Intended learning outcomes: Produce an overview on production or manufacturing segmentation.
Production segmentation, or manufacturing segmentation is the formation of organizational units according to product families instead of job shop production.
Elimination of organizational boundaries interrupting flow allows autonomous responsibility for products to arise (similar to line production). Figure 6.2.2.1 shows:
- In the upper section, an example of a process layout: Operations of a similar nature or function are grouped together, based on process specialty (for example, saw, lathe, mill).
- In the lower section, an example of a product layout: For each product (here with the exception of painting and galvanizing) there is a separate production line, or manufacturing group, but no longer any central job shop for each task.
There are cost factors that restrict the splitting of certain areas (such as galvanizing, painting, tempering), but an appropriate total layout and capacity reserves will ensure rapid throughput. Small- and medium-sized companies are often faced with the problem of special treatments for which they must rely on external refining and finishing companies. Because of the recent weight placed on setup time, however, ever more new facilities for such areas are being offered, such as paint shops that set up lacquer colors in a matter of minutes.
Fig. 6.2.2.1 Production or manufacturing segmentation. (Example taken from [Wild89]).
Applying production or manufacturing segmentation consistently leads to focused factories.
A focused factory is a plant established to focus on a limited set of products or product families, technologies, and markets, precisely defined by the company’s competitive strategy and economics (see [ASCM22]).
Quiz Lead time Reduction - not yet available
[kml_flashembed movie="https://opess.ethz.ch/wp-content/uploads/2016/09/Q_621.swf" height="75%" width="100%" /]Exercise: Try to find a production segmentation that minimizes transport distances:
Continuation in next subsection (6.2.2b).
Course section 6.2: Subsections and their intended learning outcomes
6.2 The Lean Concept / Just-in-Time Concept
Intended learning outcomes: Explain lead time reduction through setup time reduction and batch size reduction as well as further concepts. Describe line balancing through harmonizing the content of work. Disclose Just-in-Time Logistics. Present generally valid advantages of the lean / Just-in-Time concept for materials management and for capacity management.
6.2.1 Setup-Friendly Production Facilities — Lead Time Reduction through Setup Time Reduction and Batch Size Reduction
Intended learning outcomes: Identify the simplest formula for operation time. Produce an overview on setup-friendly production facilities.
6.2.1b Cyclic Planning and “Heijunka” — Lead Time Reduction through Setup Time Reduction and Batch Size Reduction
Intended learning outcomes: Present in detail cyclic production planning and leveling of the production (“heijunka”).
6.2.1c Reduction of Variants, Modular Product Concept, Single-Minute Exchange of Dies (SMED) — Lead Time Reduction through Setup Time Reduction and Batch Size Reduction
Intended learning outcomes: Describe harmonizing the product range through reduction of variants and a modular product concept. Explain single-minute exchange of dies (SMED).
6.2.2 Production Segmentation, or Manufacturing Segmentation — Lead Time Reduction Through Adaptation of the Production Infrastructure
Intended learning outcomes: Produce an overview on production or manufacturing segmentation.
6.2.2b Cellular Manufacturing and One-Piece Flow — Lead Time Reduction Through Adaptation of the Production Infrastructure
Intended learning outcomes: Explain cellular manufacturing, one-piece flow, and the formula for lead-time calculation with cellular manufacturing.
6.2.3 Standardizing the Production Infrastructure, Flexible Capacities, Structuring Assembly Processes, Complete Processing, Point-of-Use Inventory, Point-of-Use Delivery — Further Concepts of Lead Time Reduction
Intended learning outcomes: Disclose the effect of standardizing the production infrastructure and of flexible capacity. Describe structuring assembly processes and complete processing. Identify point-of-use inventory and point-of-use delivery.
6.2.4 Line Balancing — Harmonizing the Content of Work
Intended learning outcomes: Identify how tasks of the same duration at each production structure level result in a rhythmic flow of goods. Explain why the various operations at a workstation (for all the products) as well as the various operations for a single product should be of the same approximate duration.
6.2.4b Line Balancing — Changing Lead Time of Operations
Intended learning outcomes: Produce an overview on measures for changing lead time of operations.
6.2.5 Just-in-Time Logistics: Quality Circles, TQM, Genchi Genbutsu, Kaizen, Poka-Yokero, Andon, 5S, and Others
Intended learning outcomes: Produce an overview on measures for motivation, qualification, and empowerment of employees as well as employee involvement (EI and quality circles. Describe concepts such as genchi genbutsu, kaizen, poka-yokero, Andon, 5S.
6.2.6 Generally Valid Advantages of the Lean / Just-in-Time Concept for Materials Management
Intended learning outcomes: Describe the effect of forecast errors through the combining of requirements in batches across many production structure levels. Explain the effect of longer and shorter lead time on the (customer) order penetration point.
6.2.7 Generally Valid Advantages of the Lean / Just-in-Time Concept for Capacity Management
Intended learning outcomes: Explain how the lean /JIT concept reduces queue time. Describe how the lean /JIT concept allows for simpler control techniques.
