TIE Introductory Course (2019)

Confidential

TIE

(Total Industrial Engineering)

- Introductory Course -
(DNMY-E Version)

International TIE Committee
First edition 11. 1999

A/C Mfg. R&D. Dept. Strategic Production Planning Center
Revised-Version 05. 2002

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TIE & PRODUCTIVITY

AHMAD FAZIL
< DIRECTOR >

AZRAAI
<GM/HOD>

KAMIL AZWAN
< AM / HOS >

PRODUCTIVITY TIE

KAMIL AZWAN FAREEZA NORNABILAH ROSDIE
< AM / HOS > < E2 / INDUST > < E2 / DEVICE> < SE / CE >

YUSHANA
< TECH 2 >

Pengenalan

TIE (= Total Industrial Engineering)
•TIE yang diperkenalkan oleh DENSO berasal dari TOYOTA Production System

History
•DENSO telah mengamalkan TIE setelah dikembangkan dari TOYOTA kepada semua
pembekal mereka pada tahun 1973

Kepentingan TIE
• Untuk meningkatkan kualiti, membuat operasi lebih mudah dan selamat seterusnya untuk
kebaikan kepada syarikat pada masa akan datang
TIE tidak boleh dilakukan secara individu.
Kerjasama semua pekerja (team work) yang menyumbang kepada kejayaan TIE

Tujuan kursus pengenalan TIE

Memahami konsep asas TIE dan memperoleh ilmu pengetahuan untuk melakukan Kaizen,
bukan sahaja kepada pengurusan tetapi kepada semua pekerja

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1.Tujuan TIE

• Mari fikirkan tentang tujuan
utama TIE diperkenalkan di
dalam Denso.

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What is T I E ? (Total Industrial Engineering)

Kita memerlukan teknik ‘manufacturing’ yang baik untuk menghasilkan produk
berkualiti dan memberi keuntungan kepada syarikat dengan kos yang rendah dan
menjadi ‘supplier’ yang dipercayai oleh pelanggan.

TIE sentiasa fokus untuk menurunkan kos
dengan cara menghapuskan MUDA
(pembaziran yang berlaku di dalam proses)

Kenapa kita perlu menurunkan kos?

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Kepentingan untuk menurunkan kos?

Syarikat perlu mendapat keuntungan yang secukupnya untuk kesejahteraan syarikat dan pekerja.

Cara untuk meningkatkan keuntungan

1. Menaikkan harga jualan?------- Kita mungkin akan kehilangan pelanggan dengan harga produk yang mahal

2. Menurunkan kos? ------ Boleh berlaku dengan kerjasama semua pihak

3. Mengurangkan kos harga jualan, dan menjual produk dalam kuantiti yang banyak? ---- Kaedah
penyelesaain terbaik dengan kerjasama semua pihak
SALES

Untung SALES SALES SALES Tidak mustahil !
Syarikat dan
Untung Untung Untung pelanggan akan
mendapat kebaikan.

Kos Kos Kos Kos

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Now
Turunkan kos (You can do it!)
Tingkatkan keuntungan
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Kaedah dan kos Production

Terdapat dua jenis kos yang berlaku, Kos yang pertama adalah sama untuk setiap syarikat untuk
menghasilkan produk yang sama seperti bahan mentah. Kos yang kedua ialah melalui KAEDAH
yang berbeza yang dilakukan oleh oleh mana mana syarikat untuk menghasilkan produk yang sama

Secara dasarnya, MUDA Kos disebabkan oleh
Perbelanjaan antara syarikat pembaziran yang boleh
dielakkan ( berbeza
adalah sama. Perbezaan mengikut syarikat)
boleh berlaku jika sesuatu
syarikat itu tidak mempunyai

MUDA ( pembaziran)

KOS Kos yang
ditanggung oleh
Kos bangunan dan mesin semua syarikat
Kos bahan mentah
Kos pekerja
Kos utiliti

Susut Nilai dan lain lain

Kita perlu menghapuskan MUDA di dalam ‘manufacturing’ secara
terperinci dan mengurangkan kos oleh semua pekerja

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Penghapusan MUDA

Dengan cara menghapuskan pelbagai jenis MUDA ( pembaziran), bukan sahaja
memberi keuntungan kepada syarikat tetapi operasi menjadi lebih mudah dan
selamat.
Ia juga dapat menghasilkan produk yang bermutu tinggi.

Produk ‘defect’ Mesin breakdown

Banyak ‘rework’. Terpaksa kerja lebih
Masa..

Tidak selamat MENGHAPUSKAN MUDA
(PEMBAZIRAN)

OPERASI MENJADI MUDAH &
SELAMAT

PRODUK YANG BERKUALITI

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2.MUDA

• Mari fikirkan jenis jenis
pembaziran (MUDA)
yang berlaku di kilang.

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Jenis-jenis MUDA

MUDA di dalam syarikat adalah “sebarang jenis perkara yang meningkatkan kos”. Contoh MUDA adalah
seperti di bawah. MUDA ini boleh berlaku di mana mana tanpa kita sedari jika kita tidak mengambilkan
pendekatan yang betul.

１．MUDA of overproduction

Jom kenali MUDA satu demi satu.

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MUDA of Overproduction / MUDA of Inventory

• This MUDA occurs due to excessive production.
• This is the worst MUDA. It leads to many problems, such as additional pallets &

boxes required, extra conveyance operations, earlier material consumption,
increasing storage area.
• Also associates tend to response slowly for machine down or quality problems because
they feel relief with enough inventory.
 Because of MUDA of overproduction, it hides other MUDA.

We need to reduce
inventory, otherwise
the warehouse will overflow!!

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MUDA in Waiting MUDA in Conveyance

MUDA in Waiting is the waste of time on Muda in Conveyance refers to waste
hand which occurs when an associate is idle which occurs due to the temporary
while an automatic machine is working or placement , stacking changes , or
imbalance of operation volume among each unnecessary transportation.
associate.

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MUDA of Processing MUDA in Correction

There are MUDA in normal operation. When this happens, not only time
Associates believe it’s proper operation. required for making the product, but disturb
Any processing that doesn’t add value to the the proper production.
production process, or doesn’t contribute to It becomes worst case, if a defective
the quality in production process is MUDA of product to sell to the market.
processing. We can not buy back the trust which is lost
in
-Excess accuracy of processing more than the marketplace due to the sale of a
required defective product.
-Too careful inspection.

Defect

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MUDA in Motion

Muda of Motion is that waste of time which is caused by getting tools & parts or looking
for a required tool that is inconveniently placed.
And it also causes operational difficulties.

Stop doing MUDA work Looking for

Re-stacking

Watching

Why not look for “MUDA“in motion” around you?

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Konsep asas TIE

TIE

JIDOKA JUST IN
TIME

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JIDOKA – Menghentikan line jika berlaku sebarang abnormality.

Kelebihan Jidoka?

 Mudah untuk mengenal pasti punca masalah
 Menghapuskan “MUDA Correction”

Non-Jidoka line Jidoka line ○○○ line Andon ８
Jika berlaku sebarang １Station ２ ３ ４
Jika line tidak berhenti abnormality , berhentikan ５６７
apabila berlaku abnormaliti..... line dan tekan Andon. Abnormal

A bunch of A bunch of Help
defective defective
products products Defect
occur!!

STOP

Menghasilkan banyak produk Mudah untuk mengurangkan Muda Defect.
yang mempunyai defect.

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Just in time Rear process

Front process

customer

Produce one
by one!

Production volume should be the
same volume which were sold

Produk yang diperlukan，pada waktu yang ditetapkan，dalam
jumlah kuantiti yang diperlukan.

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Prinsip Asas ‘Just in Time’

① Flow proses yang betul
② Takt Time yang diperlukan untuk
menghasilkan kuantiti order
③ Sistem Pull production

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Just in Time（JIT）～stream flow of processes～

JUST IN TIME is Hard improvement
activity to make
「necessary product，on necessary time，necessary quantity， processes into a
Produce （or transfer） 」 orderly flow

Meet customer’ｓ demand without any stock

MUDA Plant ＪＩＴ Plant

Lead time ＝long Lead time ＝short

Many conveyance No conveyance
big lot size operation １ piece operation

Many stock Few stock

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Orderly flow of processes ～Basic principle-1～

【Each process is separated】 【１ piece flow operation】

Ms.Ａ

Ms.Ｂ Ms.Ｃ

Ms.Ａ Ms.Ｂ Ms.Ｃ
material complete

If each process is separated，we １ piece flow operation is an orderly
need some stock，transfer，handling production along the flow of process ，
between each ｐｒｏｃｅｓｓ． stock ＆ handling are eliminated．

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4.Standardized work

• It’s very important to make
standard of operation in
manufacturing area.

• Let’s think about the meaning and
necessity of standardized work in
this section.

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Standardized work

Standardized work is...
the repetitive operation which produce high quality products ,safely and without MUDA.

Standardized

work chart

4th process 3rd process

Finished 4

goods 5

6

1 3 2nd process

Material 2

1st process TT = 20sec.
Standardized
work in-process
Safety check

3 elements of standardized work Operation rules for produce without MUDA

1. Takt time 2. Work sequence 3. Standard work in-process
Time to produce one product Effective sequence of operation Fixed quantity of products
in the process
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Necessity of Standardized work

If there is no standardized work ? If associates operate according to
standardized work ?

Standardized --- Takt time Standardized
work
work ---Work sequence

--- Standard work

in process

1) Easy to defects 2)Not effective operation 1)High quality 2) Fixed pick-up
occur ・ Stacking changes position

・Scratches, drops

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5.KANBAN (Pull system)

• You may have seen KANBAN in
plants.

• Let’s study what is KANBAN.

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Pull system ～Basic principle 3～

Push production Pull production

Front process Rear process Front process Rear process
push pull

Production and customer Rear process pulls at the
Rear process）demand are not necessary time，necessary parts，
matching， MUDA of over necessary quantity
Production occurs．

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Pull system and KANBAN

The information for pull system Withdrawal kanban
kanban is attached also on complete of front process。
Fill up system is stands on the Production kanban detached from complete
products．

Front process Rear process

Pull system

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KANBAN system -Pull system -

KANBAN system is designed by supermarket method.
A supermarket always prepare goods for customers who go shopping anytime and buy anything.
The rear process goes to the front process to pick-up the necessary parts=Pull system
The front process makes exact amount of picked-up products, and replenish them. This is called
‘Fill-up production’.

[Front process] Pick-up KANBAN Rear process (Customer):
Production instruction KANBAN Go to the front process to pick-up
necessary parts.

Pull system

[Next process]

Front process (Supermarket):
Produce exact amount of products
which the next process picked-up.

Fill-up production

KANBAN is a tool for pick-up and production instruction.
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Review

TIE activities use the methods and tools below to
eliminate all kinds of MUDA.
・Just-in-Time (Continuous flow)
・Jidoka (Stop the line when abnormality occurs)
・Standardized work
・Kanban (Pull-system)

Cost reduction

(Work easier and safer and to make high quality products)

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