An EASEworks® Manufacturing Tutorial
Lean Manufacturing
Ver 6
START
HOME
Copyright EASE Inc Tutorials© 1986-2006
Index
INTRODUCTION
WORK SIMPLIFICATION
Process Chart
Multiple Activity Chart
Flow Diagram
Summary
How is it Done?
IMPLEMENTATION
PART SIMPLIFICATION
CONCLUSION
EASE Inc. Services, Clients and Contact Numbers.
HOME
Copyright EASE Inc Tutorials© 1986-2006
EASEworks®
This presentation will help you to.....
LOWER COSTS
By eliminating useless work; simplifying necessary work;
proper utilization of materials; reducing scrap
IMPROVE
PRODUCTIVITY
By utilizing machines; tools; equipment and facilities to
capacity; reducing bottlenecks and developing a
smooth flow of materials and communications
HOME
Copyright EASE Inc Tutorials© 1986-2006
SAVE EFFORT
By eliminating or reducing fatiguing and waste
motions; long transports and involved paperwork
through easier methods and mechanization.
IMPROVE
QUALITY
By improving tooling and inspection techniques.
REDUCE
ACCIDENTS
By eliminating accident hazards; reviewing working
conditions and encouraging plant and job cleanliness.
HOME
Copyright EASE Inc Tutorials© 1986-2006
You Must Plan Your Operations &
Improve Your Methods!
To meet competition effectively and to continue to grow - you must constantly seek
to reduce your cost.
Sample Distribution of Income
3%
2%
Material&OpExp.
7%
Payrolls
20%
All Taxes
Payrolls between
4% and 20%
68%
Earnings Retained
Dividends Paid to
Shareowners
HOME
Copyright EASE Inc Tutorials© 1986-2006
Each of the Elements of Cost; Labor; Burden; and Materials can
represent millions of dollars in your company. To reduce only one of
them by as little as 5% would represent a huge saving.
A portion of each of these costs is excess cost if it represents
unnecessary labor, unbalanced workload, waiting time, lost time,
backtracking of materials, wasted material, spoiled parts and duplicate
clerical work that should be ELIMINATED or REDUCED.
HOME
Copyright EASE Inc Tutorials© 1986-2006
This presentation shows you how to use certain tools for finding excess
costs, getting new ideas, developing new methods and for selling new
methods so that......
Your Costs Will Be
REDUCED
HOME
Copyright EASE Inc Tutorials© 1986-2006
You will learn how to REDUCE COST
through. . .
1.
WORK SIMPLIFICATION: The commonsense, step-by-step way
of studying jobs to find easier and better ways of doing them.
2.
PART SIMPLIFICATION: A systematic study of materials and
parts, to simplify them and reduce their cost.
HOME
Copyright EASE Inc Tutorials© 1986-2006
In order to get a better understanding of how a business operates, let’s
take a look at the relationship of cost, price and profit.
The study of this relationship comes under the heading of....
ECONOMICS
HOME
Copyright EASE Inc Tutorials© 1986-2006
Economics of the
Manufacturing Industry
The COST of manufacturing your product is made up of..
MATERIAL
LABOR
BURDEN
COST
HOME
Copyright EASE Inc Tutorials© 1986-2006
PROFIT is the money left over (if any) from the
customer’s dollar after all expenses and taxes are
paid:
Products
MATERIAL
PROFIT
BURDEN
Customer
Manufacturing
Plant
LABOR
LOWER COSTS
BRING
GREATER
MARKETS
Money
HOME
Copyright EASE Inc Tutorials© 1986-2006
Supply & Demand
A SMALL demand and a BIG supply
tend to lower the price
HOME
Copyright EASE Inc Tutorials© 1986-2006
Supply & Demand
A BIG demand and a SMALL supply
tend to raise the price
HOME
Copyright EASE Inc Tutorials© 1986-2006
As the selling price is lowered to meet competition, profit decreases until
loss results.
The lower the cost, the lower the price can be and still produce a
profit.
The company with the lowest cost can stay in the market the longest
and can assure its employees of...
GREATER SECURITY
HOME
Copyright EASE Inc Tutorials© 1986-2006
You Can.....
Make Work Easier
Reduce Costs
Improve Quality
Through.......
HOME
Copyright EASE Inc Tutorials© 1986-2006
PART #I.
WORK SIMPLIFICATION
by...
1.
ELIMINATING unnecessary steps of the job
2.
COMBINING and REARRANGING other steps of the
job, and
3.
SIMPLIFYING the necessary steps of the job.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Improving Methods Enables You to Improve
Your Product
With Less Effort
In Less Time
Without Hurrying
With Greater Safety
With Lower Cost
HOME
Copyright EASE Inc Tutorials© 1986-2006
Through...
The LOWERED COSTS
LOWER POSSIBLE SELLING PRICE
which in turn leads to
MORE SALES
which means
MORE EMPLOYMENT & GREATER SECURITY
For EVERYONE in the Company!
HOME
Copyright EASE Inc Tutorials© 1986-2006
But....
WORK SIMPLIFICATION can only be started with an open mind. You must
not take any methods for granted - no matter how long it has been done that
way, or how good you may think the present method is.
The mind is like a
parachute.
It functions only when open!
REMEMBER!
There is ALWAYS a BETTER WAY
HOME
Copyright EASE Inc Tutorials© 1986-2006
How Work Simplification is Done
The technique in work simplification is really very simple. It is
such a logical way of solving a problem that you will recognize it
as just good COMMON SENSE.
The steps in Work Simplification are....
HOME
Copyright EASE Inc Tutorials© 1986-2006
Now let’s see
how each of
these steps is
done
1.
Select the job to be improved
2.
Break down the job in detail
3.
Question the job and each detail
of the job
4.
Develop the new method
5.
Apply the new method
HOME
Copyright EASE Inc Tutorials© 1986-2006
#1. SELECT THE JOB TO BE
IMPROVED
Work Simplification will apply to any job, but it is more productive
on some jobs than others.
To be most productive it is suggested that you look first to jobs
such as....
HOME
Copyright EASE Inc Tutorials© 1986-2006
Pick a BOTTLENECK job - one on which any improvement will
help a whole group of workers or speed up a whole process.
Select a job on which a LOT OF TIME is spent each year.
Savings possibilities are greater on these than on small-time
jobs.
Work on SIMPLE JOBS until you learn the technique.
HOME
Copyright EASE Inc Tutorials© 1986-2006
A job on which there is much CHASING AROUND usually has great
improvement possibilities.
Pick a job that involves HARD WORK and make it easy to do
If your materials are expensive - then a job on which much
MATERIAL IS USED or SCRAPPED is a good one to study.
Select a job on which the INSPECTION of the product can be improved
or eliminated.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Improve a job where the WORKING CONDITIONS are disagreeable.
BITE OFF A LITTLE AT A
TIME and CHEW WELL
Nothing succeeds like success! The only way you’ll learn is by doing.
Select a job in one of the above classes if you can - but, more
important -SELECT A JOB and
LET’S GO.........
HOME
Copyright EASE Inc Tutorials© 1986-2006
#2. BREAK DOWN THE
JOB IN DETAIL
WHY A BREAKDOWN?
Because you can effectively pay attention to only one thing at a time.
In order to improve a process, you must list everything that happens in
that process.
You must find out.....
HOME
Copyright EASE Inc Tutorials© 1986-2006
WHAT
WHERE
WHEN
is being done?
is it being done?
is it done?
WHO
does it?
HOW
is it done?
HOME
Copyright EASE Inc Tutorials© 1986-2006
Your garage mechanic can’t figure out why your car won’t run unless
he checks each possible cause separately.
There are several tools which are helpful in breaking down a job.
They are . . . . . . .
A.
The PROCESS CHART
B.
The MULTIPLE ACTIVITY CHART
C.
The FLOW DIAGRAM
HOME
Copyright EASE Inc Tutorials© 1986-2006
A. How to Make a Process Chart
A PROCESS CHART is a picture of all the operations, transportations,
inspections, storages and delays that are performed BY AN EMPLOYEE or
TO A MATERIAL.
For additional information
click on ‘Process Plan’
A PROCESS CHART is is different to a PROCESS PLAN.
Process Plans don’t hold transports and storages - typically only being
concerned with the assembly process of operations and inspection.
In creating a process chart, the steps are illustrated by symbols.
HOME
Copyright EASE Inc Tutorials© 1986-2006
OPERATION
TRANSPORTATION
Something is being changed or
created or added to. (Install engine
to chassis).
Something is moved from one
place to another. (Moving parts
between work centers)
INSPECTION
Something is checked or verified
but not changed. (Gauging a part).
PERMANENT
STORAGE
Something remains in one place
awaiting further action. (Waiting for
hand truck to be loaded).
TEMPORARY
STORAGE OR
DELAY
A delay in the sequence of events
e.g. work waiting between
consecutive operations.
HOME
Copyright EASE Inc Tutorials© 1986-2006
A PROCESS CHART like the one shown later in this presentation is a handy
utility that will help you organize your problem.
However, it is not necessary to have this program to make a process chart. If
you don’t have the program, make up the chart on paper BUT......
MAKE IT UP
(the chart)
and
BREAK IT UP
(the work)
HOME
Copyright EASE Inc Tutorials© 1986-2006
Steps in Making a Process Chart
1.
State the JOB to be studied
2.
Choose the SUBJECT to be followed
A PERSON
A MATERIAL
A FORM
HOME
Copyright EASE Inc Tutorials© 1986-2006
Task Header
HOME
Copyright EASE Inc Tutorials© 1986-2006
Follow the same subject through the entire study DON’T CHANGE. Each
detail in the description must be about the ONE selected subject.
3.
Pick a STARTING and ENDING point
Be sure you cover only the ground you wish. No more - no less.
HOME
Copyright EASE Inc Tutorials© 1986-2006
4.
Enter a brief description of each detail.
5.
Apply the symbols. The description determines the symbol.
6.
Enter TIME and DISTANCE. Enter approximate time for each detail
where you think this will tell a more complete story. Enter distance in
feet for all transportations..
HOME
Copyright EASE Inc Tutorials© 1986-2006
Element Summary
shows Work Content
HOME
Copyright EASE Inc Tutorials© 1986-2006
7.
SUMMARY. All
times and
distances are
totaled for you.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Check List for a Process Chart
Basic Principles
Reduce number of steps.
Arrange steps in best order.
Make steps as economical as possible.
Reduce handling
Combine steps if economical
Shorten moves
Provide most economical means for moving
Cut in-process inventory to workable
Use minimum number of control points at most advantageous places
HOME
Copyright EASE Inc Tutorials© 1986-2006
Check List for a Process Chart
1. Can any step be eliminated?
As unnecessary.
Ask: Why it is Done?
Use new equipment.
Ask: Why is present equipment used?
By changing the place where it is done, or kept.
Ask: Why is it done there?
By changing the order of work.
Ask: Why is it done in its present order?
By changing the product design.
Ask: Why design it this way?
HOME
Copyright EASE Inc Tutorials© 1986-2006
Check List for a Process Chart
2. Can any step be combined with another?
Are there any possible changes that would make this feasible in:
Workplace
Equipment
Order of steps
Product design
Specification of supply or any raw material
Can the steps be rearranged in order to make any shorter or
easier?
Can any steps be made easier?
(If this looks like a possibility, make further detailed analysis of this
step).
HOME
Copyright EASE Inc Tutorials© 1986-2006
Task Header with
Comparison
HOME
Copyright EASE Inc Tutorials© 1986-2006
Element Summary
showing revised
Work Content
HOME
Copyright EASE Inc Tutorials© 1986-2006
Each PROCESS CHART is used when only one operator, one part, one
material or one form is being followed.
When several employees work together, or when an employee works with a
machine, another type of chart is used. This is known as a........
Multiple Activity
Chart
HOME
Copyright EASE Inc Tutorials© 1986-2006
B. How to Make a Multiple Activity Chart
A MULTIPLE ACTIVITY CHART is a time picture of the various
activities performed by each employee.
Working IN A GROUP
or working WITH MACHINES
Each thing an EMPLOYEE or a MACHINE does is shown as a
vertical bar.The length of the bar indicates the length of time it usually
takes to perform that element.
HOME
Copyright EASE Inc Tutorials© 1986-2006
1.
State the PROCESS to be
studied.
2.
Set up a COLUMN for
each job and each machine
involved in the process.
HOME
Copyright EASE Inc Tutorials© 1986-2006
3.
List ELEMENTS done by each
employee & each machine to be
charted. (Don’t break down the
operation too fine.
HOME
Copyright EASE Inc Tutorials© 1986-2006
4.
Enter the TIME for
each element.
HOME
Copyright EASE Inc Tutorials© 1986-2006
5.
VIEW the chart and move the
elements into the order and
starting position in which they
are used.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Check List for Multiple Activity Chart
Basic Principles
Balance the work of the crew.
If a machine is involved, consider increasing % of use.
Ease the job of the most-loaded person.
Eliminate steps.
Combine steps.
Make steps as easy as possible.
HOME
Copyright EASE Inc Tutorials© 1986-2006
1. Can any operation be eliminated?
As unnecessary?
By changing the order of the work?
By new or different equipment?
By changes in the layout?
HOME
Copyright EASE Inc Tutorials© 1986-2006
2. Can any movement be eliminated?
By leaving out operations?
By shifting some operations to another job into which they
fit more conveniently?
By changing the equipment?
By changing the layout?
By changing the order of the work?
By conveyors? (Make sure they are economical).
HOME
Copyright EASE Inc Tutorials© 1986-2006
3. Can any delays be eliminated?
By changing the order of the work?
By changing the layout?
By new or different equipment?
4. Can inspection or counting be eliminated?
Are they really necessary? What happens after they are done and
the information obtained?
Do they give unnecessary duplication?
Can they be performed more conveniently by another person?
Are they done at the best point in the sequence?
HOME
Copyright EASE Inc Tutorials© 1986-2006
5. Can operations be combined?
By changing the order of the work?
By changing the layout?
By new or different equipment?
6. Can movements be combined?
By changing the order of the work?
By changing the layout?
By changing the quantity handled at one time?
HOME
Copyright EASE Inc Tutorials© 1986-2006
7. Can delays be reduced?
By changing the order of the work?
By changing the layout?
If they provide rest, can they be grouped better?
8. Can the inspection or counting be combined?
By changing the order of the work?
By changing the layout?
HOME
Copyright EASE Inc Tutorials© 1986-2006
9. Can steps be made safer?
By changing the order of the work?
By changing the layout?
By new or different equipment?
HOME
Copyright EASE Inc Tutorials© 1986-2006
10. Can any operation be made easier?
By a better tool?
By changing position of control or tools?
By using better material, containers, racks, bins or trucks?
By using inertia where possible and avoiding it
where work must overcome it?
By lessening visual requirements?
By better workplace heights?
HOME
Copyright EASE Inc Tutorials© 1986-2006
By using better muscle groups in this list that are strong
enough for the task?





Finger
Shoulder
Wrist
Trunk
Elbow
By jigs or fixtures?
By better workplace heights?
HOME
Copyright EASE Inc Tutorials© 1986-2006
11. Can any movement be made easier?
By a change in layout, shortening distances?
By a change in direction of movements?
By changing its place in the sequence to one where a
distance that must be traveled is shorter
By lessening visual requirements?
By better workplace heights?
HOME
Copyright EASE Inc Tutorials© 1986-2006
12. Can any delays by one person, that is
caused by another person, be eliminated?
By a changing the number of people?
By changing the number of machines that are used.
(You must take into account the following four possibilities).
1.
Reduction of operator delays to the minimum
required for rest and personal time. There may be
considerable machine delay.
HOME
Copyright EASE Inc Tutorials© 1986-2006
2.
Reduction of machine delays to the minimum required to
provide the operator with rest and personal time, at which
times the machine is unattended. There may be
considerable other operator delay.
3.
Reduction of machine and operator delays such that they
will provide the most economical balance.
4.
Reduction of both operator and machine delays to the
minimum required to provide the operator with rest and
personal time.
By redistribution of the work among the crew.
By changing the order of work of the crew.
HOME
Copyright EASE Inc Tutorials© 1986-2006
By changing the
sequence of the work,
the total time to
complete the task has
been reduced by 31%.
HOME
Copyright EASE Inc Tutorials© 1986-2006
You can see the effects of
the improvements illustrated
on this screen.
HOME
Copyright EASE Inc Tutorials© 1986-2006
MULTIPLE ACTIVITY CHARTS are
especially helpful in finding:
How work can be divided between members in a group on a more
equal basis
How the time for certain elements can be reduced.
How the elements can be rearranged to reduce the overall time
for the job.
How machine time can be used more effectively.
HOME
Copyright EASE Inc Tutorials© 1986-2006
When the operation involves a lot of walking or transporting, it may
be advisable to make a FLOW DIAGRAM
Let’s see how a FLOW DIAGRAM is made......
HOME
Copyright EASE Inc Tutorials© 1986-2006
C. How to Make a Flow Diagram
A FLOW DIAGRAM is a picture of the path followed by an
employee or a group of employees in performing their operations. It
is an additional help in visualizing the process.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Steps in Making a FLOW DIAGRAM
1.
Draw a rough layout of the area where the process is done
2.
Trace the path followed by the employee, the material, the
part or the piece of equipment
3.
Show by arrows the direction in which the movement was
made
HOME
Copyright EASE Inc Tutorials© 1986-2006
#3 QUESTION THE JOB, &
THEN EACH DETAIL
In order to develop better methods, you must take nothing for granted, but
instead QUESTION everything that is being done, from.....
The Process Chart
The Multiple Activity Chart
The Flow Diagram
and. . .
HOME
Copyright EASE Inc Tutorials© 1986-2006
You know all about each step in the process or the operation you are
studying, including the what, where, when, who and how.
You are now ready to ask the question WHY? of each of the details.
HOME
Copyright EASE Inc Tutorials© 1986-2006
KNOWING
YOU ASK
THAT it’s done
WHY is it done at all? What else could be done
to accomplish the same result
WHERE it is done?
WHY it is done there? Where else could it be
done?
WHEN it is done?
WHY it is done then? At what other time could it
be done?
WHO does it?
WHY does this person do it? Who else could do it?
HOW it is done?
WHY is it done this way? In what way could it be
done?
HOME
Copyright EASE Inc Tutorials© 1986-2006
It should be noted that by double-questioning each detail like this,
you either make sure that the present methods are OK or you list
other methods to be tried.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Remember!
Take nothing
for granted
Work with FACTS not opinions
Opinions only produce arguments - FACTS
produce conclusions. A FACT does not disappear
when you ask WHY?
Work on CAUSES not effects
A bucket under a leak in the roof will never fix
the leak.
Work with REASONS not excuses
An excuse leads to foggy thinking.
HOME
Copyright EASE Inc Tutorials© 1986-2006
At the end of this questioning, you will have POSSIBLE ANSWERS
alongside each detail on the charts.
But these are as yet only possibilities that may or may not be practical.
NOW you are ready to develop
THE NEW METHOD
This is STEP FOUR. . .
HOME
Copyright EASE Inc Tutorials© 1986-2006
#4 DEVELOP THE NEW
METHOD
In developing the new method, it is best to assume that the present method
is all wrong and that almost any different way is better. It may surprise you to
find how often this is true!
DON’T SAY
INSTEAD SAY
It can’t be done
You never know until you try!
When something has been done a particular way for 15 or 20 years it is a
pretty good sign in these changing times, that it is being done the wrong way.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Applying the
question WHY to
these five
prompters
Tends to
result in
the following
actions
WHAT
ELIMINATE
WHERE
WHEN
COMBINE
WHO
CHANGE
SEQUENCE
HOW
SIMPLIFY
HOME
Copyright EASE Inc Tutorials© 1986-2006
Now Let’s Consider these Actions in Detail
ELIMINATE
asking the question WHY of the prompter WHAT,
often results in the answer that there is no good
reason for doing the operation at all.
Consequently, that operation can be
ELIMINATED. Entirely too many operations that
are studied for improvement, should instead be
eliminated.
HOME
Copyright EASE Inc Tutorials© 1986-2006
COMBINE
the answer to WHERE, WHEN and WHO may
lead to improvements by COMBINING
OPERATIONS.
If two operations can be combined, the labor cost
after combining is often no more than the cost of
one of the operations before. Also, the combining
of two operations automatically eliminates the
transports and storage between the operations.
HOME
Copyright EASE Inc Tutorials© 1986-2006
CHANGE SEQUENCE
sometimes the answers to WHY or
WHERE, WHEN and WHO lead to
possibilities of changing the sequence or
the order in which operations are done.
This possibility comes up quite often
when improving group operations.
HOME
Copyright EASE Inc Tutorials© 1986-2006
SIMPLIFY
after every possibility for
ELIMINATION, COMBINATION, and
CHANGE IN SEQUENCE has been
noted, the development of HOW
should be made.
This should not be done until all the
other steps are completed.
HOME
Copyright EASE Inc Tutorials© 1986-2006
As a result of the preceding study, all unnecessary steps in the
process will have been ELIMINATED; all POSSIBLE
COMBINATIONS of operations and all advisable CHANGES IN
SEQUENCE will have been made.
You must be sure that these remaining, necessary operations are done in
the right way. A study of HOW will reveal many ways of making the job
easier.
Click ABOVE for an example of
detailed task analysis
In order to improve an operation, you must apply......
HOME
Copyright EASE Inc Tutorials© 1986-2006
The Principles of Motion
Economy
For many years, leading industrial companies and universities have been
studying the human body and the motions it goes through in performing work.
As a result of these studies, certain rules, or principles, have been established
that should be followed in developing easier work methods. Altogether, there
are some 20 of these principles, originally set down by the Gilbreths (the
parents in “Cheaper by the Dozen.”)
HOME
Copyright EASE Inc Tutorials© 1986-2006
1. Workers should be COMFORTABLE
Making the operator as comfortable as
possible reduces fatigue and improves
morale. Improvements to increase
worker comfort pay off real returns in
increased output and in better feeling of
the workers.
Workers can be made more comfortable by reducing the effort
required and by eliminating disagreeable surroundings like dust
and fumes. If possible, arrange the workplace so that the operator
can either sit or stand at his work. Ergonomic Analysis
Click ABOVE for more details
of an Ergonomic Analysis
HOME
Copyright EASE Inc Tutorials© 1986-2006
2. Motions of the Worker should be within EASY REACH
The materials, tools, levers and controls which a worker has to
handle should be located so they can be reached without having the
worker bend over or turn around.
HOME
Copyright EASE Inc Tutorials© 1986-2006
3. Hands should be RELIEVED of all work that can
be done easier by the feet
Quite often foot pedals or knee levers can be used
to advantage in making a job easier.
4. Two or more tools should be COMBINED
wherever possible
It is usually quicker to turn a small combination tool
end-for-end than it is to lay down one tool and pick up
another.
HOME
Copyright EASE Inc Tutorials© 1986-2006
5. GRAVITY use wherever possible
Gravity feed bins and containers should be used to deliver materials
on parts close to the point of use.
6. Motions should be PRODUCTIVE
All wasted motions should be eliminated. Every motion should bring
the end result closer. Hands should not be used for holding. Instead
jigs, fixtures, vises and clamps should be substituted for the hands as
holding devices.
HOME
Copyright EASE Inc Tutorials© 1986-2006
7. Tools and Materials should be Pre-positioned
Tools and parts are best stored in holders that permit them to be
grasped in the same manner in which they will be used.
8. Levers, Cranks, Valves etc. should be located for EASY
OPERATION
Many machine controls such as levers, cranks, valves, etc., are located
where they are hard to operate.
A worker can pull down a lever overhead with less effort than he can push
up. Likewise, if the lever is waist height, it will be easier to push down.
Below the knees, however, it is usually easier to pull up than push down.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Don’t assume that the present position of a lever is the right one. Try the
operation yourself. Make the machine to suit the man - you can’t rebuild
the man to fit the machine!
HOME
Copyright EASE Inc Tutorials© 1986-2006
Take the Work out of Work
Don’t take it easy
Make it easy!
HOME
Copyright EASE Inc Tutorials© 1986-2006
Make and Analyze a.....
PROCESS CHART
MULTIPLE ACTIVITY CHART
FLOW DIAGRAM
And now that the new method is developed.....
HOME
Copyright EASE Inc Tutorials© 1986-2006
Record the Proposed Method on a New.....
PROCESS CHART, or a new
MULTIPLE ACTIVITY CHART, or a new
FLOW DIAGRAM
Samples of charts for improved methods are shown on the
following screens......
HOME
Copyright EASE Inc Tutorials© 1986-2006
Follow the same procedure used in making-up the charts for the present
method.
These new charts are made up so that.........
1.
All concerned will know how you expect the job to
be done.
2.
It gives you records for reference when other
changes are planned.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Calculate the Savings
The only way to judge the value of a new method is to calculate
how much it will save..
Many of the improvements will result in actual dollar
savings which you can figure and show.
Other improvements will result in intangible savings to which you
cannot apply a dollar value.
HOME
Copyright EASE Inc Tutorials© 1986-2006

On the PROCESS
CHART, compare the
before and after tasks.
HOME
Copyright EASE Inc Tutorials© 1986-2006

On the MULTIPLE
ACTIVITY CHART,
compare the before and
after tasks.
HOME
Copyright EASE Inc Tutorials© 1986-2006
On the FLOW DIAGRAM, summarize the savings at the top of
the diagram.
List the intangible savings and benefits in the text field.
You are now ready for the last step in WORK SIMPLIFICATION
which is.......
HOME
Copyright EASE Inc Tutorials© 1986-2006
#5. APPLY THE NEW
METHOD
Your proposed method may be very good, but, unless you can install it and
make it work, it will save no effort or money. In applying the new method
there are two important considerations...
THE
TECHNICAL
AND THE
INDIVIDUAL
HOME
Copyright EASE Inc Tutorials© 1986-2006
CONSIDER THE
TECHNICAL
Will the new method work?
Will it save money?
Will it affect other operations?
What will it cost to install?
HOME
Copyright EASE Inc Tutorials© 1986-2006
First try to improve methods as much as possible with present equipment.
New equipment is expensive, may be hard to get and takes time to install.
But don’t let the cost of new equipment frighten you out of a
good suggestion.
Don’t ASSUME the cost of equipment will be too high. Work with your
management to get the FACTS on how much it will cost.
HOME
Copyright EASE Inc Tutorials© 1986-2006
CONSIDER THE
INDIVIDUAL
Many times the new methods developed through work simplification require
employees to learn new ways of doing their job. Even though the new method
may use less effort, the employee may not like it because it requires him to
change. It’s human nature to.....
Resist change
Resent criticism
Be suspicious of what you don’t understand
HOME
Copyright EASE Inc Tutorials© 1986-2006
This must be kept in mind when applying a new method.
The operator on the job can make or break your idea.
Therefore, they must be sold on the new method - and you can’t SELL
them by forcing the method down their throat!
HOME
Copyright EASE Inc Tutorials© 1986-2006
When the Change is made be sure to......
Get the results expected
See if your idea can be applied someplace else
Follow up and be receptive to new improvements that
may develop from the change
HOME
Copyright EASE Inc Tutorials© 1986-2006
Remember the steps......
1.
Select the job to be improved
2.
Break down the job in detail
3.
Question the job and each detail of the job
4.
Develop the new method
5.
Apply the new method
HOME
Copyright EASE Inc Tutorials© 1986-2006
Now you’ve got the know-how, don’t let the
tough ones ‘stump’ you.
Keep at it!
Others are using work simplification and getting
recognized for it.
WHY DON’T YOU?
HOME
Copyright EASE Inc Tutorials© 1986-2006
PART #2.
PART SIMPLIFICATION
PART SIMPLIFICATION is the systematic study of materials and
parts to simplify them and reduce their costs. The steps in part
simplification are...
1.
SELECT a part to improve
2.
ANALYZE the part from every angle
3.
NOTE possible improvements
4.
MAKE the improvements
5.
DECIDE what changes to make
The following screens tell how each step is done......
HOME
Copyright EASE Inc Tutorials© 1986-2006
#1. Select a Part to be
Improved
Just as work simplification will apply to any job, part simplification applies to any
part or material. However, the savings possibilities on some parts are greater
than on others. To be most productive, select a job in one of the following
classes.....
1.
Select a part or material for which the company spends
a LOT OF MONEY
2.
Study a part of which the company buys LARGE
QUANTITIES
3.
Pick a part that is COMPLEX in design
HOME
Copyright EASE Inc Tutorials© 1986-2006
1.
Work on a part on which the SCRAP OR REWORK is high.
2.
Parts on which MANY OPERATIONS are performed usually offer
good possibilities for part simplification.
3.
Pick an assembly that might offer possibilities for PART
COMBINATIONS
4.
Work on the redesign of a part that is DIFFICULT TO MAKE
BUT here again, it is more important that you pick a part and GET
GOING to the next step
Which is.......
HOME
Copyright EASE Inc Tutorials© 1986-2006
#2. Analyze the Part from
every Angle
The analysis of parts and materials can become quite complex and
lead into many areas.
In order to keep this analysis SIMPLE and THOROUGH you can use a
design for assembly program such as Lean Design™. It is possible, but
obviously more time consuming to do this manually.
The steps in this procedure are as follows......
HOME
Copyright EASE Inc Tutorials© 1986-2006
A.
ENTER THE ASSEMBLY
HEADER
Fill out the heading
completely, including the
name and number of the
part, quantity used per
year, unit and annual cost.
These figures will
influence your whole
approach to the problem
of reducing the cost of this
part.
HOME
Copyright EASE Inc Tutorials© 1986-2006
B.
GET DATA FOR EACH STEP IN THE CURRENT OR
PROPOSED ASSEMBLY PROCESS - Get all the information don’t assume that it will have no bearing on your problem. Work
with facts - if you don’t know the answers, find someone who
does. Check the answers - get the truth. Enter the data in the
spaces provided.
The following screen shows the first step in analyzing an
existing assembly….
HOME
Copyright EASE Inc Tutorials© 1986-2006
Side Arm Assembly
Upset Rivet 2
Top
Side Arm
Rivets
Clinch Nut
Pivot
HOME
Copyright EASE Inc Tutorials© 1986-2006
#3. Note Possible
Improvements
This step in PART SIMPLIFICATION involves the exploring of
possibilities that develop from the information collected and entered into
Lean Design™
HOME
Copyright EASE Inc Tutorials© 1986-2006
IS THIS PART NECESSARY?
What is its purpose?
DOES IT NEED TO
NO?
MOVE?
MOVE?
MOVE?
MOVE?
MOVE?
MOVE?
MOVE?
MOVE?
MOVE?
MOVE?
COMBINE/ELIMINATE
DOES IT NEED TO BE A DIFFERENT
MATERIAL?
NO?
COMBINE/ELIMINATE
HOME
Copyright EASE Inc Tutorials© 1986-2006
TOP STAMPING 1
Here you are deciding
whether a part is a good
part (necessary) or a bad
part(unnecessary). You
also gather costing
information and how the
part interfaces with other
parts and the operator.
All this data helps you
decide if the part needs
modification.
HOME
Copyright EASE Inc Tutorials© 1986-2006
IS THIS PART NECESSARY?
What is its purpose?
IS IT TO DECORATE?
IS IT TO PROTECT?
ELIMINATE
COMBINE
IS IT TO OPERATE?
CHANGE
HOME
Copyright EASE Inc Tutorials© 1986-2006
IT MAY?
What happens when you leave
the part off?
Is it worth the cost?
DECORATE
BUT
PROTECT
Does it really protect?
Does the customer like it?
Is it ever used?
Would something else do
just as well?
OPERATE
HOME
Copyright EASE Inc Tutorials© 1986-2006
In many instances, the particular part under consideration is an integral part of
an assembly so that this question of assembly cannot adequately be answered
without considering the entire assembly as a unit.
This part may be necessary if the entire assembly is to perform its function BUT perhaps the entire assembly is unnecessary, OR perhaps the entire
assembly could be redesigned to incorporate this part in another part of the
assembly, THUS in effect ELIMINATING this part by COMBINING its function
in another part.
HOME
Copyright EASE Inc Tutorials© 1986-2006
BEFORE
You go a step further, be sure the
part is necessary. Why worry
about making a part cheaper or
better if a little study would show it
could be.....
WHEN you have assured yourself that the part is really necessary, then,
and ONLY THEN, should you go to the next step.
HOME
Copyright EASE Inc Tutorials© 1986-2006
IS IT SERVING IT’S PURPOSE?
A part that has been properly designed for its function has ALL the
characteristics it NEEDS and NO special characteristics it DOESN’T
NEED
HOME
Copyright EASE Inc Tutorials© 1986-2006
CONSIDERING
IS THE PART
INADEQUATE
IS THE PART TOO
ADEQUATE
STRESS
IMPACT
CORROSION
WEAR
OPERATION
MAINTENANCE
REPLACEMENT
TEMPERATURE
TOO WEAK
TOO LIGHT
SUBJECT TO
CORROSION
DECORATIVE
INCONVENIENT
TOO STRONG
TOO HEAVY
TOO ACCURATE
TOO GOOD
TOO PROTECTIVE
TOO EXPENSIVE
HOME
Copyright EASE Inc Tutorials© 1986-2006
IDEALLY
A machine should be built to operate a given length of time and be completely
worn out. This ideal is never reached, BUT......
Too many parts are made much better than they need be!
GET THE FACTS
HOME
Copyright EASE Inc Tutorials© 1986-2006
FIND OUT
THEN DECIDE
What stresses the part is
subjected to
How strong the part should be
What uses is it put to
How the part should look
What features does the
customer want
How is the present part
performing
What it’s characteristics
should be
What should be changed
How many repair parts are
sold yearly
HOME
Copyright EASE Inc Tutorials© 1986-2006
IS IT AVAILABLE AT A LOWER COST?
THROUGH
On the PARTS
On the SIZE
STANDARDIZATION
Can a part used elsewhere now be used
here? Can this part be used on another
machine?
Should the size of this part or material
or form be changed to conform with
other parts or materials or forms?
HOME
Copyright EASE Inc Tutorials© 1986-2006
On the MATERIAL
Is this a special material? Can a different
material used on other parts be used on
this part too?
On the DESIGN
Should the design of the part be changed
to be identical with the design of other
parts?
On the
MANUFACTURING
FACILITIES
Does this part require special equipment?
Could regular standard equipment be
used on this part too?
HOME
Copyright EASE Inc Tutorials© 1986-2006
THROUGH
CHANGE IN ORDERING
QUANTITY
Purchase Order
Quantity
Should LARGER quantities be
ordered?
Manufacturing Order
Quantity
Could SMALLER quantities be ordered
to advantage?
HOME
Copyright EASE Inc Tutorials© 1986-2006
THROUGH
OUTSIDE PURCHASE
Could it be brought from another vendor at a
lower price?
If the part is purchased
from outside now
What changes would the present vendor
suggest to reduce the cost and price?
Should the method of shipping or the shipping
container be changed?
If the part is
manufactured in the
plant
Could it be bought ‘on the outside’ at less cost?
HOME
Copyright EASE Inc Tutorials© 1986-2006
The question of whether to BUY or MAKE always involves a consideration of
BURDEN absorption but outside vendor prices sometimes throw interesting
light on a company’s own costs.
SO don’t close your eyes to competition.
Know Your Competition and
Meet It!
Hold on - there’s more.....
HOME
Copyright EASE Inc Tutorials© 1986-2006
THROUGH
If the part is now being
bought on the outside
INSIDE MANUFACTURE
Could it be made at a lower cost
in the company’s own plant?
HOME
Copyright EASE Inc Tutorials© 1986-2006
By a change in MATERIAL
Is a material with better machinability available?
Would a different material produce less scrap or
rework?
By a change in DESIGN
To make the part easier to manufacture
To reduce the number of operations
To make the part more accessible
To allow more liberal tolerance
To reduce the number of parts
HOME
Copyright EASE Inc Tutorials© 1986-2006
By a change in PROCESS
Can any operations be eliminated?
Can any operations, transports, or inspections be combined?
Can the part be made with less scrap or less rework?
Can machine utilization be improved?
Can labor utilization be improved?
Can quality be improved?
Can the operation be made less hazardous?
HOME
Copyright EASE Inc Tutorials© 1986-2006
KEEP AN OPEN MIND - Don’t be
beaten before you start.
Remember that....
PROGRESS IS ONLY POSSIBLE
THROUGH CHANGE
Note all possible improvements, regardless of whether you think they
are good or bad and then....
Go to the next step....
HOME
Copyright EASE Inc Tutorials© 1986-2006
#4. Decide What Changes
to Make
A study of the POSSIBLE IMPROVEMENTS will show....
Some are IMPRACTICAL
Some are TOO EXPENSIVE
Some will not DECREASE COST
HOME
Copyright EASE Inc Tutorials© 1986-2006
BUT many of the possibilities
WILL work
WILL reduce cost
Remember...
“If you get enough ideas, you’ll find
one that will work”
NEVER SAY DIE - It’s always the NEXT idea that will work. Edison
developed the first electric light filament only after many, many failures.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Be sure to get ALL the information.
Be sure to get the CORRECT information.
Now....
Review the current design, come up with your proposed design,
then compare at the Executive summary.
A sample of this is
shown next...
HOME
Copyright EASE Inc Tutorials© 1986-2006
Side Arm Assembly
Top
This screen shows all
the details for the
current assembly.
Side Arm
In reviewing the data
most of the parts and
assembly steps are
unnecessary.
Rivets
Clinch Nut
Pivot
HOME
Copyright EASE Inc Tutorials© 1986-2006
New Arm Bracket Assembly
The new design is a one piece mold.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Executive Summary Comparison
The executive
summary compares
the original design
with the new design.
HOME
Copyright EASE Inc Tutorials© 1986-2006
#5. Make the Improvements
When worthwhile improvements have been found and
reported be sure to
FOLLOW UP
A good suggestion does not save money until it is
installed, so....
HELP the proper individuals
Install it
Get it working
See that it gets a fair trial
HOME
Copyright EASE Inc Tutorials© 1986-2006
CHECK the savings
Calculate ALL the savings
Be fair
Be truthful
GIVE CREDIT
To those who helped you
Don’t worry about getting credit yourself,& lastly....
FEEL PROUD
That you’ve had a hand in reducing costs
Increasing sales
Assuring profits, & increasing security
HOME
Copyright EASE Inc Tutorials© 1986-2006
IMPLEMENTATION
TO SELL YOUR IDEAS
SUCCESSFULLY
WORK OUT YOUR PROPOSAL
COMPLETELY & THOROUGHLY
Then present your proposal clearly to those involved so
that they can see the advantages. Your various charts will
help you do this.
HOME
Copyright EASE Inc Tutorials© 1986-2006
GET THOSE CONCERNED TO
HELP YOU
Try out your proposal. Accept any good ideas they may suggest. Don’t be
guilty of turning down a new idea just because it wasn’t yours.
You want others to consider your ideas don’t be guilty of turning down any
yourself.
By helping you develop your proposal, others will feel it is their idea too, and
they will try hard to make it work.
HOME
Copyright EASE Inc Tutorials© 1986-2006
GIVE CREDIT TO THOSE
RESPONSIBLE
FOR SUGGESTING BETTER METHODS
Don’t be worried about getting credit yourself. If the idea is really
yours, it will become apparent.
You won’t get anywhere stealing someone else’s idea. Ask the questions and
through them get the other person to make the suggestion you think will work.
REMEMBER TO LET THE
OTHER PERSON HAVE
YOUR WAY
HOME
Copyright EASE Inc Tutorials© 1986-2006
In conclusion the BEST WAY to solve
any problem....
1. OBSERVE
Have an open mind
Maintain a questioning attitude
Consult with others (look at the job from all
angles).
HOME
Copyright EASE Inc Tutorials© 1986-2006
2. THINK
Work with causes (not effects)
Work with facts (not opinions)
Work with reasons (not excuses)
Consider reaction of others
HOME
Copyright EASE Inc Tutorials© 1986-2006
3. DECIDE
Use all the important facts in making the
decision
4. ACT
Expect resistance to change and overcome it
Expect fear and resentment of criticism and
eliminate them
Gain acceptance through cooperative action
HOME
Copyright EASE Inc Tutorials© 1986-2006
5. FOLLOW THROUGH
Check the new operation. The job is done
only when successfully applied.
Get the results anticipated
HOME
Copyright EASE Inc Tutorials© 1986-2006
To be SUCCESSFUL a cost reduction program
must
KEEP ROLLING!
Never give up
Keep Moving
Slow but Sure
HOME
Copyright EASE Inc Tutorials© 1986-2006
Have a planned program KEEP AT IT
Remember the lesson of the parachute. Keep an open mind. Use the techniques
you’ve learned from this presentation and APPLY THEM to...
REDUCE COSTS
Prices can be lowered.
INCREASE PRODUCTION
Sales can be increased
IMPROVE MORALE
More products can be developed
IMPROVE QUALITY
REDUCE ACCIDENTS
Employees can be assured of greater
security
HOME
Copyright EASE Inc Tutorials© 1986-2006
HOME
Copyright EASE Inc Tutorials© 1986-2006
Process Planning
In EASEWorks® Process Planning is a core
component of:
Work Measurement
Work Instructions
Estimating
HOME
Copyright EASE Inc Tutorials© 1986-2006
ROUTE HEADER
SUMMARY
Printout
HOME
Copyright EASE Inc Tutorials© 1986-2006
Route Header Summary
Op Summary
Screen
HOME
Copyright EASE Inc Tutorials© 1986-2006
OPERATION DETAIL
Shows all the elements
necessary to complete the
operation. ‘What If” scenarios
can easily be accomplished here.
HOME
Copyright EASE Inc Tutorials© 1986-2006
OPERATION GRAPHIC
Work Instructions can be added to a process
plan covering Text, Reference Documents,
Graphics, Video and Sound Files.
HOME
Copyright EASE Inc Tutorials© 1986-2006
OPERATION GRAPHIC
HOME
Copyright EASE Inc Tutorials© 1986-2006
EASEWorks Element
Generator
EASEWorks® Element Generator allows
you to create:
Standard Data for re-use
Current Tasks for “What If?”
HOME
Copyright EASE Inc Tutorials© 1986-2006
This illustrates how
the Task or Standard
is created
HOME
Copyright EASE Inc Tutorials© 1986-2006
Here you can
see the flow
HOME
Copyright EASE Inc Tutorials© 1986-2006
Here we are comparing
one method against
another
HOME
Copyright EASE Inc Tutorials© 1986-2006
Here we are comparing
the value added
HOME
Copyright EASE Inc Tutorials© 1986-2006
Determining Value/Non-Value
Added Activities
Value Added:
Activities that
must be performed to meet
customer requirements
CONTRIBUTES
TO CUSTOMER
DEMANDS?
PROCESS
STEPS
YES
NECESSARY
TO PRODUCE
OUTPUT
NO
YES
VALUE
ADDED
ASSEMBLY
METALWORK
PACKAGING
NO
CONTRIBUTES
TO BUSINESSR
DEMANDS?
YES
NO
Non-Value Added: Activities that do not
contribute to meeting customer
requirements. These activities can
possibly be eliminated.
ESSENTIAL
NON-VALUE
ADDED
NON-VALUE
ADDED
FINANCIALS
SCHEDULING
MINIMAL
MATERIAL
HANDLING
MOVEMENT
REWORK
STORAGE
HOME
Copyright EASE Inc Tutorials© 1986-2006
This is an example of the
clerical Element Generator
for Clerical screens.
HOME
Copyright EASE Inc Tutorials© 1986-2006
ErgoEASE® Version 5.1
For a detailed ergonomics analysis of manufacturing tasks,
ErgoEASE Version 5.1®
provides unsurpassed analysis and problem solving
techniques.
HOME
Copyright EASE Inc Tutorials© 1986-2006
The Task Header is used
to describe the task
HOME
Copyright EASE Inc Tutorials© 1986-2006
HOME
Copyright EASE Inc Tutorials© 1986-2006
Which is further documented
with photos, videos, drawings
and reference information
Video clip can be an AVI or MPC file
HOME
Copyright EASE Inc Tutorials© 1986-2006
This is the Task Analysis
with problem motions
shown in RED
HOME
Copyright EASE Inc Tutorials© 1986-2006
A summary screen
graphically illustrates
potential risks to the
operator
HOME
Copyright EASE Inc Tutorials© 1986-2006
This can be
correlated with an
employee
discomfort survey.
HOME
Copyright EASE Inc Tutorials© 1986-2006
The task can be compared with a printout first. The suggestion
is probably unacceptable from a manufacturing viewpoint as
the cycle time has been increased.
HOME
Copyright EASE Inc Tutorials© 1986-2006
EASE Inc.
Thank you for viewing this tutorial.
CLIENTS
CONSULTING
SOFTWARE
CONTACT US
For further information about EASE
Inc, our clients, consulting services,
software products and software
customization, or to end this tutorial,
please select from the buttons at left.
EXIT
HOME
Copyright EASE Inc Tutorials© 1986-2006
Who is EASE Inc?
EASE Incorporated is an international corporation,
founded in 1986.
EASE is headquartered in Southern California
with satellite offices in Europe and the United
States.
EASE Incorporated provides productivity improvement services through the
application of the EASEworks® Software, training, consulting services and
implementation support.
HOME
Copyright EASE Inc Tutorials© 1986-2006
EASE Customers
HOME
Copyright EASE Inc Tutorials© 1986-2006
The Service
Our major focus is to offer sustainable productivity improvements and cost
reductions for our clients. We can provide you with consulting assistance for. .








Equipment Evaluation
Facility Layout
Establishing “Best Practices”
Competitive Benchmarking
Design Engineering
Process Engineering
Production Engineering
Implementing Ergonomic
Improvements








Training and Training Support &
Certification
Improving Labor Efficiency
Productivity Analysis
Implementing Lean Manufacturing
Manufacturing Engineering
ISO 9000 Implementation
Developing Work Standards
Process Mapping
EASE will provide engineers with extensive experience in YOUR industry. Your
engineers will have the ability to take over, with confidence, where we leave off.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Software
EASEworks® Software modules cover:
 Work Standards
 Product Cost Estimating
 Line Balancing
 Work Instructions
 Ergonomics
 Design For Assembly
EASE Inc. provides full training, start up assistance and consulting services for
all modules.
Software customization services are also available.
HOME
Copyright EASE Inc Tutorials© 1986-2006
Contact Information
EASE Inc.
27405 Puerta Real, #380
Mission Viejo, CA 92691
Phone: (949) 348-7511
Fax: (973) 201-1600
E-Mail: sales@easeinc.com
Web: www.easeinc.com
Ver 6
HOME
Copyright EASE Inc Tutorials© 1986-2006