DESIGN ANALYSIS AND MANUFACTURING SYSTEMS

LAB: JUST IN SEQUENCE

Tutor : PhD Eng. Krzysztof Ejsmont

Global Production Engineering and Management

Winter Semester 2022/2023

Submitted By

Annamalai Deepak Ramasamy 330424

Pandian Karthikeyan 330343

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Table of Contents

JUST IN SEQUENCE: ...................................................................................... 3

Procedure of Just In Sequence: ............................................................... 3

THROUGH-PUT AND NO OF OPERATIONS ............................................. 5

ASSEMBLY LINE BALANCE AND PLANT LAYOUT ............................... 7

Assembly line structure ............................................................................. 7

Inter plant logistics. ................................................................................... 10

AGV AND CART REQUIREMENT ............................................................... 11

OPTIMAL NUMBER OF TRUCKS ............................................................... 12

Results table ................................................................................................ 18

Graph of results .......................................................................................... 19

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JUST IN SEQUENCE:
The term Just in Sequence (JIS) describes a delivery method in
procurement logistics. The JIS process is a further development of just-
in-time (JIT) delivery. The delivery of necessary materials for production
is delivered in quantity and type as well as in sequence at the exact time
required for production.

Procedure of Just In Sequence:

In order to realize a smooth procurement according to Just in Sequence,
to determine the demand and to minimize the effort in the supply chain,
an electronic data interchange (EDI systems) and the communication
between buyer and supplier is indispensable. A typical application area
is the automotive industry. Automobile manufacturers operate this
delivery method to perfection.

The delivery of the parts is both timely and in the correct sequence and
position to the assembly line. There, the final assembly of the
components to the existing construction takes place immediately.

Just-in-sequence production is oriented to the production cycle. This

form of procurement logistics is only made possible by excellent
transportation planning. The task of transport planning is to keep
inventory and transport costs as low as possible. Elementary features
here are the determination of the optimum quantity and calculation of the
correct time of delivery so as not to interrupt continuous production.

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4
THROUGH-PUT AND NO OF OPERATIONS
Question:

Calculate following:

1. Average Cycle Time for one module.

2. TH, Assembly Time, Nmin parameters.

Given data.
Table 1 – Data table

Safety
Product line
Components Alternatives Variants LT/WIP Buffer
(module)
(LT/WIP)
Chassis (front 97 min / 89 45 min / 41
57 45 33
& rear) pieces pieces

81 min / 74 122 min /

Front End 28 23 17
pieces 112 pieces

85 min / 78 16 min / 15
Cockpit 44 30 19
pieces pieces

120 min / 24 min / 22

Engine 425 42 26
110 pieces pieces

Bumpers (front 55 min / 50 83 min / 76

19 16 12
& rear) pieces pieces

Transmission 60 min / 55 12 min / 11

31 21 13
(gearbox) pieces pieces

Other information

• Mobis produces 66 modules per hour.

• Average preparation of workstation and materials handling time = 3 min.

• Average delivery time = 28 min. + 10% buffer ≈ 31 min

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 Calculations

Average Cycle time (Tc)= 60min/66 modules per hour

Tc= 60/66 Tc= 0.91 minutes

Table 2:
Averag
Average
e Average no of no of
number of
number number of stations stations
Product Numb Asse operations Operatio
TH of operations with with
line Compo er of mbly N per 1 n
[module/ operati per 1 operations operations
(module nents operat Time min workstation configur
min.] ons per workstation =Rou =Rou
) ions [min.] (After ation
1 (After ndup(O#, nddown(O
Round
workst Round up) 0) #,0)
down)
ation
65
stations
with 2
Chassis
operation
(front & 57 135 0.92 63.00 70 1.93 2.00 1.00 65 5
s
rear)
5 stations
with 1
operation
14
stations
with 2
operation
Front
28 66 0.91 47.00 52 1.27 2.00 1.00 14 38 s
End
38
stations
with 1
operation
47
stations
with 2
operation
s
Cockpit 44 104 0.92 51.00 57 1.82 2.00 1.00 47 10
10
stations
with 1
operation
s
55
stations
with 11
operation
s
Engine 425 1005 0.92 86.00 95 10.58 11.00 10.00 55 40
40
stations
with 10
operation
s
21
stations
with 2
Bumper operation
s (front 19 45 0.91 21.00 24 1.88 2.00 1.00 21 3 s
& rear) 3 stations
with 1
operation
s
15
stations
with 3
Transmi operation
ssion s
31 73 0.92 26.00 29 2.52 3.00 2.00 15 14
(gearbox 14
) stations
with 2
operation
s

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ASSEMBLY LINE BALANCE AND PLANT LAYOUT

Assumptions taken.

Workstations in all lines are of same size = 1.5m X 1,5m.

Distance between workstations = 0.5m.

AGV is used to transport raw materials and finished parts from following lines: Chassis,

Front end, Cockpit and Bumper.

Cart is used to transport raw materials and finished parts from following lines: Engine and

Transmission.

AGV can on rails only in one direction.

Carts can travel both ways along specified gangways.

Cross over between AGV and Paths is possible at only 2 specified locations.

There is a possibility that in future carts are replaced by AGV and vice versa and for that
provision has been provided.

Width of AGV lane is 2m this includes clearances with machines.

Pathway for cart in 4m wide.

Assembly line structure

From the table 2 we can obtain the minimum number of workstations and distribution of
operations within different workstations and based on this data we prepared simple
assembly line structure in excel sheet (Assembly lines)

The number of stations is very large i.e., minimum 21 in case of bumper line so it is not
possible to see it clearly below is a snap of Bumper line.

Figure 1 Bumper line representation

Clearly it is not possible to clearly view the structure in the picture so the attached excel
sheet can be utilized to clearly view the structure of all the lines.

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PLANT LAYOUT

Figure 2 Plant Layout

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WAYS TO IMPROVE THE TRANSPORTATION COSTS
We can divide the logistics costs in two individual parts, and these are as follows:

1) Internal factory logistics

2) Inter plant logistics.

Internal factory logistics

This part primarily includes movement from raw material storage area to lines, Movement of
finished goods to Finished good inventory (FGI) keeping location. And transportation from

FGI Store to outbound logistics area.

For movement of raw material store to line we can make following improvements:

1) We can make part storage area very close to the assembly stations.

2) For lines which are close to the plant periphery e.g., the engine assembly line an
arrangement can be made such that the inbound logistics directly deliver the raw
material to the station itself which will practically eliminate the need for extra logistics.

3) In the layout we have shown above we have assumed that AGV can move in only
one direction for simplifying the layout. However, for optimizing the logistics costs we
can make additional return rails for AGV which can go back from any location rather
than making loop.

4) In current layout we can make the AGVs common so that the same AGV can
transport both Raw material and take the finished goods by use of easily
interchangeable fixtures. This will reduce the length traversed by AGV significantly
because any AGV that delivers material to a workstation can continue further on the
path and take finished goods to FGI this is possible in our layout because the paw
material paths and FGI path for AGV are common. This can result in reduction of
`transportation by factor of up-to 50%.

Internal transportation – AGVs

Figure 3 AVG

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Robot-lookalike AGVs carry heavy parts on aluminum rails. They are designed to automatically
recharge when idle. This mode is far more flexible than the suspended conveyors that were used
before.
Internal transportation – carts

Figure 4 Cart

Instead of customized containers and boxes, Hyundai Mobis uses carts with a tilting shelf system.
When moving, parts are secured by foam that pushes them down on. Hyundai Mobis uses this
solution for smaller components and subassemblies (e.g. the brake pad assemblies).

Inter plant logistics.

Inter plant logistics can be improved through following measures:

1) Constant monitoring of road traffic so that if there is any issue in any route,
alternative routes can be taken not only to improve on time delivery but also this can

help reduce the costs in terms of fuel cost reduction due to traffic congestion etc.

2) We can additionally fit GPS devices in the trucks. With this we can track the live
locations of the transport trucks and rerouting instructions can be passed on to the

transport trucks on the go. These two systems can also be linked to AI software’s to

automate this process of route optimization thereby reducing costs on employing

persons for the purpose of tracking vehicles and passing route instruction to drivers.

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AGV AND CART REQUIREMENT
Given data.

Speed of AGV = 60 m/ second.

Cart speed = 80 m/second

Data from previous tasks

Distance between final station to FGI/ transport area is taken directly from the layout
diagram which is of course to scale.

Throughput time is taken from previous calculations.

Assumptions

For simplifying the calculation, we assume that both AGV and carts can move in both
directions (which is not same as in the plant layout routing)
Loading and unloading times for each module are as per table.
Table 3 AGV and cart requirement

Number
Speed
Distance Cycle Time Loading of
To Loading Transport TH Transport
(m) (min) (min) vehicles
(m/min)
needed

Chassis (front & rear) 60 20 0.667 1 0.92 2 AGV

Front End 60 10 0.333 0.25 0.91 1 AGV

Cockpit 60 16 0.533 0.25 0.92 1 AGV

Engine 80 36 0.900 0.5 0.92 2 Cart

Bumpers (from & rear) 60 6 0.200 0.2 0.91 1 AGV

Transmission
80 12 0.300 0.5 0.92 1 Cart
(gearbox)

Results

The results are presented in the table we can observe that total requirement of AGV is 5.
And total requirement of Carts is 3.

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OPTIMAL NUMBER OF TRUCKS
Given data.

Transportation time 28min + 10% buffer = 31min

The truck has capacity for two layers of modules.

Every truck can carry 2 customized workpiece carriers.

Each work piece carrier can hold 12 front ends and 7 chassis.

Assumptions

We assume that engine and transmission have similar size which is slightly smaller than

Front, and cockpit is same size as front end, and bumper occupies lowest
space. Based on these assumptions we assume capacity as per below table

Further we assume that start of shift the final car assembly plant and module manufacturing

plant is same

Calculation I am performing is for one 8-hour shift this can be expanded as per
requirement to multiple shifts also.
Table 4 Truck capacity table

Bumpers
Product line Chassis Front Transmission
Cockpit (front &
(module) (front & rear) End (gearbox)
rear)

Capacity per workpiece

7 12 12 16 16
carrier

14 24 24 32 32
Capacity per truck
Solution methodology1

Following steps were followed:

1) From throughput calculate time required to produce sufficient products to fill a

truck this is presented in table 6

2) Calculate the time at which next set of parts is ready e.g., chassis truck can carry
14 parts. So, from throughput values we obtain time to produce 14 parts =
15.26minutes. The next lot will be ready for transportation at 15.26 x 2 minutes.

3) Repeat this process till the last requirement value is just above 8 hours (shift
length), in the table this is shown as required delivery times (the table is only a
show first fewvalues).

4) This should be repeated with all other parts.

5) Take this list of times of all modules put it in 1 column and arrange in ascending
order. – this is the list of delivery times at which I need a truck in my Plant for transport.

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 Table 5 Delivery times

Time to produce Time to

Product line TH Truck
truck produce truck Required delivery times [hours from start of shift]
(module) [module/min.] capacity
capacity[Minute] capacity[hours]

Chassis (front & rear) 0.92 14 15.26 0.25 2.29 0.25 0.51 0.76 1.02 1.27 1.58 1.78 2.03

Front End 0.91 24 26.27 0.44 3.94 0.44 0.88 1.31 1.75 2.19 2.63 3.06 3.5

Cockpit 0.92 24 26.15 0.44 2.91 0.44 0.87 1.31 1.74 2.18 2.62 3.05 3.49

Engine 0.92 24 34.91 0.58 3.49 0.58 1.16 1.75 2.33 2.91 3.49 4.07 4.65

Bumpers (fron t& rear) 0.91 36 39.60 0.66 5.94 0.66 1.32 1.98 2.64 3.3 3.98 4.62 5.28

Transmission
0.92 32 34.91 0.58 5.24 0.58 1.16 1.75 2.33 2.91 4.49 4.07 4.65
(gearbox)

6) Now in add 62 minutes to each of these times (in this time the truck will return after
delivering the parts) refer below table 7 for this.

7) We can see that unless we have 15 minimum trucks no return truck is available for
next transport cycle.

8) So, I initially assume 15 trucks.

9) So, for first 15 delivery times I have no issue now.

10) Now I offset this truck return values in column 2 by 15 cells and paste in column 3

11) Take data from first column (entry 16 and below) paste it in new column.

12) Take data of column 3 and paste it below this data and highlight it in red.

13) Put value +1 next to red entries (return time of truck) and -1 next to while
entries(requirement)
14) Now sort this data in ascending order

15) Now Column 3 will give us trucks available (Refer attached excel for the formula
used.

16) If this number is negative at any point that means no truck was available and

additional truck is needed

17) From here column 3 I get the minimum number as -6 in this case (maximum deficit of
trucks.

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 Table 6 Algorithm table 1

Delivery Truck Return Offsetted truck

Time Time Time
0.254307 1.287640449 1
0.435897 1.469230769 2
0.437838 1.471171171 3
0.508614 1.541947566 4
0.581818 1.615151515 5
0.581818 1.615151515 6
0.66 1.693333333 7
0.762921 1.796254682 8
0.871795 1.905128205 9
0.875676 1.909009009 10
1.017228 2.050561798 11
1.163636 2.196969697 12
1.163636 2.196969697 13
1.271536 2.304868914 14
1.307692 2.341025641 15
1.313514 2.346846847 1.287640449
Table 7 Algorithm table 2

Truck Trucks in Trucks

Times Plant Available
1.28764 1 1
1.313514 -1 0
1.32 -1 -1
1.469231 1 0
1.471171 1 1
1.525843 1 0
1.541948 1 1
1.615152 1 2
1.615152 1 3
1.693333 1 4
1.74359 1 3
1.745455 1 2
1.745455 1 1
1.751351 1 0
1.78015 1 1
18) Add 15+6= 21

19) Now run process 8 to 17 again with number 21.

20) Now I arrive at a situation where the minimum trucks available is 0.

21) Recheck with 20 to conform if it is giving negative value- if yes then we have our
solution for Optimum truck number.

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 Table 8 Algorithm table 3

Truck Trucks in Trucks

Times Plant Available
1.28764 1 1
1.469231 1 2
1.471171 1 3
1.541948 1 4
1.615152 1 5
1.615152 1 6
1.693333 1 7
1.751351 -1 6
1.78015 -1 5
1.796255 1 6
1.905128 1 7
1.909009 1 8
1.98 -1 7
2.034457 -1 6
2.050562 1 7
2.179487 -1 6

Results

Based on the methodology described above we can say that minimum number of trucks
required is 21.

Since buffer of 10% is already available in the initial assumption so there is no point in
adding an additional truck. This is the optimum solution.

This same methodology can be extended to 2 shifts also.

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EVALUATION OF COST FUNCTION

Introduction

The cost helps us decide weather the decision to apply JIS system is correct in monetary
terms. This was presented in paper titled “Decision model for the application of just-in
sequence” authored by “Stephan M. Wagner & Victor Silveira-Camargos.”

The authors describe two functions in their work i.e., Cost function JIT system and Cost
function JIS system. Which are shown below in eq 1 and 2.

Equation 2 Cost function JIT

Equation 3 Cost function JIS

By evaluating the values of these functions with changing number of variants N we can
determine at what number of variants does it become economically feasible to implement
JIS.

This is shown in below figure.

Figure 5 cost function JIT vs JIS

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Our task

Please calculate total cost function for JIS according to given data and check what happen
if we change variety. Calculate for different values of the function at different values of
variants.

Data given.
Table 9 Data table

Assumptions of production system Units

teur Labour cost 30 euro/h

r Inventory ratio 10 %

i Cost of capital 10 %

Assembly cycle
y 12 sec.
share
Contingency
N 2000 euro/day
costs

Βpa Avg. defect rate 300 ppm

R2 Rack area 1.5 m2

R3 Rack volume 2.88 m3

A Cost of space 35 euro/m2

FC JIS investments 5,00,000 euro

Module characteristics

ν Variants 12 pcs.

Series size (life

X 50 pcs.
cycle)

p Price/module 55 euro

G Module size 0.48 m3

Βa Avg. defect rate 300 ppm

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Results table

In the below table we have the value of teur(G) to be same as teur as 30 euro/ hour

The calculation has been performed for 1 day time and below table represents the results.
Comments are added where additional assumptions were made.
Table 10 JIS result table

Assumptions of production system Units Comment Varients TC(JIS)

teur Labour cost 30 euro/h 5 608068.07

monetory
I have assumed As 30
teur equivalent of time
30 euro/h euro/hr this should 10 608268.07
(G) needed per
ideally a function of G
touchpoint
r Inventory ratio 10 % 12 608348.07

i Cost of capital 10 % 15 608468.07

Assembly cycle
y 12 sec. 20 608668.07
share
Estimated allowance for
N Contingency costs 2000 euro/day 25 608868.07
unexpected allowances
Βpa Avg. defect rate 300 ppm 30 609068.07

R2 Rack area 1.5 m2 35 609268.07

R3 Rack volume 2.88 m3 40 609468.07

A Cost of space 35 euro/m2 45 609668.07

Assumption of
FC JIS investments 5,00,000 euro 50 609868.07
Investment
Module characteristics 55 610068.07

ν Variants 12 pcs. 60 610268.07

Series size (life I am assuming that 1h is
X 50 pcs. 65 610468.07
cycle) the time cycle for this.
p Price/module 55 euro 70 610668.07

G Module size 0.48 m3 75 610868.07

Βa Avg. defect rate 300 ppm 80 611068.07

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Graph of results
The below graph shows the results in the form of graph here we see the increasing value
of cost function with respect to variants but on closer analysis this is a fairly constant value.

Varients Vs Total Cost

611500

611000

610500
Value of total cost

610000

609500

609000

608500

608000

607500
0 10 20 30 40 50 60 70 80 90
Varients

Figure 7 Variants vs total cost

Additional commentaries

The above presented data does not give any meaningful result unless it is plotted
against the same value for JIT system so it would be more prudent to present that as
well.

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List of tables
Table 1 – Data table..............................................................................................................5

Table 2 - Data Calculation ...................................................................................................6

Table 3 AGV and cart requirement...................................................................................11

Table 4 Truck capacity table .............................................................................................12

Table 5 Delivery times........................................................................................................13
Table 6 Algorithm table 1................................................................................................... 14

Table 7 Algorithm table 2..................................................................................................14

Table 8 Algorithm table 3...................................................................................................15

Table 9 Data table................................................................................................................17

Table 10 JIS result table ....................................................................................................18

List of figures
Figure 1 Bumper line representation..................................................................................7

Figure 2 Plant layout............................................................................................................8

Figure 3 AVG........................................................................................................................9

Figure 4 Cart............................................................................................................10

Figure 5 cost function JIT vs JIS......................................................................................16

Figure 6 Variants vs total cost..........................................................................................18

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