BMCK 4963

BMCK 4963
Automotive Manufacturing Process

Lean Manufacturing
Muhd Ridzuan Mansor & Juffrizal Karjanto

Outline
Lean Manufacturing
• Push vs Pull (JIT), One-piece and Continuous Flow

• Cell Design
• Heijunka
• SMED
• Takt Time
LEAN MANUFACTURING
JIT - Push vs Pull
JIT - Push vs Pull
In Push production or Mass production, a producer produces a large number
of goods (called a batch) and then hopes to find customers for the batch.
JIT - Push vs Pull
In Pull production, a producer produces a smaller number of units based on
customer demand. We also call this ‘Just on Time’ production or ‘Single Piece
Flow’ or “Continuous Piece Flow’.
JIT - Push vs Pull
For example, we want to make an action figure.
The processes involved are cutting, glueing, and

painting.
Each process takes one (1) day to complete.

JIT - Push vs Pull
PUSH (Batch) PULL (JIT/Single Piece)
Day Cut Glue Paint Cut Glue Paint
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
JIT - Push vs Pull
6
https://kanbanize.com/continuous-flow
Are there Pros and Cons of Pull
Production?
Pros
• You can spot (and solve) problems faster.

• You can respond to changing customer demand faster.
• You have financial benefits.
Are there Pros and Cons of Pull
Production?
Cons
• Every once in a while you have huge spikes of demand and these spikes are
impossible to predict. Why? It might be that you can’t respond fast enough to that
sudden spike.
• Your suppliers (which should replenish your small inventory when needed) are
unreliable. Why is that a problem? Because you are dealing with small inventories
of raw materials which should be replenished quickly when needed. You need
reliable suppliers for that.
• You produce a homogenous basic good like eggs for various supermarkets across
the nation. It is perfectly fine to use traditional mass production for something like
basic bottled water or eggs. You can't really apply pull production for those
products.
CELL DESIGN
The approach seeks to minimize the time it takes for a single product to
flow through the entire production process.
By Erinwott - Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=47289672

CELL DESIGN
Benefits:
• Reduce Work in Progress (WIP)

• Shorter distances
• Fewer defects
• Team environment
HEIJUNKA
Production Green Blue Orange

• Each product requires 1 hour.
Monthly
40 20 20
• The factory works 4 hour/day
Demand and 20 hours per week.
TASK:
• If you were the production manager, how would you schedule the
production of these products?
• What will you produce, when would you produce, how would you produce?
Day
1 2 3 18 19 20
Hour
99% of the solution

• What if your clients want something like these? A combination?
Client Green Blue Orange
A 1 1 1
B 2 1 5
C 2 0 6
D 5 1 7
Day
1 2 3 18 19 20
Hour
4
HEIJUNKA
Production Green Blue Orange
• Heijunka - means levelling
Monthly
• Reducing the unevenness in a
40 20 20 production process and minimising
Demand
the chance of overburden
Weekly
10 5 5
Demand
Day
1 2 3 4 18 19 20
Hour
4
HEIJUNKA
Day
1 2 3 4 18 19 20
Hour
• Each week reflects the total demand. Hence you can satisfy the clients earlier.
• For example, after Week 5 (or the 5th day), the demand for Orange is suddenly
spiking, you can reschedule and respond to the change.
• Warning: This can only happen if your production can change from one product to
another very very fast. Usually when you apply Heijunka, you also apply SMED.
HEIJUNKA
Table 1 Table 2 Table 1 Table 2

SMED - Single Minute Exchange of Die
Imagine you are getting ready to go to work/interview. You wake up in the
morning and get ready to shower, and then wear the proper attire before
commuting to the destination.
Wake up Solat Shower (Shampoo, Put on clothes Bring all Take a bus
Soap, Brush Teeth) document
Some of the processes can/cannot be prepared before or after the shower?
• Can: Get all the clothes ironed and ready by night before, pack the documents earlier in the beg
• Cannot: Putting clothes and packing up while showering
SMED is a system for dramatically reducing the
time it takes to complete equipment
changeovers
Two processes need to be identified:
• External set-up: can be performed while the

process is running
• Internal set-up: cannot be performed while the

process is running
< 10 mins
Example: The process of changing a die in a car-emblem industry
Stamping Machine
Example: The process of changing a die in a car-emblem industry
Stamping Machine
Example: Transformers
Hasbro took the idea from 1980’s Japanese company called Takara and
brought it to America with storyline that involved plots of bad and good guys
with characters.
Example: Transformers
For example, during a new Transformers
movie is out the demand for Transformers
toys spikes and is usually sold out.
Often, but not always....one of the biggest

reasons for this problem is the fact that there
is a so-called bottleneck in production.
Now, we will use the Transformers as a

context to explain bottlenecks, takt time
and cycle time.
TAKT Time
Takt time is the maximum time available per unit if you wish to satisfy
the total demand of the customer.
The formula to calculate:
Takt time = Net Time Available to Work

Expected Customer Demand
Expected demand: 1200 transformers

Net time available: 1 week = 40 hours = 2400 minutes
Takt time = 2400 minutes = 2 minutes

1200
Cycle & Lead Time
Cycle time is the time required to produce one unit of production or
service
10 mins 10 mins
Lead time is the time that elapses from the moment a customer places an
order until he/she receives the product/service
Example: Transformers Production
Process A (2 mins) Process B (6 mins) Process A (2 mins)
Enters A Exits A Enters B Exits B Enters C Exits C

0 2 2 8 8 10
} 6 mins
2 4 8 14 14 16
} 6 mins
4 6 14 20 20 22
Cycle Time = 6 mins , Takt Time = 2 mins

The slowest process (Bottleneck) determines the Cycle Time

0 2 2 8 8 10
} 6 mins
2 4 8 14 14 16
} 6 mins
4 6 14 20 20 22
Solution: Increase Manpower

X X
0 2 2 8 8 10
} 6 mins
2 4 8 14 14 16
} 6 mins
4 6 14 20 20 22
Solution: Increase Equipment

How to meet TAKT Time?
Bring all the processes to the level of TAKT time, preferably well below.
Can be achieved by:
• Extra manpower
• Extra equipment/machinery
• Rearranging staffs (Staf at Process A to help Staf at Process B)
TAKT is a beat or pulse in music.

BMCK 4963 - CHAPTER 2 Pillar 1

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Automotive Manufacturing Process

Muhd Ridzuan Mansor & Juffrizal Karjanto

• Push vs Pull (JIT), One-piece and Continuous Flow

The processes involved are cutting, glueing, and

Each process takes one (1) day to complete.

• You can spot (and solve) problems faster.

By Erinwott - Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=47289672

• Reduce Work in Progress (WIP)

Production Green Blue Orange

99% of the solution

Client Green Blue Orange

Table 1 Table 2 Table 1 Table 2

Some of the processes can/cannot be prepared before or after the shower?

Two processes need to be identified:

• External set-up: can be performed while the

• Internal set-up: cannot be performed while the

Often, but not always....one of the biggest

Now, we will use the Transformers as a

The formula to calculate:

Takt time = Net Time Available to Work

Expected demand: 1200 transformers

Takt time = 2400 minutes = 2 minutes

Enters A Exits A Enters B Exits B Enters C Exits C

Cycle Time = 6 mins , Takt Time = 2 mins

Enters A Exits A Enters B Exits B Enters C Exits C

Solution: Increase Manpower

Solution: Increase Equipment

Can be achieved by:

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