe the task

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Which is further documented with photos, videos, drawings and reference information

Which is further documented with photos, videos, drawings and reference information

Video clip can be an AVI or MPC fileVideo clip can be an AVI or MPC fileVideo clip can be an AVI or MPC fileVideo clip can be an AVI or MPC file

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This is the Task Analysis with problem motions shown in REDRED

This is the Task Analysis with problem motions shown in REDRED

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A summary screen graphically illustrates potential risks to the operator

A summary screen graphically illustrates potential risks to the operator

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This can be correlated with an employee discomfort survey.

This can be correlated with an employee discomfort survey.

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The task can be compared with a printout first. The suggestion is probably unacceptable from a manufacturing viewpoint as the cycle time has been increased.

The task can be compared with a printout first. The suggestion is probably unacceptable from a manufacturing viewpoint as the cycle time has been increased.

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Thank you for viewing this tutorial. Thank you for viewing this tutorial.

For further information about EASE For further information about EASE Inc, our clients, consulting services, Inc, our clients, consulting services, software products and software software products and software customization, or to end this tutorial, customization, or to end this tutorial, please select from the buttons at left.please select from the buttons at left.

Thank you for viewing this tutorial. Thank you for viewing this tutorial.

For further information about EASE For further information about EASE Inc, our clients, consulting services, Inc, our clients, consulting services, software products and software software products and software customization, or to end this tutorial, customization, or to end this tutorial, please select from the buttons at left.please select from the buttons at left.

EASE Inc.EASE Inc.

CLIENTSCLIENTS

CONSULTINGCONSULTING

SOFTWARESOFTWARE

CONTACT USCONTACT US

EXITEXIT

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EASE IncorporatedEASE Incorporated is an international corporation, founded in 1986.

EASEEASE is headquartered in Southern California with satellite offices in Europe and the United States.

EASE IncorporatedEASE Incorporated provides productivity improvement services through the application of the EASEworks®EASEworks® Software, training, consulting services and implementation support.

Who is EASE Inc?Who is EASE Inc?Who is EASE Inc?Who is EASE Inc?

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EASE CustomersEASE CustomersEASE CustomersEASE Customers

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The ServiceThe ServiceThe ServiceThe ServiceOur major focus is to offer sustainable productivity improvements and cost reductions for our clients. We can provide you with consulting assistance for. .

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Equipment Evaluation

Facility Layout

Establishing “Best Practices”

Competitive Benchmarking

Design Engineering

Process Engineering

Production Engineering

Implementing Ergonomic Improvements

Training and Training Support & Certification

Improving Labor Efficiency

Productivity Analysis

Implementing Lean Manufacturing

Manufacturing Engineering

ISO 9000 Implementation

Developing Work Standards

Process Mapping

EASE will provide engineers with extensive experience in YOURYOUR industry. Your engineers will have the ability to take over, with confidencewith confidence, where we leave off.

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SoftwareSoftwareSoftwareSoftwareEASEworks® Software modules cover:

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Work Standards Product Cost Estimating Line Balancing

Work Instructions Ergonomics Design For Assembly

EASE Inc. provides full training, start up assistance and consulting services for all modules.

Software customization services are also available.

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Phone:Phone:

Fax:Fax:

E-Mail:E-Mail:

Web:Web:

[email protected]

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(949) 348-7511

(973) 201-1600

www.easeinc.com

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Contact InformationContact InformationContact InformationContact Information

EASE IncEASE Inc.

27405 Puerta Real, #380

Mission Viejo, CA 92691

EASE IncEASE Inc.

27405 Puerta Real, #380

Mission Viejo, CA 92691

Ver 6

home copyright ease inc tutorials© 1986-2006 lean manufacturing an easeworks® manufacturing...

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accidents slide

relationship of cost

useless work

new methods

duplicate clerical work