A new method for generating creative ideas. in manufacturing VE for mature products

Transcription

1 A new method for generating creative ideas in manufacturing VE for mature products Noboru Onaya, VES Manager, Cost Planning Department Mitsuba Corporation BIOGRAPHY Noboru Onaya, VES, started his career with Mitsuba Corporation in 1974 designing electric components for two-wheeled vehicles. He led the Company-wide Cost Reduction Project in 1986, and has been engaged in cost improvement and Value Engineering related business since. At present, his main responsibilities include VE promotion for all of Mitsuba and Mitsuba s group companies. Onaya achieved certification as a VE Leader (VEL) in 1994 and as a VE Specialist (VES) in 2000 by the Society of Japanese Value Engineering (SJVE). In 2004 he won honorable mention for a technical paper submitted to the 37th SJVE Conference. He is currently chairman of a VE study group for the East Japan Chapter of SJVE promoting its activities. 1. Abstract It is hard to generate high-quality, creative ideas for process improvement in the manufacturing stage due to constraints associated with customer expectations and manufacturing conditions. In other words, people become less and less able to deal with this type of problem through simple brainstorming techniques for idea generation. This paper proposes a new method to bring about creative ideas to ensure an enhanced idea generation phase of VE activity in the manufacturing stage. It consists of three steps: 1) brainstorming as a basic technique, 2) creating a checklist for the manufacturing process, and 3) integration of QB, a step in the NM Method. 2. Introduction Mature products are limited in specification and structure due to customer expectations (layout restrictions, mounting conditions, etc) and manufacturing

2 conditions (depreciation of plant equipment, quality/accuracy assurance to ensure reliability based on practical experience). Under these constraints, high-quality idea generation is required in the Idea Generation in Developing Alternatives step, the ultimate focus of the VE Job Steps. The key factor is how action should be carried out. -We often observe idea exhaustion with mature products due to fixed members or slowdown in technical innovation, and a decrease in activity improvement. -It is often difficult to generate fresh ideas or refine ideas through only function-based idea generation and the brainstorming method. This paper proposes an idea generation method to realize innovation and improvement free from visible objects. 3. Features and problems in the Alternative Development phase of the VE Job Plan Detailed steps in the alternative development phase of the VE Job Plan are as follows: (1) Idea generation (2) Rough evaluation (3) Refining (4) Detailed evaluation The challenges in each step are to (1) Try to come up with as many ideas as possible based on function, sketch out the ideas, then sort and arrange them. (2) Roughly evaluate the ideas. (3) Refine the ideas. Brainstorming techniques are mostly used in the idea generation phase. However, with brainstorming only, the range of idea generation may be limited to member skills or by fixed thinking. In the manufacturing stage it is also a concern that idea generation be even more limited due to further constraints. 4. Summary of conventional techniques and problems in the manufacturing stage 4.1 VE functional analysis approach The VE functional analysis approach is to generate ideas using functions as keywords and to develop alternatives based on a functional diagram like the one shown in Figure 1. When ideas are generated from the higher function end of the

3 diagram (objective functions), the feasibility of those ideas is low due to the previously mentioned constraints. When ideas are generated in the manufacturing stage, or lower function end of the diagram, they tend to be too realistic or lack imagination. Process functional diagram ( Higher function) Insert cable the lead through grommet. (Lower function) Twist frayed the frayed threads of of stripped cable lead end. Insert cable the lead wire wire through hole a hole in in grommet. Fix terminal the terminal to and the stripped cable lead end. Place cable the lead onto on specified the specified position position. Fix stripped the stripped cablelead end to to terminal the terminal. Tidy frayed the frayed threads threads of of stripped the stripped cable lead end end. Align stripped the stripped cable lead end and terminal the terminal. Figure 1 Functional diagram 4.2 IE process analysis approach The IE process analysis approach generates ideas using defective process operations as keywords, and develops alternatives based on a process chart. The process chart should be drawn as shown in Figure 2, analyzing where the problem lies (in which process) by checking actual operation time, then generating ideas to improve the defective process. Ideas generated in this method are often specific and practical. However improvement is limited to the process of operation, making it hard to generate creative ideas. Figure 2 gives a process example. The cable wire of a cable unit is inserted through a grommet installed in a bracket unit, then connected to the end of a stripped cable with a terminal in the bracket unit. For reference, the grommet functions to prevent water from entering into the product. Sealability is required between the grommet and cable wire.

4 Process chart (Insert a cable through the grommet and connect it to the terminal.) Cable unit Bracket unit End-stripping X seconds Insert the cable wire through the gromme Y seconds Fix the stripped cable to ternminal. Z seconds Figure 2 Process chart 4.3 IE elemental work analysis approach The IE elemental work analysis approach is to generate ideas using listed elemental works in manufacturing as keywords, and to develop alternatives based on that list. That is to examine the operations, find unnecessary actions or motions, and then think of countermeasures by element to develop alternatives. Since these ideas are generated from elemental works, many of the improvements may have already been implemented somewhere else. However, the most practical ideas can often be obtained by this approach. Figure 3 shows examples of elemental works for Inserting a cable through grommet.

5 Elemental work (For inserting a cable through grommet) (Work) (Time) (Wasted motion) 1. Hold bracket. A secs. 2. Hold cable. B secs. 3. Twist wire threads. C secs. Preparation for easier insertion 4. Insert cable through the D secs. hole in grommet. 5. Push cable. E secs. 6. Pull cable end using a tool. F secs. Use a tool to handle the tight clearance. Motions to pick up and put down the tool. 7. Stop pulling at the specified G secs. position. 8. Twist the wire threads again Rearrangement of frayed wire threads to tidy them up. H secs. Figure 3 Elemental work Chart 1 shows the features of idea generation based on the three analyses mentioned so far. Item Functional analysis Process analysis Elemental work analysis Tool used Functional diagram Process chart Elemental work check sheet Keyword for Function Defective process Wasted motion idea generation Example of representative alternative Change of manufacturing method, equipment, jig, etc. work Process change Motion change Chart 1 Features of the three analyses It is very difficult to apply the three analyses together for Management for Better Results. Since these analyses need totally different approaches, different members have to be assembled for each VE team to carry out each of the analyses. There will also be inconsistencies in the ideas generated by the analyses---if you employ Idea A, you cannot use Ideas B and C, for example. To resolve these inconsistencies, arrangement or further ideas will be required. For VE activity in the manufacturing stage, idea generation is carried out after

6 functional expression of defective process or operation based on the results of the three analyses. This idea generation often uses the brainstorming method and it tends to be difficult to depart from fixed thinking. 5. Comparison between VE techniques and the NM Method (Comparison of approaches to idea generation) Before introducing the features of my proposed method for idea generation, let me first compare the common VE brainstorming approach to the NM hypothesis approach to idea generation. The NM Method for idea generation uses hypothesis based on analogy. The name comes from its founder, Masakazu Nakayama (in Japanese the surname comes before the given name). VE techniques NM Method Step Key content Step Key content Describe each function KW using Active Verb and Measurable Noun. Function definition Idea generation Refining Think of ideas to perform functions. Brainstorming is the most common method QA Keyword for idea generation is usually only Verb. Look for analogy (XXX) relating to the keyword by asking, For example such as XXX? for idea generation QB Think of structure, element, and principle of the analogy. QC Take ideas. Sketch out the ideas. Combine the ideas and refine them. Idea make-up Combine the ideas into higher ones by selecting potentially effective ideas. (Note): KW: keyword, QA: question analogy, QB: question background, QC: question conception Chart 2 Comparison of two idea generation methods The NM Method, compared to VE techniques, more clearly defines what to do in each step of idea generation. There is a step for idea pursuit such as QB, from which we can potentially create high-quality ideas. However, when a theme is bound by constraints in the manufacturing stage such as in this case, it seems unsuitable to apply the NM Method for idea generation because it uses Verb only and ideas generated would be very far from reality. In contrast, idea generation in VE techniques is based on Active Verb and Measurable Noun, thus more suitable to get ideas consistent with the theme.

7 6. Basic concept and key techniques in the proposed method 6.1 Desired results in manufacturing VE Process improvement as a result of manufacturing VE requires: (1) More specific work improvement or drawing change In order to perform the operations, easier means are required. The same can be said for manual or automatic operation. Easy manual operations may use simple equipment structure when automated. Obviously it is economically favorable from the viewpoint of capital investment. (2) At the same time, work improvement based on novel ideas is also required. Not methods or means based on conventional ideas already used, but new ideas based on the pursuit of efficiency are needed. It is difficult to carry out (1) and (2) above with the brainstorming method, which is one of the VE techniques, based on Active Verb and Measurable Noun. Therefore, I tried to generate ideas from a broader perspective and high-quality alternatives using a manufacturing checklist and QB in the NM Method. 6.2 Keys in the new manufacturing VE technique In Part 5 of this paper, I compared features between VE techniques and the NM Method. Now let me compare them again based on Keywords for idea generation and Refining. Item VE techniques NM Method Comparative evaluation Idea generation Idea generation VE techniques can offer from Active Verb mainly from clearer image for idea and Measurable Verb generation. Noun (e.g.) Insert (e.g.) Insert a cable. 1 Keywords for idea generation 2 Refining Refining ideas generated through brainstorming Refining ideas generated in QB step The NM method can contribute more to high-quality and essential refining by taking structure, element, principle, etc. into consideration. Chart 3 Feature comparison of idea generation activities In idea generation, clear the image by adding Noun as in VE techniques and Adjective, which is often used for software, as needed. Then by using the QB step

8 of the MN Method, identify structure, element, and principle of the idea and improve its quality. To improve quality here means to clarify abstract ideas in full respect of the principle. 7. Proposed procedure Now I would like to introduce techniques for idea generation in manufacturing VE. With the techniques, you can generate ideas freely from a broader perspective and improve the quality of ideas. The steps are shown in Chart 4. Proposed new procedure Step 1: Idea generation A Step 2: Idea generation B Step 3: Idea card making Step 4: Sort and arrange the cards. Step 5: Rough evaluation Step 6: Refining Chart 4 The details of each step are as follows: Key content Using a manufacturing checklist, generate ideas based on the brainstorming method. -Consider the background (QB) including What is happening there? How is it going? Why? i.e., structure, element, and principle. -Try to generate ideas with considering QB. Focus on the outputs from Steps 1 & 2 and sketch them out according to the theme. Same steps as VE Job Plan. Proposed new procedure Step 1: Idea generation A: Generate ideas by brainstorming, using a checklist Using a checklist for manufacturing processes, try to generate as many ideas possible at the keyword level through brainstorming by the Active Verb and Measurable Noun function. The manufacturing checklist here is a compiled list to perform easy (adjective) operation. (See Figure 9 Checklist.) Here, think of the function as not only Active Verb and Measurable Noun but also with Adjective. In this case Insert a cable in an easy way. Figure 4 shows an example of Idea Generation A. On the right side of the sheet, you can list QB items to be considered in the next step. You can also use this worksheet in Step 2 Idea generation B.

9 Step 1: Worksheet Insert a cable. Think of "easy" handling. (QB) "What is happening there?" "How is it going" "Why?" (Idea) 1. Chamfering 2. Enlarge the hole. 3. Pull the cable from the opposite side. 4. Sharpen the end. 5. Add a guide. 6. Use a feeder (a metal tool for threading elastic cord). 7. Use lubricant. Figure 4 Example of Idea generation A Figure 5 is a manufacturing checklist of means and ideas compiled based on the keyword easy (easily). By using this, you may get ideas directly from the listed items. It also effectively helps you generate ideas. Especially in manufacturing VE, idea generation tends to be performed to a limited extent and it is difficult to generate many ideas. Such checklists will help you generate ideas consistent with the target theme. Manufacturing checklist Keyword: for easy handling 1. Chamferring 11. Shape & weight to handle easily 2. Tapering (Not becoming a burden of work) 3. Rounding 12. Installation from the same direction 4. Grooving 13. Use assistant force. 5. Making slippery 14. Use jigs and tools. 6. Relax the tolerance. 7. Set up a guide. 8. Define the center. 9. Common positioning method 10. Fits into your hands. Figure 5 Example of Checklist

10 This checklist is compiled around the word easy based on the conventional IE techniques. Listing the actions and work items that we can do naturally, it should contribute to the improvement in working efficiency and the selection of effective means. In the manufacturing step, this easiness is the essential condition. Step 2: Idea generation B Consider the background or QB such as What is happening there? How is it going? Why? (Structure, Element, and Principle) Consider the background (structure, element, principle) of each idea generated in Idea generation A. In order to do that, use QB steps of the NM Method described in Chapters 4 and 5. Backgrounds should be described in pictures. Words can also be used as long as they provide equivalent images to pictures. List the backgrounds in the QB space of the worksheet. Figure 6 shows an example of Idea Generation B. It is possible to generate a lot of ideas since members can bring up images from ideas in Idea generation A based on their experiences, and knowledge in the process of considering the background (structure, element, principle) in this Step. Through this step ideas will be kept in perspective, and a fresh dimension can be added to ideas proposed by others. It is an essential process to generate high-quality alternatives. Step 2: Worksheet Insert a cable. Keep "easy" handling in mind. (QB) "What is happening there?" "How is it going" (Idea) "Why?" 1. Chamferring To enlarge the entrance. 2. Enlarge the hole. To reduce the resistance. 3. Pull the cable from the opposite side. To prevent buckling. 4. Sharpen the end. To prevent hang-up at the entrance. 5. Add a guide. Enlarge the target. 6. Use a feeder (a metal tool To harden the end. for threading elastic cord). 7. Use lubricant. Reduce the resistance. Figure 6 Example of Idea Generation B (QB items added to Figure 8)

11 Step 3: Idea card making Sketch out ideas on a card focusing on a background (structure, element, or principle) that seems usable for a theme. - In this step, think about what the QB items in Step 2 would be when applied to a theme, and then draw a picture. -By examining QB in Step 2, you can extend the idea using QB as an idea and draw a picture. -When drawing pictures, I recommend cards for the sorting and arrangement that will occur in the next step. Steps 4 to 6 are the same as in the VE Job Plan, and explanation for Step 7 is omitted. Step 4: Sort and arrange idea cards Sort and arrange idea cards with pictures into groups based on structure, element, or principle. It is important to enhance and add to the ideas at this time. Figure 7 shows an example of an idea group based on the theme Hardening. These are the ideas generated in Idea generation B by using QB. The theme hardening brings about such means as soldering and welding. <Example: Group of Hardening > Solder dipping Spotwelding Figure 7 Example of making/sorting/arranging idea cards Step 5: Rough evaluation

12 In Figure 7, you will notice that there are three symbols to the right of each card. Each card is should be evaluated for its technological (top symbol), economical (middle) and comprehensive (bottom) value improvement. In this case the circle symbolizes high possibility, the triangle unknown possibility, and a cross shows low possibility. Results in Idea generation B and card sorting and arrangement should be organized into an idea bank to help you later with efficient promotion of idea generation for other themes. Step 6: Refining Group the ideas generated based on function, analyze the advantages and disadvantages, overcome the weak points, and develop alternatives that would contribute to value improvement. -Work up practically applicable ideas based on the sorted ideas keeping in mind the various constraints. -Examine QB of the refined ideas carefully. This is important in order to improve the quality of your ideas. In soldering or welding, for example, one must determine how to specifically implement the ideas. It is an essential factor to closely examine QB in order to extend and foster high-quality ideas. To site an example of Refining under constraints, as shown in Figures 4, 6, and 7 in Steps 1 through 4, I focused on one of the backgrounds (structure, element, and principle) in Idea generation B, To harden the end. I furthered the idea to establish a specific technique. As a result, total operation time from cable wire insertion to terminal tightening could be significantly reduced, although some processes had to be added. 8. Keys and effects of this method (1) Use a Manufacturing Checklist for Brainstorming In idea generation, it can be take a long time to think of various ideas based on function, if any at all. In cases like these, the manufacturing checklist can serve as a base to work from. (2) Explore the Background of the Idea. Consider the proposed ideas carefully. Careful thinking about the background (structure, element, and principle) enables higher quality and further extension of ideas. This is also used for the refining process. By carrying out the above two points, the time it takes from idea generation to the refining stage can be greatly reduced and higher-quality measures will result.

13 9. Conclusion In conventional manufacturing VE for mature products, it is hard to generate creative ideas because the range of thought tends to be extremely limited under various constraints. However, by utilizing my proposed method, high-quality ideas can be generated from a broader perspective. In idea generation, it is important to see things from a different perspective. This method is extremely effective for finding novel ideas from unexpected places and refining them. As further cost reduction has been strongly required, I feel that we have to use various effective methods. From that point of view, this method has succeeded in bringing about favorable results by using brainstorming method, checklist method, and QB Step in the NM Method effectively for developing alternatives in the VE Job Plan. Production sites have already started using this method at our company, Mitsuba. In addition, we are considering using it in idea generation for countermeasures in QC techniques as well as IE techniques. REFERENCES (1) Shin VE no Kihon (Fundamentals of VE, New edition) edited by Hiroshi Tsuchiya, The SANNO Institute of Management, Publication Dept. (2) Zouho-ban NM-ho no Subete (All of the NM Method), Enlarged edition by Masakazu Nakayama, The SANNO Institute of Management, Publication Dept. (1980) (3) Shiko-gijutsu toshiteno Hassoho (Idea Generation Methodology, Ultimate Practical Guide by Yoshiki Nakamura, Kaibundo (1992)