Intended learning outcomes: Describe harmonizing the product range through reduction of variants and a modular product concept. Explain single-minute exchange of dies (SMED).
Continuation from previous subsection (6.2.1b).
3. Harmonizing the product range through a modular product concept:
Harmonizing the product range is reducing the number of different components and process variants required to manufacture a range of products, at times involving the reduction of the product range itself.
Harmonizing the product range thus means reduction of variants. The cost advantage is a reduction in overhead (see Section 16.4). Moreover, it simplifies logistics, because it leads to a more balanced flow of goods. A reduction in product variants results, namely, in goods production in sequences of similar operations. With identical goods, this reduction will even result in production with frequent order repetition. Each of these allows successive orders to be processed without major change in equipment, such as machines, for example. Setup times in the system decrease. In addition, because of fewer different processes, setup tasks become easier, because they repeat themselves and can be better automated. Also, frequent order repetition entails a more continuous demand of components, and thus a reduction of “mura,” as well as more simple techniques of materials management (see Figure 5.3.2.1).
Conversely, a modular product concept (here see Section 1.3.3) allows offering larger product families without increasing the number of components and operations. By standardization of interfaces between the (families of) components and the product family, variants of one component family can be combined with variants of another component family on a bigger scale.
4. Reducing idle time of production facilities:
The term single-minute exchange of dies (SMED) refers to methods aimed at reducing idle time of production facilities, according to Figure 6.2.1.3.
Fig. 6.2.1.3 Concepts of reducing setup time. (Source: [Wild89]).
These methods were developed primarily in Japanese industry (see [Shin85] or [Shin89]). In principle, there are two kinds of setup operations:
- Internal setup (time) or inside exchange of dies (IED) takes place when the workstation is stopped or shut down.
- External setup (time) or outside exchange of dies (OED) takes place while the workstation is still working on another order.
SMED is composed of the entire setup process, including insertion and removal of special setup devices, or dies. SMED reduces idle time of the system by means of shifting portions of IED to OED. This method is comparable to a pit stop during a formula-one race. SMED encompasses measures for reducing all 3Ms. (Example: Pit stop at Sauber (Text in German followed by the corresponding text in English))
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.
