Planning

Question 1

What is PoD – Pro­duc­tion-ori­ent­ed De­sign?

Answer 1

Pro­duc­tion-ori­ent­ed De­sign (PoD) ad­justs prod­uct concepts and re­al­iza­tion of their de­sign to the re­quirements of pro­duc­tion - in­clud­ing vari­ance and va­ri­ety.

It defines the basis for a cost-efficient Production

Question 2

What is the definition of PoD – Pro­duc­tion-ori­ent­ed De­sign?

Answer 2

PoD is a con­tin­u­ous process for com­pre­hen­sive prod­uct de­sign im­prove­ment with re­gard to safe­ty, qual­i­ty, pro­duc­tiv­i­ty and costs.

Question 3

What are PoD findings based on?

Answer 3

Pro­duc­tion-ori­ent­ed De­sign (PoD) ad­justs prod­uct con­cepts and re­al­iza­tion of their de­sign to the re­quire­ments of pro­duc­tion - in­clud­ing vari­ance and va­ri­ety.

• Parts analy­ses (own parts and those of com­peti­tors)
• Qual­i­ty analy­ses
• Lessons learned
• Fur­ther PoD sources and sen­sor

Question 4

What are the objectives of PoD?

Answer 4

• Op­ti­miza­tion of the re­sources and man­pow­er need­ed for se­ries pro­duc­tion (e.g. re-use of ex­ist­ing pro­duc­tion equip­ment)
• Sta­ble pro­duc­tion process­es
• Im­proved qual­i­ty
• En­sur­ing good er­gonom­ics and con­struc­tion fea­si­bil­i­ty

Question 5

What are the benefits of PoD?

Answer 5

• Work content determined by product design
• Significant reduction of part numbers
• Implementation of Poka Yoke principles
• Take care of people needs
• Economical equipment order decisions

Question 6

If a prod­uct con­tains few­er parts it will take less time for pro­duc­tion, there­by re­duc­ing what?

Answer 6

Costs

Question 7

The re­duc­tion of the num­ber of parts has the added ben­e­fit of gen­er­al­ly re­duc­ing what?

Answer 7

the to­tal cost of parts

Question 8

If the parts are pro­vid­ed with fea­tures which make it eas­i­er to grasp, move, ori­ent and in­sert them, this will also re­duce which two KPIs?

Answer 8

pro­duc­tion time (eHPU) and pro­duc­tion costs

Question 9

Pro­duc­tion ori­ent­ed De­sign also gives the op­por­tu­ni­ty to sup­port the work­force with what other elements?

Answer 9

• er­gonom­ic so­lu­tions

- pro­vides a guide­line for eco­nom­i­cal plan­ning, com­mis­sion­ing and or­der de­ci­sions

Question 10

What are benefits of production-oriented design?

Answer 10

• ergonomic workplace design
• reduced number of parts per vehicle
• cost-efficient production

Question 11

What is the definition of eHPV and mv?

Answer 11

The key performance indicator eHPV measures…
• … the design-related work content of a vehicle and is the
responsibility of Development (calculated time value from production planning)

The key performance indicator mv measures…
• …the non-design-related work content of a vehicle

Question 12

Which statements regarding eHPV and eHPU true?

Answer 12

• eHPV: a whole vehicle is considered
• eHPU is part of HPU
• eHPU: a unit of a truck (e.g. an engine) is considered

Question 13

Where do you start improving your eHPU-mv-ratio?

Answer 13

• reducing mv

Question 14

Which activities are considered eHPU and which are mv?

Answer 14

eHPU
• adhesive bonding
• riveting
• screw driving

mv
• cleaning
• picking up material
• unpacking of parts

Question 15

What two elements need to be improved for the overall optimization of productivity?

Answer 15

Both the product (eHPU) and the process (mv) must be improved

Question 16

What are some example of how to improve the product design and thus the eHPU?

Answer 16

• Reducing number of parts
• Type of attachment
• Accessibility
• Ergonomics
• Fault prevention principles

Question 17

For the reduction of eHPU, the focus is on which area?

Answer 17

The fo­cus is on pro­duc­tion, fur­ther de­part­ments sup­port the val­ue-adding process

In­ten­sive in­volve­ment of pro­duc­tion per­son­nel in de­vel­op­ment meet­ings and pro­to­type part eval­u­a­tions is important

Question 18

For the reduction of eHPU, the most im­por­tant de­sign el­e­ment is what?

Answer 18

the val­ue-adding time need­ed for as­sem­bly (“One touch pro­duc­tion”)

Question 19

For the reduction of eHPU, what are ex­am­ined and guar­an­teed dur­ing the de­vel­op­ment process?

Answer 19

Prin­ci­ples of stan­dard as­sem­bly

Question 20

For cost com­par­isons, what is con­sid­ered when eval­u­at­ing the de­sign, not only the price of the parts?

Answer 20

Process chain

Question 21

The stan­dard­ized plan­ning process fol­lows what logic?

Answer 21

CVDS- Com­mer­cial Vehi­cle Devel­op­ment Sys­tem

Question 22

In the planning process of a new project an overall timeline is created. The man­u­fac­tur­ing en­gi­neer­ing (ME) has de­fined what?

Answer 22

stan­dard­ized plan­ning process, syn­chro­nized to the CVDS by the qual­i­ty gates

Question 23

What is Com­mer­cial Vehi­cle Devel­op­ment Sys­tem (CVDS)?

Answer 23

CVDS is the fun­da­men­tal ap­proach on how we set-up, con­trol and de­liv­er prod­uct projects in Daim­ler Trucks.

CVDS pro­vides the ba­sis for in­di­vid­ual project leader sched­ules with all steer­ing rel­e­vant process­es.

Question 24

What are the goals of CVDS?

Answer 24

• Meth­ods for plan­ning, re­port­ing and steer­ing are in­te­grat­ed into an all em­brac­ing project man­age­ment.
• Trans­paren­cy with­in truck and ag­gre­gate projects is in­creased.
• World­wide stan­dard­iza­tion of the prod­uct cre­ation process.
• Con­tin­u­ous im­prove­ment of the prod­uct cre­ation process by prod­uct project ap­pli­ca­tion and role spe­cial­ists.

Question 25

The stan­dard­ized plan­ning process de­pend­s main­ly on what?

Answer 25

the com­plex­i­ty of the com­modi­ties and its spe­cif­ic im­ple­men­ta­tion time e.g. dif­fer­ent im­ple­men­ta­tion time for CiW (Cab in White) as for As­sem­bly, how­ev­er same SOP (Start of Pro­duc­tion).

Question 26

What are the process steps for CVDS?

Answer 26

1. Strategy development 2. Pre-planning 3. Concept planning 4. Detailed planning 5. Realization phase

Question 27

What are elements of strategy development in CVDS?

Answer 27

Bench­mark­ing (e.g. PoD) and best prac­tice De­vel­op­ment of pro­duc­tion tech. con­cept

Question 28

What is a Lean Conformity Check (LCC)?

Answer 28

Lean Conformity Checks (LCCs) serve to determine the degree of implementation of certain TOS-Standard-Principles in a specific planning phase or in a production

Question 29

The LCC is carried out based on what?

Answer 29

requirements in order to derive further fields of action

Question 30

What principle specifications does the LCC use?

Answer 30

TOS Standard Principles

Question 31

Lean Conformity Checks (LCCs) are integrated in what?

Answer 31

CVDS They ensure that lean principles within the planning process are considered

Question 32

The Station Development Process supports LCC. In the station development process a mock up of a what is developed?

Answer 32

future work station

Question 33

The procedure of the station development follows what logic?

Answer 33

PDCA

Question 34

Plan in the Station Development Process is what?

Answer 34

Planning of improved process Processes are simulated based on current planning status (“layout freeze” status)

Question 35

"Do" in the Station Development Process is what?

Answer 35

Simulation of planned CiW & Logistic processes During simulation walk ways, process times and material presentation are evaluated

Question 36

"Check" in the Station Development Process is what?

Answer 36

Evaluation of process steps Facts and figures identified by the team show need for process improvements

Question 37

"Act" in the Station Development Process is what?

Answer 37

Directions for improvement Countermeasures for process improvement are developed within the team

Question 38

What are some impacts of using simple equipment to help create a station mock up?

Answer 38

* The station has been built up in 1:1 scale – pillars, logistic karts, welding station, equipment * Besides card board, small containers, large containers, aluminum beams, tubes etc. are used * Creativity of team needs to be stimulated * Speed for build up increased day by day

Question 39

What are elements of pre-planning in CVDS?

Answer 39

- Rough pro­duc­tion con­cept - Analy­sis of lo­ca­tion fac­tors - in­put from project lead - premise - Cre­ation of block lay­out - Cost es­ti­ma­tion - Time­line - Pro­ject ap­proval prepa­ra­tion

Question 40

What are elements of concept planning in CVDS?

Answer 40

- RFQ (re­quest for quo­ta­tion) and se­lec­tion of sup­pli­er for plan­ning sup­port - Con­cept de­vel­op­ment and eval­u­a­tion of pro­duc­tion and Lo­gis­tics process - Con­cept de­f­i­n­i­tion incl. tech­nol­o­gy se­lec­tion - Pro­duc­tion con­cept lay­out - Cost ver­i­fi­ca­tion - Time­line - Pro­ject Spec Book pro­duc­tion

Question 41

What are elements of "detailed planning" in CVDS?

Answer 41

- De­tailed process plan­ning - Man­pow­er plan­ning - Val­i­da­tion by sim­u­la­tions and con­for­mi­ty checks

Question 42

What are elements of the "realization phase" in CVDS?

Answer 42

- In­stal­la­tion co­or­di­na­tion at sup­pli­er incl. Pre ac­cep­tance - In­stal­la­tion co­or­di­na­tion at plant - Com­mis­sion­ing - Train­ing con­cept & doc­u­ments e.g. in part­ner­ship with the equip­ment sup­pli­er - Ramp-up incl. per­for­mance test & fi­nal ac­cep­tance - Hand over to op­er­a­tions - Lessons Learned

Question 43

Q-Gate 1 marks the han­dover from where to where?

Answer 43

Plan­ning de­part­ment (ME) to Op­er­a­tions

Question 44

Q-Gate1 marks the han­dover from Plan­ning de­part­ment (ME) to Op­er­a­tions. What are two op­tions for this han­dover?

Answer 44

Model 1-- Turnkey (separate responsibilities) Model 2-- Landlord (incremental behavior)

Question 45

Mod­el1 ("turnkey“) - sep­a­rate re­spon­si­bil­i­ties handover entails what?

Answer 45

- Plan­ning pur­chas­es, set up, com­mis­sions and re­leas­es the equip­ment - Plan­ning en­sures ca­pa­bil­i­ties for se­r­i­al pro­duc­tion (takt time, out­put, OEE, part qual­i­ty) - Plan­ning hands over the equip­ment at SOP in a "turnkey“ state

Question 46

Mod­el 2 ("Land­lord“) - in­cre­men­tal han­dover entails what?

Answer 46

Plan­ning is re­spon­si­ble for the con­cept to pur­chase Com­mis­sion­ing and ac­cep­tance is done by plan­ning and the af­fect­ed ar­eas of fu­ture op­er­a­tions etc. Op­er­a­tions is in­volved into com­mis­sion­ing, ac­cep­tance and prob­lem solv­ing in an ear­ly phase – plan­ning hands over to­tal re­spon­si­bil­i­ty in­cre­men­tal­ly

Question 47

Which activities happen in which step of the planning process of Truck Assembly Plants?

Answer 47

Pre-Planning • Cost estimation Concept Planning • Project Spec Book Detailed Planning • Validation by simulations and conformity checks Realization Phase • Hand over to operations

Question 48

What are the process steps for the creation and improvement of the Plant layout?

Answer 48

1. Feasibility study and choice of site location 2. Market requirements 3. Rough Plant planning 4. Design of layout options 5. Layout evaluation and selection 6. Implementation of new layout

Question 49

How is the process for the creation and improvement of a plant layout? Put the steps into the correct order.

Answer 49

1. Feasibility study and choice of site location 2. Market requirements 3. Rough Plant planning 4. Design of layout options 5. Layout evaluation and selection 6. Implementation of new layout

Question 50

Feasibility study and choice of site location entails what for the creation and improvement of the Plant layout?

Answer 50

* Make or buy? * Choice of site location * Production network * Economic framework conditions

Question 51

Market requirements entails what for the creation and improvement of the Plant layout?

Answer 51

* Demand analysis * Trend analysis * Capacity planning

Question 52

Rough Plant planning entails what for the creation and improvement of the Plant layout?

Answer 52

• Future value stream: o Product families o Work content o Detailing of future value stream • Logistics concept

Question 53

Design of layout options entails what for the creation and improvement of the Plant layout?

Answer 53

``` • Design principles: o Plant o Hall o Line and department o Workplace and machine ```

Question 54

Layout evaluation and selection entails what for the creation and improvement of the Plant layout?

Answer 54

* Value benefit analysis | * Selection of layout

Question 55

Implementation of new layout entails what for the creation and improvement of the Plant layout?

Answer 55

* Planning * Relocation * Ramp-up

Question 56

What two analyses form a key foundation for the design of a Plant layout?

Answer 56

The demand and trend analysis

Question 57

What does the trend analysis forecast?

Answer 57

``` The trend analysis forecasts • Volume development • Variant development • Price development • Functionality development • Expectations re. delivery time ```

Question 58

What does the demand analysis forecast?

Answer 58

``` The demand analysis forecasts • Seasonal fluctuations • Product life cycle/age • Variant postponement • Product families ```

Question 59

Alongside the short-term effects on the Plant design, the demand and trend analyses show what?

Answer 59

the necessary long-term adaptations for the future layout

Question 60

What are some options for reacting to trend developments?

Answer 60

Volume is sinking.. - Orientation toward future base capacity Product diversity is increasing.. - Integrate extendibility of variance (individualization) into planning 25% price reduction forecast in the next five years - Include price developments in planning, e.g. in production methods (objective = to reduce costs [CIP]) Increase functionality will increase production time of the products - Integrate extendibility of work content into planning

Question 61

The Plant Layout and the organization must be designed how in order to enable appropriate reaction to fluctuations in demand?

Answer 61

Flexibly

Question 62

What predictions can be derived from a trend or demand analysis?

Answer 62

trend analysis • Price development • Variant development • Volume development demand analysis • Product life cycle/age • Product families

Question 63

What are possible reactions for fluctuations in demand?

Answer 63

* increase working hours | * reduction of takt time

Question 64

What are possible adaption strategies to the following trend developments?

Answer 64

volume is sinking • Orientation toward future base capacity product diversity is increasing • Integrate extendibility of variance (individualization) into planning 25% price reduction forecast in the next 5 years • Include price developments in planning increased functionality will increase production time of the products • Integrate extendibility of work content into planning

Question 65

What are options for closing the gap in demand capacity?

Answer 65

Organizational: • Increase working hours o Overtime o Additional shift • Reduction of takt time • Improve processes o Quality levels o Availability levels o Reduction of waste Technical: • Investment in capacity for order peaks (only expedient after above levers exhausted)

Question 66

What is the ideal Plant layout from the TOS perspective?

Answer 66

The best possible specifications of the TOS philosophy would be a fishbone design

Question 67

What are the features of a fishbone diagram?

Answer 67

* Smooth, synchronized production in a string of pearls over the whole process chain * Delivery of purchased parts and sub-assemblies in a synchronized sequence * Pull production with demand oriented, high-frequency material supply in small quantities * No buffer inside the Plant, direct connection of sub-processes to the main line in one-piece flow * Continual product flow without buffer and maximum flexibility * Production in customer takt in all production steps * Minimized order lead time, shorter than customer expectation * Material flow routes are short and do not cross

Question 68

In reality the design of Plant layouts is always a compromise between what?

Answer 68

between TOS requirements and real general conditions

Question 69

What are TOS requirements for Plant layouts?

Answer 69

- Integration of all relevant TOS methods - Lean and stable processes with minimum stock levels - Synchronized value stream in customer takt - High machine availability (OEE) with min change over times - Logistics in continual flow - Smooth volume flows - Max flexibility - Min variability - Waste-free processes - built quality instead of proved quality

Question 70

What are factors to consider for Plant design?

Answer 70

- Op­ti­mum com­pro­mise be­tween ex­ist­ing gen­er­al con­di­tions and the TOS re­quire­ments. - The lay­out de­sign not only takes ex­ter­nal fac­tors into ac­count e.g. mar­ket re­quire­ments), but also in­ter­nal ones (e.g. or­ga­ni­za­tion)

Question 71

What are TOS requirements for General conditions?

Answer 71

- Product design/variety of variants/priority diagram - Vertical integration - Sales fluctuation - Construction-related restriction - Brown field/green field - Political conditions including ability to outsource - Supplier integration and ability to deliver - Ergonomics

Question 72

Think about the following examples and think about whether they are categorized as waste, variability or inflexibility?

Answer 72

waste • Large storage areas • waiting times between processes • long distances between assembly lines and storage facilities variability • No regulated delivery window • Complicated material supply • Traffic jams on transport routes inflexibility • No extendible area • Inflexible work-time models • narrow pillars

Question 73

What are the key design factors for green field and brown field planning?

Answer 73

* Organizational specifications * Technical specifications * Logistical specifications

Question 74

Which of the following statements are true regarding the specifications? You need to consider ...

Answer 74

* ... the future value stream. | * ... the takt time.

Question 75

What are some examples of waste in an unfavorable layout?

Answer 75

* Large storage areas, buffers * High costs for transportation * Long routes between processes and halls * Processes positioned far apart, many storage areas * High effort for controlling of processes * High waiting times between processes * Large rework areas

Question 76

What are some examples of variability in an unfavorable layout?

Answer 76

* Complicated material supply * Traffic jams on transport routes * No regulated delivery window * Material supply via bottlenecks (in accordance with equipment used) * Quality-sensitive equipment at critical locations * process content * process flow * process duration

Question 77

What are some examples of inflexibility in an unfavorable layout?

Answer 77

* Inflexible work-time models * No extendible area * Inflexible construction * Multi-story construction * Pits/columns/bottlenecks/dead ends * Type of conveyor * Central machines/supply * Legal restrictions

Question 78

For both green field and brown field planning what three key design factors do we need to take into account?

Answer 78

1. Technical specifications 2. Logistical specifications 3. Organizational specifications

Question 79

What are the characteristics in green field planning?

Answer 79

Technical specifications • New design of value streams and processes • Layout approaches the ideal value stream Logistical specifications • New planning of the information and product flows • Integration of new suppliers and supply concepts Organizational specifications “Everything” can be specified completely from scratch.

Question 80

It is important to distinguish between planning of new and existing products. This goes for plant planning as well. We call this distinction what in Rough Plant Planning?

Answer 80

green field (new plants) and brown field (existing plants).

Question 81

What are the characteristics in brown field planning?

Answer 81

Technical specifications • Value-stream adjustment due to existing processes (ass. sequence) • Layout adjustment due to structural specifics (e.g. buildings) • Many compromises on the route to the future value stream Logistical specifications • Consider existing supplier agreements • Existing information systems must be adjusted Organizational specifications Clear need for change for radical conversion vs. continuous improvement

Question 82

What are the 3 columns of rough plant planning?

Answer 82

1st Future Value Stream 2nd Logistics Concept 3rd Organizational Structure

Question 83

Plant layout has a significant impact on what?

Answer 83

process performances (e.g. eHPV/MV)

Question 84

Plant layout is a consequence of the processes according to what?

Answer 84

the value streams to build the final product

Question 85

In a first approach, there should be no restrictions to what?

Answer 85

implement a layout as close as possible to the value stream

Question 86

What compromises need to be taken when implementing a value stream?

Answer 86

* Short distances between processes vs. expandability * Space for subassembly close to main line vs. extending distances between processes * Space for material supply via dock doors vs. building size * Building size/shape vs. investment & energy costs

Question 87

What pro­vides the ba­sis for mak­ing de­ci­sions on the de­tailed de­sign of the fu­ture val­ue stream?

Answer 87

analy­sis of the vari­ant-re­lat­ed work con­tent

Question 88

The over-cau­tious con­sid­er­a­tion of op­er­a­tional loss­es can re­sult in what?

Answer 88

ex­ces­sive ca­pac­i­ty re­quire­ments on plants and ma­chin­ery

Question 89

What is classic dimensioning?

Answer 89

- De­ter­mi­na­tion of tar­get cy­cle time by means of down­ward cal­cu­la­tion - All loss­es in the cur­rent form ac­cept­ed in plan­ning - Less avail­able time re­quires rapid, i.e. large and com­plex ma­chines

Question 90

What is lean dimensioning?

Answer 90

- Rule of thumb: tar­get cy­cle time = takt – 10%, cor­re­spond­ing up­ward cal­cu­la­tion** - Max. per­mit­ted loss­es spec­i­fied in plan­ning (con­stant pres­sure to im­prove in plan) - Greater avail­able work­ing time en­ables use of sim­ple and small ma­chines

Question 91

1st col­umn of rough plant plan­ning is?

Answer 91

Fu­ture val­ue stream

Question 92

2nd col­umn of rough plant plan­ning is?

Answer 92

Lo­gis­tics con­cept The lo­gis­tics con­cept has a key in­flu­ence on the lay­out plan­ning.

Question 93

As­pects rel­e­vant to lay­out in de­ter­min­ing the lo­gis­tics con­cept are?

Answer 93

A. Receiving & Shipping Area B. Delivery concept C. Kitting & Warehousing D. Line feeding

Question 94

The delivery concept is?

Answer 94

* Supplier Logistics Center (SLC) * Direct delivery – JIS * Suppliers’ park/ industrial park * Trailer park (warehouse on wheels) Standard Supply Forms

Question 95

The kitting and warehousing concept is?

Answer 95

* On the line (point of installation) * Supermarket * consideration of autonomous processes Supermarket

Question 96

The Receiving & Shipping Area concept is?

Answer 96

* Packaging costs * Returns of empties * Combination/ separation of goods in and goods out * Goods-in process (GI control) * suitable for autonomous equipment (vehicles / robots…)

Question 97

The line feeding concept is?

Answer 97

* Parts density at point of installation * Transport routes * Internal/ external suppliers * suitable for autonomous equipment (vehicles / robots…) Line delivery

Question 98

What are some prerequisites for the logistics concept?

Answer 98

* Lines should run parallel to the building facade * Direct delivery to stations with a delivery volume > 50 m³ per day and part * Direct delivery requires a distance of approx. 65 - 90 m between the buildings

Question 99

When designing internal logistics it is important to ensure what?

Answer 99

minimum distances and easy delivery of large components

Question 100

3rd col­umn of rough plant plan­ning is what?

Answer 100

Or­ga­ni­za­tion­al struc­ture

Question 101

What are the two organizational structures?

Answer 101

1. Functional structure | 2. Product-oriented structure

Question 102

What is functional structure?

Answer 102

“per­for­mance-ori­ent­ed” lay­out: - Lo­cate sim­i­lar process­es close to­geth­er

Question 103

What is product-oriented structure?

Answer 103

“process-ori­ent­ed” lay­out: - Lo­cate up­stream and down­stream process­es as close­ly to each oth­er as pos­si­ble - Lay­out de­sign with help of “val­ue stream man­ag­er”

Question 104

Layout development takes place on several levels. What are they?

Answer 104

``` Level 0: Site Level 1: Lean Plant layout Level 2: Lean Building Layout Level 3: Lean Line Layout Level 4: Workplace ```

Question 105

What are the levels in layout development? Bring them into the correct order, starting from level 0.

Answer 105

0. Site 1. Plant 2. Building 3. Line 4. Workplace

Question 106

What are the technical aspects of Level 1: Lean Plant layout?

Answer 106

* Highly flexible * Straight material flow * Expansion areas in several directions with buildings simple to extend * Fishbone connection of departments/ functions to one another * Covered/ roofed loading/unloading areas

Question 107

What are the logistics aspects of Level 1: Lean Plant layout?

Answer 107

• Supplier integration o Integrated industrial park with connected transportation technology o JIS, JIT or logistic center (see Reference Value Streams) • Adequately dimensioned transport routes, access, maneuvering capabilities

Question 108

What are the organizational aspects of Level 2: Lean Building Layout?

Answer 108

* Central and accessible communication and quality zones | * central administration area (spine)

Question 109

What are the technical aspects of Level 2: Lean Building Layout?

Answer 109

• Flexible hall/production facilities • Production/material flow on one level • Fishbone connection of ancillary lines to main flow (decoupling only demand-oriented*) * e.g. before bottlenecks, on tool change and changeover times

Question 110

What are the logistics aspects of Level 2: Lean Building Layout?

Answer 110

* Docking capabilities for trucks * Direct, logical material flow without crossings or switches * Shop stock areas (no buffers)

Question 111

What are the organizational aspects of Level 2: Lean Building Layout?

Answer 111

* Staff rooms close to workplace * Sufficient communication areas for info boards, production meetings * Support areas (e.g. maintenance, tool preparation) close to production

Question 112

The linking of pre-assemblies to the main line (fishbone, FIFO) has significantly different effects on the building layout than?

Answer 112

a consumption-controlled system (fill-up pull)

Question 113

What are the technical aspects of Level 3: Lean Line Layout?

Answer 113

* Suitable assembly system * Flow principle with batch size 1 * Flexible production facilities and media supply/removal * Automation only where required (quality, weight, work safety, dirt) * Technical fixed points aligned * No dead ends, pits, cranes, elevators * Restricted areas outside the line * Observance of standard assembly criteria

Question 114

What are the logistics aspects of Level 3: Lean Line Layout?

Answer 114

* Avoid crossings and switches * Large-volume fast-moving items at the end of the line * Driving route suited for delivery by transport train trolleys * Avoidance of buffer areas

Question 115

What are the organizational aspects of Level 3: Lean Line Layout?

Answer 115

• Adequate information areas and staff rooms close to workplaces

Question 116

What are the different effects on the building layout concerning fishbone principle & consumption control via supermarkets?

Answer 116

* Small storage areas * JIS-capable production * High control effort consumption control via supermarkets * Increased space requirements for shop stock * Increased storage requirement on the line * Supplier integration via JIT or SLC

Question 117

What are quantitative performance indicators for the selection of Plat layout?

Answer 117

In­vest­ment: - Con­struc­tion mea­sures - Tech­ni­cal build­ing equip­ment - Pro­duc­tion ma­chines Run­ning costs: - Per­son­nel costs - Lo­gis­tics costs - En­er­gy costs - Cap­i­tal costs Time tak­en to re­coup in­vest­ment

Question 118

What are the qualitative criteria for the selection of the Plant layout?

Answer 118

Build­ings/equip­ment: - Flex­i­bil­i­ty for new equip­ment - Lay­out of an­cil­lary ar­eas - Space re­quire­ments/ con­sump­tion - Fu­ture ex­tendibil­i­ty - Suc­ces­sor com­pat­i­bil­i­ty Lo­gis­tics: - Ma­te­r­i­al flow – in­ter­nal - Ma­te­r­i­al flow – ex­ter­nal As­sem­bly process: - Crit­i­cal process­es - Ac­ces­si­bil­i­ty of ve­hi­cle - Trans­paren­cy/com­mu­ni­ca­tion

Question 119

To de­ter­mine the ful­fill­ment lev­el for Qual­i­ta­tive and quan­ti­ta­tive val­ue ben­e­fit analy­sis for lay­out as­sess­ment, the al­ter­na­tives are as­sessed us­ing what?

Answer 119

the weight­ed cri­te­ria on a scale. Par­al­lel to this quan­ti­ta­tive per­for­mance in­di­ca­tors are de­ter­mined.

Question 120

What are Fu­ture re­quire­ments for a Plant lay­out?

Answer 120

☝️ Re­al­iza­tion of one-piece flow across all process­es ☝️ Short ma­te­r­i­al routes with as lit­tle buffer as pos­si­ble ☝️ Smooth, syn­chro­nized ma­te­r­i­al flows (in­ter­nal/ex­ter­nal) ☝️ Fu­ture ex­tendibil­i­ty ☝️ No mon­u­ments (low, flex­i­ble lev­el of au­toma­tion in­stead of hi-tech, no rigid fixed in­stal­la­tions) ☝️ Flex­i­bil­i­ty of build­ing and equip­ment for fluc­tu­a­tion in de­mands and trends ☝️ Han­dling of mul­ti­ple prod­uct vari­ants on one line ☝️ Han­dling of small quan­ti­ties per mod­el vari­ant ☝️ Close in­volve­ment of lo­gis­tics part­ners

Question 121

What are quantitative and qualitative criteria for selecting plant layouts?

Answer 121

* Investment * Buildings/equipment * Logistics * Running costs

Question 122

What is LCA and why is it im­por­tant?

Answer 122

Low cost au­toma­tion are self-de­vel­oped, in­tel­li­gent au­toma­tion so­lu­tions for lo­gis­tics, man­u­fac­tur­ing process­es and as­sem­bly.

Question 123

What are the objectives of LCA?

Answer 123

- Re­duc­tion of costs for au­toma­tion - Con­tin­u­ous pro­duc­tiv­i­ty in­crease - Re­duc­tion in waste, vari­abil­i­ty and in­flex­i­bil­i­ty

Question 124

What are the additional po­ten­tials that can be re­al­ized by means of LCA in ad­di­tion to re­duc­ing the fund­ing re­quire­ments?

Answer 124

- Respect for people - Flexibility - Consistent quality management

Question 125

What is respect for people in LCA?

Answer 125

Re­spect for peo­ple En­sure safe­ty Er­gonom­ic work­place de­sign Sep­a­rate work car­ried out by per­sons and ma­chines

Question 126

What is flexibility in LCA?

Answer 126

Flex­i­bil­i­ty ... in the case of sys­tem mod­i­fi­ca­tions ... in the case of short-term ad­just­ments to the en­vi­ron­ment

Question 127

What is Con­sis­tent qual­i­ty man­age­ment in LCA?

Answer 127

Con­sis­tent qual­i­ty man­age­ment Im­prove the qual­i­ty of the move­ment se­quences Prod­uct qual­i­ty re­flects the process qual­i­ty

Question 128

Why do we need Low Cost Au­toma­tion at Daim­ler?

Answer 128

LCA fa­cil­i­tates a sig­nif­i­cant re­duc­tion in costs for au­toma­tion tech­nol­o­gy Increase efficiency in all our processes

Question 129

What is the goal of Low Cost Au­toma­tion at Daim­ler?

Answer 129

Goal: In­vest­ment costs that are as low as pos­si­ble and/or re­duc­tion in the fixed costs.

Question 130

What basic principles should be adhered to for the Implementation of LCA?

Answer 130

- Safety, health, & quality requirements shall be adhered to - Ensure reuse and use of simple, commercially available materials - First eliminate waste, then implement the simplest of automation options - Cost-efficient in-house production (amortization period: <1 year) - It shall be possible to quickly specify and implement the idea (involve employees!). - Take into account fault prevention (Poka Yoke, Jidoka). - The idea should be simple* and – where required – can be implemented by internal specialists. * "simple" means: Avoidance of complicated movement sequences, functions and structures. Keep it simple! - The solution should be so flexible that it can be converted using in-house means. Use simple* drive types in the sense of "KARAKURI". * Rotational, linear and pendular movements that can be realized using simple mechanical elements.

Question 131

What are the objectives of low cost automation?

Answer 131

* increase of productivity * reduction in waste, variability and inflexibility * reduction of costs for automation

Question 132

Which principles should you follow when implementing LCA?

Answer 132

* First, optimize the process, then implement a simple automation. * Use in-house solutions. * Consider poka yoke. * Use existing energy and transform it into useable movement.

Question 133

Karakuri is a part of the LCA Ba­sic Prin­ci­ples and de­scribes what?

Answer 133

sim­ple dri­ve types and their us­age karakuri (からくり) is japan­ese for "mech­a­nisms with wis­dom".

Question 134

Karakuri pup­pets are what?

Answer 134

the ori­gin of the idea to cre­ate sim­ple au­toma­tion so­lu­tions with a low-cost ap­proach us­ing ba­sic me­chan­i­cal prin­ci­ples. karakuri (からくり) is japan­ese for "mech­a­nisms with wis­dom".

Question 135

Karakuri uses what?

Answer 135

the ex­ist­ing en­er­gy or force and con­verts this into move­ment in a sim­ple way

Question 136

What are the elements of a Karakuri?

Answer 136

1. lever 2. springs 3. excentric wheel 4. deflection rollers 5. gear wheels 6. Gravitational force, Belts etc

Question 137

Which statements regarding Karakuri are true?

Answer 137

* Karakuri uses the existing energy and converts it into movement in a simple way. * Low cost automation uses the karakuri principle.

Question 138

The Re­design Pro­ce­dure Mod­el con­sists of which sev­en steps?

Answer 138

1. Process analysis 2. Questioning the process 3. Check use of LCA 4. Check whether a solution already exists somewhere else 5. Idea generation 6. Implementation 7. Test

Question 139

What is step 1 of the Re­design Pro­ce­dure Mod­el?

Answer 139

Step 1: The existing process needs to be analyzed * Analysis (description, layout, TOS snapshot…) * Chart the walking distances via a spaghetti diagram * KPI analysis

Question 140

What is step 2 of the Re­design Pro­ce­dure Mod­el?

Answer 140

Step 2: The process itself must be questioned Objective: Reduce waste, then implement simple automation options Process is non-value adding and also not necessary--Eliminate Process is value-adding, but cannot be optimized-- Keep Process is non-value adding, but necessary-- Optimize Process is value-adding and can be optimized--Optimize

Question 141

What is step 3 of the Re­design Pro­ce­dure Mod­el?

Answer 141

Step 3: The Use of LCA Must Be Gradually Checked Check need for automation, minimize waste, check use of simple drive types

Question 142

What is step 4 of the Re­design Pro­ce­dure Mod­el?

Answer 142

Step 4: Check whether a Solution Already Exists Somewhere Else ``` • Review already implemented ideas • Further investigate existing solutions (internal/external), e.g.: o Go & see o benchmarking o best-practice sharing ```

Question 143

What is step 5 of the Re­design Pro­ce­dure Mod­el?

Answer 143

Step 5: Creative, Low-Cost Ideas Are Generated ``` Brainstorming: • Brainstorm & cluster ideas • Make derivations • Mixed groups • No criticism, no idea "killers" • Quantity before quality • All contributions are valid • Let thoughts & ideas run free ``` Up Side Down Method: • Ask questions in reverse • Try not to solve the problem, but try to rather make it worse • Note ideas • Reverse again and generate the solution

Question 144

What is step 6 of the Re­design Pro­ce­dure Mod­el?

Answer 144

Step 6: Implemented by CIP Workshop 1. Plausibility check regarding idea (actual status, problem, etc.) 2. Cost comparison regarding supplier 3. Onsite meeting with CI workshop and professional design 4. Check whether production is possible with available, simple commercially available materials, then start production) 5. Creation of technical documents: • Operating instructions • Declaration of conformity • Requirement specifications • Fallback concept • Maintenance concept • Wiring diagram • Spare parts list • Hazard analysis 6. Acceptance by operator, production engineer, safety engineer, maintenance technician, planner 7. Transfer to specialist department (possibly patent application) 8. Documentation of solution (best practice sharing)

Question 145

What is step 7 of the Re­design Pro­ce­dure Mod­el?

Answer 145

Step 7: Testing and CIP 1. Plan: Try out the solution in the area of application 2. Do: Make minor improvements 3. Check: Was the initial problem effectively solved? 4. Act: Embedding, exchange, sustainability

Question 146

Do you remember what an AGV is?

Answer 146

• Towing or transport system that is controlled automatically without a driver.

Question 147

What does FMS stand for?

Answer 147

flexible manpower system

Question 148

What is a flexible manpower system (FMS)?

Answer 148

A flexible manpower system is a comprehensive and plant-wide work system that can be adjusted to differing demand levels in order to produce with optimal employee productivity in any demand situation.

Question 149

What could be a problem for companies?

Answer 149

Coordinate their resources as answer of fluctuating customer demand

Question 150

Fluctuating Customer Demand Makes It Difficult for the Company to Coordinate its Resources. What are the problems?

Answer 150

- Order cancellation - Fluctuating delivery capacity - Build-up of stock - Excessive workload - Fluctuating workload

Question 151

Rigid vs. Flexible Capacity Design

Answer 151

Capacities are often designed too rigidly and too high in order to ensure one's own delivery capacity

Question 152

What is Flex­i­ble ca­pac­i­ty ad­just­ment?

Answer 152

Ca­pac­i­ty ex­pan­sion via flex­i­ble ca­pac­i­ty ad­just­ment

Question 153

What is Out­put Flex­i­bil­i­ty in FMS?

Answer 153

An FMS fa­cil­i­tates high pro­duc­tiv­i­ty in every de­mand sit­u­a­tion by vary­ing the num­ber of em­ploy­ees in the work sys­tem de­pend­ing on the work con­tent and cus­tomer cy­cle.

Question 154

What could be a problem for companies?

Answer 154

• Coordinate their resources as answer of fluctuating customer demand

Question 155

If regular production time is not enough, how can you expand capacity?

Answer 155

* working over-time * additional shifts * outsourcing (extended workbench)

Question 156

How can an FMS help you when the customer demand increases?

Answer 156

• With more workers, takt time can be reduced to fit the customer takt.

Question 157

There are three levels involved when designing a flexible manpower system, what are they?

Answer 157

1. Workplace/machine 2. Line/cell 3. Plant/shop

Question 158

How do you use FMS in Practice?

Answer 158

Component production • FMS systems can be relatively well used • Depends on the part geometry, layout & machine design Press shop • Not a typical application field (automotive industry) Body shop • FMS systems can only be used to a limited extent • Depends on the insertion station design (as U-cell layout) Paint shop • Not a typical application field (automotive industry) Assembly • FMS systems can be relatively well used • Depends on the part geometry, layout and workplace design

Question 159

Which levels do you know when designing a FMS?

Answer 159

* line / cell * plant / shop * workplace / machine

Question 160

In which facilities are FMSs usually used in practice?

Answer 160

* Component production * Body Shop * Assembly

Question 161

What are FMS Prin­ci­ples?

Answer 161

1. Workplace and machine design 2. Material feed, loading/unloading 3. Separation of employee/machine 4. Line/cell de­sign 5. Syn­chro­niza­tion of process­es and stan­dard WIP in­ven­to­ry

Question 162

What is the First Principle: Workplace and Machine Design in FMS?

Answer 162

The systems have a narrow and deep design in order to reduce the walking and reach distances. * Significant reduction in space requirement and routes for each cycle * Increase in separation of employee/machine according to FMS * Better walking time/working hours ratio * Greater design options * Alignment of front sides of machines

Question 163

What is the before and after for er­gonom­ic and uni­form work­ing heights?

Answer 163

Be­fore: Uner­gonom­ic pos­ture at some work­places; Ma­te­r­i­al trans­port dif­fi­cult due to chang­ing heights => Em­ploy­ee fa­tigue Af­ter: Op­ti­mal pos­ture at every work­place; Hor­i­zon­tal ma­te­r­i­al trans­port (smooth move­ment) => Bet­ter ac­cess

Question 164

What is the Sec­ond Prin­ci­ple: Ma­te­r­i­al Feed, load­ing/un­load­ing?

Answer 164

Op­ti­mal Ma­te­r­i­al Feed from Rear Loading and unloading are facilitated by optimal parts accessibility Combined Loading and Unloading Processes

Question 165

Which FMS principles for workplace / machine should you consider?

Answer 165

* uniform working heights * combined loading and unloading processes * narrow and deep design

Question 166

What is Third Principle: Separation of Man and Machine?

Answer 166

The waiting time of personnel is reduced via the decoupling of manual and automated work Acceptance of machine downtimes