1. Designing the enterprise for
manufacturing
Scott Russell 13 April 2015 Duration: 30 minutes

2. It is officially designated an “Enterprise project”
when…….
There are more developers than end users
After 2 years, €8million in spend, the project is canned
the day before go-live
The contract sysadmin, who installed and configured
Nagios has her contract terminated with immediate effect.
The project goes back to <corporatemonitoringtool>.
One week later, the sysadmin is asked back

3. the Manufacturing is dead
Long Live the Manufacturing
Long Live the Manufacturing
Long Live the Manufacturing

4. Agenda
• Dejavu
• Basic Tools
• The 3 Idle factories, that you already maintain.
• Low Volume high mix, OR High Volume low mix
• Jobbing shops ( workcentre ) v’s production lines
• Queuing it works in theory
• Changeover and setup time
• Know your Key process points/Throughput Analysis
• Difference between QA and QC
• Prevention, not cure
• Utilisation, not capacity.
• Cost reduction
• Design of experiments

5. Knowing where to look
• http://www.amazon.co.uk/dp/0471102156/ref=rdr_ext_tmb
• http://www.amazon.co.uk/Burn--Engineering-Approach-Analysis-Procedures/dp/
0471102156/ref=sr_1_12?
s=books&ie=UTF8&qid=1428872423&sr=1-12&keywords=reliability+burn-in
• http://en.wikipedia.org/wiki/Environmental_stress_screening

6. All the Tools you
will ever need
• Stopwatch
• Ladder
• + - / *
• 4R’s Reading, wRiting, aRithmetic, IT

7. The 3 idle factories, that you built
• Standard office, hours, 9-5, 5 days a week
• 40 hours of actual work time/week
• But there are 168 hours in a week
• So, you have x3 times more capacity than you actually
need.
• Ie 40 + 40 + 40 + 40 + 8 = 168

8. Understand the Product mix
• High volume, low mix
• Low volume, high mix
• Both?
• 80/20?
• Where do you specialise?

9. Design your production line, but which type?
1. Jobbing shop ( workcentre ) – The Phoenix Project
Has random flow across the workcentres
Normally reserved for high value machinery
Subject to uncontrolled queuing/bottlenecking
2. Continuous flow ( has velocity )
Identify key process stages/place in a STRAIGHT line.
Control queuing via defined length connections

11. Production Flow – Airports don’t do Devops…

12. Workcentres and The travelling salesman problem
• http://en.wikipedia.org/wiki/Travelling_salesman_problem
Small
workcentre
Large
workcentre

13. Traditional Motherboard Factory Layout
Finished
product store
Wip Temporary storage
Rework
area
SMT lines
PIH linesTest/Repair
Incomingmaterial
ß

14. Modern Motherboard Factory LayoutFinnishedproduct
truck/store
SMT lines
PIH linesTest/Repair
Incomingmaterial
Test/Repair

15. Changeover and setup time.
• How long to switch between products?
• How long to switch from one variant to another
eg, from dev to test build?
• How long to reconfigure the line?
• Is it even possible with the current schedule?
• Do you have available downtime?
• Is there enough stock?
• Have you checked the BOM( Bill Of Materials )–
do you have all the things?

16. The effects of queuing
• Supermarkets checkouts are the best place to learn
• Amhdal’s Law
• Universal Scaliability Law/PDQ - Gunther 2008
• Anandtech article on queue depth on testing of SSD’s
• http://www.anandtech.com/show/8104/intel-ssd-dc-p3700-review-the-pcie-ssd-
transition-begins-with-nvme/2

17. Know and measure key process points
• Identify key points in the process flow
• Measure flow at these points/hour?
• Review flow on a 24 hour basis
• Establish input flows
• Measure output flows

18. Know your metrics
• Example of number of simultaneous users
• Q: 5 simultaneous users? What does it mean to a
manager?
• A: Well it is not a big number so let’s make it bigger.
• A: Let’s improve it, we need 100 simultaneous users?
Now that is a big number
• A: What do you mean you need a use case? JFDI.

19. Know your metrics
• 30 second use case, 5 simultaneous users
• 10 users/minute ( 60 secs / 30 secs * 5 users )
• 600 users/hour ( 3600 secs /30 secs * 5 users )
• 14400 users/day ( 3600 secs*24 hours/30 secs*5 users )

20. Difference between QC and QA
• Quality Control, measures in-line process , promotes
pass/fail, scrap rework mentality – don’t use it.
Effectively policing the process.
• Quality Assurance, checks that procedures/work
instructions are being followed, it’s key indicator is that
you should be able to remove all QA from the
production line, and the line will still function,
generating good product. Over time ( days/weeks ) the
process will drift into non-conformity. Don’t remove it.

21. Time series statistics – The ford book
1 2 3 4 5 6 7 8 9 10
11 12 13 14 15 16 17 18 19 20
21 22 23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 39 40

22. Prevention not Cure

23. Utilisation not Capacity

24. C o s t R e d u c t i o n

25. Design of Experiments
• Employ a statistician
• Design your experiments statistically
• Identify unforeseen relationships
• Only applicable for more complex processes

26. Summary
• Use statistical methods, save time and resources
• Use straight lines, human beings like those
• Use basic tools, stopwatches, ladders, arithmetic, IT
• Design/build/destroy production lines, no jobbing shops
• Invest in prevention, not cure
• Be aware the effects of queuing on throughput/
utilisation
• Be conscious of building idle factories
• Utilisation not capacity
• Old methods, still apply, Manufacturing is alive and well