METHODS ENGINEERING:Searching for Solutions

Searching for Solutions

Table 14 shows the general procedure for an assessment. Also see Section 4 for the steps of engi- neering design. The typical sequence is (1) being informed by management that there is a problem, (2), (3), (4) getting information by observation and from the operators and supervisors, and (5) making measurements. Then propose a solution. Rather than depending on inspiration for the solution, most people prefer to follow a more systematic procedure, using tried-and-true techniques established by people who have previously worked on this type of problem.

Searching for an alternative method can be done by following Kipling’s ‘‘six honest men’’ (who, what, why, when, where, and how), following checklists (see examples in Section 3.5), or using the acronym SEARCH, where:

If possible, for comparison, obtain measures before and after the change.

E = Eliminate unnecessary work and material. Four subcategories are (1) eliminate unneeded work, (2) eliminate work where costs are greater than benefits, (3) use self-service, and (4) use the exception principle.

Examples of unneeded work are obsolete distribution and mailing lists. Once a year send a letter saying that unless the person completes the form and returns it, that person will no longer receive a copy. An example of costs greater than benefits is the staffing of tool cribs. Self-service at a crib is probably considerably cheaper than having an attendant get the item (consider grocery stores). An- other example of self-service is replacing a single mailbox with multiple mailboxes designated ‘‘com- pany—this building,’’ ‘‘company—other buildings,’’ and ‘‘U.S. mail.’’ An example of the exception principle is a reserved parking stall with a strange car in it. Normally the police would give a ticket. Using the exception principle, the police would give a ticket only if the stall owner complained.

S = Simplifying operations is shown by special register keys in fast-food operations. The key indicates a specific item (‘‘Big Mac’’) rather than a price. This reduces pricing errors and improves communication with the cooking area. For e-mail, the return key simplifies finding the return address and entering it.

A = Altering sequence has three subdivisions: (1) simplify other operations, (2) reduce idle / delay time, and (3) reduce material-handling cost.

Modifying when something is done may influence how it is done. For example, machining is easier before a material is hardened than after. On a car assembly line, installing a brake cylinder assembly is easier before the engine is installed. Idle / delay time often can be reduced. For example, in a restaurant, the server can bring coffee when bringing the breakfast menu instead of making two trips. Or the idle time might be used fruitfully by double tooling. Consider having two fixtures on a machine so that while the machine is processing the material on fixture 1, the operator is loading / unloading fixture 2. An example of reducing material-handling costs is using an automatic guided vehicle (bus) instead of moving items on a fork truck (taxi).

R = Requirements has two aspects (1) quality (capability) costs and (2) initial vs. continuing costs.

Costs rise exponentially (rather than linearly) vs. quality. Therefore, do not ‘‘goldplate’’ items. Indirect materials are a fruitful area to investigate because they tend not to be analyzed. For example, one firm compared the varnish applied on motor coils vs the varnish purchased; there was a 10% difference. It was found that the varnish was bought in 55-gallon drums. When the drums were being emptied, they were turned right side up when there was still considerable product inside. The solution was a stand that permitted the varnish to drip out of the drum over a period of hours.

Initial vs. continuing costs means you should focus not just on the initial capital cost of a product but on the life-cycle costs (capital cost plus operating cost plus maintenance cost).

C = Combine operations is really a discussion of general purpose vs. special purpose. For ex- ample, do you want to have a maintenance crew with one specialist doing electrical work, another doing plumbing, and another doing carpentry? Or three people, each of whom can do all three types of work? Most firms now are going for the multi-skilled operator because it is difficult to find sufficient work to keep all specialists always busy.

H = How often is a question of the proper frequency. For example, should you pick up the mail once a day or four times a day? Should solution pH be tested once an hour, once a day or once a week?