MTC Handbook Scenarios 1 & 3

Page 200

Chapter 7a

Machine and tool health optimisation

Introduction
  7a.1 Machine health optimisation
  7a.2 Reducing unplanned downtime
  7a.3 Tool life optimisation

 

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7a. M achine and tool life optimisation

Introduction
Machines and their associated tooling, fixturing and ancillary equipment carry out
key manufacturing processes in most manufacturing businesses. It is therefore vitally
important that all this equipment is available, reliable and operates consistently.
Unplanned downtime impacts on costs and delivery performance.
Sub-optimal machine and tooling performance impacts on cost, quality and delivery.
Any manufacturing business needs mechanisms to ensure machine availability and
optimised machine and tool performance.

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7a.1 Machine health optimisation
The reliability and consistent capability of machines, equipment and tooling are
essential for the effective operation of a manufacturing business.

Drivers

A business needs to consider if it;
  carries out the most appropriate maintenance for its assets
  carries out maintenance at the correct intervals
  gives care and maintenance tasks to trained, competent staff
  gathers data to drive improvement of machine health
  gathers data to drive improvement of machine capability

A business also needs to ensure that any new technology purchase
incorporates lessons learned and improvements gained from existing operations
and maintenance.

Machine health optimisation is an approach which enables the condition and
performance of machine, technology and equipment assets to be optimised
cost effectively.

Summary approach

An initial machinery condition appraisal will establish the current condition and
identify any urgent action needed. The next step is to review existing availability and
performance levels against the key performance indicators (KPIs) and targets set
by the business.

Assess Review Analyse Develop Establish a
machinery current maintenance maintenance maintenance
condition availability &
capability and care plans and system &
requirements procedures implement

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Maintenance and asset care requirements need to be established by carrying out a
risk-based analysis of major components and assemblies. This analyses reliability and
capability risks. It identifies the most appropriate maintenance method and the tools
and techniques required. It also identifies the optimum frequency.
This allows development of maintenance plans for each piece of equipment, together
with procedures and work instructions detailing tasks at each skill level.
The developed maintenance plan needs a support system incorporating
resources, training, planning, spares availability and scheduling to ensure effective
implementation.

Fig 7a.1.1: Illustration of condition monitoring approach – vibration monitoring

Fig 7a.1.2: Illustration of condition monitoring approach – thermal imaging Page 205
7. Levering benefit from technology

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7a. Machine and tool life optimisation

Benefits
Establishing optimised machine health plans, and embedding them with a robust
maintenance system will;
  increase reliability, mean time between failures (MTBF)
  improve maintainability and condition, mean time to repair (MTTR)
  increase availability of machinery, reduce unplanned downtime
  improve overall equipment effectiveness (OEE)
  improve schedule adherence and delivery performance
  reduce maintenance and repair costs
  improve quality performance from machinery

For more about machine health optimisation see:
“Productivity improvements through TPM.’’
by Roy Davis, Prentice Hall, ISBN 0-13-133034-9

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7a.2 Reducing unplanned downtime
Unplanned downtime is disruptive to production and maintenance schedules
and compromises customer service. It wastes time and money, and can erode a
business reputation.

Drivers

A manufacturing business needs to minimise or eliminate unplanned downtime.
This requirement is driven by the need to;
  establish and maintain reliable and consistent operation
  optimise overall equipment effectiveness (OEE)
  meet schedule requirements
  deliver on time, in full, to customers
  retain customer confidence

Summary approach

A structured and well managed approach is needed to measure and then analyse the
root causes of unplanned downtime. This allows the business to implement practical
actions to eliminate or reduce those root causes.

Measure Analyse Identify Implement Monitor
downtime causes of opportunities actions to effect on
and effect unplanned and solutions reduce u/p OEE and
downtime downtime review
on OEE

It is usual to choose a pilot or demonstrator area to illustrate the approach and
benefits. The first step is to measure accurately unplanned downtime, OEE, and the
contribution unplanned downtime makes to OEE.

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Fig 7a.2.1: Example pareto chart showing unplanned downtime and root causes Pareto Chart of Fault Causes 100 7. Levering benefit from technology
7. Levering benefit from technology 80
5000 60 7a. M achine and tool life optimisation
4000 40
3000 20
2000
1000
Frequency
Percent

Fault Causes 0 0

Electrical Mechanical Accessory Electronic Cal. Clean False Other Scrap

Page 208 Count 2200 1178 427 335 310 249 231 170 103
Percent 42.3
Cum% 42.3 22.6 8.2 6.4 6.0 4.8 4.4 3.3 2.0

64.9 73.1 79.6 85.5 90.3 94.8 98.0 100.0

7. Levering benefit from technology

7a. Machine and tool life optimisation

Root cause analysis establishes the underlying causes of the downtime. It also focuses
improvement effort on the most significant causes. The business needs to identify
potential solutions to reduce or eliminate each cause of unplanned downtime.

An action plan is developed, agreed and implemented in the pilot area. The
monitoring of downtime and OEE continues, and the results are reviewed to
establish if the actions have improved performance.

The steps are repeated in a plan-do-check-act continuous improvement cycle within
the pilot area and then rolled out across the business.

Benefits

Embedding a robust system to reduce unplanned downtime will;
  increase consistency of operation and reduce interruptions
  increase schedule adherence and improve delivery performance
  simplify production, resource and maintenance planning
  increase productivity and reduce manufacturing costs
  improve customer satisfaction

See also: 8.1
Productivity improvement - embedding a lean culture 8.2
Embedding use of practical problem solving tools

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7a.3 Tool life optimisation
Unpredictable tool failure or shortened tool life can affect the productivity and
profitability of a manufacturing business.

Drivers

Failure to monitor and improve tool life effectively can result in;
  excessive tooling costs in proportion to total component cost
  quality of components compromised by tool issues
  reduced schedule adherence or poor delivery performance

Summary approach

A structured and well managed approach to tool life optimisation ensures that
tooling issues do not compromise cost, quality and delivery.

Review Carry out Identify Carry out Review
current analysis opportunities tool tests findings
situation of tooling and solutions and make
failures recommend-
ations

An initial review of the current state of the tooling regime, plus manufacturing
processes that use tooling, needs to be carried out. Data on tool life and failures, and
the associated costs, needs to be gathered. This will feed into a root cause analysis of
the underlying causes of tooling failures.

Potential solutions need to be identified for the most significant causes of tool failure.
To downselect the best solution may require a series of alternative tool or tooling
regime trials. Variables in the tooling regime will include speed, material, lubricant
type and concentration, and temperatures in use.

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It is important that trials are conducted in a structured and controlled way. Ensure all
necessary data is collected for later analysis.

Review the findings to assess the potential benefits of available options. Finally,
implement and embed the selected changes into the tooling regime.

As with the downtime reduction system, these steps need to be repeated in a
plan-do-check-act continuous improvement cycle.

Benefits

Establishing and embedding a robust system to optimise tool life will deliver;
  productivity improvement and reduced manufacturing costs
  reduced tooling costs
  improved quality performance
  improved delivery performance and customer satisfaction

See also: 6d.1
Prototyping and testing of advanced tools and fixtures 8.1
Productivity improvement - embedding a lean culture 8.2
Embedding use of practical problem solving tools

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Page 212

Chapter 7b

Work-holding and changeover
optimisation

Introduction
  7b.1 Embedding single minute exchange of dies
  7b.2 Changeover reduction via advanced tooling and fixturing
  7b.3 Intelligent tooling and fixturing

 

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7b. Work-holding and changeover optimisation

Introduction
Rapid changeovers are key to meeting customer demand for large product portfolios
and manufacturing flexibility. The first step in rapid changeover optimisation is always
embedding the principles of single minute exchange of dies (SMED).
A summary of SMED principles is given in;

7b.1 Embedding single minute exchange of dies

Technology in the form of advanced tooling and fixturing (ATF) has additional
benefits. However it does not compensate for poor workplace discipline if SMED best
practice is not used.
Fast, adaptive and lightweight fixtures; using reconfigurable systems reduces lead
times on existing products and new product introductions (NPI).
Integrated sensing technology; used for process monitoring, data capture
and analysis.
Lightweight fixtures and tooling; allow single operator changeovers and reduce
process power consumption and maintenance. Lightweight end effectors enable
smaller, lower cost robots and drives to be used. Reducing load also improves the life
of drives and motors.
Smart tools and fixtures; Through a combination of embedded sensors, actuators and
processing capability, fixtures and tools can be self-adjusting, adapt to maintain or
improve quality, and increase yield.
Smart designs and concepts; design software calculates stress and deflection under
load conditions, taking into account environmental factors such as temperature and
vibration. Before manufacture, virtual reality allows tools and fixtures to be proven, for
example by assessing ergonomic factors through simulation.

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Fig 7b.1.1: Set-up reduction leading to SMED Select the 7. Levering benefit from technology
7. Levering benefit from technology changeover
7b. Work-holding and changeover optimisation
to reduce
Video record

the set-up

Document the Separate internal
existing set-up & external
elements
process

Apply Convert internal Streamline Streamline
5S elements to internal external
external elements elements

5S – ‘a place for everything and everything in its place’ Conduct pilot ATF enables this to happen
Step 1: set-ups by using o the shelf
Sort - remove any unnecessary items from the area new technologies and
Step 2: Document xturing products
Segregate – items close to place of use, set limits, use visual manage- standard set-up
ment
Step 3: procedures
Shine – eliminate dirt, dust and scrap
Page 216 Step 4:
Standardise – document and make the rst 3 steps
part of the daily routine
Step 5:
Sustain – embed agreed standards and continuously improve

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7b. Work-holding and changeover optimisation

7b.1 Embedding single minute exchange of dies
SMED (single minute exchange of dies) is a term applied to set-up reduction or
changeover reduction. The aim is to reduce the time taken to perform set-ups.
A set-up is the time taken to change over a piece of equipment from the last good
part of one product to the first good part of the next product.
The SMED technique was developed by Shigeo Shingo of Toyota. He started the
process by looking at changeover tools on large presses for manufacturing body
panels. Tool changeover was reduced from days to minutes.

Drivers

The requirement to embed SMED best practice is triggered by the need of any
manufacturing business to;

  minimise production downtime
  enable flexible manufacturing
  reduce waste
  improve set-up repeatability
  support small batch production
  support increasing production volumes
  reduce tacit skill dependency (no more black arts!)

Summary approach

To begin the process of SMED, identify a cell or machine with high batch size, high
levels of inventory in front or one that is a known bottleneck. This can normally be
done through observation, although more complex methodologies such as value
stream mapping or monitoring operational equipment efficiency can be used to
verify the results.

Set a target changeover time, then video the set-up, to enable each of the stages or
elements to be identified and timed. Classify the elements into internal i.e. those tasks
which must be done when the machine or cell is idle, and external i.e. tasks which can
be done whilst the machine is running.

Identify a cell Observe Determine Convert Standardise
or machine existing internal internal to sustain
to work on set-up to external.
and external Streamline gains
elements

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Convert internal to external elements. This can be done by, for example, standardising
height of tools and/or preparing the tools in advance of use. Use numerical
settings and visual guides to eliminate adjustments. Look for streamlined clamping
arrangements e.g. quick release or one turn. Ensure there is an agreed, convenient,
visually obvious place to store all tools.

Trial the new changeover methods and monitor the results. Ensure the new
changeover methods are embedded by establishing support structures and action
plans for continuous SMED improvement.

Benefits

The major benefits of implementing and embedding SMED are reduced changeover
and set-up times. This allows more frequent, but still cost effective changeovers to
respond to customer or market demands. Other benefits include;
  increased capacity for bottleneck operations
  reduced batch sizes
  predictable set-ups and set-up times
  reduced work in progress stock
  increased manufacturing flexibility
  reduced lead time and improved delivery performance
  improved operator care for tools and process

Read more about SMED in;
A revolution in manufacturing: The SMED system

by Shigeo Shingo

See also: 8
Levering benefit from operational efficiency
[All value accelerators]

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7b.2 Changeover reduction via advanced tooling and fixturing
Most processes require a fixture to hold the component and a tool to work on it.
The ability to make rapid changeovers of fixtures and tooling is essential for
responsive, flexible manufacturing. Advanced tooling and fixturing (ATF)
introduces logic and design to often traditional rule of thumb or tried and tested
tooling and fixturing development to optimise changeovers.

Drivers

The requirement for changeover optimisation is triggered by a business need to;
  minimise costs to increase competitiveness
  reduce non value added time (e.g. set-up time)
  enable more flexibility to add to product range cost effectively
  reduce manufacturing lead time
  allow quicker new product introduction
  limit workspace required for storage of tools and fixtures

Summary approach

First, review the current changeover process. Then establish what has already been
achieved through implementing SMED principles. Identify the elemental operations
– those which contribute most to remaining changeover time. This gives focus to
tooling and fixturing priorities.

Identify Filter core Generate Choose best Finalise
“quick wins” value added options for design option design for
using SMED manufacture
processes ATF

Research and review the options for ATF. Carry out an initial downselection and
then determine the best design option. Scope out detail designs for the ATF input.
Approaches include;

  the principles of zero point tooling
  flexible and / or adaptive fixturing
  modular fixture design
  reconfigurable fixturing
  lightweight fixturing

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Fig 7b.2.1: Example of a reconfigurable fixture

Benefits

Benefits include improved responsiveness to changing customer or market demands
and a reduction in overall waste. Other benefits include;
  faster response times and reduced lead times
  single piece flow on multi product processes
  reduced power consumption and equipment maintenance
  easier and safer handling
  reduced storage space
  reduced capital costs

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Case study:
BAE Systems approached the MTC when the X-Ray inspection process on pipework for
military aircraft was identified as a bottleneck point in their production process.

Military aircraft production is a relatively low volume, high integrity and quality
manufacturing environment. Some processes, including pipework manufacture,
cannot be fully automated due to diameter and complexity. Pipes are manually welded
and all welds undergo manual inspection using X-Ray photography, on a weld-to-weld
basis. Complex pipes with multiple branches can pass through the X-Ray inspection
process many times.
The pipework is incredibly varied, with little commonality between pipe geometries.
Much of the equipment used in the X-Ray inspection process was improvised from
off-the-shelf items. Some gave excellent grip but were time consuming to set-up.
Other equipment was quick to set-up but limited in terms of the pipe geometries it
could deal with.
Working closely with BAE Systems operators and engineers the MTC advanced tooling
and fixturing team considered a variety of off the shelf and bespoke options. The chosen
solution was a small, mobile tee-slot table with built-in scissor lift and lead matting
in conjunction with specially designed spring-loaded clamps and strap clamps. The
clamps were fitted with custom made rotary joints attached to a heavy duty flexible
arm for flexible positioning. Using a small table improved accessibility, allowing fixtures
to be placed more strategically.
The use of tee-slots allowed the whole table to be used for positioning fixtures;
previously, many fixtures could only be positioned by clamping to a table edge.
The clamping system was designed for simplicity and flexibility, with quick release
features that reduced set-up time. These quick release fixtures clamped the pipes as
securely as the original fixtures thus maintaining the high quality demanded.

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This project won a Bronze Award in the BAE Systems Chairman’s Award for Innovation.
The Chairman’s Award is the only Global Recognition Scheme within BAE Systems
and operates across all key markets to recognise extraordinary or inspired work and
acknowledge the efforts and achievements delivering benchmark performance.
BAE Systems is a global defence, aerospace and security company employing over
88,000 people worldwide.

See also: 5b.2
Adaptive, fast make, lightweight fixtures–feasibility study 6d.1
Prototyping and testing of advanced tools and fixtures 9c.1
Optimising your prototype

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7b.3 Intelligent tooling and fixturing
Intelligent tooling or fixturing combines a strategic selection of sensors,
processing capability, actuation and connectivity with other machines and its
own environment to monitor, control or adapt to a process. Intelligent fixtures
gather and analyse data on manufacturing process variables. They take decisions
which reduce manufacturing faults, improve productivity and so reduce costs.

Drivers

The requirement for intelligent tooling or fixturing is triggered by a business need to;
  allow process or component traceability
  enable real time monitoring
  provide fixture diagnostics
  enable predictive maintenance
  provide fixture connectivity
  benefit from environmental awareness
  enable quick decision making on the manufacturing process
  make real time adjustments to the manufacturing process

Summary approach

Integrating intelligent tooling or fixturing in your manufacturing line begins with
a review of the process requirements. This is followed by development of concept
solutions. These are assessed for feasibility allowing the business to choose the most
appropriate technology for implementation.

Review Evaluate Choose Test Deploy
requirements feasibility appropriate equipment solution
technology

A solution demonstrator is used to validate system requirements. Then the final
intelligent tooling or fixturing solution is ready for deployment.

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Fig 7b.3.1: Intelligent fixture continuously monitoring the clamping pressure and fixture vibration

Benefits

The purpose of intelligent tooling or fixturing is to boost manufacturing efficiency
and enable the business to manufacture in a smarter manner. Benefits include;
  component, product and process traceability
  improved efficiency by reduction in waste and rework
  the prevention of unexpected faults and associated costs
  a reduction in downtime through predictive maintenance

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Air feed pipe Hall effect
Pressure sensor sensor location
Vacuum seals
Vacuum
generator
Coupling area
Shape memory

springs

Attachment Hall effect
point for nozzle magnet location

Fig 7b.3.2: Tooling fixture that automatically detects collisions and tool misalignment

Read more about intelligent tooling and fixturing at:
http://www.industryweek.com/smart-manufacturing
http://www.environmentalleader.com/2015/01/27/how-smart-manufacturing-can-in-
crease-efficiency-financial-benefits/

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Page 226

Chapter 7c

Information management optimisation

Introduction
  7c.1 Developing an informatics roadmap

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7. Levering benefit from technology

7c. Information management optimisation

Introduction

As consumer markets evolve at a rapid pace and become more demanding,
manufacturing becomes ever more challenging. There is an increasing need for
flexible manufacturing and supply networks, performance optimisation, resource
efficiency and sustained equipment and systems health.

The opportunity to use informatics or information and communication technologies
(ICT) to support manufacturing in overcoming these challenges has been identified
by governments and organisations worldwide.

Informatics is aimed at the development and industrialisation of integrated
manufacturing systems based on ICT to generate accelerated growth and business
transformation. Challenges in manufacturing where informatics can make an
impact are;
  enabling better decisions
  enabling seamless connectivity
  bringing autonomy to manufacturing
Based on current research, the MTC has developed an informatics and Industry 4.0
strategy, as shown in figure 7c.1.

For informatics to have maximum impact, technology solutions should be driven by
the specific needs and strategy of an organisation. The value accelerator in this chapter
outlines an approach to developing an informatics roadmap taking these aspects
into account. Developing an informatics roadmap identifies priorities and directs the
introduction, development or further integration of ICT systems.

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7c. Information management optimisation

Flexible Systems

Equipment Health

Product Quality

Better Decisions Connectivity Autonomous
Systems

Fig 7c.1: The MTC informatics and industry 4.0 strategy Page 230
7. Levering benefit from technology

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7c. Information management optimisation

7c.1 Developing an informatics roadmap
The new industrial revolution means the adoption of informatics is becoming
essential if a business wants to keep pace with manufacturing front runners and
maintain competitiveness. Informatics or ICT enable seamless connectivity,
intelligent use of data, collaboration between systems and better business models.
Given the low levels of adoption of ICT solutions in the manufacturing sector,
understanding the barriers to adoption and providing support and guidance in the
form of an informatics roadmap is a crucial step in a successful uptake.

Drivers

Successful informatics implementation requires ICT to be aligned with the specific
needs of the business and its overall business strategy. When ICT strategy is in line
with that of the wider organisation, the two can develop in a symbiotic way. Drivers
for developing an informatics roadmap include;

  the need to stay up-to-date and competitive
  new product introduction and greater product variability
 the need to address highly complex manufacturing problems

(e.g. increasing product performance and product mix complexity )
  the current lack of adoption and exploitation of ICT
  a failure to use existing information effectively

Summary approach

When developing an informatics roadmap there first needs to be agreement over
the scope and terms of reference. The strengths and weaknesses of current ICT
performance are assessed using an appropriate informatics reference model.
Information for this can be collected by interviews, questionnaires and line walks.

Determine Assess Check Identify Develop
current ICT informatics strategic opportunities roadmap
priorities alignment
status and define
action plan

The analysis of the current state and business requirements is then used to identify
priority areas for further investigation and improvement. The business needs to assess
and agree the priorities, aligning these with the wider business strategy. An action
plan and recommendations can then be produced, setting out the next steps to
develop an informatics roadmap.

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Benefits

Developing an informatics roadmap provides insight into the current state of ICT,
an understanding of the challenges faced and the opportunities for business
development and improvement. The benefits include;
  identification of improvement opportunities
  identification of problem areas and barriers that need to be addressed
  an understanding of ICT in the wider business context
  defined next steps to achieve priorities
  generation of an informatics roadmap
  generation of a targeted action plan
  upporting a business case for investment in ICT

Securing the Future of German Manufacturing Industry:
Recommendations for Implementing the Strategic Initiative INDUSTRIE 4.0
Final Report of the Industrie 4.0 Working Group , Forschungsunion im Stifterverband
für die Deutsche Wirtschaft e.V. , Berlin
By; Kagermann, H.; Wahlster, W. & Helbig, J., ed. (2013)

Special report:
Manufacturing and innovation A third industrial revolution
Apr 19th 2012, 17:17 by The Economist online

EFFRA, Factories of the future: multiannual roadmap, for the contractual PPP under
horizon 2020

See also: 2.1
Developing a technology roadmap 3.1
Business strategy

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Chapter 7d

Inspection system optimisation

Introduction
  7d.1 Measurement system downselection
  7d.2 Non-destructive test method selection

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7d. Inspection system optimisation

Introduction

Inspection is increasingly important in modern, high value manufacturing, driven by
increasing market demand for product performance and quality. Complex validation
requires an advanced inspection capability. Accurate and reliable inspection data
contributes to process monitoring, adaption and optimisation, so cycle time and cost
can be minimised.

Inspection underpins all technology applications, in particular fixture design
and implementation, use of complex manufacturing processes and validation of
simulation models.

With the increased popularity of additive manufacturing, inspection has become
more challenging because of complex geometries, surface finishes and the exotic
materials used. Optimisation of inspection systems is key to making these new
manufacturing processes production ready.

The MTC has access to in-house technology and equipment including first
principle inspection equipment, ultra-high precision and multi-sensory co-ordinate
measurement machines (CMMs), structured light, articulated arm, laser tracker,
photogrammetry measurement, surface topography measurement, ultrasonic testing
(immersion, contact and laser), X-ray computed tomography, digital radiography and
eddy current.

The ability to manufacture products and components “right first time, right every time”
is a key factor in reducing costs and gaining competitiveness.
For a health check of your measurement and inspection practices, contact the National
Physical Laboratory (NPL).
NPL’s product verification services help companies manufacture products to original
design specifications through better measurement and inspection practices.
For further details, please email: [email protected]
or call +44 (0)20 8977 3222 or visit www.npl.co.uk/product-verification-services/
NPL also offer best practice guides. These are available free to download at;
www.npl.co.uk/publications/guides (You will need to register).
NPL is the UK’s national measurement institute, and is a world-leading centre of
excellence in developing and applying the most accurate measurement standards,
science and technology available.

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7d.1 Measurement system downselection
Dimensional measurement of components is essential to ensure that functional
requirements are met and parts are fit for purpose. To meet customer demand,
alongside reducing error and waste, measurement systems must be integrated
into the manufacturing process.

Metrologists must understand how to plan measurement strategies, as well as being
able to use the equipment accurately and effectively.

Drivers

Key reasons for investment in new inspection systems include;
  the existing system is no longer fit for purpose
  inaccurate and/or insufficient measurement data available
  an unduly long measurement process
  new product introduction (NPI)
  customer or market demand changes
  the need to upgrade ageing technology
  reducing waste

Summary approach

Measurement systems are many and varied, which makes selection difficult for
end users. Vendor demonstrations typically use an artefact, rather than an actual
component. Systems often perform well on an artefact, but poorly on actual
components. The approach shown, when supported by external expertise as
required, de-risks the selection process for the end user.

Observe Assess Downselect Identify Complete
current potential systems geometries trials. Make
process systems and features recommend-

ations

Perform a baseline exercise to establish the capabilities and constraints of the current
measurement systems. Identify and prioritise the requirements for the new system.
Using market knowledge, de-select inappropriate technologies.

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7d. Inspection system optimisation

Laser Applicable Surface
Triangulation CCM Integration
Accuracy

3D Contact
Scan

Structure ?
Light Automation
Measuring Volume

Speed

Fig 7d.1.1: Different metrology solutions and capabilities Page 237
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7d. Inspection system optimisation

Identify potentially suitable systems. Design and complete effective measurement
trials with the system vendors using a component or a representative artefact. Select
the most appropriate measurement system and train the workforce in its use.

Benefits

De-risking the selection and procurement process, using external expertise to ensure
all options are considered, identifies the most appropriate system. It reduces total cost
and shortens the time taken to implement an ideal solution. Other benefits include;

  confidence that the chosen system is fit for purpose
  accurate and appropriate measurement data
  timely measurement processes
  NPI, customer and market demands can be met

For further information see:
ISO 10360-8:2013, 2001. Geometrical Product Specifications (GPS) – Acceptance
and re-verification tests for coordinate measuring machines (CMM) Part CMMs
with optical distance sensors.
ISO 14253-5:2013, 2013. Geometrical product specification (GPS) – Inspection by
measurement of work-pieces and measuring equipment Part 5: Uncertainty in
testing indicating measuring instruments.
VDI/VDE. (2002), 2634-1 Optical 3D measuring system – Imaging systems with
point-by-point probing, VDI/VDE.
VDI/VDE. (2012), 2634-2 Optical 3D measuring system – Optical systems based
on area scanning, VDI/VDE.
VDI/VDE. (2008), 2634-3 Optical 3D measuring system – multiple view systems
based on area scanning, VDI/VDE.

See also: 6a.1
Discovery - identify potential for improvements 5a.2
Key questions for your technology vendor 6b.3
Feasibility study - problem solution generation 6c.1
Machine trials

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7d. Inspection system optimisation

7d.2 Non-destructive test method selection
Non-destructive testing (NDT) is a way of assuring the structural integrity of a
component without impacting its structure. Increasing use of new and exotic
materials in critical structural components, combined with demanding
requirements for safety and quality, has driven the development of a variety
of NDT techniques.

Fig 7d.2.1: Chess piece in a fixture and corresponding x-ray image showing internal spiral
staircase detail

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7d. Inspection system optimisation

Drivers

The presence of defects in safety critical components may result in the structural
integrity being compromised and an increased likelihood of failure. Correctly applied,
NDT forms an important strategic part of the manufacturing process. Choosing the
most appropriate system is crucial for success.

Drivers for optimising NDT include the need;
  to reduce waste and lead time
  to improve product integrity and longevity
  for process improvement
  for innovative process validation
  to up-skill the workforce
  to reduce costs

Summary approach

First perform a baseline exercise to determine customer requirements and the
capabilities and constraints of the current manufacturing process. Identify appropriate
NDT methods based on the requirements and downselect one or more potential
NDT solutions.

Generate Identify Validate Select and Integrate
process flow potential NDT method optimise NDT into the
and identify capabilities manufacturing
methods by trials method process
failure

Develop a validation plan for the NDT technique or techniques. Make a final
selection based on performance against the validation plan and other commercial
considerations. Generate technical specifications to support procurement and to
integrate the new systems.

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7d. Inspection system optimisation

Benefits

Investment in optimisation of NDT methods and equipment improves product
integrity, process reliability and overall quality for customers.
Other benefits include;
  no structural damage to the components
  de-risked procurement of NDT equipment
  reduction of waste, lead time and costs
  enhanced reputation for quality and reliability
  reduced costs

For further information see:
ASNT, (n.d.), Non-destructive Testing Handbook Series, available online at:
www.asnt.org/Store/Browse?category=Handbooks%20

Other recommended websites:
1. NDT resource centre
www.nde-ed.org
2. Open access database of non-destructive testing
www.ndt.net/index.php
3. BINDT Technical support engineer
www.bindt.org/contact-us/bindt-staff-contact-guidance

See also: 6a.1
Discovery - identify potential for improvements 5a.2
Key questions for your technology vendor 6b.3
Feasibility study - problem solution generation 6c.1
Machine trials

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Page 242

Chapter 8

Levering benefit from operational efficiency

Introduction
  8.1 Productivity improvement - embedding a lean culture
  8.2 Embedding the use of practical problem solving tools
  8.3 Embedding the use of standard work
  8.4 Embedding multi-skilling on key skills

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8. Levering benefit from operational efficiency

Introduction
Many of the value accelerators within this handbook refer to the benefits to be
gained from technology. However, unless a business ensures they operate in the
most efficient way, not all those benefits will be realised. Operational efficiency
improvements need to be made in parallel with the introduction of advanced
manufacturing technologies.
The prevailing culture and skill sets of all employees need to be aligned to the
effective operation of existing, as well as new, processes and technologies.
It is important that lean principles are in place and pro-active tools and techniques
used to identify improvement opportunities and solutions. To successfully embed
these requires the identification of key personnel, providing them with the necessary
knowledge and expertise, and continued support and reinforcement from the
management team. Embedding pro-active problem solving and improvement tools
into the business ensures that problems are identified and solutions deployed in a
systematic and consistent way.
Finally, it is essential to ensure the business achieves the best possible performance
from existing facilities and technologies as well as exploring opportunities from
new technology.

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Lean and kaizen tools and techniques used
but may miss breakthrough experience in...

Innovative engineering concepts

Automation, robotics, net shape and additive
manufacturing and other 4th industrial revolution
disruptive technologies

Simulation tools and techniques to baseline and
bussiness cases
Which limits breakthrough manufacturing

MOE Fusion of lean & kaizen techniques
Savings + Breathrough thinking
Implementation + New technology expertise
Breakthrough + Process Implementation
MOE thinking
Incremental Lean & kaizen
MOE thinking tools alone

Baseline costs

Fig 8.1: Lean and kaizen tools deliver more savings if fused with breakthrough thinking on
technology solutions

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8. Levering benefit from operational efficiency

8.1 Embedding a lean culture
A manufacturing business needs to embrace lean principles and implement lean
practices to ensure processes are clearly defined and operated as effectively as
possible. Lean thinking is underpinned by the identification and elimination of
waste. Waste is defined as anything that does not add value to the activity being
carried out from the point of view of the customer. That is, anything the customer
does not expect to pay for.

Drivers

Key drivers for the implementation and embedding of lean are the;
  elimination of waste and poor working practices
  need to deploy effective continuous improvement processes
  need for improved customer service at reduced cost
  need to be competitive and profitable

Summary approach

Lean manufacturing principles need to be embraced and rigorously implemented
within all areas of the business. The first step is agreement of a lean vision for the
business, by the senior team, setting objectives, developing and implementing a plan
for the site.

Training in lean principles, tools and techniques needs to be provided to key
personnel and ideally, at some level, to all employees.

Deliver lean Identify Benchmark Implement Develop
workshop and prepare existing actions, a long
processes term plan
a pilot in pilot measure and
review

An initial training workshop will usually include training in lean followed by a
planning session.

The plan will identify a pilot area and team. A successful pilot is key to winning
buy in across the business. The pilot will begin with the benchmarking of existing
processes, followed by mapping of current processes and the identification of
waste within them.

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8. Levering benefit from operational efficiency

waiting Waiting for material, parts, equipment,
machine set-up,direction or decisions
W

over Over-production risks manufacturing product with no
matching demand – and means you are not working on
Oproduction product customer wants now

re-work Rework & rejects tie up resources doing work twice
because it was not right rst time. Remember, this applies
R to paperwork as well as products

motion Unnecessary motion for the operator – bending,
stretching, reaching, fetching, searching – due to poor
M workstation layout

(over) Over-processing non-value added steps in the process can
be due to poor design or failure to understand what adds
Pprocessing value from the customer point of view

inventory Excess inventory ties up capital, oor space and the
logistics resource needed to keep track of it. It may result in
I damaged or obsolescent product

transport Unnecessary transport of work in progress or material
increases cycle time, it means operators spend time moving
T rather than making product

Sskill Untapped skill – not making the most of employees’ skills
or improvement ideas

Fig 8.1.1: The traditional seven plus one wastes

This is followed by root cause analysis of the causes of waste, prioritisation of
problems to be tackled and identification of improvement actions.

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See also: 8.2
Embedding use of practical problem solving tools
Some commonly used problem solving tools are described in Fig 8.2.2

An action plan is agreed. The outcomes of those actions and benefits gained from the
pilot are reviewed. A long term roll-out plan can then be developed and implemented.

Benefits

The benefits of successfully embedding lean thinking and practices across a
manufacturing business include;
  increased effectiveness and efficiency of business processes
  reduced lead times, inventory and waste
  reduced operational and support costs
  increased customer satisfaction
  lean culture in place ready for new technology

For a simple introduction to lean tools, see:
“T he Little Book of Lean – The Basics’’
by Chris Cooper, published by Simpler

For in depth advice on lean, see:
“The Lean Toolbox: The Essential Guide to Lean Transformation’’
by John Bicheno and Matthias Holweg

See also: 3.2
Future state mapping 4.1
Change management

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