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ProKit Exam 3 > Planning > Flashcards

Planning Flashcards

1
Q

What is PoD – Pro­duc­tion-ori­ent­ed De­sign?

A

Pro­duc­tion-ori­ent­ed De­sign (PoD) ad­justs prod­uct concepts and re­al­iza­tion of their de­sign to the re­quirements of pro­duc­tion - in­clud­ing vari­ance and va­ri­ety.

It defines the basis for a cost-efficient Production

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2
Q

What is the definition of PoD – Pro­duc­tion-ori­ent­ed De­sign?

A

PoD is a con­tin­u­ous process for com­pre­hen­sive prod­uct de­sign im­prove­ment with re­gard to safe­ty, qual­i­ty, pro­duc­tiv­i­ty and costs.

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3
Q

What are PoD findings based on?

A

Pro­duc­tion-ori­ent­ed De­sign (PoD) ad­justs prod­uct con­cepts and re­al­iza­tion of their de­sign to the re­quire­ments of pro­duc­tion - in­clud­ing vari­ance and va­ri­ety.

  • Parts analy­ses (own parts and those of com­peti­tors)
  • Qual­i­ty analy­ses
  • Lessons learned
  • Fur­ther PoD sources and sen­sor
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4
Q

What are the objectives of PoD?

A
  • Op­ti­miza­tion of the re­sources and man­pow­er need­ed for se­ries pro­duc­tion (e.g. re-use of ex­ist­ing pro­duc­tion equip­ment)
  • Sta­ble pro­duc­tion process­es
  • Im­proved qual­i­ty
  • En­sur­ing good er­gonom­ics and con­struc­tion fea­si­bil­i­ty
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5
Q

What are the benefits of PoD?

A
  • Work content determined by product design
  • Significant reduction of part numbers
  • Implementation of Poka Yoke principles
  • Take care of people needs
  • Economical equipment order decisions
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6
Q

If a prod­uct con­tains few­er parts it will take less time for pro­duc­tion, there­by re­duc­ing what?

A

Costs

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7
Q

The re­duc­tion of the num­ber of parts has the added ben­e­fit of gen­er­al­ly re­duc­ing what?

A

the to­tal cost of parts

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8
Q

If the parts are pro­vid­ed with fea­tures which make it eas­i­er to grasp, move, ori­ent and in­sert them, this will also re­duce which two KPIs?

A

pro­duc­tion time (eHPU) and pro­duc­tion costs

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9
Q

Pro­duc­tion ori­ent­ed De­sign also gives the op­por­tu­ni­ty to sup­port the work­force with what other elements?

A
  • er­gonom­ic so­lu­tions

- pro­vides a guide­line for eco­nom­i­cal plan­ning, com­mis­sion­ing and or­der de­ci­sions

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10
Q

What are benefits of production-oriented design?

A
  • ergonomic workplace design
  • reduced number of parts per vehicle
  • cost-efficient production
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11
Q

What is the definition of eHPV and mv?

A

The key performance indicator eHPV measures…
• … the design-related work content of a vehicle and is the
responsibility of Development (calculated time value from production planning)

The key performance indicator mv measures…
• …the non-design-related work content of a vehicle

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12
Q

Which statements regarding eHPV and eHPU true?

A
  • eHPV: a whole vehicle is considered
  • eHPU is part of HPU
  • eHPU: a unit of a truck (e.g. an engine) is considered
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13
Q

Where do you start improving your eHPU-mv-ratio?

A

• reducing mv

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14
Q

Which activities are considered eHPU and which are mv?

A

eHPU
• adhesive bonding
• riveting
• screw driving

mv
• cleaning
• picking up material
• unpacking of parts

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15
Q

What two elements need to be improved for the overall optimization of productivity?

A

Both the product (eHPU) and the process (mv) must be improved

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16
Q

What are some example of how to improve the product design and thus the eHPU?

A
  • Reducing number of parts
  • Type of attachment
  • Accessibility
  • Ergonomics
  • Fault prevention principles
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17
Q

For the reduction of eHPU, the focus is on which area?

A

The fo­cus is on pro­duc­tion, fur­ther de­part­ments sup­port the val­ue-adding process

In­ten­sive in­volve­ment of pro­duc­tion per­son­nel in de­vel­op­ment meet­ings and pro­to­type part eval­u­a­tions is important

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18
Q

For the reduction of eHPU, the most im­por­tant de­sign el­e­ment is what?

A

the val­ue-adding time need­ed for as­sem­bly (“One touch pro­duc­tion”)

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19
Q

For the reduction of eHPU, what are ex­am­ined and guar­an­teed dur­ing the de­vel­op­ment process?

A

Prin­ci­ples of stan­dard as­sem­bly

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20
Q

For cost com­par­isons, what is con­sid­ered when eval­u­at­ing the de­sign, not only the price of the parts?

A

Process chain

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21
Q

The stan­dard­ized plan­ning process fol­lows what logic?

A

CVDS- Com­mer­cial Vehi­cle Devel­op­ment Sys­tem

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22
Q

In the planning process of a new project an overall timeline is created. The man­u­fac­tur­ing en­gi­neer­ing (ME) has de­fined what?

A

stan­dard­ized plan­ning process, syn­chro­nized to the CVDS by the qual­i­ty gates

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23
Q

What is Com­mer­cial Vehi­cle Devel­op­ment Sys­tem (CVDS)?

A

CVDS is the fun­da­men­tal ap­proach on how we set-up, con­trol and de­liv­er prod­uct projects in Daim­ler Trucks.

CVDS pro­vides the ba­sis for in­di­vid­ual project leader sched­ules with all steer­ing rel­e­vant process­es.

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24
Q

What are the goals of CVDS?

A
  • Meth­ods for plan­ning, re­port­ing and steer­ing are in­te­grat­ed into an all em­brac­ing project man­age­ment.
  • Trans­paren­cy with­in truck and ag­gre­gate projects is in­creased.
  • World­wide stan­dard­iza­tion of the prod­uct cre­ation process.
  • Con­tin­u­ous im­prove­ment of the prod­uct cre­ation process by prod­uct project ap­pli­ca­tion and role spe­cial­ists.
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25
Q

The stan­dard­ized plan­ning process de­pend­s main­ly on what?

A

the com­plex­i­ty of the com­modi­ties and its spe­cif­ic im­ple­men­ta­tion time

e.g. dif­fer­ent im­ple­men­ta­tion time for CiW (Cab in White) as for As­sem­bly, how­ev­er same SOP (Start of Pro­duc­tion).

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26
Q

What are the process steps for CVDS?

A
  1. Strategy development
  2. Pre-planning
  3. Concept planning
  4. Detailed planning
  5. Realization phase
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27
Q

What are elements of strategy development in CVDS?

A

Bench­mark­ing (e.g. PoD) and best prac­tice

De­vel­op­ment of pro­duc­tion tech. con­cept

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28
Q

What is a Lean Conformity Check (LCC)?

A

Lean Conformity Checks (LCCs) serve to determine the degree of implementation of certain TOS-Standard-Principles in a specific planning phase or in a production

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29
Q

The LCC is carried out based on what?

A

requirements in order to derive further fields of action

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30
Q

What principle specifications does the LCC use?

A

TOS Standard Principles

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31
Q

Lean Conformity Checks (LCCs) are integrated in what?

A

CVDS

They ensure that lean principles within the planning process are considered

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32
Q

The Station Development Process supports LCC.

In the station development process a mock up of a what is developed?

A

future work station

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33
Q

The procedure of the station development follows what logic?

A

PDCA

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34
Q

Plan in the Station Development Process is what?

A

Planning of improved process

Processes are simulated based on current planning status (“layout freeze” status)

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35
Q

“Do” in the Station Development Process is what?

A

Simulation of planned CiW & Logistic processes

During simulation walk ways, process times and material presentation are evaluated

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36
Q

“Check” in the Station Development Process is what?

A

Evaluation of process steps

Facts and figures identified by the team show need for process improvements

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37
Q

“Act” in the Station Development Process is what?

A

Directions for improvement

Countermeasures for process improvement are developed within the team

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38
Q

What are some impacts of using simple equipment to help create a station mock up?

A
  • The station has been built up in 1:1 scale – pillars, logistic karts, welding station, equipment
  • Besides card board, small containers, large containers, aluminum beams, tubes etc. are used
  • Creativity of team needs to be stimulated
  • Speed for build up increased day by day
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39
Q

What are elements of pre-planning in CVDS?

A
  • Rough pro­duc­tion con­cept
  • Analy­sis of lo­ca­tion fac­tors - in­put from project lead - premise
  • Cre­ation of block lay­out
  • Cost es­ti­ma­tion
  • Time­line
  • Pro­ject ap­proval prepa­ra­tion
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40
Q

What are elements of concept planning in CVDS?

A
  • RFQ (re­quest for quo­ta­tion) and se­lec­tion of sup­pli­er for plan­ning sup­port
  • Con­cept de­vel­op­ment and eval­u­a­tion of pro­duc­tion and Lo­gis­tics process
  • Con­cept de­f­i­n­i­tion incl. tech­nol­o­gy se­lec­tion
  • Pro­duc­tion con­cept lay­out
  • Cost ver­i­fi­ca­tion
  • Time­line
  • Pro­ject Spec Book pro­duc­tion
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41
Q

What are elements of “detailed planning” in CVDS?

A
  • De­tailed process plan­ning
  • Man­pow­er plan­ning
  • Val­i­da­tion by sim­u­la­tions and con­for­mi­ty checks
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42
Q

What are elements of the “realization phase” in CVDS?

A
  • In­stal­la­tion co­or­di­na­tion at sup­pli­er incl. Pre ac­cep­tance
  • In­stal­la­tion co­or­di­na­tion at plant
  • Com­mis­sion­ing
  • Train­ing con­cept & doc­u­ments e.g. in part­ner­ship with the equip­ment sup­pli­er
  • Ramp-up incl. per­for­mance test & fi­nal ac­cep­tance
  • Hand over to op­er­a­tions
  • Lessons Learned
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43
Q

Q-Gate 1 marks the han­dover from where to where?

A

Plan­ning de­part­ment (ME) to Op­er­a­tions

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44
Q

Q-Gate1 marks the han­dover from Plan­ning de­part­ment (ME) to Op­er­a­tions. What are two op­tions for this han­dover?

A

Model 1– Turnkey (separate responsibilities)

Model 2– Landlord (incremental behavior)

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45
Q

Mod­el1 (“turnkey“) - sep­a­rate re­spon­si­bil­i­ties handover entails what?

A
  • Plan­ning pur­chas­es, set up, com­mis­sions and re­leas­es the equip­ment
  • Plan­ning en­sures ca­pa­bil­i­ties for se­r­i­al pro­duc­tion (takt time, out­put, OEE, part qual­i­ty)
  • Plan­ning hands over the equip­ment at SOP in a “turnkey“ state
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46
Q

Mod­el 2 (“Land­lord“) - in­cre­men­tal han­dover entails what?

A

Plan­ning is re­spon­si­ble for the con­cept to pur­chase

Com­mis­sion­ing and ac­cep­tance is done by plan­ning and the af­fect­ed ar­eas of fu­ture op­er­a­tions etc.

Op­er­a­tions is in­volved into com­mis­sion­ing, ac­cep­tance and prob­lem solv­ing in an ear­ly phase – plan­ning hands over to­tal re­spon­si­bil­i­ty in­cre­men­tal­ly

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47
Q

Which activities happen in which step of the planning process of Truck Assembly Plants?

A

Pre-Planning
• Cost estimation

Concept Planning
• Project Spec Book

Detailed Planning
• Validation by simulations and conformity checks

Realization Phase
• Hand over to operations

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48
Q

What are the process steps for the creation and improvement of the Plant layout?

A
  1. Feasibility study and choice of site location
  2. Market requirements
  3. Rough Plant planning
  4. Design of layout options
  5. Layout evaluation and selection
  6. Implementation of new layout
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49
Q

How is the process for the creation and improvement of a plant layout? Put the steps into the correct order.

A
  1. Feasibility study and choice of site location
  2. Market requirements
  3. Rough Plant planning
  4. Design of layout options
  5. Layout evaluation and selection
  6. Implementation of new layout
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50
Q

Feasibility study and choice of site location entails what for the creation and improvement of the Plant layout?

A
  • Make or buy?
  • Choice of site location
  • Production network
  • Economic framework conditions
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51
Q

Market requirements entails what for the creation and improvement of the Plant layout?

A
  • Demand analysis
  • Trend analysis
  • Capacity planning
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52
Q

Rough Plant planning entails what for the creation and improvement of the Plant layout?

A

• Future value stream:
o Product families
o Work content
o Detailing of future value stream

• Logistics concept

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53
Q

Design of layout options entails what for the creation and improvement of the Plant layout?

A 
• Design principles:
o Plant
o Hall
o Line and department
o Workplace and machine
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54
Q

Layout evaluation and selection entails what for the creation and improvement of the Plant layout?

A
  • Value benefit analysis

* Selection of layout

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55
Q

Implementation of new layout entails what for the creation and improvement of the Plant layout?

A
  • Planning
  • Relocation
  • Ramp-up
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56
Q

What two analyses form a key foundation for the design of a Plant layout?

A

The demand and trend analysis

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57
Q

What does the trend analysis forecast?

A 
The trend analysis forecasts
• Volume development
• Variant development
• Price development
• Functionality development
• Expectations re. delivery time
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58
Q

What does the demand analysis forecast?

A 
The demand analysis forecasts
• Seasonal fluctuations
• Product life cycle/age
• Variant postponement
• Product families
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59
Q

Alongside the short-term effects on the Plant design, the demand and trend analyses show what?

A

the necessary long-term adaptations for the future layout

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60
Q

What are some options for reacting to trend developments?

A

Volume is sinking..
- Orientation toward future base capacity

Product diversity is increasing..
- Integrate extendibility of variance (individualization) into planning

25% price reduction forecast in the next five years
- Include price developments in planning, e.g. in production methods (objective = to reduce costs [CIP])

Increase functionality will increase production time of the products
- Integrate extendibility of work content into planning

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61
Q

The Plant Layout and the organization must be designed how in order to enable appropriate reaction to fluctuations in demand?

A

Flexibly

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62
Q

What predictions can be derived from a trend or demand analysis?

A

trend analysis
• Price development
• Variant development
• Volume development

demand analysis
• Product life cycle/age
• Product families

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63
Q

What are possible reactions for fluctuations in demand?

A
  • increase working hours

* reduction of takt time

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64
Q

What are possible adaption strategies to the following trend developments?

A

volume is sinking
• Orientation toward future base capacity

product diversity is increasing
• Integrate extendibility of variance (individualization) into planning

25% price reduction forecast in the next 5 years
• Include price developments in planning

increased functionality will increase production time of the products
• Integrate extendibility of work content into planning

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65
Q

What are options for closing the gap in demand capacity?

A

Organizational:
• Increase working hours
o Overtime
o Additional shift

• Reduction of takt time

• Improve processes
o Quality levels
o Availability levels
o Reduction of waste

Technical:
• Investment in capacity for order peaks (only expedient after
above levers exhausted)

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66
Q

What is the ideal Plant layout from the TOS perspective?

A

The best possible specifications of the TOS philosophy would be a fishbone design

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67
Q

What are the features of a fishbone diagram?

A
  • Smooth, synchronized production in a string of pearls over the whole process chain
  • Delivery of purchased parts and sub-assemblies in a synchronized sequence
  • Pull production with demand oriented, high-frequency material supply in small quantities
  • No buffer inside the Plant, direct connection of sub-processes to the main line in one-piece flow
  • Continual product flow without buffer and maximum flexibility
  • Production in customer takt in all production steps
  • Minimized order lead time, shorter than customer expectation
  • Material flow routes are short and do not cross
68
Q

In reality the design of Plant layouts is always a compromise between what?

A

between TOS requirements and real general conditions

69
Q

What are TOS requirements for Plant layouts?

A
  • Integration of all relevant TOS methods
  • Lean and stable processes with minimum stock levels
  • Synchronized value stream in customer takt
  • High machine availability (OEE) with min change over times
  • Logistics in continual flow
  • Smooth volume flows
  • Max flexibility
  • Min variability
  • Waste-free processes
  • built quality instead of proved quality
70
Q

What are factors to consider for Plant design?

A
  • Op­ti­mum com­pro­mise be­tween ex­ist­ing gen­er­al con­di­tions and the TOS re­quire­ments.
  • The lay­out de­sign not only takes ex­ter­nal fac­tors into ac­count e.g. mar­ket re­quire­ments), but also in­ter­nal ones (e.g. or­ga­ni­za­tion)
71
Q

What are TOS requirements for General conditions?

A
  • Product design/variety of variants/priority diagram
  • Vertical integration
  • Sales fluctuation
  • Construction-related restriction
  • Brown field/green field
  • Political conditions including ability to outsource
  • Supplier integration and ability to deliver
  • Ergonomics
72
Q

Think about the following examples and think about whether they are categorized as waste, variability or inflexibility?

A

waste
• Large storage areas
• waiting times between processes
• long distances between assembly lines and storage facilities

variability
• No regulated delivery window
• Complicated material supply
• Traffic jams on transport routes

inflexibility
• No extendible area
• Inflexible work-time models
• narrow pillars

73
Q

What are the key design factors for green field and brown field planning?

A
  • Organizational specifications
  • Technical specifications
  • Logistical specifications
74
Q

Which of the following statements are true regarding the specifications? You need to consider …

A
  • … the future value stream.

* … the takt time.

75
Q

What are some examples of waste in an unfavorable layout?

A
  • Large storage areas, buffers
  • High costs for transportation
  • Long routes between processes and halls
  • Processes positioned far apart, many storage areas
  • High effort for controlling of processes
  • High waiting times between processes
  • Large rework areas
76
Q

What are some examples of variability in an unfavorable layout?

A
  • Complicated material supply
  • Traffic jams on transport routes
  • No regulated delivery window
  • Material supply via bottlenecks (in accordance with equipment used)
  • Quality-sensitive equipment at critical locations
  • process content
  • process flow
  • process duration
77
Q

What are some examples of inflexibility in an unfavorable layout?

A
  • Inflexible work-time models
  • No extendible area
  • Inflexible construction
  • Multi-story construction
  • Pits/columns/bottlenecks/dead ends
  • Type of conveyor
  • Central machines/supply
  • Legal restrictions
78
Q

For both green field and brown field planning what three key design factors do we need to take into account?

A
  1. Technical specifications
  2. Logistical specifications
  3. Organizational specifications
79
Q

What are the characteristics in green field planning?

A

Technical specifications
• New design of value streams and processes
• Layout approaches the ideal value stream

Logistical specifications
• New planning of the information and product flows
• Integration of new suppliers and supply concepts

Organizational specifications
“Everything” can be specified completely from scratch.

80
Q

It is important to distinguish between planning of new and existing products. This goes for plant planning as well. We call this distinction what in Rough Plant Planning?

A

green field (new plants) and brown field (existing plants).

81
Q

What are the characteristics in brown field planning?

A

Technical specifications
• Value-stream adjustment due to existing processes (ass. sequence)
• Layout adjustment due to structural specifics (e.g. buildings)
• Many compromises on the route to the future value stream

Logistical specifications
• Consider existing supplier agreements
• Existing information systems must be adjusted

Organizational specifications
Clear need for change for radical conversion vs. continuous improvement

82
Q

What are the 3 columns of rough plant planning?

A

1st Future Value Stream
2nd Logistics Concept
3rd Organizational Structure

83
Q

Plant layout has a significant impact on what?

A

process performances (e.g. eHPV/MV)

84
Q

Plant layout is a consequence of the processes according to what?

A

the value streams to build the final product

85
Q

In a first approach, there should be no restrictions to what?

A

implement a layout as close as possible to the value stream

86
Q

What compromises need to be taken when implementing a value stream?

A
  • Short distances between processes vs. expandability
  • Space for subassembly close to main line vs. extending distances between processes
  • Space for material supply via dock doors vs. building size
  • Building size/shape vs. investment & energy costs
87
Q

What pro­vides the ba­sis for mak­ing de­ci­sions on the de­tailed de­sign of the fu­ture val­ue stream?

A

analy­sis of the vari­ant-re­lat­ed work con­tent

88
Q

The over-cau­tious con­sid­er­a­tion of op­er­a­tional loss­es can re­sult in what?

A

ex­ces­sive ca­pac­i­ty re­quire­ments on plants and ma­chin­ery

89
Q

What is classic dimensioning?

A
  • De­ter­mi­na­tion of tar­get cy­cle time by means of down­ward cal­cu­la­tion
  • All loss­es in the cur­rent form ac­cept­ed in plan­ning
  • Less avail­able time re­quires rapid, i.e. large and com­plex ma­chines
90
Q

What is lean dimensioning?

A
  • Rule of thumb: tar­get cy­cle time = takt – 10%, cor­re­spond­ing up­ward cal­cu­la­tion**
  • Max. per­mit­ted loss­es spec­i­fied in plan­ning (con­stant pres­sure to im­prove in plan)
  • Greater avail­able work­ing time en­ables use of sim­ple and small ma­chines
91
Q

1st col­umn of rough plant plan­ning is?

A

Fu­ture val­ue stream

92
Q

2nd col­umn of rough plant plan­ning is?

A

Lo­gis­tics con­cept

The lo­gis­tics con­cept has a key in­flu­ence on the lay­out plan­ning.

93
Q

As­pects rel­e­vant to lay­out in de­ter­min­ing the lo­gis­tics con­cept are?

A

A. Receiving & Shipping Area
B. Delivery concept
C. Kitting & Warehousing
D. Line feeding

94
Q

The delivery concept is?

A
  • Supplier Logistics Center (SLC)
  • Direct delivery – JIS
  • Suppliers’ park/ industrial park
  • Trailer park (warehouse on wheels)

Standard Supply Forms

95
Q

The kitting and warehousing concept is?

A
  • On the line (point of installation)
  • Supermarket
  • consideration of autonomous processes

Supermarket

96
Q

The Receiving & Shipping Area concept is?

A
  • Packaging costs
  • Returns of empties
  • Combination/ separation of goods in and goods out
  • Goods-in process (GI control)
  • suitable for autonomous equipment (vehicles / robots…)
97
Q

The line feeding concept is?

A
  • Parts density at point of installation
  • Transport routes
  • Internal/ external suppliers
  • suitable for autonomous equipment (vehicles / robots…)

Line delivery

98
Q

What are some prerequisites for the logistics concept?

A
  • Lines should run parallel to the building facade
  • Direct delivery to stations with a delivery volume > 50 m³ per day and part
  • Direct delivery requires a distance of approx. 65 - 90 m between the buildings
99
Q

When designing internal logistics it is important to ensure what?

A

minimum distances and easy delivery of large components

100
Q

3rd col­umn of rough plant plan­ning is what?

A

Or­ga­ni­za­tion­al struc­ture

101
Q

What are the two organizational structures?

A
  1. Functional structure

2. Product-oriented structure

102
Q

What is functional structure?

A

“per­for­mance-ori­ent­ed” lay­out:

  • Lo­cate sim­i­lar process­es close to­geth­er
103
Q

What is product-oriented structure?

A

“process-ori­ent­ed” lay­out:

  • Lo­cate up­stream and down­stream process­es as close­ly to each oth­er as pos­si­ble
  • Lay­out de­sign with help of “val­ue stream man­ag­er”
104
Q

Layout development takes place on several levels. What are they?

A 
Level 0: Site
Level 1: Lean Plant layout
Level 2: Lean Building Layout
Level 3: Lean Line Layout
Level 4: Workplace
105
Q

What are the levels in layout development? Bring them into the correct order, starting from level 0.

A
  1. Site
  2. Plant
  3. Building
  4. Line
  5. Workplace
106
Q

What are the technical aspects of Level 1: Lean Plant layout?

A
  • Highly flexible
  • Straight material flow
  • Expansion areas in several directions with buildings simple to extend
  • Fishbone connection of departments/ functions to one another
  • Covered/ roofed loading/unloading areas
107
Q

What are the logistics aspects of Level 1: Lean Plant layout?

A

• Supplier integration
o Integrated industrial park with connected transportation technology
o JIS, JIT or logistic center (see Reference Value Streams)

• Adequately dimensioned transport routes, access, maneuvering
capabilities

108
Q

What are the organizational aspects of Level 2: Lean Building Layout?

A
  • Central and accessible communication and quality zones

* central administration area (spine)

109
Q

What are the technical aspects of Level 2: Lean Building Layout?

A

• Flexible hall/production facilities
• Production/material flow on one level
• Fishbone connection of ancillary lines to main flow (decoupling only demand-oriented*)
* e.g. before bottlenecks, on tool change and changeover times

110
Q

What are the logistics aspects of Level 2: Lean Building Layout?

A
  • Docking capabilities for trucks
  • Direct, logical material flow without crossings or switches
  • Shop stock areas (no buffers)
111
Q

What are the organizational aspects of Level 2: Lean Building Layout?

A
  • Staff rooms close to workplace
  • Sufficient communication areas for info boards, production meetings
  • Support areas (e.g. maintenance, tool preparation) close to production
112
Q

The linking of pre-assemblies to the main line (fishbone, FIFO) has significantly different effects on the building layout than?

A

a consumption-controlled system (fill-up pull)

113
Q

What are the technical aspects of Level 3: Lean Line Layout?

A
  • Suitable assembly system
  • Flow principle with batch size 1
  • Flexible production facilities and media supply/removal
  • Automation only where required (quality, weight, work safety, dirt)
  • Technical fixed points aligned
  • No dead ends, pits, cranes, elevators
  • Restricted areas outside the line
  • Observance of standard assembly criteria
114
Q

What are the logistics aspects of Level 3: Lean Line Layout?

A
  • Avoid crossings and switches
  • Large-volume fast-moving items at the end of the line
  • Driving route suited for delivery by transport train trolleys
  • Avoidance of buffer areas
115
Q

What are the organizational aspects of Level 3: Lean Line Layout?

A

• Adequate information areas and staff rooms close to workplaces

116
Q

What are the different effects on the building layout concerning fishbone principle & consumption control via supermarkets?

A
  • Small storage areas
  • JIS-capable production
  • High control effort consumption control via supermarkets
  • Increased space requirements for shop stock
  • Increased storage requirement on the line
  • Supplier integration via JIT or SLC
117
Q

What are quantitative performance indicators for the selection of Plat layout?

A

In­vest­ment:

  • Con­struc­tion mea­sures
  • Tech­ni­cal build­ing equip­ment
  • Pro­duc­tion ma­chines

Run­ning costs:

  • Per­son­nel costs
  • Lo­gis­tics costs
  • En­er­gy costs
  • Cap­i­tal costs

Time tak­en to re­coup in­vest­ment

118
Q

What are the qualitative criteria for the selection of the Plant layout?

A

Build­ings/equip­ment:

  • Flex­i­bil­i­ty for new equip­ment
  • Lay­out of an­cil­lary ar­eas
  • Space re­quire­ments/ con­sump­tion
  • Fu­ture ex­tendibil­i­ty
  • Suc­ces­sor com­pat­i­bil­i­ty

Lo­gis­tics:

  • Ma­te­r­i­al flow – in­ter­nal
  • Ma­te­r­i­al flow – ex­ter­nal

As­sem­bly process:

  • Crit­i­cal process­es
  • Ac­ces­si­bil­i­ty of ve­hi­cle
  • Trans­paren­cy/com­mu­ni­ca­tion
119
Q

To de­ter­mine the ful­fill­ment lev­el for Qual­i­ta­tive and quan­ti­ta­tive val­ue ben­e­fit analy­sis for lay­out as­sess­ment, the al­ter­na­tives are as­sessed us­ing what?

A

the weight­ed cri­te­ria on a scale. Par­al­lel to this quan­ti­ta­tive per­for­mance in­di­ca­tors are de­ter­mined.

120
Q

What are Fu­ture re­quire­ments for a Plant lay­out?

A

☝️ Re­al­iza­tion of one-piece flow across all process­es

☝️ Short ma­te­r­i­al routes with as lit­tle buffer as pos­si­ble

☝️ Smooth, syn­chro­nized ma­te­r­i­al flows (in­ter­nal/ex­ter­nal)

☝️ Fu­ture ex­tendibil­i­ty

☝️ No mon­u­ments (low, flex­i­ble lev­el of au­toma­tion in­stead of hi-tech, no rigid fixed in­stal­la­tions)

☝️ Flex­i­bil­i­ty of build­ing and equip­ment for fluc­tu­a­tion in de­mands and trends

☝️ Han­dling of mul­ti­ple prod­uct vari­ants on one line

☝️ Han­dling of small quan­ti­ties per mod­el vari­ant

☝️ Close in­volve­ment of lo­gis­tics part­ners

121
Q

What are quantitative and qualitative criteria for selecting plant layouts?

A
  • Investment
  • Buildings/equipment
  • Logistics
  • Running costs
122
Q

What is LCA and why is it im­por­tant?

A

Low cost au­toma­tion are self-de­vel­oped, in­tel­li­gent au­toma­tion so­lu­tions for lo­gis­tics, man­u­fac­tur­ing process­es and as­sem­bly.

123
Q

What are the objectives of LCA?

A
  • Re­duc­tion of costs for au­toma­tion
  • Con­tin­u­ous pro­duc­tiv­i­ty in­crease
  • Re­duc­tion in waste, vari­abil­i­ty and in­flex­i­bil­i­ty
124
Q

What are the additional po­ten­tials that can be re­al­ized by means of LCA in ad­di­tion to re­duc­ing the fund­ing re­quire­ments?

A
  • Respect for people
  • Flexibility
  • Consistent quality management
125
Q

What is respect for people in LCA?

A

Re­spect for peo­ple

En­sure safe­ty
Er­gonom­ic work­place de­sign
Sep­a­rate work car­ried out by per­sons and ma­chines

126
Q

What is flexibility in LCA?

A

Flex­i­bil­i­ty

… in the case of sys­tem mod­i­fi­ca­tions
… in the case of short-term ad­just­ments to the en­vi­ron­ment

127
Q

What is Con­sis­tent qual­i­ty man­age­ment in LCA?

A

Con­sis­tent qual­i­ty man­age­ment

Im­prove the qual­i­ty of the move­ment se­quences
Prod­uct qual­i­ty re­flects the process qual­i­ty

128
Q

Why do we need Low Cost Au­toma­tion at Daim­ler?

A

LCA fa­cil­i­tates a sig­nif­i­cant re­duc­tion in costs for au­toma­tion tech­nol­o­gy

Increase efficiency in all our processes

129
Q

What is the goal of Low Cost Au­toma­tion at Daim­ler?

A

Goal: In­vest­ment costs that are as low as pos­si­ble and/or re­duc­tion in the fixed costs.

130
Q

What basic principles should be adhered to for the Implementation of LCA?

A
  • Safety, health, & quality requirements shall be adhered to
  • Ensure reuse and use of simple, commercially available materials
  • First eliminate waste, then implement the simplest of automation options
  • Cost-efficient in-house production (amortization period: <1 year)
  • It shall be possible to quickly specify and implement the idea (involve employees!).
  • Take into account fault prevention (Poka Yoke, Jidoka).
  • The idea should be simple* and – where required – can be implemented by internal specialists.
  • “simple” means: Avoidance of complicated movement sequences, functions and structures. Keep it simple!
  • The solution should be so flexible that it can be converted using in-house means.
    Use simple* drive types in the sense of “KARAKURI”.
  • Rotational, linear and pendular movements that can be realized using simple mechanical elements.
131
Q

What are the objectives of low cost automation?

A
  • increase of productivity
  • reduction in waste, variability and inflexibility
  • reduction of costs for automation
132
Q

Which principles should you follow when implementing LCA?

A
  • First, optimize the process, then implement a simple automation.
  • Use in-house solutions.
  • Consider poka yoke.
  • Use existing energy and transform it into useable movement.
133
Q

Karakuri is a part of the LCA Ba­sic Prin­ci­ples and de­scribes what?

A

sim­ple dri­ve types and their us­age

karakuri (からくり) is japan­ese for “mech­a­nisms with wis­dom”.

134
Q

Karakuri pup­pets are what?

A

the ori­gin of the idea to cre­ate sim­ple au­toma­tion so­lu­tions with a low-cost ap­proach us­ing ba­sic me­chan­i­cal prin­ci­ples.

karakuri (からくり) is japan­ese for “mech­a­nisms with wis­dom”.

135
Q

Karakuri uses what?

A

the ex­ist­ing en­er­gy or force and con­verts this into move­ment in a sim­ple way

136
Q

What are the elements of a Karakuri?

A
  1. lever
  2. springs
  3. excentric wheel
  4. deflection rollers
  5. gear wheels
  6. Gravitational force, Belts etc
137
Q

Which statements regarding Karakuri are true?

A
  • Karakuri uses the existing energy and converts it into movement in a simple way.
  • Low cost automation uses the karakuri principle.
138
Q

The Re­design Pro­ce­dure Mod­el con­sists of which sev­en steps?

A
  1. Process analysis
  2. Questioning the process
  3. Check use of LCA
  4. Check whether a solution already exists somewhere else
  5. Idea generation
  6. Implementation
  7. Test
139
Q

What is step 1 of the Re­design Pro­ce­dure Mod­el?

A

Step 1: The existing process needs to be analyzed

  • Analysis (description, layout, TOS snapshot…)
  • Chart the walking distances via a spaghetti diagram
  • KPI analysis
140
Q

What is step 2 of the Re­design Pro­ce­dure Mod­el?

A

Step 2: The process itself must be questioned

Objective: Reduce waste, then implement simple automation options

Process is non-value adding and also not necessary–Eliminate

Process is value-adding, but cannot be optimized– Keep

Process is non-value adding, but necessary– Optimize

Process is value-adding and can be optimized–Optimize

141
Q

What is step 3 of the Re­design Pro­ce­dure Mod­el?

A

Step 3: The Use of LCA Must Be Gradually Checked

Check need for automation, minimize waste, check use of simple drive types

142
Q

What is step 4 of the Re­design Pro­ce­dure Mod­el?

A

Step 4: Check whether a Solution Already Exists Somewhere Else

• Review already implemented ideas
• Further investigate existing solutions (internal/external), e.g.:
o Go & see
o benchmarking
o best-practice sharing
143
Q

What is step 5 of the Re­design Pro­ce­dure Mod­el?

A

Step 5: Creative, Low-Cost Ideas Are Generated

Brainstorming: 
• Brainstorm & cluster ideas
• Make derivations
• Mixed groups
• No criticism, no idea "killers"
• Quantity before quality
• All contributions are valid
• Let thoughts & ideas run free

Up Side Down Method:
• Ask questions in reverse
• Try not to solve the problem, but try to
rather make it worse
• Note ideas
• Reverse again and generate the solution

144
Q

What is step 6 of the Re­design Pro­ce­dure Mod­el?

A

Step 6: Implemented by CIP Workshop

  1. Plausibility check regarding idea (actual status, problem, etc.)
  2. Cost comparison regarding supplier
  3. Onsite meeting with CI workshop and professional design
  4. Check whether production is possible with available, simple commercially available materials, then start production)
  5. Creation of technical documents:
    • Operating instructions
    • Declaration of conformity
    • Requirement specifications
    • Fallback concept
    • Maintenance concept
    • Wiring diagram
    • Spare parts list
    • Hazard analysis
  6. Acceptance by operator, production engineer, safety engineer, maintenance technician, planner
  7. Transfer to specialist department (possibly patent application)
  8. Documentation of solution (best
    practice sharing)
145
Q

What is step 7 of the Re­design Pro­ce­dure Mod­el?

A

Step 7: Testing and CIP

  1. Plan: Try out the solution in the area of
    application
  2. Do: Make minor improvements
  3. Check: Was the initial problem effectively
    solved?
  4. Act: Embedding, exchange, sustainability
146
Q

Do you remember what an AGV is?

A

• Towing or transport system that is controlled automatically without a driver.

147
Q

What does FMS stand for?

A

flexible manpower system

148
Q

What is a flexible manpower system (FMS)?

A

A flexible manpower system is a comprehensive and plant-wide work system that can be adjusted to differing demand levels in order to produce with optimal employee productivity in any demand situation.

149
Q

What could be a problem for companies?

A

Coordinate their resources as answer of fluctuating customer demand

150
Q

Fluctuating Customer Demand Makes It Difficult for the Company to Coordinate its Resources. What are the problems?

A
  • Order cancellation
  • Fluctuating delivery capacity
  • Build-up of stock
  • Excessive workload
  • Fluctuating workload
151
Q

Rigid vs. Flexible Capacity Design

A

Capacities are often designed too rigidly and too high in order to ensure one’s own delivery capacity

152
Q

What is Flex­i­ble ca­pac­i­ty ad­just­ment?

A

Ca­pac­i­ty ex­pan­sion via flex­i­ble ca­pac­i­ty ad­just­ment

153
Q

What is Out­put Flex­i­bil­i­ty in FMS?

A

An FMS fa­cil­i­tates high pro­duc­tiv­i­ty in every de­mand sit­u­a­tion by vary­ing the num­ber of em­ploy­ees in the work sys­tem de­pend­ing on the work con­tent and cus­tomer cy­cle.

154
Q

What could be a problem for companies?

A

• Coordinate their resources as answer of fluctuating customer demand

155
Q

If regular production time is not enough, how can you expand capacity?

A
  • working over-time
  • additional shifts
  • outsourcing (extended workbench)
156
Q

How can an FMS help you when the customer demand increases?

A

• With more workers, takt time can be reduced to fit the customer takt.

157
Q

There are three levels involved when designing a flexible manpower system, what are they?

A
  1. Workplace/machine
  2. Line/cell
  3. Plant/shop
158
Q

How do you use FMS in Practice?

A

Component production
• FMS systems can be relatively well used
• Depends on the part geometry, layout & machine design

Press shop
• Not a typical application field (automotive industry)

Body shop
• FMS systems can only be used to a limited extent
• Depends on the insertion station design (as U-cell layout)

Paint shop
• Not a typical application field (automotive industry)

Assembly
• FMS systems can be relatively well used
• Depends on the part geometry, layout and workplace design

159
Q

Which levels do you know when designing a FMS?

A
  • line / cell
  • plant / shop
  • workplace / machine
160
Q

In which facilities are FMSs usually used in practice?

A
  • Component production
  • Body Shop
  • Assembly
161
Q

What are FMS Prin­ci­ples?

A
  1. Workplace and machine design
  2. Material feed, loading/unloading
  3. Separation of employee/machine
  4. Line/cell de­sign
  5. Syn­chro­niza­tion of process­es and stan­dard WIP in­ven­to­ry
162
Q

What is the First Principle: Workplace and Machine Design in FMS?

A

The systems have a narrow and deep design in order to reduce the walking and reach distances.

  • Significant reduction in space requirement and routes for each cycle
  • Increase in separation of employee/machine according to FMS
  • Better walking time/working hours ratio
  • Greater design options
  • Alignment of front sides of machines
163
Q

What is the before and after for er­gonom­ic and uni­form work­ing heights?

A

Be­fore:
Uner­gonom­ic pos­ture at some work­places; Ma­te­r­i­al trans­port dif­fi­cult due to chang­ing heights => Em­ploy­ee fa­tigue

Af­ter:
Op­ti­mal pos­ture at every work­place; Hor­i­zon­tal ma­te­r­i­al trans­port (smooth move­ment) => Bet­ter ac­cess

164
Q

What is the Sec­ond Prin­ci­ple: Ma­te­r­i­al Feed, load­ing/un­load­ing?

A

Op­ti­mal Ma­te­r­i­al Feed from Rear

Loading and unloading are facilitated by optimal parts accessibility

Combined Loading and Unloading Processes

165
Q

Which FMS principles for workplace / machine should you consider?

A
  • uniform working heights
  • combined loading and unloading processes
  • narrow and deep design
166
Q

What is Third Principle: Separation of Man and Machine?

A

The waiting time of personnel is reduced via the decoupling of manual and automated work

Acceptance of machine downtimes

ProKit Exam 3 (6 decks)

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