Benchmarking

Design

Requirement Analysis

System Architecture

System Testing

Lean Manufacturing

Toyota Production

System

Total Quality Management

Total Productive

Maintenance

System Design involves… Systems Design techniques…

Dr. Rupy Sawhney

Dr. Rupy Sawhney

• Ransom (2007) says that only 5% of companies further succeeded because of how the organization practiced Lean.

• Wooley (2008), a strategic program manager of Intel Corp has a more optimistic view of the success of Lean when he states that on an average 60% of Lean transformation efforts fail.

Success

Failure

Source: Sawhney, R., Subburaman, K., Sonntag, C., Rao, P. R. V., & Capizzi, C. (2010). A modified FMEA approach to enhance reliability of lean systems.International Journal of Quality & Reliability Management, 27(7), 832-855.

Dr. Rupy Sawhney

Backsliding.

Resistance

Middle management resistance.Employee resistance.

Lack of implementation know-how.

Lack of crisis.

Source: Sawhney, R., Subburaman, K., Sonntag, C., Rao, P. R. V., & Capizzi, C. (2010). A modified FMEA approach to enhance reliability of lean systems.International Journal of Quality & Reliability Management, 27(7), 832-855.

Dr. Rupy Sawhney

Dr. Rupy Sawhney

Dr. Rupy Sawhney

Lean System

Design Fails

Problem not defined correctly & solution is not correct

Fail to sustain the design

Lean Principles

Use DRIVES Model to define/identify

Reliability to sustain

Cultural approach

They fail because… Our approach

Current Process

Bad Lead time

Better Lead time

Proposed Process

Time part enters the

system

Time part exits the system

Time part exits the system

ProcessSet- UpQueueMove

4%2% 3%91%

People WorkPeople Work People WorkNo One Works Here

Variation is Evil

Source: ASQ

Ben-Hur (1959), http://theworldofjot29.blogspot.com/2012/09/ovp-ben-hur-1959.html

http://www.allempires.com/Forum/forum_posts.asp?TID=30714

http://cnmca7.en.made-in-china.com/product/SeKELfxjgicY/China-Engine-Assembly-Line-Conveyor-Combin-.html

1 – Reduce Lead time

1 – Reduce Variation

1 – Change by Improving People’s lives

Dr. Rupy Sawhney

Source: Monden, Y. (2011). Toyota production system: an integrated approach to just-in-time. CRC Press.

Dr. Rupy Sawhney

Lean System

Design Fails

Problem not defined correctly & solution is not correct

Fail to sustain the design

Lean Principles

Use DRIVES Model to define/identify

Reliability to sustain

Cultural approach

They fail because… Our approach

Define System Constraints

Define Process Constraints

Design Lean/Reliable

Processes

Execute

Dr. Rupy SawhneySource: Sawhney, R., & de Anda, E. M. (2013). Industrial engineers articulate their critical thinking for problem solving via the DRIVES model. QScience Proceedings, (2014).

The issue with most continuous improvement projects is that

they are “suboptimal”…do not generally impact the overall

performance of the system. The formalizes a

process to lead one to the constraints in the system. The three

specific issues at the System Level are:

1. What is the constraint?

2. Is the constraint internal?

….. you generally do not control external variables.

1. If the constraint is internal….which are the key internal value

streams?

Inputs Outputs

Dr. Rupy SawhneySource: Sawhney, R., & de Anda, E. M. (2013). Industrial engineers articulate their critical thinking for problem solving via the DRIVES model. QScience Proceedings, (2014).

The formalizes a process to lead one to

articulate the critical internal processes and leverage points. The

following are the key components:

1. Identify the key value stream

2. Identify the critical path within the value stream

3. Identify the constraint within the critical path of the value stream

4. Identify root causes of constraint within the critical path of the

value stream

Process Analysis

Inputs Outputs

Dr. Rupy SawhneySource: Sawhney, R., & de Anda, E. M. (2013). Industrial engineers articulate their critical thinking for problem solving via the DRIVES model. QScience Proceedings, (2014).

The formalizes a process for one to implement

actions to address the constraints identified at the operational

level to improve the system. The specifics at this level are the

following.

1. Improving the system by reduction of lead time

2. Improving the system by reduction of variation

3. Designing reliability into the improved system

4. Sustaining the improvements via people

Outputs

Design Activities

Inputs

Source: Sawhney, R., & de Anda, E. M. (2013). Industrial engineers articulate their critical thinking for problem solving via the DRIVES model. QScience Proceedings, (2014).

Dr. Rupy Sawhney

Dr. Rupy Sawhney

Source: Sawhney, R., Patlolla, Et. Al. (2014). Process and System Design Using the D.R.I.V.E.S. Model . Proceedings of the 5th ICMEM International Conference on Mechanical Engineering and Mechanics, August 20-22, 2014, Yangzhou, P. R. China

Theory of Constraints

Supply Chain Management

Project Management

Root Cause Analysis

Lean & Six Sigma

Reliability Engineering

Dr. Rupy Sawhney

11/27/2014 Dr. Rupy Sawhney 29

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Dr. Rupy Sawhney

Lean System

Design Fails

Problem not defined correctly & solution is not correct

Fail to sustain the design

Lean Principles

Use DRIVES Model to define/identify

Reliability to sustain

Cultural approach

They fail because… Our approach

Reliability is defined as the probability that a given product will successfully perform a intended function without failure, under

specified environmental conditions, for a specified period of time.

Dr. Rupy Sawhney

RELEANABILITY integrates the Lean continuous improvement with reliability engineering to eliminate waste in a system in a manner

that enhances the reliability of the system.

Designing reliability into a Lean journey will likely result in a sustainable Lean system.

Dr. Rupy Sawhney

Dr. Rupy Sawhney

Lean System

Design Fails

Problem not defined correctly & solution is not correct

Fail to sustain the design

Lean Principles

Use DRIVES Model to define/identify

Reliability to sustain

Cultural approach

They fail because… Our approach

Dr. Rupy Sawhney

Individualism

“The degree to which

individuals are integrated into

groups”

Power Distance

“Power distance is the extent to

which the less powerful members

of organizations and institutions (like the family)

accept and expect that power is distributed unequally.”

Masculinity

“The distribution of

emotional roles between

the gender”

Uncertainty Avoidance

“a society's tolerance for uncertainty

and ambiguity”

Long term Orientation

Importance to time horizon

Monumentalism Index

“a society which

rewards people who are proud

and unchangeabl

e”

Dr. Rupy Sawhney

Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (1991). Cultures and organisations-software of the mind: intercultural cooperation and its importance for survival. New York, NY: McGraw-Hill.

Setup Time Reduction

Machine Layout

Multi Function worker

Small Production Lot

Standard Operations

Leadership

Long-Term Vision

Macro Vision

Multi-skill People

Quick response

Reliable Technology

Simplicity

Standardization

Team Work

Visual Control

Training

OrderDr. Rupy Sawhney

Leadership

Long-Term Vision

Macro Vision

Multi-skill People

Quick response

Reliable Technology

Simplicity

Standardization

Team Work

Visual Control

Training

Order

Individualism Vs. Collectivism (IDV)

Power distance index (PDI)

Masculinity (MAS)

Uncertainty avoidance index (UAI)

Long term orientation (LTO)

Monumentalism Index (MON)

Dr. Rupy Sawhney

0

20

40

60

80

100

120

Brazil China Mexico USA

Chart Title

Power Distance Individualism Masculinity

Uncertainty Avoidance Long Term Orientation Monumentalism

Setup Time Reduction

Brazil China Mexico USA

IDV

LTO

IDV

LTO

IDV

LTO

IDV

LTO

0

20

40

60

80

100

120

Brazil China Mexico USA

Chart Title

Power Distance Individualism Masculinity

Uncertainty Avoidance Long Term Orientation Monumentalism

Setup Time Reduction

Machine Layout

Brazil China Mexico USA

IDV

LTO

IDV

LTO

IDV

LTO

IDV

LTO

0

20

40

60

80

100

120

Brazil China Mexico USA

Chart Title

Power Distance Individualism Masculinity

Uncertainty Avoidance Long Term Orientation Monumentalism

Setup Time Reduction

Machine Layout

Multi Function worker

Brazil China Mexico USA

IDV

LTO

IDV

LTO

IDV

LTO

IDV

LTO

0

20

40

60

80

100

120

Brazil China Mexico USA

Chart Title

Power Distance Individualism Masculinity

Uncertainty Avoidance Long Term Orientation Monumentalism

Setup Time Reduction

Machine Layout

Multi Function worker

Small Production LotBrazil China Mexico USA

IDV

LTO

IDV

LTO

IDV

LTO

IDV

LTO

0

20

40

60

80

100

120

Brazil China Mexico USA

Chart Title

Power Distance Individualism Masculinity

Uncertainty Avoidance Long Term Orientation Monumentalism

Setup Time Reduction

Machine Layout

Multi Function worker

Small Production Lot

Standard Operations

Brazil China Mexico USA

IDV

LTO

IDV

LTO

IDV

LTO

IDV

LTO

Dr. Rupy Sawhney

Dr. Rupy Sawhney