international scientific conference management of technology … · 2010. 6. 9. · marius tufoi,...

Management of Technology Step to Sustainable Production

International Scientific Conference

2-4 June 2010, Rovinj, Croatia

Conference ProceedingsEditor-in-Chief:Predrag Ćosić

Editors:Slavko DolinšekGoran ĐukićGordana Barić

Organizers:

University of Zagreb Faculty of Graphic Arts

University of Maribor Faculty of Mechanical Engineering

Editor-in-Chief: Predrag Ćosić

Editors: Slavko Dolinšek Goran Đukić Gordana Barić

Technical Editor: Mario Lesar

Publisher: Faculty of Mechanical Engineering and Naval Architecture Zagreb, Croatia Faculty of Management, University of Primorska, Koper, Slovenia

Printed in: ITG d.o.o. – 150 copies

A CIP catalogue record for this book is available from the National and University Library in Zagreb under 705430.

ISBN 978-953-6313-09-9

Copyright © FSB, Zagreb, Croatia, 2010

Management of Technology – Step to Sustainable Production

MOTSP 2010

2–4 June 2010, Rovinj, Croatia

SCIENTIFIC COMMITTEE Angelides D. (Greece) Anišić Z. (Serbia) Balič J. (Slovenia) Barić G. (Croatia) Barišić B. (Croatia) Bilić B. (Croatia) Božič S. (Slovenia) Buchmeister B. (Slovenia) Butala V. (Slovenia) Canen A. G. (Brasil) Car Z. (Croatia) Chichernea F. (Romania) Čala I. (Croatia) Čatić I. (Croatia) Čuš F. (Slovenia) Ćosić I. (Serbia) Ćosić P. (Croatia) Dabić M. (Croatia) De Beer D. (South Africa) Dolinšek S. (Slovenia) Dubreta N. (Croatia) Duić N. (Croatia) Duplančić I. (Croatia) Đukić G. (Croatia) Ekinović S. (BiH) Filetin T. (Croatia) Gečevska V. (Macedonia) Gerasymchuk V. ( Ukraine) Godec D. (Croatia) Gojić M. (Croatia) Grubišić I. (Croatia) Guzović Z. (Croatia) Ikonić M. (Croatia) Ilarionov R. (Bulgaria) Janeš A. (Slovenia) Juraga I. (Croatia) Jurčević Lulić T. (Croatia) Katalinić B. (Austria) Kennedy D. (Ireland) Kladarić I. (Croatia) Kljajin M. (Croatia) Kondić Ž. (Croatia) Kopač J. (Slovenia) Krajnik P. (Slovenia) Kunica Z. (Croatia) Lisjak D. (Croatia) Lombardi F. (Italy) Lujić R. (Croatia) Lulić Z. (Croatia) Mahalec I. (Croatia) Majdančić N. (Croatia) Majetić D. (Croatia) Majstorović V. (BiH) Mamuzić I. (Croatia) Mandić V. (Serbia) Marjanović D. (Croatia) Mihić S. (Serbia) Mikac T. (Croatia) Milčić D. (Croatia) Mioč R. A. (Croatia) Mudronja V. (Croatia) Nikitović M. (Croatia) Novak M. (Slovenia) Oluić Č. (Croatia) Opalić M. (Croatia) Petković D. (BiH) Plančak M. (Serbia) Polajnar A. (Slovenia) Poppeova V. (Slovak Republic) Raos P. ( Croatia) Risović S. (Croatia) Savescu D. (Romania) Schneider D. R. (Croatia) Soković M. (Slovenia) Šakić N. (Croatia) Šercer M. (Croatia) Štefanić N. (Croatia) Taboršak D. (Croatia) Truscott M. (South Africa) Udiljak T. (Croatia) Veža I. (Croatia) Žižmond E. (Slovenia)

ORGANIZING COMMITTEE PREDRAG ĆOSIĆ (Chairman) VESNA JANKOVIĆ GORDANA BARIĆ ANA KELEMEN HRVOJE CAJNER DRAGUTIN LISJAK IVO ČALA DIANA MILČIĆ DAVOR DONEVSKI NEDELJKO ŠTEFANIĆ NIKŠA DUBRETA NATAŠA TOŠANOVIĆ GORAN ĐUKIĆ HELENA TRBUŠIĆ

SPONZORSHIP ORGANIZATIONS TEMPUS IV JPCR 144959 (2009-2011) – Product Lifecycle Management with Sustainable Development

Croatian Chamber of Economy, Croatia

Ministry of Economy, Labour and Entrepreneurship, Croatia

Fund for environment protection and energy efficiency, Croatia

CARNET (Croatian Academic and Research Network), Zagreb, Croatia

Technical University in Turin, Turin, Italy

University of Zenica, Faculty of Mechanical Engineering, Zenica, BiH

Technical Faculty, Rijeka, Croatia

Ss.Cyril and Methodius University in Skopje, Faculty of Mechanical Engineering, Skopje (Macedonia)

Faculty of Technical Sciences, Novi Sad, Serbia

VSITE, High School for Information Technologies, Zagreb, Croatia

HIT Croatian Institute of Technology, Zagreb, Croatia

IRI – Institute for Innovation and Development of University of Ljubljana, Slovenia

PARTNER ORGANISATIONS & CONFERENCES DAAAM International Vienna, Viena, Austria

Center for Virtual Production (CEVIP), Faculty of Mechanical Engineering, Kragujevac, Serbia SPONZORS Ministry of Science, Education and Sport, Croatia

Toyota Croatia d.o.o., Zagreb – General sponsor

DALEKOVOD d.d., Zagreb

Croatian Chamber of Economy, Croatia

Đuro Đaković Holding, d.d., Slavonski Brod

EAG Centar, d.o.o., Zagreb

METAL PRODUCT d.o.o., Hrašće-Odra

Fund for environment protection and energy efficiency, Croatia

OMCO Croatia d.o.o., Mali Tabor

Coca Cola d.o.o., Zagreb

Vinoplod d.o.o., Šibenik

VETROPACK STRAŽA, Hum na Sutli d.o.o.

MARAS d.o.o., Zagreb

EXIMA Group d.o.o., Zagreb

METALAC-PNT, Krapina

KONČAR, Institute for eletricity, Zagreb

ELODA, d.o.o., Zagreb

Page IV

Management of Technology – Step to Sustainable Production, 2-4 June 2010, Rovinj, Croatia

INTRODUCTION The venue of the 1st International Scientific Conference on ‘'Management of Technologies – Step to Sustainable Production'' (MOTSP 2009) is Šibenik, the town of the famous Croatian scientist and inventor Faust Vrančić (1551 Sibenik – 1617 Venice), and it will take place from 10-12 June 2009. The MOTSP 2009 Conference will provide an opportunity for researchers, scientists, engineers, and technologists from a wide variety of fields to come together and share their synergy of management of technology and sustainable production.

The management of technology, stimulation of innovation, invention and transfer of technology are assumed to be some of the important challenges of the developed and transition countries. The technology is considered to include all knowledge, products, processes, tools, methods and applied systems in the production of goods or services. With the climate undergoing drastic changes since the mid 20th century, it is critical to cut down greenhouse gas emissions to less than half of the current level to stabilize it. Inevitably, there will be accelerated increases in efforts that bring together the wisdom of international industrial and academic communities for the purpose of making shifts towards sustainable living, including the establishment of sustainable production through the cyclical and multi-step use of resources hand-in-hand with the departure from dependence on scarce resources, and the development of zero-emission social infrastructure through promoting the use of renewable energy.

Some of the challenges are very important as support to decision-making in strategic and operative considerations of some companies and government bodies. How can development requests of sustainable manufacturing (LCA, LCM) be included in the product? How can we stimulate 'green production' with proper knowledge and EU, CRO/SLO legislation? How can we reduce the possibility for the location of 'dirty industry' and increase support of the community, media and raise awareness of state structures. All of these facts are additional challenges in the process of accession to EU and using EU funds. Papers run a gamut from highly technical subjects that involve both theory and practice to non-technical areas that include sustainability, psychology, sociology, philosophy, and law.

Assoc. prof. Predrag Ćosić, Ph.D.

Chairmen of the Organizing Committee

Page V


SESSIONS

Session1:

Industrial Engineering and Operations Management, Operations Research, Production Economics

Session2:

Production Engineering (CIM, Cax, Product Design, Rapid Prototyping, Manufacturing Technologies)

Session 3:

Sustainable Development (Sustainable Production, Energy Efficiency and Renewable Sources, Green Scm, Recycling, Waste Management)

Session 4:

Management (Organizational Management, Enterpreunership, Knowledge Management, Education)

Session 5:

Social Responsibility

Page VI

Home Introduction Contents Authors Sponsors In Memoriam

Session1 Session2 Session3 Session4

Invited Papers

Igor Čatić, Maja Rujnić-Sokele Synthesiological Approach to Artificial Materials Technologies

Zoran Kunica Dialectics in Automatic Production

Alberto G Canen Cultural Auditing: A Tool for Logistics Management Performance

Valentina Gecevska, Paolo Chiabert, Franco Lombardi, Franc Cus

Product Lifecycle Management Concept for Innovation and Concurrent Business Environment

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Session1: Industrial EngineeringOperations Management, Operations Research, Production Economics, Logistics and SCM, Quality

Control, Mainanance

Cosic Predrag, Lisjak Dragutin, Antolic Drazen

Investigation of Using Multicriteria Optimization in Process Planning

Tomaž Perme, Matjaž Novak, Rok Strašek, Iztok Kavkler, Alen Orbanić

A Model for Technical Optimisation of the Distribution Centre

Tomaž Perme Modeling and Discrete Simulation for the Sustainable Management of Technology

Monika Fedorčáková, Juraj Šebo Application of the Queuing Theory Model with Stochastic Creation of Servicing Channels

CONFERENCE PROCEEDINGS

Page 1 of 6MOTSP 2010

09.06.2010file://D:\contents.html

Yung-Cheng Wang, Jui-Chang Lin, Shih-Fong Chiu

Automatic Inspection System for Dimensional Measurements of the Saw Blade Milling Cutter

Florin Chichernea, Alexandru Chichernea

Value Management and Design of Industrial Equipments

Vito Tič, Milan Kambič, Darko Lovrec Application of Condition Monitoring System for Mineral Oils

Svetoslav Dimkov Flexibility Research of the Business Systems of the Middle-Range Industrial Enterprices in Bulgaria

Anita Babić, Hrvoje Cajner, Nikola Šakić

Using Historical Data Analysis in Problems of Mixtures

Shpetim Lajqi, Jürgen Gugler, Naser Lajqi, Ahmet Shala, Ramë Likaj

Experimental Possibilities for Determination of Suspension Parameters by the Simplified Model of a Passenger Car

Ile Mircheski, Sofija Sidorenko An Analysis of Four Concepts for Driver's Seat Comfort in Passanger Vehicles

Dušanka Stojanović, Vesna Aleksić Marić

Estimate Cost of Investment in Information Security – Application of the Monte Carlo Method

Ramë Likaj, Kumbim Shala, Venet Shala

Sensitivity Analysis in Designing the Production Systems and Economic Interpretation

Michał Rogalewicz, Agnieszka Kujawińska

Traditional SPC or Multivariate SPC – What to Choose?

Ognjan Lužanin, Miroslav Plančak, Mladomir Milutinović

PNN-Based Classifier for Recognition of Simple and Complex Static Hand Gestures

Hristofor Koev, Svetoslav Simeonov Concerning Error Arised from Angular Deformation of Helical Grooves Clutch

Dušan Gošnik, Matej Hohnjec, Marko Mihić, Dejan Petrović, Vlado Obradović, Nikola Trajković

Innovate or Die! Six Sigma as a Step to Innovation Based Sustainable Production Processes

Heset Cakolli, Nijazi Ibrahimi, Azem Kyçyku, Halil Demolli

Simulation of Movement of Transportation Vehicles During Steep Roads

Davor Donevski, Diana Milčić, Dubravko Banić

Data Analysis for Optimal Printer Characterization

Igor Fürstner, Zoran Anišić, Robert Freund

Implementation of Adaptive Product Configuration As An Additional Tool for Sustainable Product Lifecycle

Marc Kane, Victor Starzhinsky Modelling of Development and Variation in Quality Parameters of Gears in the Course of their Machining

Arijan Abrashi, Nedeljko Štefanić, Miroslav Kovačec

The Advantages of Using Diploid Chromosomes in Solving Permutation Class of Problems

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Copyright © Faculty of Mechanical Engineering and Naval Architecture Zagreb, Cr



Session2: Production EngineeringCIM, Cax, Product Development, Product Design, Rapid Prototyping, Manufacturing Technologies

Slavko Božič The Details of Planning Product for Motorcycle Industry

Peter Štrukelj, Slavko Dolinšek Internationalization of R&D in Two High-Tech Clusters and Cooperation of R&D Units in Those Clusters

Vesna Mandić, Dragan Adamović, Zoran Jurković, Milentije Stefanović, Miroslav Zivković, Saša Ranđelović, Tomislav Marinković

CAE Analysis of Ironing Process with Experimental Verification

Hasse Nylund, Minna Lanz, Ari Ranta, Kimmo Ikkala, Reijo Tuokko

Developing Competitive and Sustainable Performance Metrics for an Intelligent Manufacturing Environment

Maud Rio, Tatiana Reyes, Lionel Roucoules

A Framework for Ecodesign: An Interface Between LCA and Design Process

Darko Lovrec, Vito Tič Virtual Engineering in Hydraulic Tank Design

Yung-Cheng Wang, Lih-Horng Shyu, Chung-Ping Chang

Finesse Effect on the Measurement Accuracy of Fabry-Perot Interferometrical Displacement Measurement

Filip Górski, Wiesław Kuczko, Radosław Wichniarek, Adam Dudziak, Maciej Kowalski, Przemysław Zawadzki

Choosing Optimal Rapid Manufacturing Process for Thin-Walled Products Using Expert Algorithm

Maciej Kowalski, Radosław Paszkiewicz, Przemysław Zawadzki, Filip Górski

Automatic System for 3D Models and Technology Process Design

Maciej Kowalski, Radosław Paszkiewicz, Przemysław Zawadzki

VR Techniques in Work Stand Design

Viera Poppeová, Juraj Uríček, Peter Šindler, Vladimír Bulej

The Concept of HSC Milling Machine with Hybrid Kinematic Structure Application

Viera Poppeová, Juraj Uríček, Vladimír Bulej, Ondrej Tabák

The Trends in Automation of Plasma Cutting Process

Marko Reibenschuh, Franci Cus, Uroš Zuperl

Comparison of Different Optimization and Process Control Procedures

Marius Tufoi, Ion Vela, Constantin Marta, Viorel Bizau, Mihaela Stroia

Modern Methods of Withdrawal of Semi-Finished Products at Installations of Continuous Casting

Chavdar Sazdov, Vilhelm Hadjiiski, Stefan Stefanov, Rumen Mitev

PET Bottles Stability Loss Process Modeling

Milan Kostelac, Jovan Tepić, Dražan Kozak

Justification for Use of Tightening Elements in Joins Between the Wheel-Head and the Axle

Nijazi Ibrahimi, Sadullah Avdiu, Riad Ramadani

Optimization of Parameters of Two-Step Helical Gearboxes

Beqir Hamidi Reduced Dynamic Model Wing Exavation with Rotor



Rajcho Ilarionov, Nikolai Shopov, Ivan Simeonov, Nikolai Madzharov, Hristo Kilifarev

Ultrasonic Method for Metal Recognition by Means of Fast Wavelet Transformation

Juliya Petrova, Inna Byelyayeva, Halina Sinitsina

Cyclical Stresses in Stiffened Cylinders

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Session3: Sustainable DevelopmentSustainable Production, Energy Efficiency, Renewable Energy Sources, Sustainable Logistics, Recycling

and Waste Management

Tihomir Opetuk, Ivan Zolo, Goran Dukic

Greening Elements in the Electrical Distribution Networks

Stefan Schmidt Sustainable Logistics – Case Study of an Automobile Manufacturer

Štefan Bojnec, Drago Papler Investment Efficiency Appraisal for Different Sizes of the Solar Electricity Plants

Štefan Bojnec, Drago Papler Efficient Energy Use and Renewable Sources of Energy in Slovenia: A Survey on Public Perception

Maria Giovanna Trotta PLM: Sustainability and Knowledge Management as Keys in a Complex System of Product Development

Dušan Šebo, Katarína Halagovcová, Henrieta Nakatová

Technology of the Mine Waste Water Disposal

Neven Lovrin, Željko Vrcan Energy Saving in Modern Gearboxes Using HCR Gears

Tahir Sofilić, Alenka Rastovčan-Mioč, Mario Ćosić, Vesna Merle, Boro Mioč, Una Sofilić

Steel Slag Application in Croatian Asphalt Mixture Production

Rajfa Musemic, Adisa Vucina, Azra Basic

Modeling Environmentally Sound Management System of Waste Oil

Ivana Ignjatović, Dragan Šešlija, Slobodan Dudić

Increasing Energy Efficiency of Compressed Air Usage for Sustainable Production of Food and Beverage

Claudia De Giorgi, Clara Ceppa, Beatrice Lerma

New Products and Processes from Sustainable Waste Management

Silvia Barbero Systemic Design in Energy Sector: Theory and Case Studies

Jurica Dolic, Jesenka Pibernik, Iva Bilusic

Consumer Interpretation of Recycling Symbols Used for Printed Products

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Session4: Management, Marketing and Social ResponsibilityManagement of Technology, Engineering Management, Organizational Management, Innovations,

Education,

Business Process Improvements, Process Mapping and Modeling, Strategic planning

Ivana Plazibat, Ivona Šustić, Anita Krolo Crvelin

Applying Total Quality Management in Retail Industry

Zdenko Zeman, Marija Geiger Beyond Anthropocentrism – Animal Welfare and Social Responsibility

Svetlana Mihic Mass Customization – New Way Out for Sustainable Production

Christian Morawetz, Peter Kuhlang, Karl Wagner, Wilfried Sihn

Value Stream Oriented Process Management

Aleksander Janeš, Slavko Dolinšek Do We Need a New Compass for the Journey Through the Global Crisis?

Miroslav Kotevski, Radmil Polenakovik

Need for Successful Succession Planning for Sustainable Company Growth

Bisera Kajmakoska The New Product Development Process Models and their Modifications

Daniela Popova The Human Resource Management (HRM) in an Entrepreneurial Network – Some Professional Issues of the Bulgarian Craftsmanship

Anne-Marie Salmi Competitive Advantage Model Creation for Environmental Technology SMEs – A Cross Case Study

Ana Arzenšek Qualitative Study of HRM Schemas During Economic Crisis

Marjan Leber, Andrej Polajnar Innovation Power of Slovenian Companies

Agnieszka Kujawinska, Michał Rogalewicz, Maria Pilacinska

Classification of Manufacturing Process State Evaluation Method

Nedeljko Stefanic, Natasa Tosanovic, Miro Hegedic

Current State Analysis of Production Process by Value Stream Mapping

Borut Buchmeister, Andrej Polajnar, Iztok Palcic, Joze Pavlinjek, Natasa Vujica Herzog

Trends of Future Developments - a Step to Sustainable Production and Social Systems

Jane Paunkovic, Ivica Stojkovic, Zoran Stojkovic, Srdjan Zikic

Awareness of Organizational Culture Is Important for Sustainable Implementation of E- Health

Zorka Jugović, Jelena Bošković, Danijela Pecarski, Aleksandar Peulić, Zoran Jevremović

Windows Mobile Platform for Economic Analysis of Agriculture Production

Thomas Edtmayr, Peter Kuhlan, Wilfried Sihn

Methodical Approach to Design Workplaces and Increase Productivity Based on Value Stream Mapping and MTM

Clara Ceppa Resources Management Tool to Optimize Company Productivity



Vesna Janković Reality Hacking: ICT and Sustainable Development

Tatjana Horvat The Impact of Financial Crisis on Social Responsibility in Slovenian Annual Reports

Sabahudin Jašarević, Safet Brdarević, Fikret Brdarević, Magdalena Diering

Influence of the Activity of Organization to Achieved Effects of Introduced Quality System

Dan Săvescu Some Aspects Regarding the Concept "Research for Business"

Helena Trbusic Business Ethics and Managing Reputation

Nikša Dubreta Sustainability Within Non-Technical Field of Engineering Education

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METHODICAL APPROACH TO DESIGN WORKPLACES AND INCREASE PRODUCTIVITY BASED ON VALUE

STREAM MAPPING AND MTM

Thomas EDTMAYR, Peter KUHLANG, Wilfried SIHN 1Vienna University of Technology and Fraunhofer Austria Research GmbH

Theresianumgasse 27, 1040 Vienna, Austria Abstract The introduced methodical approach connects Value Stream Mapping (VSM) and Methods-Time Measurement (MTM) and offers new distinct advantages to reduce lead time and increase productivity based on lean principles and standardised processes. The mutually aligned design and improvement of assembly and (production) logistic processes takes either the workplaces, their surroundings and the supply areas as well as the overall value chain into account. Principle, benefits and the procedure of application are described in the paper. A practical example highlights the redesign of assembly workplaces and the redesign of (production) logistic processes to reduce inventory/lead time.

Keywords: Value Stream Mapping, MTM, productivity, lead time reduction, ergonomic workplace design 1. INTRODUCTION Increasing productivity in a defined time frame (e.g. one day, one shift), among other things, causes the in-crease in overall added value within this defined time frame. A short lead time through a process chain (a value stream) results in a higher output therefore in higher productivity and thus increases the overall added value within this given period of time. On the other hand the same overall added value can be achieved in a shorter period of time. Lead time reduction in a value chain arises from reducing lead times (operating times, idle times, transportation times…) of the sub processes in this value chain. The target for designing a process is therefore to create its added value as fast as possible. Based on this "faster" processes "more" time is avail-able in this given period of time to "produce" more output (see Figure 1).

value-adding transformation

added value

value

time

outputinput

lead timeinventory = x output-rate [Little‘s Law]

Figure 1 – Optimisation of added value by lead time reduction

2. VALUE STREAM MAPPING AND METHODS-TIME MEASUREMENT AT A GLANCE A value stream includes all activities, i.e. value-adding, non-value-adding and supporting activities that are necessary to create a product (or to render a service) and to make this available to the customer. This in-

Managementnt

cludes the operational processes, the flow of material between the processes, all control and steering activi-ties and also the flow of information. Taking a value stream view means considering the general picture of an organisation and not just individual aspects.

Value Stream Mapping was originally developed as a method within the Toyota's Production System and is an essential element of Lean Management. In order to assess possible improvement potential, Value Stream Mapping considers, in particular, the entire operating time compared with the overall lead time. The greater the distinction between operating and lead time the higher the improvement potential [1].

MTM is the abbreviation for Methods-Time Measurement, meaning that the time required to execute a par-ticular activity depends on the method performed for this activity. It is a modern instrument to describe, structure, design and plan work systems by means of defined process building blocks. MTM exhibits an in-ternationally valid performance standard for manual tasks. Today, MTM is the most common predetermined time system in the world, thus establishing a worldwide uniform standard of planning and performance for a global business.

A process building block represents a process step with a defined work content and a distinct purpose for which a standard time applies. A system of process building blocks consists of a defined amount of process building blocks. A MTM system of process building blocks [2] was developed for a specific, clearly defined process typology, a specific complexity of processes and defined process characteristics. MTM process building block systems are assigned to clearly defined fields of application such as, for example, mass pro-duction, batch production or job shop production.

A value stream analysis provides a very fast overview of the whole value stream from the supplier to the cus-tomer, with the focus on lead time and linkage between the processes. MTM is a tool based on a uniform process language to describe and standardise processes. In addition it provides the time (basic time) of the single processes in the value stream.

Value Stream Mapping and MTM aim at identifying, evaluating, reducing and eliminating waste within the value stream in terms of Lean Management.

3. PRODUCTIVITY Productivity is the expression of the quantitative productiveness of an economic activity (of the product re-alisation process) and allows conclusions to be considered how well the production factors deployed are used. Productivity is defined as output divided by the input factors. Basically, productivity is differentiated according to the individual production factors (workforce/manpower, machinery, material).

On the one hand, productivity increase results from increases in effectiveness by eliminating what is wrong and/or from doing what is right and on the other hand from increases in efficiency, through accurate assess-ment and the achievement of levels of capacity and performance. A consideration of the different dimensions of productivity provides a profound understanding of this relationship and a basis for measures to increase productivity [4].

The dimension "method" describes "how" a work assignment or work content in a specified work system is fulfilled and refers to the whole process chain (overall processes), as well as, to single processes or executions. The dimension of "utilisation" considers aspects of the degree to which resources are utilised. The "perform-ance" dimension considers aspects of performance level (willingness to perform, achievement potential).

4. INCREASING PRODUCTIVITY USING VALUE STREAM MAPPING AND MTM The design of (work) methods is the most important dimension for influencing productivity [4,5]. Planning and implementing "well" designed, i.e. efficient and effective methods are at the very focus of projects to in-crease productivity (see Figure 2).

These projects can lead to investment. The achievement of high employee utilisation, however, does not of-ten require investment. Obstacles, such as fluctuations in customer or order-frequency, without flexible em-ployee assignments lead to utilisation losses. This can frequently be recognised in service processes (e.g. trade, administration). The time determination of processes e.g. in production areas to evaluate the perform-ance level opposes these obstacles efficiently. In particular a neutral and valid base to evaluate performance is required to achieve increases in productivity.


overall or single level VSM or MTM

time

VSM & MTMoverall & single level

met

hod

desi

gn

incr

ease

pro

duct

iviy

curr

ent →

targ

et-s

tate

reduce lead timestandardise processes

VSM & MTM

lead time

process time

idle time operating time

transport timeset-up time

Figure 2 – Method design by VSM and MTM [6]

Table 1 exemplary provides an overview of the different design areas for the dimension (work) method, per-formance and utilisation.

Value Stream Mapping does not just contribute to reducing lead times by reducing and avoiding waste, it also contributes to increasing effectiveness and efficiency by improving work methods and the organisation of work, thereby raising productivity.

Table 1 – Dimensions of productivity – design areas [6,7]

Method / process design "Single processes" (indiv. task-orientation) – MTM • layout – workplace design (tools, fixtures, machines…) • added value, complimentary work, waste • handling expenditures • expenditures for controlling and supervision • ease of assembly / disassembly • ease of grasp /operability • manual material handling

"Overall processes" (flow-orientation) – VSM • process organization / work organization • production systems • layout – workplace alignment layout (factory,

floor, assembly line, cell…) • material flow

Information flow and control VSM+MTM • production planning and control • control principles

• product design • design of information flow

Performance Utilisation MTM • performance standards (performance rate, actual / target-time

ratio, standard time, normal performance, …) • personal performance • labour standards • training, routine • motivation/disposition • target orientation / monitoring • competences, skills, education • support / instructions, coaching

VSM+MTM • net man-hours worked, total amount of hours avail-

able • fluctuations in order-frequency and work content • balancing (static, dynamic) • work in progress / inventory • stock (amount) • idle times / breakdowns • scrap (quality of work) • setup times / change over efficiency • maintenance • machine utilization • material utilization • area utilization

The focus of optimisation is the alignment and combination of individual processes to form a continuous, ef-ficient value stream throughout the organisation (consideration of overall processes). Through its well-grounded time determination and with its systematic analysis of processes, MTM contributes to evaluation

Managementnt

and productivity improvement. The focuses of optimisation are the individual activities and the work places (consideration of single processes). MTM contributes to determine and assess the performance level cor-rectly. Capacity utilisation is influenced by both MTM and Value Stream Mapping. The two tools comple-ment each other perfectly in contributing to raising productivity as the combined application of Value Stream Mapping and MTM affects the design of all three dimensions of productivity.

Looking at the dimensions and their design areas (see Table 1) it becomes obvious that the increase of pro-ductivity is achieved by designing smarter processes combined with reduced investment and low cost auto-mation. The focus is set on designing methods (processes) and standardising work. The different aspects of the design areas indicate to possible potentials for improvement.

Table 2 – Benefits of the combined application of Value Stream Mapping and MT

VSM MTM Exact determination and assessment of • operating, transport and set-up times • performance and utilisation

X X

Reduction of lead time through • minimising and eliminating idle times X • improvement and redesign of methods and reducing in operating and transport times X X Increase in productivity through • design of methods (increased effectiveness)

flow-oriented consideration (overall processes) X task-oriented consideration (individual processes) X

• improvement in performance and utilisation (increased efficiency) X • standardising processes X Reduction of inventory in form of • raw materials, work in progress and finished goods

X

Improvement in delivery reliability through • reduction of lead time and reduction of batch sizes • smoothing out fluctuations

X

Evaluation and planning of flow of material • based on standardised logistics process building blocs

X

Reduction in control overhead through • simplification of information flow • application of the principles of self-regulation (supermarket,...)

X

Reduction in required shop floor areas through • material flow optimisation improved workplace layout X • improved workplace design X • lower stock quantities (inventory) X Comparability and evaluation of current and target status • internationally applied, standard performance benchmarks for human work

X

Simulation capability • planning, design, assessment and optimisation of "virtual" methods

(flow- and task-oriented) in current and target states

X X

Simple and comprehensible documentation of methods • simple and easily understood documentation of the processes and work procedures and

transferability of results

X X

Table 2 provides an overview of the most important benefits from the joint application of VSM and MTM. 5. AREAS OF APPLICATION Once MTM has been successfully deployed in an organisation, Value Stream Mapping is a valuable extension in order to analyse the whole process chain. Conversely, if an organisation already uses Value Stream Mapping as a tool, the application of MTM is a useful addition. The following practical areas of application and possi-bilities for use result from the interplay of the combination of Value Stream Mapping and MTM (see Figure 3):


e assessment of added value rates e ergonomic design of workplaces e current/target-state comparisons e balancing e layout design (overall and single level) e assessment of logistic processes

no. description code factor tg tg ges value added1 converter in working area U-AA2 2 1,26 2,52 NVA2 bend tags U-PB1 2 0,72 W

erter 2 3,60 VAof converter in dis 2 1,26 VA

2 1,08 VA2 0,72 VA1 0,90 NVA

sc in press 1 0,72 NVAams 1 1,98 VA

1 1,08 VA1 1,98 VA1 1,08 VA

0,90

1,443 o-ring over conv U-MNFO 7,204 insertion c U-AA2 2,525 impress U-PC1 2,166 U-ZD 1,447 to press U-KA 0,908 insert in di U-PB1 0,729 insert 2 fo U-AE2 1,9810 U-AE1 1,0811 inser 2 lids U-AE2 1,9812 U-AE1 1,0813 press two-hand release U-BA2 1 0,90 VA14 restricted process time PTUSEC 3 1,00 3,00 VA

no. descriptio code factor val1 converter in U-AA2 22 be U-PB1 23 o-ring ov U-MNFO 24 insertion of c U-AA2 25 im U-PC1 26 U-ZD 27 to U-KA 18 insert in U-PB1 19 insert 2 foa U-AE2 110 U-AE1 1 1,0811 inser 2 lids U-AE2 1 1,98 1,98 VA12 U-AE1 1 1,08 1,08 VA

n tg tg ges ue added working area 1,26 2,52 NVA

nd tags 0,72 1,44 Wer converter 3,60 7,20 VAonverter in disc 1,26 2,52 VApress 1,08 2,16 VA

0,72 1,44 VA press 0,90 0,90 NVAdisc in press 0,72 0,72 NVA

ms 1,98 1,98 VA1,08 VA

no. description code factor tg tg ges value added1 to jig U-KA 1 0,90 0,90 NVA2 parts from press to jig U-AB1 2 1,08 2,16 NVA3 strand in flux U-AE1 2*2 1,08 4,32 W4 soldering wire in working area U-AA1 2*2 0,72 2,88 NVA5 soldering piston to sold. Wire U-HB2 2*2 2,16 8,64 NVA6 process time PTSEC 2*2 1,00 4,00 VA7 strand to piston U-PC1 2*2 1,08 4,32 NVA8 process time PTSEC 2*2 1,00 4,00 VA9 strand to tag U-PC1 2*2 1,08 4,32 VA10 piston to soldering tag U-PB1 2*2 0,72 2,88 NVA11 process time PTSEC 2*2 1,00 4,00 VA

no. description factor tg tg ges value added1 to jig U-KA 1 0,90 0,90 NVA2 parts from press to jig U-AB1 2 1,08 2,16 NVA3 strand in flux U-AE1 2*2 1,08 4,32 W4 soldering wire in working area U-AA1 2*2 0,72 2,88 NVA5 soldering piston to sold. Wire U-HB2 2*2 2,16 8,64 NVA6 process time PTSEC 2*2 1,00 4,00 VA7 strand to piston U-PC1 2*2 1,08 4,32 NVA8 process time PTSEC 2*2 1,00 4,00 VA9 strand to tag U-PC1 2*2 1,08 4,32 VA10 piston to soldering tag U-PB1 2*2 0,72 2,88 NVA11 process time PTSEC 2*2 1,00 4,00 VA12 grasp strands U-AA1 2 0,72 1,44 NVA13 release U-BA1 2 0,36 0,72 NVA14 drill PTSEC 3*2 1,00 6,00 VA15 remove from jig U-PA2 2 0,72 1,44 NVA

code

tg

∑ lead time

∑operating time(∑ cycle time)

adde

d va

lue

asse

ssm

ent

proc

ess

desc

riptio

n

basi

c tim

e de

term

inat

ion

logistic assessmentergonomic assessment

current/target-state comparisonbalancing

layout design

identify wasteVA… value addedNVA… no value addedW… waste

assessment of added value rates

tg

time determination

value stream

VAW

NVAMTM process building block MTM process building block

Figure 3 – Principle of the application of VSM and MTM [6]

5.1 Assessment of added value rates The systematic identification of waste is the precondition for avoiding wasteful activities through the design of target processes. The use of MTM ensures that the time respectively the percentage of waste is assessed. A fundamental concept of lean management and the continuous improvement process (CIP) that is decisively responsible for raising productivity is the search for the identification and the elimination of waste. This en-sures that e.g. movement, transport, rework and other wasteful or non-value-enhancing aspects are removed from or at least minimized within the processes. It is necessary to assess the amount of waste (see Figure ) in order to sustainably and retraceably prove the results of improvement measures. MTM process building blocks meet this requirement particularly well as every simulated or actual change to an operating procedure is immediately quantifiable in terms of time – and subsequently in terms of cost – in the form of the MTM performance norm intrinsic to every process building block.

5.2 Ergonomic design of workplaces The design of processes from the point of view of raising productivity must be balanced with designing work with people in mind. Risk analyses are used to ascertain the ergonomic quality of design. These evaluate stresses on the body such as posture, movement, strain as well as influencing forces, senso-motoric functions and psychological pressures. For this purpose the application of the EAWS (European Assembly Worksheet) is suggested. Among other things, process descriptions based on MTM process building block systems are the basis for the risk analysis. Ergonomic design measures are important particularly in early product and process planning stages as they can often be taken into account in this phase without incurring great addi-tional overheads.

5.3 Current/target state comparisons The rapid deployment intrinsic to Value Stream Mapping usually leads to less importance often being at-tached to the current-state. It is therefore often hardly possible to compare the planned and implemented target states. This is especially true in the current value stream for the determination of cycle times (oper-ating times). The simple and rapid application of concentrated MTM process building block systems pro-vides an accurate assessment of the processes of the current value stream. This creates the basis for the

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comparability of the target state achieved with the current state under consideration and for the assessment of realised improvement potential realised.

5.4 Balancing Design principles such as e.g. orientation to customer demand (customer tact time) or the design of one-piece flow production present particular challenges for coordinating the cycles of workplaces and workstations. Dur-ing balancing, the "circle times" of serially connected work stations are coordinated with one another taking ac-count of technical circumstances. Work content must be assigned and aligned across the individual work sta-tions in such a way that no substantial idle times occur at individual work stations and no staff or equipment is overloaded. Balancing losses and the effectiveness of the line are used as assessment criteria. Using the granu-larity MTM process building blocks facilitates the even distribution of work content across work stations.

5.5 Layout design (overall and single level) The interaction of value stream mapping and MTM as tools for the design of methods at the single and over-all process level provides valuable information for the planning and design of layouts for workplace ar-rangement and workplace configuration.

5.6 Assessment of logistic processes By applying MTM process building blocks "logistics" essential pieces of information can be indenti-fied/calculated on a reliable, standardised and retraceable base in the current status as well as in the target status. Particularly during planning future processes quantitative evidence about the target logistic efforts (such as transportation times, utilisation of internal logistic staff) can be estimated.

Applying MTM valuably contributes to the organisation, the design and the evaluation of logistic processes. Logistic issues in different areas of companies are characterised by comparable procedures with a significant level of repetitiveness.

Typical logistical procedures have been standardised and condensed into a process block system. It provides standards for the following logistical processes [8]: e Transportation (procedures with different transportation vehicles such as forklifts, electric forklifts, man-

ual lift trucks, trolleys) e Manual handling (of cardboard boxes, containers, barrels of boxes, opening and closing of wrap-

pings/packings, information processing (orders/receipts)) e Process blocks are also available for commissioning tasks.

The arising necessity in a VSM analysis to evaluate the required logistic efforts, it is highly recommended to enlarge the classical VSM by additional logistical aspects.

From a logistical point of view MTM expands VSM by the aspect of established time assessment. Special attention must be drawn to the fact that the logistic planning of transportation using different means of trans-port between stock and workplace can be achieved in both the current and target status. MTM process blocks attain special importance to calculate / by calculation box handling between means of transportation and supply areas (e.g. supermarket-racks, flow racks) and further onto the workplaces.

6. PRACTICAL APPLICATION: ASSEMBLY WORKPLACE Plastic jacks and their components are in the initial situation assembled in three assembly workplaces (pre-assembly, main-assembly and packing). The target of this improvement project was to increase the output (to increase different aspects of productivity such as increased output, reduced inventory, increased area produc-tivity) and to redesign the assembly workplaces based on lean and ergonomic principles (by applying VSM and MTM). This practical example also underlines benefits presented in Table 2.

Based on combining VSM and MTM the proposed improvements, corrective actions and changes in the as-sembly workplaces and processes increased the productivity.

Reliable and evaluated figures of the improvement are the number of pieces (jacks and components) pro-duced per shift and the reduction of the operating time (basic time) per piece.

The implemented layout of the assembly workplaces, the surroundings, the supply areas and the transporta-tion flow is depicted in Figure 4.


Assembly with both hands –Double Piece Flow

Balancing

no. description process element factor

1 transport with manual fork lift stable - Get and Place - floor to floor

SAAAGM 1

2 up/down from winder SAAAGM 13 transport 1 meter with manual fork lift stable SFISG 1

Logistics/

Transportation

Handlingof boxes

Ergonomic(-design)

I…..workplace (u-shaped)II….workplace-rackIII…supermarket-rack

cycle (takt) time

st1 st2 st3

no. description processelement factor tg tg ges

1 bring box in working area AH3 1/10 1,98 0,202 KA 2*3 0,90 5,403 to jig KA 1 0,90 0,904 parts from press to jig AB1 2 1,08 2,165 strand in flux AE1 2*2 1,08 4,326 soldering wire in working area AA1 2*2 0,72 2,887 soldering piston to sold. wire HB2 2*2 2,16 8,648 process time PTSEC 2*2 1,00 4,009 strand to piston PC1 2*2 1,08 4,3210 process time PTSEC 2*2 1,00 4,0011 strand to tag PC1 2*2 1,08 4,3212 piston to soldering tag PB1 2*2 0,72 2,8813 process time PTSEC 2*2 1,00 4,0014 grasp strands AA1 2 0,72 1,4415 release BA1 2 0,36 0,7216 drill PTSEC 3*2 1,00 6,0017 remove from jig PA2 2 0,72 1,4418 converter in working area AA2 2 1,26 2,5219 bend tags PB1 2 0,72 1,4420 o-ring over converter MNFO 2 3,60 7,2021 insert part AA2 2 1,26 2,5222 impress PC1 2 1,08 2,1623 ZD 2 0,72 1,4424 to press KA 1 0,90 0,90

MTM logistics

Figure 4 – Layout of a workplace, surroundings, supply areas and transportation flow considering the new design ideas

Figure 5 – Practical realisation of a workplace based on the joint application of VSM and MTM (e.g. supermarket-rack and workplace)

7. SUMMARY The interaction of Value Stream Mapping and MTM at different levels of detail consideration contributes to the identification, elimination and avoidance of waste and thus leads to the design of efficient and effective processes. The joint mutual benefit of the combined application arises from the increase in productivity, from the standardisation of processes, from the reduction in lead time/inventory and from the accurately deter-mined times; it also enables and ensures the predictability and the capability to assess the target status.

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8. REFERENCES [1] Arnold D., Isermann H., Kuhn A., et. al.: Handbuch Logistik, 2. aktualisierte und korrigierte Auflage,

Springer, Berlin, 2004, p.B3-60. [2] Bokranz R., Landau K.: Produktivitätsmanagement von Arbeitssystemen, Schäffer-Poeschel Verlag

Stuttgart, 2006, p.512 et seqq. p.814. [3] Erlach K.: Wertstromdesign – Der Weg zur schlanken Fabrik, Springer Berlin-Heidelberg, 2007, p.3,

p.94 et seqq. [4] Helmrich K.: Productivity Processes – methods and experiences of measuring and improving,

International MTM Directorate, Informgruppens Förlag, Stockholm, 2003, p.9 et seqq., p.27. [5] Sakamoto S.: Design Concept for Methods Innovation (Methods Design Concept: MDC), Chapter 3: in:

Hodson, William K.: Maynard’s Industrial Engineering Handbook, Fourth Edition, McGraw-Hill, Inc., New York, 1992, p.3.41 et seqq.

[6] Kuhlang P., Minichmayr J., Sihn W.: Hybrid optimisation of added value with Value Stream Mapping and Methods-Time Measurement, Journal of Machine Engineering, Vol. 8, No. 2, 2008, p.28 seqq.

[7] Kuhlang P., Sihn W.: Standardisation of processes to reduce lead time and increase productivity – A methodical approach based on Methods- Time Measurement and Value Stream Mapping, 10th International Conference on the Modern Information Technology in the Innovation Processes of the Industrial Enterprises, MITIP 2008, proceedings, p.124-129.

[8] Deutsche MTM-Vereinigung e.V.: Handbuch MTM-Logistik, Hamburg, 2006, p.1-3


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