Zitong Li.assignment-statistic 2
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University of Illinois, Chicago *
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571
Subject
Industrial Engineering
Date
Feb 20, 2024
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docx
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8
Uploaded by AdmiralMantis4019
Waste Exercise 1
For each form of waste, write down 3 questions that you would ask to identify waste in your organization.
1.Overproduction Waste:
Questions:
a.Is there excess finished goods inventory due to overproduction?
b.Are products being produced before they are needed, leading to storage issues?
c.Can production levels be adjusted based on actual demand?
2.Motion Waste:
a.How much unnecessary movement occurs in our workflow processes?
b.Can workflow and layout be improved to reduce motion waste?
c.Is motion tracked and reduced over time?
3.Correction Waste:
a.What percentage of our products have defects or quality issues?
b.How much does it cost to fix defects after production?
c.Do we track customer complaints related to product defects?
4.Inventory Waste:
a.What is the value of our raw material, work-in-progress, and finished goods inventory?
b.How much inventory is obsolete or expires before being used?
c.Can we reduce inventory levels by improving supply chain management?
5.Over-processing Waste:
a.What non-value adding activities occur in our processes?
b.What steps could be simplified or standardized to streamline processes?
c.Are quality control or inspection processes excessive or duplicative?
6.
Under-utilization of resources Waste
:
a.Does asset scheduling allow for maximum utilization? Can we reschedule activities to maximize usage?
b.Can we share underutilized resources between departments or business units?
c.Are there opportunities to employ resources for additional revenue-generating activities during slack periods?
7.Waiting Waste:
a.How much time is spent waiting for approvals, materials, equipment, etc?
b.Where are the biggest bottlenecks or delays in our processes?
c.Can we measure and reduce wait times between process steps?
8.
Material movement:
a.Can small-lot production and pull systems reduce the transportation of WIP inventory?
b.Can supplier locations be relocated closer to operations to reduce transportation distances?
c.Are materials handled or moved multiple times unnecessarily?
5S Exercise 1
Give three examples for each of the 5Ss that you would use to reduce waste in your organization.
Here are some examples for each of the 5Ss that could help reduce waste in an organization:
Sort:
Clearing out old office supplies and equipment that are no longer needed
Removing outdated marketing materials and product samples
Getting rid of duplicate tools and parts in production areas.
Set in Order:
Organizing inventory on shelves/racks with visual indicators and labels
Standardizing the placement of commonly used files and office supplies
Establishing clear zones and locations for each production activity.
Shine:
Daily cleaning of machinery, workspaces, and facilities
Establishing cleaning checklists for equipment maintenance
Having supplies on hand for quick cleaning of spills and leaks.
Standardize:
Creating visual guides like floor tape and signs to standardize item locations
Using standard operating procedures for machine setups and quality checks
Having standard protocols for waste disposal and scrap handling.
Sustain:
Conducting regular audits to sustain 5S implementation
Providing ongoing 5S training for new hires
Tracking 5S performance on visual boards and celebrating successes.
Visual Control Exercise 1
Identify a list of 5 visual controls for your workplace. These are either controls that are currently used, or new controls that you can recommend. Try to draw a picture or diagram of each.
1.Traffic lights
2.Safe exit sign
3.Digital andon light system
4.Guide boards
5. Data analysis chart
Yellow :Warning
Green :Pass
Red :Prohibited
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Variability Exercise 1
Amazon is testing the performance of a new robotic system that packs boxes within their fulfillment centers. 20 cycles of packing operations were observed. For each cycle, the observer recorded the time between arrivals in seconds of an empty box, and the time in seconds the robot took to complete the packing operation. The data was recorded in the table below. Cycle
Box
Arrival
Packing
1
17
16
2
15
20
3
22
16
4
16
14
5
8
16
6
18
14
7
19
18
8
13
14
9
20
14
10
10
13
11
14
18
12
12
11
13
20
17
14
7
16
15
19
16
16
24
13
17
15
11
18
20
12
19
13
27
20
15
12
A.
What kind of waste, if any is seen in this data? Explain.
B.
What is the extent of the waste? Explain.
C.
What suggestions would you make to reduce the waste?
A.a. Kind of Waste:
Waiting Time Waste:
Explanation: The time between box arrivals and the time the robot takes to complete the packing operation contributes to waiting time waste. This is evident from the variability in the Box Arrival and Packing times for each cycle.
B. Extent of the Waste:
Inconsistency in Arrival and Packing Times:
Explanation: The wide range of Box Arrival and Packing times indicates inconsistency and variability in the process. Some cycles have significantly longer waiting times or packing times than others, contributing to inefficiency and waste.
High Variability in Packing Operation:
Explanation: The standard deviation of the Packing times is relatively high, signifying
inconsistency in the time taken by the robot to complete packing operations. This variability may lead to suboptimal utilization of the robotic system.
C. Suggestions to Reduce Waste:
Optimize Robot Scheduling:
Recommendation: Analyze the data to identify patterns and optimize the scheduling of the robotic system. Consider prioritizing box arrivals based on factors such as size, weight, or destination to reduce waiting times.
Implement Predictive Maintenance:
Recommendation: If the variability is due to occasional breakdowns or maintenance issues, implement a predictive maintenance program to address potential problems before they occur, reducing unplanned downtime.
Standardize Packing Procedures:
Recommendation: Standardize the packing procedures for the robot to minimize variability in packing times. Ensure that the system follows a consistent and optimized process for each cycle.
Training and Skill Development:
Recommendation: Provide training to the operators or technicians responsible for overseeing the robotic system. Ensuring that personnel are well-trained can lead to more efficient handling of the system and quicker response to issues.
Continuous Monitoring and Improvement:
Recommendation: Implement continuous monitoring of the robotic system's performance and regularly analyze data to identify areas for improvement. This proactive approach can help in addressing issues before they result in waste.
Implement Lean Principles:
Recommendation: Consider applying Lean principles to streamline the packing process. This involves identifying and eliminating non-value-added activities, reducing variability, and improving overall efficiency.
By addressing the sources of waste and implementing these suggestions, the packing operation can become more efficient, with reduced waiting times, consistent packing times, and improved overall performance of the robotic system. Continuous improvement efforts will be essential to sustain and enhance these gains over time.
Standard Work Exercise 1
Identify three problems in your work environment and explain how they would benefit from standard work?
Here are three problems in a work environment that could benefit from standard work:
Inconsistent quality in production
Some products have defects or vary in quality because different operators have their own ways of working. Implementing standard work procedures and documenting the one best way to do the job would improve consistency.
Difficulty training new employees
It takes a long time for new hires to learn their roles because each person trains them differently. Having standard procedures would allow efficient and thorough training.
Unorganized work areas
Tools, materials, and paperwork are often left out because things don't have a proper storage place. Creating standards for organizing each work area would lead to a cleaner, more productive environment.
Standard work brings consistency, efficiency, and visual order. It establishes the baseline by which processes can be improved. Documenting standard procedures with
photos, work instructions, and checklists helps sustain gains made from kaizen events.
Overall, having employees follow standardized processes for key tasks reduces errors and variability in the system.
Process Sigma Exercise 1
In one year, 124 out of 3456 infant births in a hospital resulted in complications.
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a.
What is the process yield?
b.
What is the process sigma?
c.
If the maximum acceptable number of annual complications is 50, what value of standard deviation would be desired for 6 sigma operation?
d.
What would be the resulting yield?
Now, let's calculate these values:
total_births = 3456
complications = 124
max_acceptable_complications = 50
z_score_for_6_sigma = 6
yield_percentage = (1 - complications / total_births) * 100
process_sigma = (max_acceptable_complications - complications) / z_score_for_6_sigma
standard_deviation_for_6_sigma = (max_acceptable_complications - complications) /
z_score_for_6_sigma
resulting_yield = (1 - max_acceptable_complications / total_births) * 100
a. Process Yield: 96.41%
b. Process Sigma: 2.33
c. Standard Deviation for 6 Sigma Operation: 11.67
d. Resulting Yield: 98.56%