Production Management (Standard Time & Productivity) (เวลามาตราฐาน และ ผลิตภาพ)
AEDP EXPERT: Hiroshi Takahashi COUNTERPART: ยุทธพงษ จันทรใช 1
Production Management - Productivity & Standard time
Problems in Thailand’s companies Q
C D E M
Managers do not had a mind of quality yet. When there appear quality defects, they think those are not problems. Finally, what they do is only to select defects and does it. Therefore, they do not make a countermeasure based on the technical side. They operate one machine one worker in production system but they do not take productivity. Therefore, they will not be able to separate man and machine productivity!! Companies think that delivery schedule is equal to production schedule, so they do not know how to control a stock. Most companies in Thailand have not had technical engineers, so they make a countermeasure by experience (trial & error). Most company setups machine lay-out (grouping) according to only machine types. Companies have not had rules and standards in the factory, so they do not know what real problems they are facing. Manager have not had a mind of taking data and concerning of process.2 However it is impossible to make a countermeasure without data.
Production Management - Productivity & Standard time Situation in Thailand’s companies COMPANY
REWORK as Quality Defect
PRODUCTION PLAN
STANDARD TIME
MULTI JOB
PRODUCTIVITY
OEE
1
A
×
×
×
×
×
×
2
B
×
×
×
×
×
×
3
C
×
×
×
×
×
×
4
D
×
×
●
×
×
●
5
E
×
×
×
×
×
×
6
F
×
×
×
×
×
×
7
G
●
●
●
●
●
×
8
H
×
×
×
×
×
×
9,10
I
●
●
●
●
×
●
11
J
×
×
×
×
×
×
12
K
×
●
●
●
×
×
13
L
×
●
●
×
×
×
14
M
●
×
●
×
×
×
15
N
×
×
×
×
×
×
16
O
×
×
×
×
×
× 3
Production Management - Productivity & Standard time
Production Activity Input
Output
Final Aim
Man Quality Machine Productivity
Delivery
Material Method
Customer Satisfaction
Cost
Productivity = Output / Input 4
Production Management - Productivity & Standard time
Problem 1 Problem (No good) standard
no problem If you do not have rules or standards, you will not be able to find problems. 5
Production Management - Productivity & Standard time
Problem 2 MUDA (Useless operation) MURA (Uneven operation) Actual Standard time Productivity MURI (unreasonable operation)
Change Standard Kaizen
Kaizen activity is just a standard change to get a better result. 6
Production Management - Productivity & Standard time
Problem 3
Do not have a Productivity (Losses = water)
problem problem
If you have many losses , you will not be able to specify the problems (Machine accident, Set up time, No production‌etc.) 7
Production Management - Productivity & Standard time
Problem 4 If you do not take a productivity, you will not find any problems. ・You do not know when the current production demand will be finished. ・When the production is not finished completely, you will not find what problems for 4M are. ・Specifically you can not find truth cause which productivity of the worker or the facilities is bad. ・You can not evaluate the continuous improvement and the effort. ・You can not check machine capacity. ・Finally, you will not be able to compare each processes (Plating, Pressing, or Machining), if you do not have productivity data. 8
Production Management - Productivity & Standard time
Purpose for Setting Standard Time 1. For taking a productivity 2. For taking a machine capacity 3. For taking a man-power 4. For reducing a cycle time 5. For taking a costing Therefore, setting up a standard time is very important activity, and commonly uses in factory management.
9
Production Management - Productivity & Standard time
Cycle time and Standard time Cycle time is an actual time using for machine
and worker to produce one product. So, cycle time can be separated by machine and worker cycle time. Standard time is a target time using for the
worker to produce each product. So, standard time is only the time that worker engages in. 10
Production Management - Productivity & Standard time
Productivity 8:00 am
Working hour D = A+B+C Productivity 2 = A / D Losses
5:00 pm
B: Non C: Machine A: Out put Time Stop Out put (Standard Time ×Production Units) Time Time Productivity 1 = A / E Utilization hour E = D-C We can not know detail of “Non Output Time (Losses time B)” , So we will can compute by B= D-A-C. 11
Production Management - Productivity & Standard time
Productivity Working hour
Out put Time Standard Time
Working hour will be decided in the company, which is not included Scheduled Stop hours. (Not include coffee break & Noon recess hour too) Standard Time (min) Ă—Production Units (pcs) Machine cycle time + Handling time It is not included a worker waiting time.
Production Units The result was being produced in the working hour, which is not included quality defect parts.
Machine stop time Machine break down, Set up time, Die change Raw material shortage, Quality Adjust, Meeting. You should take record for machine stop time . 12
Production Management - Productivity & Standard time
Productivity Utilization hour This is a working hour using for production. (Total working hour-Machine Stop time)
Productivity 1
This is a productivity for utilization hour. So, we can check an accuracy for standard time with productivity 1. However, if productivity 1 is more than 100%, you should realize that standard time is incorrect.
Productivity 2
This is a productivity for total working hour. It is generally productivity. 13
Production Management - Productivity & Standard time
Standard time for productivity Standard Time Manual Drilling Stamping
Worker Handling Cycle Time
Management method
Productivity
Manual Lathe CNC Lathe Die casting Automatic Line
Machine Cycle time
OEE
Generally, the more handling time, the more unstable productivity. 14
Production Management - Productivity & Standard time
Standard time for productivity Machining, Machining Die casting Out put Time Productivity 2
Non Machine Out put Stop Time Time
Manual drilling, Stamping Out put Time Productivity 2
Non Out put Time
Machine Stop Time
According to the upper picture, if the ratio of handling cycle time and the total cycle time is big, the productivity 2 will be unstable. 15
Production Management - Productivity & Standard time
1 machine 1 worker Stamping, Drilling Stamping
If machine cycle time and handling time are short period, we should take 30 cycle times, and have no need to separate machine and handling time. (min/pcs.) 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
0.1
0.08
0.09
0.12
0.11
0.08
0.09
0.14
0.13
0.1
0.09
0.08
0.18
0.13
0.15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Avg.
0.08
0.12
0.11
0.12
0.09
0.1
0.21
0.1
0.1
0.11
0.12
0.13
0.08
0.09
0.13
0.111
Average cycle times (Standard time) is equal to 0.111. 16
Production Management - Productivity & Standard time
1 machine 1 worker Machining If machine cycle time and a handling time are long period, we should take 10 cycle times, and separate machine time and handling time.
Machine
(min/pcs.)
１
２
３
４
５
６
７
８
９
１０
Avg.
Machine cycle time
1.31
1.30
1.31
1.30
1.31
1.31
1.30
1.31
1.31
1.31
1.308
Handling cycle time
0.17
0.18
0.13
0.15
0.20
0.13
0.14
0.13
0.14
0.14
0.151
Total cycle time
1.48
1.48
1.44
1.45
1.51
1.43
1.44
1.44
1.45
1.45
1.459
Average cycle times (Standard time) is equal to 1.459.
17
Production Management - Productivity & Standard time
3 Machine 1 worker Machining
No.2 No.1
No.3
Handling Time
M/C cycle Time
Standard Time for A
CNC No.1 Part A
0.2
0.4
0.6 min
CNC No.1 Part A
0.2
(0.4)
CNC No.2 Part A
0.2
(0.4)
CNC No.3 Part A
0.2
(0.4)
If multi job assignment 0.6 / 3pcs =0.2 min/pcs 18
Production Management - Productivity & Standard time
3 Machine 1 worker We can make a man-machine chart as below. This chart shows when operator works in which operation . CNC NO.1 CNC NO.2 CNC NO.3
0.2 Handling time
Machine time
0.2
0.4
0.2 0.6 min/cycle
0.2
0.4 0.2
0.4
0.4 0.2
0.4
0.6 19
Production Management - Productivity & Standard time
3 machine 1 worker We have to check 10 cycle times for each machines. (min/pcs.)
NO.1
NO.2
NO.3
１
２
３
４
５
６
７
８
９
１０
Avg.
Machine cycle time
0.39
0.40
0.39
0.39
0.39
0.41
0.40
0.40
0.39
0.39
0.395
Handling cycle time
0.18
0.17
0.18
0.20
0.23
0.19
0.17
0.16
0.15
0.19
0.182
Total cycle time
0.57
0.57
0.57
0.59
0.62
0.60
0.57
0.56
0.54
0.58
0.577
Machine cycle time
0.40
0.42
0.42
0.43
0.42
0.42
0.41
0.41
0.41
0.41
0.415
Handling cycle time
0.17
0.18
0.21
0.18
0.17
0.17
0.18
0.21
0.20
0.19
0.186
Total cycle time
0.57
0.60
0.63
0.61
0.59
0.59
0.59
0.62
0.61
0.60
0.601
Machine cycle time
0.43
0.42
0.42
0.44
0.42
0.42
0.44
0.41
0.44
0.43
0.427
Handling cycle time
0.19
0.20
0.19
0.20
0.21
0.19
0.23
0.19
0.20
0.19
0.199
Total cycle time
0.62
0.62
0.61
0.64
0.63
0.61
0.67
0.60
0.64
0.62
0.626
20
Production Management - Productivity & Standard time
3 Machine 1 worker In case of bottle neck in handling time (longer than machine cycle time) Handling time
CNC NO.1 CNC NO.2 CNC NO.3
0.182
Machine time
0.395
0.186
0.415 0.199
0.182
0.395 0.186
0.427
0.415 0.199
0.427
Total cycle time 0.567
Average cycle times (Standard time) is equal to 0.567/3=0.189 min/pcs. Productivity = Production Result for 3 machine Ă— Standard time Working hour (1 worker) 21
Production Management - Productivity & Standard time
3 Machine 1 worker In case of bottle neck in machine time (longer than handling cycle time) Handling time
CNC NO.1 CNC NO.2 CNC NO.3
0.18
Machine time
0.42
0.18
Waiting time 0.06 0.18
0.41 0.18
0.42 0.18
0.42
0.41 0.18
0.43
Total cycle time 0.6
Average cycle times (Standard time) is equal to 0. 6/ 3=0.2 min/ pcs. Productivity= Production Result for 3 machine Ă— Standard time Working hour (1 worker) 22
Production Management - Productivity & Standard time
One Piece Flow for Stamping OP.1
OP.2
OP.3
OP.4
OP.5
R/M
Average for 30 cycle time
F/G
OP.1
OP.2
OP.3
OP.4
OP.5
0.17
0.20
0.18
0.16
0.13
Each process is linked to each other, therefore cycle time is equal to neck cycle time × number of operation. Line cycle times (Standard time) is equal to 0.2× 5=1.0 min/ pcs. So, it is important to improve the bottle neck cycle time of that operation. Line Productivity = Production Result for line end × Standard time 23 Working hour (5 worker)
Production Management - Productivity & Standard time
Assembly Line In case of all deferent operations in the line. OP.1
OP.2
OP.3
OP.4
OP.5
F/G
Average for 10 cycle time
OP.1
OP.2
OP.3
OP.4
OP.5
Total
0.09
0.12
0.08
0.10
0.11
0.50
Assembly cycle time is equal to a total handling time, 0.5min. Line Productivity = Production Result for line end Ă— Total Standard time Working hour (5 worker) 24
Production Management - Productivity & Standard time
Assembly Line In case of same operation in the line. OP.1
Average for 10 cycle time Standard Time
OP.2
OP.3
OP.3
OP.5
OP.1
OP.2
OP.3
OP.3
OP.4
Total
0.09
0.12
0.22
0.20
0.11
-
0.09
0.12
0.11
0.53
0.21
Assembly cycle time is equal to a total handling time. Line Productivity= Production Result for line end Ă—Total Standard time Working hour (5 worker) 25
Production Management - Productivity & Standard time
Productivity Checking working hour
Parts
A
Working Hour
Working Time
8:00-10:00
120
10:00-10:10
10
Coffee Break
10:10-12:00
110
12:00-1300
60
Lunch Break
13:00-15:00
120
15:00-15:10
10
Coffee Break
15:10:-17:00
110
17:00-17:30
30
Dinner Break
17:30-21-00
210
Total
670
Worker Working Working Production Quality Machine Handling Standard Out put Setup Machine Productivity Productivity No output time time Accident 1 2 time Hour Output Defect CycleTime CycleTime Time min pcs/day pcs/day min/pcs min/pcs min/pcs min min % % min B
C
D
E
F
G
H
I=G+H
J=E*I
Stamping No.1 A OP.1
X
8:00-17:00
460
2,460
40
0.04
0.12
0.16
387.2
A竊達
Y
17:30-17:50
20
B OP.2
Y
17:50-21:00
190
Sub total Machine No.1 Total
B OP.1
8:00-17:00
460 1,130
L
M=J/(D-K-L) 84%
N=J/D
O=D-J-K-L
84%
72.8
20 720
10
0.04
0.15
0.19
670 Z
K
134.9 522.1
240
10
1.2
0.2
1.4
0 64%
55.1
80%
78%
127.9
40
77%
70%
98
40
79%
75%
225.9
20
322 844.1
71%
20
26
Production Management - Productivity & Standard time
Result for productivity Productivity 2 result of each item 100% 80%
19%
16% 21%
23%
19% 26%
21%
64%
70%
20%
60% 40%
78%
70%
84% 68%
78%
75%
20% 0% St am pin g Mac h in e NO. 1 NO. 1
Par t A
Productivity 2
Par t B
W o r ke r X W o r ke r Y W o r ke r Z
No output tme
T o t al
Stop time
We can get productivity 2 each machine , each parts ,each worker, each day and Total productivity. 27
Production Management - Productivity & Standard time
16 Losses Structure in TPM activity 5 Major losses that Can impede human Work efficiency Management Losses Motion Losses Line organization L. Losses resulting from failure to automate Measuring & adjustment losses
<Human> Worker-hour
<Equipment> Hours worked
7 Major losses that Can impede equipment efficiency
Operating worker-hoursOperating machine-hours
Down time losses Failure losses Set up & adjust losses Cutting-blade Losses Start-up losses Other stoppage Losses Performance losses Minor stoppage Speed losses Defect losses
Loading working hours Loading worker hours S.D* Actual working hours Utilization hours Effective Worker-hours
Net-utilization hours
Value-added Value-added Worker-hours hours (Output) (Output) Energy losses Yield losses Die ,jig,& tool losses
Defect / Rework losses 28
â&#x20AC;ťSD: Scheduled downtime
Production Management - Productivity & Standard time
Overall equipment efficiency of TPM Operating machine-hours
480
460 S.D Loading worker hours 400 Down time Utilization hours losses
280 Speed Net-utilization losses hours Value-added hours (Output)
Defect losses
OEE = 87%×70%×98% = 60%
Availability = Loading hour-Down time ×100 Loading hour 460min-60min = ×100= 87 % 460min Performance rate = Standard cycle time × Production units ×100 Utilization hours 0.7min/pcs×400pcs ×100= 70 % = 400min Quality production rate = Processed units- Defective units ×100 Processed units 400pcs - 8pcs ×100= 98 % = 400min ※SD: Scheduled downtime
29
Production Management - Productivity & Standard time
Improvement for productivity B: Non C: Machine A: Out put Time Stop Out put (Standard Time Ă&#x2014;Production Units) Time Time When we make an improvement for productivity, we must separate item A, B and C. Step for improvement 1. Comparing either B or C is bigger. 2. If C is bigger than B, it must check details of item C. 3. When there appears an item which occupies main cause, the special activity must be planned for this cause. 30
Production Management - Productivity & Standard time
Improvement for Machine stop time 1. Activity for reducing the Machine break down 1) Collect data of each machine break down history 2) Separate causes either mechanic or electronic problems 3) Analyze a tendency for weak point 4) Make a part-change schedule for machine at every weak point 5) Check machines by using a machine daily check sheet 2. Activity for reducing the Set up time 1) Do 5S activity for clamping tool and tooling car 2) Separate working for internal and external set up 3) Make a set up standard according to working priorities 4) Standardize for parts for mold , die, and clamping tool 3. Check “other” item If there are a lot of stop time, which the cause is unknown, we should separate “other” item into the daily check sheet. 31
Production Management - Productivity & Standard time
Improvement for Non out put time 1. Activity for reducing of Quality defect and rework 1) Collect data for each quality defect and rework history (C ) 2) Repeat “what” 5 times and “why” to search for a true cause (A) 3) Search for true cause by separating occurrence cause and flow out cause 4) Make countermeasure for occurrence cause and flow out cause (P) 5) Do a countermeasure (D) 6) Check effects from countermeasure (C ) 7) Making a follow-up system and a changing standard (A) 2. The searching way of the cause for “no out put” 1) Pace check for cycle time Take each cycle time data in 2 ～3 hour continuously 2) Make graph for every cycle time
32
Production Management - Productivity & Standard time
Improvement for Non out put time 3. Activity for reducing waiting time If there appears a lot of waiting time, the productivity will be unstable. 1) Doing multi-job assignment for machining and assembly working If we can take multi-job assignment, we should change standard time 2) Doing one piece flow system for stamping
4. Checking indirect working If there is much indirect-work job, the productivity will be unstable. 1) Machine repairing, Mold and Die repairing 2) Searching next using tool and tool grinding 3) Transportation for raw material and finish good 4) Adjusting and selecting quality defect and reworking 33
Production Management - Productivity & Standard time
Improvement for cycle time 1. In case of machine cycle time neck (Reducing a machine cycle time) 1) Check cutting conditions 2) Check cutting length for raw material 3) Check air cutting length and â&#x20AC;&#x153;zero cutting timeâ&#x20AC;? 4) Check number of products for 1 cycle (cavity) 5) Check holding-button time for die casting and hydraulic press
2. In case of handling time neck (Reducing a machine cycle time) 1) One hand using and shifting work (Both hand using and no shifting) 2) Checking how to set work into jigs, dies and chucks 3) Changing vernier and micro gage to be a simple gage or checking jig. 4) Checking height and length for working motions 34