manufacturing engineers
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Roles and Responsibilities of
Manufacturing Engineering
in Japan and Europe
Understanding Japans current and future automotive industry
The Univ. of Michigan, sponsored by Doshisha Univ.
D.A. Heller, 2013
I s M .E. the lynchpin of a lean productive enterprise?
Daniel Arturo Heller
Yokohama National University
Inside Japan: April 19, 2013
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Agenda1. Introduction: What is M.E.?
2. System Integration: Necessary & Difficult
3. Intl Comparison of System Integration
Japan = Key role played by M.E.
Europe = Key role played by development
(i.e., product engineering)
4. Overseas expansion of Japanese companies:
Doing Japanese-style M.E. abroad (or not?)
Roles and Responsibilities of Manufacturing Engineering in Japan and Europe
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What is M.E.?
Manufacturing Engineering sits between productdevelopment and manufacturing in the valuechain
Roles of M.E.
Set plant layout & production process flow
Establish standard operating procedures
Design production equipment
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MM.E.
Manufacturing Engineering
D
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Agenda1. Introduction: What is M.E.?
2. System Integration: Necessary & Difficult
3. Intl Comparison of System Integration
Japan = Key role played by M.E.
Europe = Key role played by development
(i.e., product engineering)
4. Overseas expansion of Japanese companies:
Doing Japanese-style M.E. abroad (or not?)
Roles and Responsibilities of Manufacturing Engineering in Japan and Europe
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System Integration Example
Lynchpin
System Integrator
In Japanese: (ogiwa no kaname)(Photo Sourcehttp://japan.osu.edu/culture_box_program.html) D.A. Heller, 2013
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Integration is often Difficult
Integration is made difficult by:
Uncertainty in user needs
Trade-offs among a products functions
High complexity of structural component
interactions
Automakers faced with great challenges inall three of these areas
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Difficult System Integration
Examples
Piston and Piston Ring
Car Door
Car
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Piston and Piston Ring
(: Riken Corporation, 2008 Corporate Outline)
(: Aisin Seiki, 2009 Company Profile)
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Car Door
(: Aisin Seiki, 2009 Company Profile) D.A. Heller, 2013
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Car
Mazda Familia 1966 : To ota Automobile Museum brochure 2005D.A. Heller, 2013
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RX-8
(2003)
(Source: Mazda Motor) D.A. Heller, 2013
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Agenda1. Introduction: What is M.E.?
2. System Integration: Necessary & Difficult
3. Intl Comparison of System Integration
Japan = Key role played by M.E.
Europe = Key role played by development
(i.e., product engineering)
4. Overseas expansion of Japanese companies:
Doing Japanese-style M.E. abroad (or not?)
Roles and Responsibilities of Manufacturing Engineering in Japan and Europe
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System Integration in Automotive
Product Development(Clark & Fujimoto, 1991; Higashi & Heller, 2012)
Integrate movement of information
Maximize the time spent on value adding activities
Two Types of Integration
External integration (achieving fit w/ customer needs) Internal integration (coordinating divisions & suppliers)
Key complicating issues : Uncertainty in
User needs, user interface
Productsstructuralinteractions Productsfunctionalinteractions
Principal system integrator (the lynchpin):
HWPM(Heavy-Weight Product Manager)
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Integrative Role of HWPM
Heavy-Weight Product Manager (HWPM) is the
cornerstone of lean development for products:
With high complexity, and Equivocal user needs
HWPM leads both external and internal system
integration (i.e, plays the role of both a planner
and an engineer)
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Automotive Lean Manufacturing(Womack et al., 1990; Koike, 2008)
Whole plant optimization to minimize waste
Integrating the movement of
Material Work Activity Information
to get smooth flow from input to output.
Key complicating issues: Uncertainty in
Market demand
Manufacturability of product design
Parts/component delivery
Principal system integrator (the lynchpin):
Shop-floor worker
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But, who integrates Product Development (D)
and Manufacturing (M)? For complex assembly products, there is
often a vast chasm between D and M
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Development
Manufacturing
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Role of M.E. in (Toyota-style) Japan
Strong capability in Manufacturing
Engineering can be the bridge between
product development and manufacturing M.E. can be the principal system integrator
for the whole productive endeavor
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Development
Manufacturing
M.E.
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Why give M.E. this role?
An unlikely candidate to be key player
M.E. neither develops nor manufactures the
product
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M.E.
?
D.A. Heller, 2013
D M
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Why M.E.?
M.E. can occupy a neutral position
Because it neither develops nor manufactures the product
M.E. is positioned to look both ways For problem solving M.E. is independent of the localinterests of D and M
M.E.s neutrality frees it to be the guarantor ofthecustomers interest
M.E. can translate, mediate and adjudicate:
Between product development and manufacturing
Across development and manufacturing functions
Within development and manufacturing functions
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Tend to see
D M
or
But with PE as mediator/adjudicator
Customer!
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Two-way System Integration
This role for M.E. is typical of Japanese management:A focus on the key role played by the middle
System thinking needed
Systems knowledge = systems thinking
Connection knowledge (Sobeks term)
System-level design (Sobek, 2006)
The aim is full-system optimization
Products that are complex systems require organizations
that efficiently manage complex management systems
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M.E. in (Toyota-style) Japan
Role = System Integrator of Productive Enterprise
Responsibility = 1stbe customers guarantor
2nd be active internal mediator
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M.E. as Lynchpin
M.E.
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Impact of M.E. as Lynchpin
On Product Development
Less designing
More choosingdriver of strategically focused design work?
On Manufacturing
Less capital investment
More skill development of workers
driver of improved market responsiveness?
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The result
D.A. Heller, 2012 29Photo Source: wikipedia
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The result
D.A. Heller, 2012 30Photo Source: wikipedia
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The result
D.A. Heller, 2012 31Photo Source: wikipedia
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The result
D.A. Heller, 2012 32Photo Source: wikipedia
YNU Does M E play such a system
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MM.E.
Does M.E. play such a system
integrating role in European Companies?
DIn most cases
NOWay!
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D M(M )E
M.E. in Europe
newproductionequipment
By closely linking M.E.with Development, M.E.s
Output can be clearly
defined. D.A. Heller, 2013
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D.A. Heller, 2012 35
Development
Manufacturing
+(M)E
In Europe, rather than Japanese (Toyota) style two-way,
one-way (upstream to downstream) integration seen.
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M.E. in Europe (typically?)
Role = Designer of new production equipment
Responsibility = Make high-spec equipment
(but notresponsible for actually achieving the high specs on a
day-to-day basis)
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The result
D.A. Heller, 2012 37Photo Source: http://www.autoexpress.co.uk
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The result
D.A. Heller, 2012 38Photo Source: http://www.autoexpress.co.uk
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The result
D.A. Heller, 2012 39Photo Source: wikipedia
YNU Roles and Responsibilities of Manufacturing Engineering in Japan and Europe
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Agenda1. Introduction: What is M.E.?
2. System Integration: Necessary & Difficult
3. Intl Comparison of System Integration
Japan = Key role played by M.E.
Europe = Key role played by development
(i.e., product engineering)
4. Overseas expansion of Japanese companies:
Doing Japanese-style M.E. abroad (or not?)
p g g g p p
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Empowerment of M.E. in
Overseas Subsidiaries To get global optimization, become truly lean, must
strengthen M.E. in the overseas subsidiaries of
Japanese automotive companies
But M.E. is not a natural repository of power andinfluence. This is especially true outside of Japan.
Special organizational initiatives needed.
For example in Toyota, Japan: High % of top management w/ M.E. background
As of 2007, in Toyota City there were more than 8,000
Manufacturing Engineers (called production engineers)
(notincluding plant-based manufacturing technicians) D.A. Heller, 2013
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Capabilities needed for
Japanese-style M.E. to work
Systems thinkers w/ connection knowledge
Deep understanding of development
Deep understanding of manufacturing
Strong working knowledge of CAD/CAM
Interpersonal skills (negotiation)
Organizational memory
Understanding of customers interest
Not easy to find (develop) such manufacturing
engineers outside of Japan. D.A. Heller, 2013
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A Long-Term Challenge
More standardization of development needed Shared priorities facilitate standardization
Getting agreement on what are the right priorities takes
time and effort
Everyone must buy-in to these priorities
Cultural transformation needed
Empowering overseas M.E. function
Career path management; top-level people into M.E. Only possible when the whole enterprise values and
rewards systems thinking
Recruiting & retaining appropriate persons
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D.A. Heller, 2012 44(Cover of Harvard Business Review, May 2010)
(Keeping themin M.E. is
even harder)
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A concluding word on doing
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A concluding word on doing
Japanese-style M.E. overseas
Japanese-style M.E. all begins with understandingones neighbors (the upstream & downstream
processes you interact with)
Best way to diffuse it = just do it (yourself)! Do your own job considering your neighbor
Value connection knowledge (Sobek) and reward it
and the lean results will naturally follow.
D.A. Heller, 2013
The problem is such diffusion takes time. (Can it be accelerated?)
For the foreseeable future, expensive & supply-constrained Japanese
expats and short-term assignments must continue to shoulder the
burden of doing Japanese-style M.E. overseas. (Is there enough time?)
YNU Selected References
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D.A. Heller, 2012 46
Selected ReferencesClark, K. B., & Fujimoto, T. (1991). Product Development Performance, Harvard Business School Press,
Boston, MA.
Higashi, H., & Heller, D.A. (2012). Thirty Years of Benchmarking Product Development Performance:
A Research Note. The University of Tokyo Manufacturing Management Research Center, Discussion
Paper Series, No. 395. http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfKoike, K. (2008). "Kaigai Nihon Kigyo no Jinzai Keisei", [Human Resources Development of Japanese
firms overseas], Tokyo: Toyo Keizai Shinbunsha (in Japanese).
Marinov, M. & Heller, D.A. (2013) Manufacturing Management Research Center, F-202 Discussion
Paper. http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfTodaysfocus
Shibata, H., (2009), "A comparison of the roles and responsibilities of manufacturing engineers in Japan
and the United States", The International Journal of Human Resource Management, Vol. 20, No. 9, pp.18961913.
Sobek, D.K., II (2006) System-Level Design: A Missing Link?International Journal of Engineering
Education, vol. 22, no. 3, pp. 533-539.
Whitney, D.E., Heller, D.A., Higashi, H., & Fukuzawa, M. (2007) Production Engineering as System
Integrator? A Research Note based on a Study of Door Engineering and Assembly at Toyota Motor
Corporation Manufacturing Management Research Center, F-169 Discussion Paper. http://merc.e.u-
tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdf Todays focus
Whitney, D.E. (2008) Design and Manufacturing of Car Doors: Report on Visits Made to US, European
and Japanese Car Manufacturers in 2007 Manufacturing Management Research Center, F-202
Discussion Paper. http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdf
Womack, J.P., Jones, D.T. & Roos, D. (1990), The Machine that Changed the World: The Story of
Lean Production, Rawson Associates, New York, NY.
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http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdf -
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Thank you!
Q&A
D.A. Heller, 2012 47
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Appendix
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Tasks of Manufacturing Engineering
(1) Line design - designing production lines orproduction processes;
(2) Method development - developing production
methods, and/or equipment;
(3) Production preparation - setting up new
production machinery or equipment, making
jigs, tools and dies;
(4) Production improvement - improving existingproduction lines and processes, with the aim
of getting productivity increase.
Shibata (2009) 49 M. Marinov & D.A. Heller, 2013
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yDistribution of Manufacturing Engineering Tasks
Focus on
analytical tasks in
the phase
Key: Blue indicates holder of overall responsibility; Lead role means coordinate, strongly influence
decision making, and execute the majority of the tasks in the phase; Informational support means focus
on providing feedback from the point of view of the line operators; At both Supplier E and Supplier J, ME
provides various forms of technical and informational assistance to MT in the production preparationphase. Figure Source: Marinov & Heller (2013), p. 18; see also, Shibata (2009)
(Europe)
(Japan)
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Types of work organization in
manufacturing engineering JAPAN
In assembly and part-processing shops
automobiles, car components, electronics
51 M. Marinov & D.A. Heller, 2013
MTME
Method
developmentLine design
Production
improvement
Production
preparation
ME - manufacturing engineers
MT - manufacturing techniciansShibata (2009)
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Types of work organization in
manufacturing engineeringthe U.S.
In assembly and part-processing shops
automobiles, car components, electronics
52 M. Marinov & D.A. Heller, 2013
ME - manufacturing engineers
Shibata (2009)
ME
Method
developmentLine design
Production
improvement
Production
preparation
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Key Differences between Japan and the US
1. Overlapping or notCompared to the U.S. companies,
the Japanese companies exhibited
downstream personnel who are
much more heavily involved in
upstream processes
Shibata (2009, p. 1907)
2. Hierarchical or not
Japan Horizontal relationship between ME and MT
US Vertical relationship between ME and MT
3. Localized or not
US: MT localized to plant
Japan: Inter-divisionaltasks and functions of MT
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Why is ME in Japan and the US different?
(1) Integration (suriawase) orientation - higher
integral capabilities in Japan.
(2) Production workplace orientation - employees
are heavily oriented to:
production
production workplaces
on-site probelm solving
Shibata (2009) 54
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Segregation of work in U.S Companies
In the U.S., Engineering drawings are not tangible
objects, separating the engineers, and to a lesser degree
the technicians, from the assemblers.
Bechky (2003a, 2003b)
In Japan, engineering drawings are tangible objects
and serve as common ground that can reconciledifferences among groups.
Shibata (2009)
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Middle-Up-Down figure
561996191
Middle-up-down
Management
(Source: Nonaka& Takeuchi, 1996,
Knowledge Creating
Company)
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Middle-Up-Down vs. top-
down/bottom-up
571996192 D.A. Heller, 2013
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/West /Japan
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top
middle
bottom
middle
bottom
top
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/West /Japan
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top
middle
bottom
middle
bottom
top
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/West /Japan
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boss
worker worker worker worker
boss
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/West /Japan
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SourceLean Enterprise Institute
2008kaizen!
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Whats a lynchpin?
Pin inserted through an axletree to hold a
wheel on
(Source: http://www.thefreedictionary.com/lynchpin)
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(s: http://farm1.static.flickr.com/14/18180390_cab6aad207.jpg
http://www.disabledparents.net/imagesres/cribpics/hasp-linchpin-pull-rev.JPG)
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A lynchpin
pin inserted through an axletree to hold a
wheel on
a central cohesive source ofsupport and stability
(Source: http://www.thefreedictionary.com/lynchpin)
http://www.thefreedictionary.com/lynchpinhttp://www.thefreedictionary.com/lynchpin