COMPETITIVE WEAPONS, CYCLE TIME COMPRESSION and TRIZ

Transcription

1 COMPETITIVE WEAPONS, CYCLE TIME COMPRESSION and TRIZ

2 CONTENTS Manufacturing cycle time, MCT, compression leads to improvements in profit, costs, revenue growth.., through improved customer value customer value trend to mass customization: high mix, low volume production manufacturing cycle time compression TRIZ, inventive problem solving we can help 2

3 CUSTOMER VALUE The customer will go to whoever provides the greatest value! value = Σf (throughput) + Σf (features) + Σf (applications) Σf(cost) + Σf (defects) The customer wants it all.mass customization! 3

4 HIGH MIX, LOW VOLUME PRODUCTION There is an enticing trend towards high mix, lower volume product mix from the low mix, high volume (one-of-a-kind) production culture HMLV LMHV $ Profit Order size/tonnage businesses have migrated towards a high product mix, low volume environment to match customer demand - this is an inescapable trend but many have not changed business processes to contain resulting long manufacturing times and associated costs 4

5 HIGH MIX, LOW VOLUME There are proven business processes that enable this new environment low manufacturing cycle time environments are enabled by LEAN manufacturing concepts: reduced batch sizes, continuous flow manufacturing SMDE, Single Minute Die Exchange bottleneck management kanban pull systems work cells or focused mini-factories simplified, in-line or 'conveyorized' processes reduce requirement for detailed scheduling of downstream processes SIX SIGMA quality improvement techniques real time, data driven processes and information systems are critical for decision making and tracking of production pieces and orders (to make visible all the components of an order, to reduce the need for safety stock to compensate for 'lost' items) scheduling and loading of 'downstream' processes is as important to MCT reduction as scheduling major front end process centers capacity over loading of processes can choke production and increase work in process, resulting in MCT, or WIP that goes through the roof downstream does not equate to unimportant It is possible to organize and work smarter, not harder and get the benefits of manufacturing cycle time reduction 5

6 MANUFACTURING CYCLE TIME COMPRESSION Actual 'hands on time' is typically only a small fraction of total manufacturing time, so the focus of reducing manufacturing non-value add time is critical hands-on production process time or do time is only a small part of the overall delivery time, the balance of time being consumed by waiting: for batch completion, in next process queues, or for decision making delays, especially for the finishing downstream processes product sit times are commonly >200X the do time A 200X example would be 2 hours of do time over an average 16 days of cycle time for an order to go through a facility major contributors to waiting include: excess work in process inventories testing requirements manual instead of real time, data driven information systems feast or famine capacity planning and allowing material to choke or starve manufacturing processes 'lost' materials that take time and effort to find and move to next process area poor quality Many industries have achieved >100X reductions in manufacturing cycle time resulting in 100X reduction of expensive work in process / inventories 6

7 MANUFACTURING CYCLE TIME COMPRESSION A conservative scenario Annual revenue: $1.3B Number of turns: 13 i.e. $100M MCT compression: from 4 to 1 week One time WIP reduction savings: $75M 7

8 MANUFACTURING CYCLE TIME COMPRESSION Reduced manufacturing cycle time through smaller batch sizes is a key driver of operation s responsiveness throughput remains unchanged or can even be improved through improved process availability manufacturing cycle time (MCT) or the average time it takes to complete an order can be reduced by reducing the inter-process batch sizes reduced production order sizes will also improve response time and reduce manufacturing cycle time (MCT), and work in process inventories: Current Reduced Product A Product B Product C Product A Product B Product C Product A Batch size / Manufacturing Cycle Time (MCT) Product A 8

9 MANUFACTURING CYCLE TIME COMPRESSION Shortest processing time (SPT) is a useful concept to improve the velocity of order processing process the rabbits first, then the tortoises Shortest to longest sequence : mean time in system = ( ) / 4 = 6.5 mins Longest to shortest sequence : mean time in system = ( ) / 4 = 13.5 mins Processing time (min) Halving of MCT is frequently accomplished solely by sequencing scheduling or organizing work to optimize around potential bottlenecks must be identified and be permitted to pull product rather than letting the schedule push 9

10 MANUFACTURING CYCLE TIME COMPRESSION Reduced manufacturing cycle time results in improving delivery performance by addressing the issues affecting the position and shape of the distribution to attain targeted performance Frequency (# of orders) Improved on-time delivery target 95% of items < 7.5 weeks Current on-time delivery performance 95% of items < 11.0 weeks Delivery weeks 10

11 MANUFACTURING CYCLE TIME COMPRESSION Manufacturing cycle time compression has a multiplier effect that benefits all important business performance metrics 3 X Revenue Growth Nat Ave. 2 X Industry Margins Quarter MCT 2 X Labour Productivity 20% Cost Reduction ¼ Delivery Lead Time ½ Inventories 11

12 THE BIG PICTURE Eliminating problems rather than accepting compromises, i.e. trade-offs, goes against the grain of standard business and engineering teaching this results in products or processes with low performance upside to meet ever increasing performance demands, designers introduce expensive: add-ons (bigger), new materials, new processes, tight tolerances, as demands for improved performance keep increasing, add-ons increase, tolerances get tighter and tighter eventually things bog down and get too expensive to make Get out of your Box with TRIZ 12

13 TRIZ, A RUSSIAN ACRONYM FOR: THE THEORY OF INVENTIVE PROBLEM SOLVING Research of millions of patents in the world-wide patent base revealed that: great patents eliminate a system s fundamental constraint or trade-off with: 40 Inventive Principles, (again and again and ) or with The Trends Of System Evolution, that predict how systems evolve Great patents enable brand new features or products 98% of all problems had already been solved, functionally, in other industries with 7 INVENTIVE TOOLS resulting in: a computerized database of >10,000 physical effects and numerous cross-industries examples that shows us how other industries have solved our problem (s) Differentiate your business and take it to the next level 13

14 TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING Solving contradictions, trade-offs, with 40 Inventive Principles INVENTIVE PROBLEM The pointer for a presentation should be LONG to reach the board and SHORT to fit the pocket How it was solved INVENTION A telescopic pointer for a presentation can be LONG to reach the board and SHORT to fit the pocket INVENTIVE PRINCIPLE No. 7: Nesting Contradiction between parameter LENGTH (long) and parameter VOLUME (small) can be solved by: Placing one object inside another one Placing each object, in turn, inside the other Making one part pass through a cavity in the other 14

15 TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING Solving the contradiction with software that invents Worsening Feature Improving Feature Weight of moving object Weight of stationary object Length of moving object Length of stationary object Area of moving object Area of stationary object Weight of moving object Weight of stationary object Length of moving object 15 - Length of stationary object Area of moving object Area of stationary object Volume of moving object Volume of stationary object , 8, 29, 17, 29, 2, ,34 38, 34 40, , 15, 29, 34 2, 17, 29, 4-10, 1, 29, , 28, 40, 29-30, 2, 14, 18-15, 17, , 15, 18, 4 35, 30, 13, 2-17, 7, 10, , 7, 9, 39-7, 17, 4, 35-7, 14, 17, , 35, 14, 2-35, 8, 2,14

16 TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING Solving the contradiction with one Trend of Evolution, The Trend of Structure Dynamization Monolith Joint Multi-joint Elastic Nothing Field Gas Liquid Powder A LASER POINTER The Zero Cost Pointer, The Computer s Cursor Back to the future! 16

17 TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING Remove the snails. Problem already solved in many other industries! Pressure Vessel Venturi - FUNCTIONS Remain MEANS Change - FUNCTION: To Separate - USE: The Rapid Collapse Of Pressure Husk 17 Sunflower Seeds

18 TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING Design a fan that s more efficient and costs less. Start by eliminating the trade-off FIRST: - we need a large motor to maximize airflow but then the motor blocks the air - we need a no motor to eliminate blocking of flow but then we can t move the air Motor Diameter Contradiction: We need a large motor and we need no motor! 18

19 TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING A fan motor that s both large and small! Mass Production Printed Circuit Motor Rotor Fan Impeller 19

20 TRIZ, THE THEORY OF INVENTIVE PROBLEM SOLVING BONUS: Brand new features and applications Cheap: 25% Cost reduction Thin and efficient for laptop use Flexible tube-like motor: sealess pump Gear box functionality: High/low torque Energy conservation Fuel cell electricity digital control CVT HEAT IN HEAT IN Laptop HEAT IN Air + Heat Air However, successful MCT compression and TRIZ requires a highly people focused approach 20

21 HOW WE CAN HELP We have the people, experience, and tools to help improve the value of your business work group, people focused implementation techniques depth of industry and technical expertise six sigma world class quality improvement techniques lean manufacturing expertise TRIZ, for product and process renaissance TIME COMPRESSION + TRIZ Customer Value Improved Business Performance 21

22 W o r l d C l a s s P r o d u c t s a n d P r o c e s s e s W i t h L e a n, S i x S i g m a, a n d 7 I n v e n t i v e T e c h n i q u e s 22

23 PRIMA Performance Limited L a u r e n t i a n B l v d. M a p l e, O n t a r i o, L 6 A 2 V 3, C a n a d a Gunter Ladewig info@primaperformance.com 23