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An EASEworks Manufacturing Tutorial

Lean Manufacturing

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Copyright EASE Inc Tutorials 1986-2002

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.

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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

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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.

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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
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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.

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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

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You will learn how to REDUCE COST


through. . .

1.

WORK SIMPLIFICATION:
SIMPLIFICATION The commonsense, step-by-step way
of studying jobs to find easier and better ways of doing them.

2.

PART SIMPLIFICATION:
SIMPLIFICATION A systematic study of materials and
parts, to simplify them and reduce their cost.

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In order to get a better understanding of how a business operates, lets


take a look at the relationship of cost, price and profit.
The study of this relationship comes under the heading of....

ECONOMICS
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Economics of the
Manufacturing Industry
The COST of manufacturing your product is made up of..

MATERIAL
MATERIAL

LABOR
LABOR

BURDEN
BURDEN

COST
COST
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PROFIT is the money left over (if any) from the


customers dollar after all expenses and taxes are
paid:

Products

MATERIAL

PROFIT
BURDEN

Customer

Manufacturing
Plant

LABOR

LOWER COSTS
BRING
GREATER
MARKETS

Money
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Supply & Demand


A SMALL demand and a BIG supply
tend to lower the price

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Supply & Demand


A BIG demand and a SMALL supply
tend to raise the price

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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
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You Can.....
Make Work Easier
Reduce Costs
Improve Quality

Through.......

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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.

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Improving Methods Enables You to Improve


Your Product
With Less Effort
In Less Time
Without Hurrying
With Greater Safety
With Lower Cost

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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!


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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
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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.
SENSE

The steps in Work Simplification are....

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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

Now lets see


how each of
these steps is
done

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#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....

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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.

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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.
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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 youll learn is by doing.
Select a job in one of the above classes if you can - but, more
important -SELECT A JOB and

LETS GO.........
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#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.....

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WHAT
WHAT
WHERE
WHERE
WHEN
WHEN

is being done?
is it being done?
is it done?

WHO
WHO

does it?

HOW
HOW

is it done?

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Your garage mechanic cant figure out why your car wont 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

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A.
A. How
Howto
toMake
MakeaaProcess
ProcessChart
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
For additional information
click
clickononProcess
ProcessPlan
Plan

A PROCESS CHART is is different to a PROCESS PLAN.


Process Plans dont 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.

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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.
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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 dont have the program, make up the chart on paper BUT......

MAKE IT UP

(the chart)

and

BREAK IT UP

(the work)

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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
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Task
TaskHeader
Header

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Follow the same subject through the entire study DONT 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.

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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..

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Element
ElementSummary
Summary
shows
Work
shows WorkContent
Content

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7.7.

SUMMARY.
SUMMARY. All
All
times
timesand
and
distances
distancesare
are
totaled
for
you.
totaled for you.

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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

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Check List for a Process Chart


1. Can any step be eliminated?
As unnecessary.
Ask:
Ask Why it is Done?
Use new equipment.
Ask:
Ask Why is present equipment used?
By changing the place where it is done, or kept.
Ask:
Ask Why is it done there?
By changing the order of work.
Ask:
Ask Why is it done in its present order?
By changing the product design.
Ask:
Ask Why design it this way?
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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).
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Task
TaskHeader
Headerwith
with
Comparison
Comparison

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Element
ElementSummary
Summary
showing
revised
showing revised
Work
WorkContent
Content

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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

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B.
B. How
Howto
toMake
MakeaaMultiple
MultipleActivity
ActivityChart
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.
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1.1. State
Statethe
thePROCESS
PROCESStotobe
be
studied.
studied.
2.2. Set
Setup
upaaCOLUMN
COLUMNfor
for
each
job
and
each
machine
each job and each machine
involved
involvedininthe
theprocess.
process.

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3.
3.

List
ListELEMENTS
ELEMENTSdone
doneby
byeach
each
employee
employee&&each
eachmachine
machineto
tobe
be
charted.
charted.(Dont
(Dontbreak
breakdown
downthe
the
operation
too
fine.
operation too fine.

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4.4.

Enter
Enterthe
theTIME
TIMEfor
for
each
eachelement.
element.

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5.5.

VIEW
VIEWthe
thechart
chartand
andmove
movethe
the
elements
elementsinto
intothe
theorder
orderand
and
starting
startingposition
positionininwhich
whichthey
they
are
used.
are used.

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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.

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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?

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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).

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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?

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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?

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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?

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9. Can steps be made safer?


By changing the order of the work?
By changing the layout?
By new or different equipment?

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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?

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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?

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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?

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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.

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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.

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By
Bychanging
changingthe
the
sequence
of
the
sequence of thework,
work,
the
total
time
to
the total time to
complete
completethe
thetask
taskhas
has
been
reduced
by
31%.
been reduced by 31%.

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You
Youcan
cansee
seethe
theeffects
effectsofof
the
theimprovements
improvementsillustrated
illustrated
on
this
screen.
on this screen.

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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.

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When the operation involves a lot of walking or transporting, it may


be advisable to make a FLOW DIAGRAM

Lets see how a FLOW DIAGRAM is made......

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C.
C. How
How to
to Make
Make aa Flow
Flow Diagram
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.

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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

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#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. . .

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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.

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KNOWING
KNOWING

YOU
YOUASK
ASK

THAT its 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?
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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.

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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?
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.

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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. . .

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#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!

DONT
DONT SAY
SAY
INSTEAD
INSTEAD SAY
SAY

It cant 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.

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Applying
Applyingthe
the
question
questionWHY
WHYto
to
these
thesefive
five
prompters
prompters
WHAT
WHERE
WHEN

Tends
Tendsto
to
result
resultin
in
the
thefollowing
following
actions
actions
ELIMINATE
COMBINE

WHO

CHANGE
SEQUENCE

HOW

SIMPLIFY
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Now Lets Consider these Actions in Detail


ELIMINATE
ELIMINATE

asking the question WHY of the prompter WHAT,


WHAT
often results in the answer that there is no good
reason for doing the operation at all.

Consequently, that operation can be


ELIMINATED.
ELIMINATED Entirely too many operations that
are studied for improvement, should instead be
eliminated.

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COMBINE
COMBINE

the answer to WHERE,


WHERE WHEN and WHO may
lead to improvements by COMBINING
OPERATIONS.
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.

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CHANGE
CHANGESEQUENCE
SEQUENCE

sometimes the answers to WHY or


WHERE,
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.

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SIMPLIFY
SIMPLIFY

after every possibility for


ELIMINATION, COMBINATION,
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.

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As a result of the preceding study, all unnecessary steps in the


process will have been ELIMINATED;
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
ClickABOVE
ABOVEfor
foran
anexample
exampleof
of
detailed
task
analysis
detailed task analysis

In order to improve an operation, you must apply......

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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.)

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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
ClickABOVE
ABOVEfor
formore
moredetails
detailsof
of
an
Ergonomic
Analysis
an Ergonomic Analysis
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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.

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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.

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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.

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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.

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Dont assume that the present position of a lever is the right one. Try the
operation yourself. Make the machine to suit the man - you cant rebuild
the man to fit the machine!

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Take the Work out of Work


Dont take it easy

Make it easy!

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Make and Analyze a.....


PROCESS CHART
MULTIPLE ACTIVITY CHART
FLOW DIAGRAM

And now that the new method is developed.....

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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......

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Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

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 1986-2002

On
Onthe
thePROCESS
PROCESS
CHART,
CHART,compare
comparethe
the
before
beforeand
andafter
aftertasks.
tasks.

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Copyright EASE Inc Tutorials 1986-2002

On
Onthe
theMULTIPLE
MULTIPLE
ACTIVITY
ACTIVITYCHART,
CHART,
compare
comparethe
thebefore
beforeand
and
after
tasks.
after tasks.

HOME
Copyright EASE Inc Tutorials 1986-2002

On the FLOW DIAGRAM,


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 1986-2002

#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

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Copyright EASE Inc Tutorials 1986-2002

CONSIDER THE

TECHNICAL

Will the new method work?


Will it save money?
Will it affect other operations?
What will it cost to install?

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Copyright EASE Inc Tutorials 1986-2002

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 dont let the cost of new equipment frighten you out of a
good suggestion.
Dont 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 1986-2002

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. Its human nature to.....
Resist change
Resent criticism
Be suspicious of what you dont understand

HOME
Copyright EASE Inc Tutorials 1986-2002

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 cant SELL
them by forcing the method down their throat!

HOME
Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

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 1986-2002

Now youve got the know-how, dont let the


tough ones stump you.
Keep at it!
Others are using work simplification and getting
recognized for it.

WHY DONT YOU?


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Copyright EASE Inc Tutorials 1986-2002

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......

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Copyright EASE Inc Tutorials 1986-2002

#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

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Copyright EASE Inc Tutorials 1986-2002

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.......
is
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Copyright EASE Inc Tutorials 1986-2002

#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......

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Copyright EASE Inc Tutorials 1986-2002

A. ENTER THE ASSEMBLY


A. ENTER THE ASSEMBLY
HEADER
HEADER
Fill out the heading
Fill out the heading
completely, including the
completely, including the
name and number of the
name and number of the
part, quantity used per
part, quantity used per
year, unit and annual cost.
year, unit and annual cost.
These figures will
These figures will
influence your whole
influence your whole
approach to the problem
approach to the problem
of reducing the cost of this
of reducing the cost of this
part.
part.
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Copyright EASE Inc Tutorials 1986-2002

B. GET DATA FOR EACH STEP IN THE CURRENT OR


PROPOSED ASSEMBLY PROCESS - Get all the information dont assume that it will have no bearing on your problem. Work
with facts - if you dont 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.

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Copyright EASE Inc Tutorials 1986-2002

Side Arm Assembly


Upset
UpsetRivet
Rivet22

Top
Side Arm

Rivets
Clinch Nut

Pivot

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Copyright EASE Inc Tutorials 1986-2002

#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

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Copyright EASE Inc Tutorials 1986-2002

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
COMBINE/ELIMINATE

DOES IT NEED TO BE A DIFFERENT


MATERIAL?

NO?

COMBINE/ELIMINATE
COMBINE/ELIMINATE

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Copyright EASE Inc Tutorials 1986-2002

TOP
TOPSTAMPING
STAMPING11
Here
Hereyou
youare
aredeciding
deciding
whether
a
part
whether a partisisaagood
good
part
(necessary)
or
a
part (necessary) or abad
bad
part(unnecessary).
You
part(unnecessary). You
also
alsogather
gathercosting
costing
information
and
information andhow
howthe
the
part
interfaces
with
other
part interfaces with other
parts
partsand
andthe
theoperator.
operator.
All
this
data
helps
All this data helpsyou
you
decide
if
the
part
needs
decide if the part needs
modification.
modification.

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Copyright EASE Inc Tutorials 1986-2002

IS THIS PART NECESSARY?


What is its purpose?
IS IT TO DECORATE?

IS IT TO PROTECT?

ELIMINATE
ELIMINATE

COMBINE
COMBINE

IS IT TO OPERATE?

CHANGE
CHANGE
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Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

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 1986-2002

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.....

D
D
E
E
T
T
A
A
N
I
N
I
M
I
M
I
L
EEL

WHEN you have assured yourself that the part is really necessary, then,
and ONLY THEN,
THEN should you go to the next step.

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Copyright EASE Inc Tutorials 1986-2002

IS IT SERVING ITS PURPOSE?


A part that has been properly designed for its function has ALL the
characteristics it NEEDS and NO special characteristics it DOESNT
NEED

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Copyright EASE Inc Tutorials 1986-2002

CONSIDERING
CONSIDERING

IS
ISTHE
THEPART
PART
INADEQUATE
INADEQUATE

IS
ISTHE
THEPART
PARTTOO
TOO
ADEQUATE
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 1986-2002

IDEALLY
A machine should be built to operate a given length of time and be completely
worn out. This ideal is never reached, BUT......
BUT
Too many parts are made much better than they need be!

GET
GET THE
THE FACTS
FACTS
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Copyright EASE Inc Tutorials 1986-2002

FIND
FINDOUT
OUT

THEN
THENDECIDE
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 its characteristics


should be
What should be changed

How many repair parts are


sold yearly
HOME
Copyright EASE Inc Tutorials 1986-2002

IS IT AVAILABLE AT A LOWER COST?


THROUGH

On the PARTS

On the SIZE

STANDARDIZATION
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 1986-2002

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 1986-2002

THROUGH

CHANGE
CHANGEIN
INORDERING
ORDERING
QUANTITY
QUANTITY

Purchase Order
Quantity

Should LARGER quantities be


ordered?

Manufacturing Order
Quantity

Could SMALLER quantities be ordered


to advantage?

HOME
Copyright EASE Inc Tutorials 1986-2002

THROUGH

OUTSIDE
OUTSIDE PURCHASE
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?
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?


cost

HOME
Copyright EASE Inc Tutorials 1986-2002

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 companys own costs.
SO dont close your eyes to competition.

Know Your Competition and


Meet It!
Hold on - theres more.....
HOME
Copyright EASE Inc Tutorials 1986-2002

THROUGH

If the part is now being


bought on the outside

INSIDE
INSIDEMANUFACTURE
MANUFACTURE

Could it be made at a lower cost


in the companys own plant?

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Copyright EASE Inc Tutorials 1986-2002

By
Byaachange
changein
inMATERIAL
MATERIAL
Is a material with better machinability available?
Would a different material produce less scrap or
rework?

By
Byaachange
changein
inDESIGN
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 1986-2002

By
Byaachange
changein
inPROCESS
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 1986-2002

KEEP
KEEPAN
ANOPEN
OPENMIND
MIND--Dont
Dontbe
be
beaten
beatenbefore
beforeyou
youstart.
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 1986-2002

#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

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Copyright EASE Inc Tutorials 1986-2002

BUT many of the possibilities


WILL work
WILL reduce cost

Remember...
Remember

If you get enough ideas, youll find


one that will work
NEVER SAY DIE - Its always the NEXT idea that will work. Edison
developed the first electric light filament only after many, many failures.

HOME
Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

Side Arm Assembly


Top
This
Thisscreen
screenshows
showsall
all
the
details
for
the
the details for the
current
currentassembly.
assembly.

Side Arm

InInreviewing
reviewingthe
thedata
data
most
of
the
parts
most of the partsand
and
assembly
steps
are
assembly steps are
unnecessary.
unnecessary.

Rivets
Clinch Nut

Pivot
HOME

Copyright EASE Inc Tutorials 1986-2002

New Arm Bracket Assembly


The new design is a one piece mold.

HOME
Copyright EASE Inc Tutorials 1986-2002

Executive Summary Comparison

The
Theexecutive
executive
summary
summarycompares
compares
the
theoriginal
originaldesign
design
with
the
new
with the newdesign.
design.

HOME
Copyright EASE Inc Tutorials 1986-2002

#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 1986-2002

CHECK the savings


Calculate ALL the savings
Be fair
Be truthful
GIVE CREDIT
To those who helped you
Dont worry about getting credit yourself,& lastly....

FEEL PROUD
That youve had a hand in reducing costs
Increasing sales
Assuring profits, & increasing security
HOME
Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

GET THOSE CONCERNED TO


HELP YOU
Try out your proposal. Accept any good ideas they may suggest. Dont be
guilty of turning down a new idea just because it wasnt yours.
You want others to consider your ideas dont 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 1986-2002

GIVE CREDIT TO THOSE


RESPONSIBLE
FOR SUGGESTING BETTER METHODS
Dont be worried about getting credit yourself. If the idea is really
yours, it will become apparent.
You wont get anywhere stealing someone elses 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 1986-2002

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 1986-2002

2. THINK
Work with causes (not effects)
Work with facts (not opinions)
Work with reasons (not excuses)
Consider reaction of others

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Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

5. FOLLOW THROUGH
Check the new operation. The job is done only
when successfully applied.
Get the results anticipated

HOME
Copyright EASE Inc Tutorials 1986-2002

To be SUCCESSFUL a cost reduction program


must
KEEP ROLLING!
Never give up
Never give up
Keep Moving
Keep Moving
Slow but Sure
Slow but Sure

HOME
Copyright EASE Inc Tutorials 1986-2002

Have a planned program KEEP AT IT


Remember the lesson of the parachute. Keep an open mind. Use the techniques
youve learned from this presentation and APPLY THEM to...

AT
H
T
O
S

Prices can be lowered.

T
INCREASE PRODUCTION THA
SO

Sales can be increased

REDUCE COSTS

IMPROVE MORALE

AT
H
T
SO

IMPROVE QUALITY

AT
H
T
O
S

REDUCE ACCIDENTS

More products can be developed

Employees can be assured of greater


security
HOME
Copyright EASE Inc Tutorials 1986-2002

HOME
Copyright EASE Inc Tutorials 1986-2002

Process Planning
In EASEWorks Process Planning is a core
component of:
Work Measurement
Work Instructions
Estimating

HOME
Copyright EASE Inc Tutorials 1986-2002

ROUTE HEADER
ROUTE HEADER
SUMMARY
SUMMARY
Printout
Printout

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Copyright EASE Inc Tutorials 1986-2002

Route Header Summary

Op
OpSummary
Summary
Screen
Screen

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Copyright EASE Inc Tutorials 1986-2002

OPERATION
OPERATIONDETAIL
DETAIL
Shows
Showsall
allthe
theelements
elements
necessary
to
complete
necessary to completethe
the
operation.
What
If
scenarios
operation. What If scenarios
can
caneasily
easilybe
beaccomplished
accomplishedhere.
here.

HOME
Copyright EASE Inc Tutorials 1986-2002

OPERATION
OPERATIONGRAPHIC
GRAPHIC
Work
WorkInstructions
Instructionscan
canbe
beadded
addedtotoaaprocess
process
plan
covering
Text,
Reference
Documents,
plan covering Text, Reference Documents,
Graphics,
Graphics,Video
Videoand
andSound
SoundFiles.
Files.

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Copyright EASE Inc Tutorials 1986-2002

OPERATION
OPERATIONGRAPHIC
GRAPHIC

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Copyright EASE Inc Tutorials 1986-2002

OPERATION
OPERATIONCOST
COST
Labor
LaborCosts
Costscan
canbe
becalculated
calculated
from
Labor
Time,
Material
from Labor Time, MaterialCosts,
Costs,
Tooling
Toolingand
andExpense
Expensecosts
costscan
can
be
beinputted.
inputted.

HOME
Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

This
Thisillustrates
illustrateshow
how
the
Task
or
Standard
the Task or Standard
isiscreated
created

HOME
Copyright EASE Inc Tutorials 1986-2002

This
Thisisisan
anexample
example

HOME
Copyright EASE Inc Tutorials 1986-2002

Here
Hereyou
youcan
can
see
the
flow
see the flow

HOME
Copyright EASE Inc Tutorials 1986-2002

Here
Herewe
weare
arecomparing
comparing
one
method
against
one method against
another
another

HOME
Copyright EASE Inc Tutorials 1986-2002

Here
Herewe
weare
arecomparing
comparing
the
thevalue
valueadded
added

HOME
Copyright EASE Inc Tutorials 1986-2002

Determining Value/Non-Value
Added Activities
Value Added:

Activities that
must be performed to meet
customer requirements

CONTRIBUTES
TO CUSTOMER
DEMANDS?

PROCESS
STEPS

YES
YES

NECESSARY
TO PRODUCE
OUTPUT

NO
NO

YES
YES

VALUE
ADDED

NO
NO

CONTRIBUTES
TO BUSINESSR
DEMANDS?

YES
YES

NO
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

ASSEMBLY
METALWORK
PACKAGING

FINANCIALS
SCHEDULING
MINIMAL
MATERIAL
HANDLING

MOVEMENT
REWORK
STORAGE

HOME
Copyright EASE Inc Tutorials 1986-2002

This
Thisisisan
anexample
exampleofofthe
the
clerical
clericalElement
ElementGenerator
Generator
for
forClerical
Clericalscreens.
screens.

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Copyright EASE Inc Tutorials 1986-2002

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 1986-2002

The
TheTask
TaskHeader
Headerisisused
used
totodescribe
the
task
describe the task

HOME
Copyright EASE Inc Tutorials 1986-2002

HOME
Copyright EASE Inc Tutorials 1986-2002

Which
Whichisisfurther
furtherdocumented
documented
with
withphotos,
photos,videos,
videos,drawings
drawings
and
andreference
referenceinformation
information

Video clip can be an AVI or MPC file


HOME
Copyright EASE Inc Tutorials 1986-2002

This
Thisisisthe
theTask
TaskAnalysis
Analysis
with
withproblem
problemmotions
motions
shown
shownininRED
RED

HOME
Copyright EASE Inc Tutorials 1986-2002

AAsummary
summaryscreen
screen
graphically
illustrates
graphically illustrates
potential
potentialrisks
riskstotothe
the
operator
operator

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Copyright EASE Inc Tutorials 1986-2002

This
Thiscan
canbe
be
correlated
correlatedwith
withan
an
employee
employee
discomfort
discomfortsurvey.
survey.

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Copyright EASE Inc Tutorials 1986-2002

The
Thetask
taskcan
canbe
becompared
comparedwith
withaaprintout
printoutfirst.
first. The
Thesuggestion
suggestion
isisprobably
unacceptable
from
a
manufacturing
viewpoint
probably unacceptable from a manufacturing viewpointas
as
the
thecycle
cycletime
timehas
hasbeen
beenincreased.
increased.

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Copyright EASE Inc Tutorials 1986-2002

EASE
EASEInc.
Inc.
CLIENTS
CLIENTS
CONSULTING
CONSULTING
SOFTWARE
SOFTWARE
CONTACT
CONTACTUS
US

Thank you for viewing this tutorial.


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
EXIT

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Copyright EASE Inc Tutorials 1986-2002

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.

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Copyright EASE Inc Tutorials 1986-2002

EASE Customers

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Copyright EASE Inc Tutorials 1986-2002

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,
confidence where we leave off.
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Copyright EASE Inc Tutorials 1986-2002

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.

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Copyright EASE Inc Tutorials 1986-2002

Contact Information

EASE Inc.
27405 Puerta Real, #380
Mission Viejo, CA 92691

Phone: (949) 348-7511


Fax: (949) 367-9906
E-Mail: information@easeinc.com
Web: www.easeinc.com

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Copyright EASE Inc Tutorials 1986-2002

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