Week15 Intro Methods Engineering - 1

Methods Engineering & Layout Planning
Chapters:
8. Introduction to Methods Engineering and
Part II Operations Analysis
9. Charting Techniques
10. Motion Study and Work Design
11. Facility Layout Planning and Design
Work Systems and the Methods, Measurement, and Management of Work

by Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Introduction to Methods Engineering
and Operations Analysis
Sections:
Chapter 8
1. Evolution and Scope of Methods
Engineering
2. How to Apply Methods Engineering
3. Basic Data Collection and Analysis
Techniques
4. Automation and Methods Engineering

Methods Engineering
 Analysis and design of work methods and
systems, including the tooling, equipment,
technologies, workplace layout, plant layout,
and work environment
 Other names for methods engineering:
 Work study
 Work simplification
 Methods study
 Process re-engineering
 Business process re-engineering
Objectives in Methods Engineering
 Increase productivity and efficiency
 Reduce cycle time
 Reduce product cost
 Reduce labor content

Other Objectives
 Improve customer satisfaction
 Improve product and/or service quality
 Reduce lead times and improve work flow
 Increase flexibility of work system
 Improve worker safety
 Apply more ergonomic work methods
 Enhance the environment (both inside and
outside the facility)

Operations Analysis
 Study of an operation or group of related
operations for the purpose of analyzing their
efficiency and effectiveness so that
improvements can be developed
 Objectives in operations analysis
 Increase productivity
 Reduce time and cost per item
 Improve safety and quality
 Same basic objectives as methods engineering

Methods Engineering
Can be divided into two areas:
1. Methods analysis
2. Methods design

Methods Analysis
 Concerned with the study of an existing
method or process
 Objectives:
1. Eliminate unnecessary and non-value-
adding work elements
2. Combine elements and operations
3. Rearrange elements into more logical
sequence
4. Simplify remaining elements and
operations
Methods Design
Concerned with either of the following situations:
1. Design of a new method or process
 Required for new product or service and
there is no existing precedent
 Method must be designed from scratch,
using best existing practice for similar
operations
2. Redesign of an existing method or process
based on a preceding methods analysis

Systematic Approach
1. Define the problem and objectives
2. Analyze the problem
3. Formulate alternatives
4. Evaluate alternatives and select the best
solution
5. Implement the best method
6. Audit the study
 A systematic approach is more likely to yield
operational improvements than an
undisciplined approach
Techniques of Methods Engineering
 Data gathering and statistical tools
 Charting and diagramming techniques
 Motion study and work design
 Facility layout planning
 Work measurement techniques
 New approaches

Charting & Diagramming Techniques
 Network diagrams
 Traditional industrial engineering charting
techniques
 Operation charts
 Process charts
 Flow diagrams
 Block diagrams
 Process maps

Motion Study and Work Design
 Concerned with basic motions of a human
worker while performing a given task
 Examples of basic motion elements:
 Reach
 Grasp
 Move
 Release
 Guidelines for work design include “principles
of motion economy”

Facility Layout Planning
 Facility layout refers to:
 Size and shape of a facility
 Arrangement of the different departments
and equipment within the facility
 Problem area includes:
 Design of a new facility
 Installing new equipment, retiring old
equipment
 Expanding (or contracting) an existing
facility
Work Measurement Techniques
 Four basic work measurement techniques:
1. Direct time study
2. Predetermined motion time systems
(PMTS)
3. Standard data systems
4. Work sampling
 PMTS and work sampling can be used in
methods engineering to make improvements
in the work methods

New Approaches
 Lean production
 Based on the Toyota production system
 Embraced by U.S. companies due to its
success at Toyota
 Six Sigma and other quality-focused programs
 Widely adopted in industry for improving
quality of work processes

Selecting Among Alternative Proposals
 Need for a systematic procedure to decide
among alternative proposals
 To begin, list the technical features and
functional specifications for the application
 Must features
 Desirable features
 Criteria matrix to evaluate alternatives
 Drop candidates that do not satisfy “must
features”
 Develop scores for desirable features
Evaluation of Robots for Welding
Industrial Robot Candidates
Model A Model B Model C Model D
Must features:
Continuous path control OK OK OK OK
Six-axis robot arm OK OK Not OK OK
Walkthrough programming OK OK OK OK
Desirable features:
Ease of programming (0-9) 6 4 6
Capability to edit program (0- 4 2 5
5)
Multi-pass features (0-4) 2 2 2
Work volume (0-9) 5 8 6
Repeatability (0-5) 5 2 4
Lowest price (0-5) 4 5 3
Delivery (0-3) 1 1 3
Evaluation of vendor (0-9) 6 5 8
Totals: 33 29 37
Basic Data Collection & Analysis Tools
1. Histograms
2. Pareto charts
3. Pie charts
4. Check sheets
5. Defect concentration diagrams
6. Scatter diagrams
7. Cause and effect diagrams

Histogram
A statistical graph consisting of bars representing
different members of a population, in which the
length of each bar indicates the frequency or
relative frequency of each member
 A useful tool because the analyst can quickly
visualize the features of the data, such as:
 Shape of the distribution
 Any central tendency in the distribution
 Approximations of the mean and mode
 Amount of scatter in the data
Histogram for Data Display

Pareto Chart
Special form of histogram in which attribute data
are arranged according to some criterion such
as cost or value
 Based on Pareto’s Law: “the vital few and the
trivial many”
 Often identified as the 80%-20% rule
 80% of a nation’s wealth is owned by 20%
of the population
 80% of sales are accounted for by 20% of
the SKUs

Pareto Distribution

Pie Charts
Example: Annual sales revenues and customer
distributions for two years

Check Sheet
Data collection tool generally used in the
preliminary stages of a study of a quality problem
 Data often entered by worker as check marks in
a given category
 Examples:
 Process distribution check sheet - data on
process variability
 Defective item check sheet – types and
frequencies of defects on the product
 Defect location check sheet - where defects
occur on the product
Defect Concentration Diagram
A drawing of the product (all relevant views), onto
which the locations and frequencies of various
defect types are added
 Useful for analyzing the causes of product or
part defects
 By analyzing the defect types and
corresponding locations, the underlying causes
of the defects can possibly be identified

Defect Concentration Diagram
Four views of refrigerator showing locations of
surface defects

Scatter Diagrams
An x-y plot of data collected on two variables,
where a correlation between the variables is
suspected
 The data are plotted as pairs; for each xi value,
there is a corresponding yi value
 The shape of the collection of data points often
reveals a pattern or relationship between the
two variables

Scatter Diagram
Effect of cobalt
content on wear
resistance for a
cemented carbide
cutting tool

Cause and Effect Diagram
A graphical-tabular chart used to list and analyze
the potential causes of a given problem
 Can be used to identify which causes are most
consequential and how to take corrective
action against them
 Also known as a “fishbone diagram”

Cause and Effect Diagram

Methods Engineering and Automation
 USA Principle
 Ten Strategies for Automation
 Automation Migration Strategy.

USA Principle
1. Understand the existing process
2. Simplify the process
3. Automate the process

Understand the Existing Process
 What are the inputs?
 What are the outputs?
 Number and placement of inspections
 Number of moves and delays experienced by
the work unit
 Time spent in storage

Mathematical Models
 What are the important output variables?
 How are these output variables affected by
inputs to the process?
 Develop mathematical model of the process

Simplify the Process
 What is the purpose of this operation or this
transport?
 Can this step be eliminated?
 Is the most appropriate technology being
used?
 How can this step be simplified?
 Can steps be combined?
 Can steps be performed simultaneously?
 Can steps be integrated into a manually
operated production line?
Automate the Process
 If simplification is successful, automation may
not be necessary
 Ten strategies for automation
 Automation migration strategy

Ten Strategies for Automation
1. Specialization of operations
2. Combined operations
3. Simultaneous operations
4. Integration of operations
5. Increased flexibility
6. Improved material handling and storage
7. On-line inspection
8. Process control and optimization
9. Plant operations control
10. Computer integrated manufacturing (CIM)
Automation Migration Strategy
 Phase 1: Manual production using single
station manned cells operating independently
 Phase 2: Automated production using single
station automated cells operating
independently.
 Phase 3: Automated integrated production
using a multi-station automated system with
serial operations and automated transfer of
work units between stations.

Automation Migration Strategy

How to Create the Chart or Diagram
 Analyst is intimately familiar with the process
and develops a graphic to represent it
 Analyst observes and records information
about the process
 One-on-one interviews with those familiar with
the process
 A graphic model of the process is developed
based on the interviews
 Group meetings with personnel familiar with
process
 A graphic model of the process is developed
based on the group meetings
How to Analyze the Chart or Diagram
 Algorithmic analysis (e.g., line balancing, critical
path methods)
 Checklists – general questions applied to the
particular process
 Brainstorming – team activity in which
participants contribute recommendations
 Separating value-added and non-value-added
operations
 Value added steps:
1. Important to customer
2. Physically change the product or service
Categories of Charts and Diagrams
1. Network diagrams
2. Traditional industrial engineering charts and
diagrams
3. Block diagrams and process maps

Network Diagrams
 Consist of:
 Nodes representing operations, work
elements, or other entities
 Arrows connecting the nodes indicating
relationships among the nodes
 Two-way flows (movement of materials):
Maximum number of arrows = n(n -1)
 One-way arrows (precedence):
nn  1
Maximum number of arrows =
2
Network Diagram
Example: critical path method (CPM)
network diagram used in project scheduling

Traditional IE Charts and Diagrams
 Operation charts: Outline Process Charts
 Process charts
 Flow diagrams
 Activity charts
Others:
 Gang Process Charts

Operation Charts
Graphical and symbolic representation of the
operations used to produce a product
 Two types of operations:
1. Processing and assembly operations
 Changing the shape, properties or
surface of a material or workpart
 Joining two or more parts to form an
assembly
2. Inspection operations
 Checking the material, workpart, or
assembly for quality or quantity
Operation Chart for Subassembly

Checklist of Questions
 What alternative starting material could be
used?
 Make or buy decision: should the part be
produced in our factory or purchased?
 Is this processing operation necessary?
 Can this operation be eliminated, combined, or
simplified?
 Could a different joining method be used?
 Is this inspection necessary?
 Could the inspection task be automated?
Symbols
çivi çakmak,delik delme
Bir araba ile eşya

taşımak, malzemeyi
elde taşımak
Hammadde
depolama,dosyalama
Asansör
Ürünün sayı bekleme,masada
veya kalitesini kağıtların
kontrol etmek, onaylanmayı
Bir bilgi için beklemesi
formu
incelemek
Process Charts
Graphical and symbolic representation of the
processing activities performed on something
or by somebody
 Principal types of process charts:
1. Flow process chart – analysis of a material
or workpiece being processed
2. Worker process chart – analysis of a
worker performing a task
3. Form process chart – analysis of the
processing of paperwork forms

Flow Process Chart
Uses five symbols to detail the work performed on
a material or workpart as it is processed through
a sequence of operations and activities:
 Operation – processing of a material
 Inspection – check for quality or quantity
 Move – transport of material to new location
 Delay – material waiting to be processed or
moved
 Storage – material kept in protected location

Flow Process Chart

Form for Flow Process Chart

Flow Diagram
Drawing of the facility layout with the addition of
lines representing movement of materials or
workers within the facility
 Arrows on the lines represent direction of
movement
 Often used in conjunction with a process chart
 Can be used to detect excessive backtracking,
which might be missed in a process chart

Motion Flow Diagram
Flow diagram for worker

setting up a milling
machine
Note the large number of
trips back and forth
between the milling
machine and the tool crib


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Methods Engineering & Layout Planning

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

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Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Flow diagram for worker

Work Systems and the Methods, Measurement, and Management of Work

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