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