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Showing posts with label Lean. Show all posts
Showing posts with label Lean. Show all posts

Thursday, February 23, 2012

Value Stream Analysis Improves Processes, Saves Money

Engineerblogger
Feb 23, 2012


An example Pareto chart from a value stream analysis shows the potential benefit of implementing VSA findings. (AFRL Graphic)


Engineers from the Air Force Research Laboratory have stimulated industrial base investments in infrastructure and technology by leveraging the value stream analysis (VSA) process to identify significant process improvement opportunities.

As a result, General Electric Aviation, Pratt & Whitney and Rolls Royce, together with some of their suppliers, invested in process improvements to produce an expected $34 million cost avoidance for current and future products. Because many of the manufacturing technologies are applicable to advanced turbine engine performance improvements, the potential for an additional $126 million cost avoidance for current projects exists.

For the last five years, AFRL's Manufacturing Technology Division (AFRL/RXM), in cooperation with General Dynamics Information Technology and TechSolve, Inc., has been conducting VSAs within the advanced turbine engine industrial base. Each VSA generated a list of potential process improvements, projected costs, and assessed the risks associated with achieving the anticipated benefits.

AFRL/RXM used the data from these VSAs to develop successful ManTech programs, including a program for the advanced machining of CMCs. This program yielded increases in material removal rates and a reduction in cutting tool costs by two orders of magnitude. Additionally, the 3D airfoil inspection process reduced the dimensional inspection of complex shapes from 60 minutes down to 3 minutes.

Industry has used this data to pursue lower risk process improvements. These process improvements have been implemented and are anticipated to yield benefits of $27 million. Process improvements that have been partially implemented through industry investment are anticipated to yield an additional $7 million. When implemented, processes that are still maturing could provide an additional $126 million in benefits. For industry, the return on investment is about 15 to 1 and it is even greater for the Air Force, at 28 to 1.

Source: Air Force Office of Scientific Research

Wednesday, February 15, 2012

The Future of Robotics in Manufacturing: Moving to the Other Side of the Factory

Industry Week
Feb 15, 2012


A robotic arm prepares to place a door on a BMW at the automaker's Spartanburg, S.C., plant. Using electronic-measuring technology, the robot takes multiple photos of the relationship between the vehicle and the door and adjusts its position to eliminate any potential gaps in the fit caused by variations in the sheet metal.

To boldly go where they've never gone before, robots will need to become smarter, cheaper and easier to use. The industry could turn to an unlikely source to get there.

The birth of a BMW sports-activity vehicle begins with a few pieces of metal and the whirs, thrusts and twists of a robot.

Although BMW employs more than 7,000 people at its sprawling factory complex in Spartanburg, S.C., humans are a rare sight on the X5/X6 line in the body shop. There, a battalion of more than 380 robots -- there are nearly 1,000 of them plantwide -- fashions X5 vehicle bodies from 443 separate pieces of metal, performing 237 stud welds and more than 6,000 spot welds on each one, among a flurry of other tasks. The body shop also boasts BMW's first fully automated hang-on fit line, where robots attach the doors, hoods, hatches and fenders to the vehicles. The "Best Fit" system, which debuted on Spartanburg's X3 line in 2010, automates a process so critical to BMW's quality standards that it once was trusted only to human hands. "It was the one part of our shop that was almost 100% manual operations," says Herman Adams, the plant's body shop maintenance planner. "The rest of our shop was about 95% automation, so it was a really stark contrast."

While robots now do nearly 100% of the work in the body shop at BMW Spartanburg, it's a completely different story on the assembly lines. Walk the floor of Spartanburg's two mammoth assembly halls, observes Erik Nieves, technology director for Yaskawa America Inc.'s Motoman Robotics Division, and you see "an army of biology." Although automation undoubtedly plays a role in vehicle assembly at BMW Spartanburg -- a robotic arm, for example, plunks the sunroof into a hole on top of the BMW X3 -- the final-assembly process is largely the domain of people. And it's no different at any other major automotive plant. Consequently, Nieves believes that the future of robotics is about finding a way to move robots "to the other side of the wall" -- to the assembly line.
To read more click here...

Monday, January 30, 2012

New Capabilities of today’s Automotive Glass Equipment

Engineerblogger
Jan 30, 2012



Today’s know-how, together with new developments in control technology and machine production technologies allow to utilise automotive glass grinding and cutting machines in new ways.

This equipment with its more flexible use, can reach higher quality and/or much shorter cycle times as well as it is open for new applications.

New equipment with direct drive technology is able to preprocess glass in a higher quality and at the same time faster than in the past. Thanks to the drives the gearboxes can be eliminated, higher torque can be achieved and higher resolution encoders can be used. Eliminating the gearboxes menas eliminating the mechanical play totally. The accuracy is given by the measurement system and the performance of the drive regulator. The measurement systems can resolve down to micrometers or micronarcs for polar systems.

Using the new technology the customers do not have to decide between productivity and quality to a given price. The new controls allow to adapt the production quality to the desired level. For example a customer can start its venture in the less demanding replacement segment, where high output is critical. If he is looking for new opportunities later it is possible to reprogram the machine to the highest quality levels. The customer is able to compete on the highest quality levels which allow asking for a higher price for the manufactured product. Todays new electronic developments allow an easy and riskless adaption of parameters. The technology, accuracy and flexibility can be applied in other glass production fields like solar or architectural production as well.


Technical basis of champ’speed
Working with two cutting bridges allows to separate relief cuts and form cuts. Furthermore the customer can separate cutting and breaking if needed. Using the correct combination distributing the processes allows moving the bottleneck process in cutting and grinding from the cutting/breaking into the grinding operation. The best combination depends on the design of the end product. In most of the cases the best solution is to do the relieve cuts on the first station and the cutting and breaking on the second station. Having two independent cutting heads with one breaking ball head gives room for the very best possible combination to increase the quality and accuracy to the maximum with the lowest possible cycle time.


Figure 1: Example windscreen

Producing a form with an accuracy of 100 percent is possible but physical parameters limit the cycle time. If needed, the machine can follow the contour exactly. This will result in a very accurate glass, but takes its time. In theory, the relation between grinding speed and forward movement should be constant. To reach a constant grinding surface the speed has to be reduced at each point where the grinding spindle makes a turn or goes around an edge. This means: the smaller the radius, the lower the speed. As the grinding wheel has a diameter, the speed of its centre point has to increase, because it has to travel a much longer way than the grinding point of the glass. In an inner arc, the travelling speed has to be reduced, because otherwise the wheel would take too much glass and will get choked.

Today there are two ways, to achieve high speed and accuracy. Firstly it is possible to make the design of the form in a way that the end result will still be in specs. This means that the design is not in the middle of the tolerance field designed, but will touch the limits with working in lower tolerance bands. The achieved result is still the same (faster production cycle, in given tolerance), but the result does not depend on factors like speed or grinding wheel diameters anymore. Secondly one can do the same like in the past i.e. opening the contour error and allow bigger deviation. But with these methods the resulting form will then depend again on process parameters like speed. This method is not recommended but is very easy to do and does not require additional know-how or skill, but the production cycle improvement can still be considerable.


Figure 2: Cutting path with new equipment can increase corner speeds, improve quality and is reproducible

Additional to the improvement in cycle time due to the higher moment of the motor, a well designed grinding path can add considerable cycle time advantages. Together with using two bridge cutting and direct drive grinders, the cycle time can come from 27 seconds for a windshield down to 16 seconds, for the same design.

Higher torque and higher accuracy allow on polar machine to increase the diameter range. Not only windshields for trucks and busses but also solar glasses or other high end glass with diagonals up to 3.6m are possible to grind with accuracies below 0.1mm around the whole circumference. This accuracy can be achieved with low cost process due to low cycle times, automotive approved equipment and low cost consumables.
 
Figure 3: Trajectory speed of the grinding wheel center

Commercial applications
The investment is not much different than in the past, but the cycle times improve a lot on the same production space. This alone can justify a replacement of machines. Higher torque motors allow running the grinders faster and more accurate. Adding the possibility to use the tolerance band in improving cycle time gives more flexibility. The decision to invest in accurate or fast equipment has not to be taken anymore. The equipment can be bought and during the time of use switched by parameters to either use the machine in a mode with very low tolerances or in a mode with very high precision.

A company can start of in producing replacement glass with very high output and low cost for example and switch for other projects to OEM manufacturing parameters with high machine and process capabilities and insuring six sigma tolerances or more. The characteristic of the equipment can cater for different markets and customers by simply pushing a button or by an intelligent design. Using this way also small companies can invest and be sure, that the equipment keeps its value for all future ventures and supports future expansions. For solar glass new dimensions of accuracy can be achieved by low costs. The flexibility is there to adjust in the future to all needs of forms or accuracy. Proven process capabilities are given out of the automotive industry.

With this equipment producing changing models is possible without making test glasses. It is possible to change from one model to the next, without wasting one glass and without tweaking parameters. Change over time is dramatically reduced and lower skilled personal can handle the machines.

Figure 4: Example of a new automotive glass preprocessing equipment – champ’speed-line of Bystronic glass

Conclusion – Limitations and things to consider
Due to the fact, that the machine does what the program defines, it means that a form has to be defined 100% correctly. The machine follows the drawing exactly. The CAD-drawing must include all detail and the transition from one drawing element to the next. Transitions of elements have to be correct and tangents have to be handled with care and accuracy. This higher demand in designing capabilities might allow to reduce the capabilities of the machine operator.

About Bystronic Glass
Bystronic glass is the most competent and reliable partner for services, machinery, plants and systems in the glass processing sector. Bystronic glass supplies its well-proven machine technologies also in important areas of the photovoltaic industry. This includes preprocessing, front-end and back-end solutions. Bystronic glass is an international brand with globally operating companies that support their customers on site and through own sales and service companies. Since 1994, Bystronic glass is part of the Conzzeta AG, a renowned Swiss industrial holding company.

Source: Glass on Web


Additional Information:

Wednesday, November 16, 2011

The Secret To A Quality Process

Engineerblogger
Nov 16, 2011


Since mankind first began to craft tools or goods, we have faced the ever-present conundrum of balancing speed of execution with quality. The key to ensuring that your process maintains quality while increasing speed is instilling the correct behaviors; namely ensuring that quality is a virtue of every individual step.

I know that it sounds obvious to say that we should install quality at every step of the process, but it seems to be left out of most lean and quality lesson plans and ignored or forgotten in the work place. Perhaps we fail to focus on it because we assume that everyone does so naturally.

However, I found myself, an instructor of quality methods and an avid process improvement professional, falling into the trap of passing the quality concern on to the next step. I was performing a tedious process that might have been done in one single step, but because of the tools at my disposal, it was easier to do in several steps. As I was performing the first step of the process, I watched the clock to determine if I stood any chance of completing the process in the time allowed, and I found myself running the risk of passing a mistake to the next step.

I assumed if I made a mistake that it would be easy to catch and correct in the next step. It was tempting to speed up the process and worry less about making sure that everything was absolutely correct, but I knew better and slowed down to do it right.

We feel pressure to process quickly. If we know that the next downstream step will correct a mistake we make, we become complacent about making that mistake. Aside from my experience, training, and pride, I also had a behavioral advantage in making my choice to slow down. I knew that I would be the one to fix a mistake and decided to save myself the hassle.

When we aren’t going to be called on to fix the mistake, or if the mistake will be sent back to us to correct at the end of the shift, cycle, or at a time when we are otherwise less pressured to process quickly, we don’t care so much about preventing it. We accept it, just like we are prone to procrastinate.

There is also a flaw in the assumption that the next step will catch and correct the mistake. The person performing the next step might be operating under the assumption that the step before is being performed with excellent focus on quality, and might not be looking for mistakes. The person downstream might be under the same pressure to process quickly, and since the mistake isn’t his or hers, they might pass it on again because it’s not perceived to be his or her problem.

The latter attitude is a form of shared culpability. In the workplace, shared culpability backfires on us because it allows personnel to rationalize that the defect isn’t their own, even though they perceived it.

Virtually every multi-step process is vulnerable to the pass-the-responsibility phenomenon. We can squelch the phenomenon in two ways. The first is to address the process. The second is to address behavior. The latter is the part most of us fail to address adequately.

First, address the process. We want to reduce the number of steps and eliminate hand-offs. If we are follow lean methods or just common sense process improvement, then we are already trying to eliminate steps and hand-offs to save time. We also want reduce the amount of people in the process. Let’s take an assembly process for example.

We have several people assemble components into a complete product, each one performing a single step and passing it on to the next. This is common. The quality argument is that because each person does just one thing, that individual becomes very good at doing it and the defect rate goes down.

It sounds logical, but human behavior is rarely logical. In my experience, the argument given fails. Boredom and shared culpability take hold of people’s minds and attention to quality vaporizes.

Instead, try to get a single individual to perform the entire assembly process. This is possible as long as specialized skills are not required.

We tend not to make mistakes when we know that we are the ones who will need to correct them. When we are solely responsible for the quality of the product we assemble, we tend to take more pride in our work. Friendly competition between processors for combined speed and quality, or competition for rewards or benefits, tends to keep us focused on performing our best.

Even with single-person processing, we can become complacent. If we allow a defect, and think that no one will notice, we become de-prioritized about quality.

Therefore, single-person processing and shared culpability mind-set cannot always be avoided. The rest of the quality performance improvement must come from behavioral adjustment. It is imperative to ensure that every step is given focus on quality, and that mistakes are prevented, not passed for correction.

We must hold the entire process team responsible.

Begin by making sure that everyone understands that they are not to pass a defect to the next step. If a person receives a defect, he or she is not to process it; he or she is to kick it out. If a defect escapes the process and is discovered, the whole process team must be held accountable and appropriate re-education or corrective action should be exercised.

Source: Manufacturing.Net

Thursday, November 10, 2011

What happens when nanotechnology and thermoelectric materials collides?

Engineerblogger
Nov 11, 2011


HOT AND COLD WATER: Ole Martin Løvvik demonstrates thermoelectricity with one glass of cold and one glass of hot water. The new technology utilises the temperature difference and generates enough energy to operate a rapidly rotating fan. Foto: Yngve Vogt


More than half of today's energy consumption is squandered in useless waste heat, such as the heat from refrigerators and all sorts of gadgets and the heat from factories and power plants. The energy losses are even greater in cars. Automobile motors only manage to utilise 30 per cent of the energy they generate. The rest of it is lost. Part of the heat loss ends up as warm brakes and a hot exhaust pipe.

Scientists at the Centre for Materials Science and Nanotechnology at the University of Oslo in Norway (UiO) are now collaborating with SINTEF (the Foundation for Scientific and Industrial Research at the Norwegian Institute of Technology) to develop a new environmentally friendly technology called thermoelectricity, which can convert waste heat to electricity. To put it briefly, the technology involves making use of temperature differences.

Today: Toxic and expensive.

Thermoelectric materials are put to many uses in space flight. When a space probe travels far enough away from the sun, its solar cells cease to work. Batteries have much too short a lifetime. Nuclear power cannot be used. However, a lump of Plutonium will do the trick.

With a temperature of a thousand degrees, it is hot. Outer space is cold. Thanks to the temperature difference, the space probe gets enough electricity.

Plutonium is a good solution for space probes that will not return to earth, but it is not a practical solution for cars and other earthly objects.

Thermoelectric materials are also currently used in the type of cooler bags that keep things cold without making use of their own cooling elements. These cooler bags are full of the elements Lead and Tellurium. Both of these substances are also toxic.

"We want to replace them with inexpensive and readily available substances. Moreover, there is not enough Tellurium to equip all of the cars in the world," says Ole Martin Løvvik, who is both an associate professor in the Department of Physics at the University of Oslo and a senior scientist at SINTEF.

Tomorrow: Environmentally friendly and inexpensive.

With the current technology, it is possible to recover scarcely ten per cent of the lost energy. Together with the team of scientists led by Professor Johan Taftø, Løvvik is now searching for pollution-free, inexpensive materials that can recover fifteen per cent of all energy losses. That is an improvement of fully fifty per cent.

"I think we will manage to solve this problem with nanotechnology. The technology is simple and flexible and is almost too good to be true. In the long run, the technology can utilise all heat sources, such as solar energy and geothermal energy. The only limits are in our imagination," states Løvvik.

The new technology will initially be put to use in thermoelectric generators in cars. Several major automobile manufacturers are already interested. Løvvik and his colleagues are currently discussing the situation with General Motors.

"Modern cars need a lot of electricity. By covering the exhaust system with thermoelectric plates, the heat from the exhaust system can increase the car's efficiency by almost ten per cent at a single stroke. If we succeed, this will be a revolution in the modern automotive industry.”

The new technology can also replace the hum of today's refrigerator.

"In the future, refrigerators can be soundless and built into cabinets without any movable parts and with the possibility of maintaining different temperatures in each compartment.

In order to extract as much energy as possible, the temperature difference should be as large as possible.

"Initially then, we want to utilise high-temperature waste heat, but there is also an upper limit.”

If it becomes too hot, some materials will break down either by melting or by being transformed into other materials. That would mean that they wouldn't work any more.

Apparently self-contradictory.

In order to create thermoelectric materials, physicists have to resolve an apparent paradox. A metal conducts both electricity and heat. An insulator conducts neither electricity nor heat.

A good thermoelectric material ought to be a semi-conductor with very special properties: Its thermal resistance must be as high as possible at the same time as current must flow through it easily.

"This is not a simple combination, and it may even sound like a self-contradiction. The best solution is to create small structures that reflect the heat waves at the same time as the current is not reflected.”

In order to understand why this is so, you must first understand how heat is dissipated. When a material becomes hot, the atoms vibrate. The hotter it becomes, the greater the vibrations, and when an atom vibrates, it will also affect the vibration of the adjacent atom.

When these vibrations spread through the material, they can be called heat waves. If we create barriers in the material so that some atoms vibrate at different frequencies from their adjacent atoms, the heat will not be so easily dissipated.

"Moreover, the atomic barrier must be created in such a way that it does not prevent the electric current from flowing through it.”

Grinding nano-cavities at minus 196 degrees.

The scientists have found a method of creating these atomic barriers. The barriers are introduced densely in the special semi-conductors.

"We have achieved this by using a completely new "mill". Just as the miller grinds grain, the scientists will grind down semi-conductors to nano-sized grains. They will do that by cooling them down with liquid Nitrogen to minus 196 degrees. That makes the material more brittle, less sticky and easier to crush. It is important to grind down the grains as small as possible. Afterwards the grains are glued back together again, and in this way the barriers are created."

"The small irregularities in the barriers reflect the heat waves," says Løvvik.

The team of scientists uses an electron microscope to examine the micro-structures in the material.

"We have now discovered new nano-cavities in the materials and learned more about how they reflect heat waves.”

The thermal resistance is measured in the Norwegian Micro and Nano Laboratories that are jointly operated by UiO and SINTEF. Løvvik's specialised field is mathematical models. With these models, he can predict how the atoms should be arranged in the materials.

Renaissance for Cobalt.

The scientists are now searching for the next generation of thermoelectric materials. They have just tested the cobalt arsenide mineral, skutterudite, which may be found at Skutterud at Blåfarveværket in Modum, Norway.

"It was just recently discovered that skutterudite may have atoms located in small nano-cavities. These cavities act as barriers to heat dissipation," concludes Løvvik.

Source:  University of Oslo

Tuesday, September 13, 2011

What Engineers Should Know about Direct Digital Manufacturing

Engineerblogger
Sept 12, 2011

 

Given the significant technical barriers to direct digital manufacturing, additive fabrication systems still have a way to go before they become a common means for making production metal and plastic parts. Still, these additive processes are in use right now in a limited number of applications. Here's a list of factors that can help you determine whether you have a job that falls in direct digital's current sweet spot:

Small Parts Are Better. Rapid manufacturing machines currently have relatively small build envelopes, notes Greg Morris, cofounder of Morris Technologies. For example, the EOS direct metal laser sintering machines his company uses have a maximum working envelope of 10 x 10 x 7.5 inches. And while you can join rapid manufactured parts, secondary processes tend to offset some of the advantages of additive fabrication. So the larger number of whole parts you can squeeze on the build platform, the better.

Expect Finish Machining. The prototyping machines best suited for manufacturing tasks don't, at least on paper, have any difficulties getting hold of the dimensional tolerances found on workaday injection molding and casting jobs. The hardware suppliers all claim they typically can hold +/- 0.002 inch/inch, so that smaller parts may tend to have somewhat better dimensional accuracy. In reality, though, you will likely have to plan for finish machining to achieve the critical tolerances found in many molded and cast parts. Morris' experience has been that parts coming off an additive machine still need finish machining, sometimes even on features whose tolerances fall within machines’ theoretical accuracy limits. "I have to make parts in the real world," says Morris. "And in the real world, additive parts require finish machining."

Machining will be even more likely when you consider that the surface finish on additive plastic parts doesn't stack up to what you can get from conventional plastic manufacturing methods. The plastics processes can't achieve anywhere near the best finishes offered by molded parts. There's no Class A finish off an additive machine. "At this point, we consider the layered manufacturing methods only when the part can't be seen," says Ron Hollis, president of Quickparts.
In the case of additive metal parts, the situation is a bit like what you would encounter with a cast part. Morris says his EOS parts typically have a surface finish of 125 RMS after they get a bit of shot peening. With some bench work he can take that down to about 63 RMS. With polishing, "we can get to any required finish," he says. In this regard, additive parts are like any traditional metal part that requires polishing.

How Many Parts Do You Need? With the exception of some high-volume hearing aid and dental implant parts made on SLA machines, most rapid manufacturing jobs start with low production volumes. "Pinning down an ideal range of volumes can be tricky," says Hollis. It's true that rapid manufacturing machines don't have the throughput of high-volume processes like injection molding or die-casting. But Hollis notes that rapid manufacturing machines eliminate the need to create, maintain and transport expensive tooling. Rapid manufacturing machines may trigger other cost savings too – including inventory reductions in the short term and over the product's lifecycle via on-demand spare parts. So at what point do rapid manufacturing advantages offset the productivity disadvantage? That's the tricky part, says Hollis. He and others who have used rapid manufacturing systems, though, tend to give a range that goes from a handful of parts up to about 1,000 parts/year. Larger jobs may be on the horizon, though. Morris is currently in the planning stages for a complex aerospace component that will have volumes in the 20,000-30,000 parts/year range.

Favor Complex Geometries and Parts Consolidation. The best jobs for rapid manufacturing systems are those with complex geometries that cannot be made at all or made cost effectively using traditional manufacturing methods. Morris, for instance, doesn't even turn his DMLS machine on unless the part has the right amount of complexity. "There's really very little advantage to putting a part that can be conventionally milled or turned on a DMLS machine," he says. Once you start talking about intricate machining operations with multiple set-ups, five-axis machining or lots of sink EDM work, then Morris may fire up one of his EOS machines. "DMLS is a good fit when you have something you just can't mill or cast, like very complex internal cavities," he says. With all that ability to produce complex geometry comes design freedom and the potential to do big parts consolidations. In this sense, complex geometry actually becomes a cost justification all its own.

Additive Parts Are Different. Just how different are additive parts? Part of the problem is that no one really knows, since these technologies are only now entering the manufacturing arena. According to Tim Gornet, director of operations at the University of Louisville's rapid prototyping center, there's very little data about long-term performance of additive parts – for example, how the plastic ones experience creep. And less common mechanical and physical properties are harder to come by for additive materials.

One thing that engineers should be aware of is that additive parts exhibit anisotropy. As Gornet explains, they have good, predictable tensile and flexural properties in the x-y axis, but tend to have some loss of those properties in the z axis. That's because the z axis is the one containing the interfaces between the individual layers of the part. Gornet says this z-direction property loss doesn't have to be a big deal, as long as engineers take it into account. "Design engineers will have to learn to specify a build orientation when working with additive fabrication," he says. And they'll have to design around any strength differences. "If the x-y axis is 20 times as strong as you need, the z-axis loss of properties may not be an issue in the first place," says Morris.

He also believes that the strength differences in different orientations are already starting to diminish, at least for metal-based processes that fully melt the build material. When he first started with the EOS machines, Morris noticed that they produced parts with a tensile property differential of roughly 15-20 percent between the x-y and z axes. "Today it's more like 5 percent and getting better all the time," he says.

Source: Design News

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Friday, September 2, 2011

Do You Flinch When You Hear 'Design Review'?



Manufacturing.net
Sept 2, 2011

To get the most out of your design reviews, employ a diversified panel of design expertise, stay focused on the purpose of the review, eliminate the “check-the-box” behavior, and ensure your panel approaches the review with a mindset of enhancing the design.

In my career I have participated in countless design reviews. Many were very constructive, while others were disastrous. In an age where we often focus on value-added activity and trim out concepts of “quality by inspection” the often-painful design review activity gets a great deal of scrutiny and criticism.

I am the first person to recommend the elimination of non-value-added activity and to try and find a way to eliminate inspections for quality. In some organizations, that idea means the engineering design review should go.

However, I’m of a mind that design reviews are a critical component of a robust design process. How can I say one thing and believe the other? It’s simple. Design reviews, done correctly, are absolutely value added and are part of the process of improving designs, not just a process of inspecting designs.

Take a moment and reflect on your organization’s design reviews of late. When the call goes out for design reviews, do people volunteer, or do they hide in the break room, find excuses to visit the manufacturing floor for a while, or begin scheduling vacation? Are they fun, or are they painful?

If you read my posts, you’ve heard me say before; pain is the indicator of waste. If your design reviews are painful, then chances are they are wasteful. Let’s examine some of the common sources of waste in design reviews and discuss how to eliminate them. Then, I’d like to share some of the design review practices that I have witnessed to be most effective and sometimes fun.

First, let’s look at some common sources of waste and pain in design reviews. I submit the following for your consideration:
  • Preparation for the review.

  • “Did you do,” check-the-box phenomenon.

  • Detailed inspections of design models or drawings.

  • Chaotic or long, unstructured meetings.

  • Non-constructive interrogations.

  • Escapes or design defects that happen anyway.

To read more click here...

Tuesday, August 23, 2011

Quick Response Manufacturing For Custom Machine Builders

Manufacturing.net
August 22, 2011

Lean Manufacturing methodology has been around for many years and has been successfully used by many manufacturers to eliminate waste and lower costs. But, in the 21st century there has been a trend in manufacturing towards high-variety, low volume products with options configured for individual customers and even custom engineered per client or plant.

A good example is packaging machinery that is built to plant specifications, and have a good deal of “one-off” engineering for each order.

This is an industry where I spent most of my career and I think that a methodology that is focused on reducing lead times may be a better answer then Lean. There are two compelling reasons:

1. First, lead times and customer delivery dates are a big problem for custom machine builders. These machines -- depending on the amount of custom engineering -- can take anywhere from two to 12 months to complete. Customers who buy these systems often have contractual obligations with other contractors on the project that dictate when machinery will have to arrive at the plant. Other times the delivery is based on payback formulas approved by the board, which are written in stone. OEMS cannot guarantee all of these dates and consequently lose orders and market share.

2. Second, custom engineered machines have a lot more labor hours than standard machines. A good example is a company I will call Arrow Machine. They build custom material handling systems for a wide variety of markets and applications. Their engineering costs are 10 percent of total cost but fabrication is 20 percent and assembly is 30 percent of cost. They found that saving 5 percent on assembly labor hours would increase their gross margin by 1.5 percent, and the savings of 5 percent of the hours would also translate into more production and shorter lead times to take more orders and increase market share.

For these kinds of manufacturers there is another methodology that focuses on reducing lead-times that may be a better answer. It is called Quick Response Manufacturing (QRM). It was invented by Rajan Suri who is the founder of the Quick Response Manufacturing Center at the University of Wisconsin. Rajan says that more then 200 manufacturers have used his QRM methods in the last 15 years. This does not mean that QRM is an alternative methodology that replaces Lean. Every manufacturer needs a good continuous improvement program regardless of the type of manufacturing. QRM simply compliments Lean, Six Sigma, and other popular methodologies. I just think that the QRM system is a better approach for custom machine manufacturers who need to reduce lead time and labor hours
To read more click here...

Thursday, June 30, 2011

Mazda sees growth with lean gas engines, not EVs

AP
June 30, 2011

Mazda's president believes gasoline engines will still power 80 to 90 percent of the world's autos even in 20 years time, and remains confident it can grow without electric vehicles.

The comments Thursday from Mazda Motor Corp. President Takashi Yamanouchi contrast with the strategy at Japanese rivalNissan Motor Co., which is banking heavily on its Leaf electric car, one of the first mass-produced EVs on the market.

Yamanouchi said Mazda's efficient gas engine called "Skyactiv" will be a pillar of its growth strategy as the Hiroshima-based manufacturer seeks to boost sales in emerging markets, where electric vehicles and hybrids aren't expected to be as popular as in developed nations.

"Skyactiv will be one of the drivers of our growth," Yamanouchi told reporters at a Tokyo hotel, where Mazda showed a new subcompact.

Mazda currently has no hybrid vehicle in its lineup. It plans to start selling a hybrid by 2013.

Hybrids still require gas engines, and Yamanouchi said they can be counted as part of what will be the 80 or 90 percent of cars that aren't electric.

Nissan has sold about 8,000 of its Leaf electric vehicles around the world, more than half in Japan, since its gradual global rollout started in December.

That's a tiny fraction of the world auto market. But Yokohama-based Nissan is targeting production of 250,000 electric vehicles a year globally by 2015, stressing that concerns about global warming and pollution are growing.

Mazda began selling the Demio, known as Mazda2 overseas, in Japan on Thursday, offering a version packed with Skyactiv technology. It is targeting 6,000 overall Demio sales a month.

The automaker said it was not planning to sell the Skyactiv Demio overseas, but was planning the green technology for bigger models.

The Skyactiv Demio gets as much as 30 kilometers a liter (71 miles per gallon), according to Mazda. Other features, such as "idling stop," in which the engine turns off automatically while at a traffic light and other temporary stops, helps boost mileage.

Mazda is building engine and vehicle assembly plants in Mexico for small cars, such as Mazda2 and Mazda3, for markets in Central America and South America.

It has said it will stop building the midsize Mazda6 sedan at its 50-50 joint venture with Ford Motor Co. in Flat Rock, Michigan, but did not specify exactly when that would be, leaving the fate of the plant unclear. Mazda's output there has been at about 40,000 vehicles a year.

Mazda, which has lost money for the last three fiscal years, is struggling to assert its brand without counting on its longtime partnership with Ford.

No replacement partnership has been announced, and Mazda has repeatedly said Ford remains a key partner.

Dearborn-based Ford bought 25 percent of the Japanese carmaker in 1979, raising it to 33.4 percent in 1996. But Ford began cutting ties in 2008, and last year lowered its ownership to 3.5 percent.

Like other Japanese automakers, Mazda has been hurt by supplier disruptions from the March 11 earthquake and tsunami in northeastern Japan. It is also hurt more than others by the surging yen because it sells vehicles made at overseas plants in Japan.

Yamanouchi reiterated the company's target for annual global sales of 1.7 million vehicles by the fiscal year ending March 2016. Mazda sold 1.1 million vehicles for the fiscal year ended March 2011.

Friday, January 28, 2011

Profitable Applications of Value Stream Mapping

Asq.org


Value stream mapping is a lean tool that employs a flow diagram documenting in high detail every step of a process. Many lean practitioners see value stream mapping as the fundamental tool to identify waste, reduce process cycle times, and implement process improvement. Some organizations treat the value stream map as the hallmark of their lean efforts.
To read more click here