IET 317 Just-in-Time/Lean Systems

Fall 2015
Department of Engineering and Technology Management
School of Engineering and Information Systems
Morehead State University
Electronic Portfolio
December 1, 2015
Shane Holbrook

From stop watch time studies, to workstation design, there are so many things that we
have covered that all pertain to my future in industry. One of my favorite things I have taken
away is that of takt time, and determination of how many machines for a job you will actually
need. This class has shown me the true importance of not only efficiency, but that of how an
employee reacts in regards to their output due in part to safety and ergonomics. I know from a
working experience how ergonomics could have affected my own output. The vast knowledge
that I have acquired from this class will definitely benefit me in promoting efficiency, saving
money, and reducing muda (waste). Even through these concepts were put in place to improve
work efficiency, Dr. Chapman has thoroughly implied and proved, that these theories/concepts
can also apply to our daily lives.

Course Syllabus
FALL 2015
Department of Engineering and Technology Management
School of Engineering and Information Systems
Morehead State University

Course Description
IET 317, (3-0-3); I and II. Just in Time and Lean Systems.
Prerequisite: junior/senior standing. Analysis of production methods in engineering for profit
improvement. Elements of lean manufacturing and just-in-time inventory control are covered.
This course emphasizes techniques for improving production efficiency in manufacturing, electronics,
construction, and service organizations. Service organizations like banks, retail stores, and hospitals are
heavy users of T & M techniques, as are manufacturing and construction organizations.

Instructor
Dr. Hans Chapman
316C Lloyd Cassity Building
Morehead State University
Tel: (606)-783-9339
E-mail: h.chapman@moreheadstate.edu

Class Time: Mon, Wed. & Fri: 2:00PM 2:50PM in Lloyd Cassity Room 315.
Office Hours: Mon. & Wed.: 10.00AM 12:00Noon

Tue. & Thurs.: 1.00PM 2:00PM

Reading Materials
Required Text

Motion and Time Study for Lean Manufacturing, 3rd Edition, by Meyers, ISBN: 978-0130316707
Supplementary Reading

Jacobs F.R., Berry W.L., Whybark D.C., Vollmann T.E. (2010). Manufacturing Planning and
Control for Supply Chain Management, 6th edition. McGraw-Hill/Irwin, ISBN: 978-0073377827
Course Objectives
As the conclusion of the course, student should be able to:
1.

Demonstrate an understanding of the mission of Time and Motion Study in manufacturing

(Assessed by assignments, group projects, and exam.)


2.

Understand how the Time and Motion Study Department fits into the organization chart of
modern manufacturing companies.
Understand the technical contributions of Frederick Taylor, and Frank and Lillian Gilbreth.
Demonstrate an understanding of graphic representations such as Flow Process Charts, Flow
Diagrams, and others (Assessed by Assignments and exam.)

3.

4.

Understand the importance of graphic representations to the operation of a modern

manufacturing company.
Construct a Flow Process Chart
Understand the use of Flow Diagrams.
Demonstrate an understanding of the guideline for the micro motion study (Assessed by
assignments, group projects, and exam.)

Understand the smallest detail of each operation that small improvement can be made

Understand operator/ machine chart

Demonstrate an understanding of the work station design (Assessed by assignments, group

projects, and exam.)
Understand work station design from motion and time study perspective
Understand the principles of motion economy by using efficient and effective work station
design

5.

Demonstrate an understanding of Just-in-Time (JIT) / Kaizen / Kanban systems.

(Assessed in homework assignments, discussions, group project, and Final
Exam)

6.

Understand tools of a Pre-determined Time Standard (PTS) System and stop watch time study
(Assessed by assignments, group projects, and exam.)

Understand the procedures and forms of time study

Understand allowances

Course Requirements
1. Attendance: In order to earn the points assigned for class participation, students must be present in
all sessions of the class and must be actively involved in ALL activities including the online
DISCUSSION BOARD and GROUP PROJECTS.
2. Personal Information Blog: Students are to complete their personal information blog in Black board.
Instructions for this assignment will be posted during the first week. The due date for this
assignment will be announced by the instructor.
3. Discussion Board: Students are required to participate constructively in all discussion board
activities in order to earn the points assigned for discussion board activities. At the beginning of each
week, the instructor will inform students of the due dates for discussion board. No posts to the
discussion board will be accepted after the announced due date.
4. Individual Projects/Assignments: Each student will be required to submit weekly individual
projects/assignments that will be assigned and posted by the instructor. Each individual
project/assignment must be submitted on the specified due date. There will be one grading scale
deduction from the assignment total grade for each delay week after the due date. Should a student
need to miss an assignment, the instructor must be consulted beforehand. MSUs excused absences
fall into five categories: 1) University sponsored activities; 2) Student/Family illness/death; 3)
Military obligations; 4) Jury duty or subpoena for court appearances, or 5) Major religious holidays.

(Competencies 1 4, 6 - 8).
5. Exams: There will be two (2) exams during the semester and a FINAL EXAM. There will be no
makeup exams. There is no substitute for any exams. Should a student need to miss an exam,
the instructor must be consulted beforehand. Otherwise, it is not accepted and the student will
not receive any credit for that exam. MSUs excused absences fall into five categories: 1)
University sponsored activities; 2) Student/family illness/death; 3) Military obligations; 4) Jury duty
or subpoena for court appearances, and 5) Major religious holidays.
6. Group Projects: Each team will be assigned a quality improvement task as a group project. All
teams will complete their assigned projects and present their work in class (online for BSTM
students). There is no substitute for these activities.

Evaluation
Activity

Points

Percentage

Syllabus Quiz

10

1%

Personal Information Page

30

3%

Class Discussion Board

80

Weekly Assignments (8)

320

32%

Group Projects

100

Mid-Term Exam

150

Final Exam

250

Portfolios

Note:

90-100% = A

10%
15%
25%

20

Attendance & Participation

Total

8%

2%

40

1000

4%

100%

80-89% = B 70-79% = C 60-69% = D Below 60% = E

ACADEMIC HONESTY
Cheating, fabrication, plagiarism or helping others to commit these acts will not be tolerated. Academic
dishonesty will result in severe disciplinary action including, but not limited to, failure of the student
assessment item or course, and/or dismissal from MSU. If you are not sure what constitutes academic
dishonesty, read The Eagle: Student Handbook or ask your instructor. The policy is located at
http://www.morehead-st.edu./units/studentlife/handbook/academicdishonesty.html. For example: Copying
information from the Internet is plagiarism if appropriate credit is not given.
POLICY for ACCOMMODATING STUDENTS with DISABILITIES

Professional staff from MSU Academic Services Center (ASC) coordinates efforts to address accessibility
needs and class accommodations with instructors of students who have learning or physical disabilities.
Faculty will cooperate with the ASC staff to accommodate the needs of students taking departmental
courses.
CAMPUS SAFETY STATEMENT
Emergency response information will be discussed in class. Students should familiarize themselves with
the nearest exit routes in the event evacuation becomes necessary. You should notify your instructor at
the beginning of the semester if you have special needs or will require assistance during an emergency
evacuation. Students should familiarize themselves with emergency response protocols at
www.moreheadstate.edu/emergency.
CONTINGENCY PLAN

In case of emergency that may impact classes, students are expected to contact Blackboard for an
announcement by the instructor.
COURSE OUTLINE

JUST IN TIME AND LEAN SYSTEMS (IET 317)

WEEK 1 & 2

Date

Lecture/Lab

FALL 2015

WEEK 3 & 4

Reading

08/17 Syllabus and Course Introduction

Date

Lecture/Lab

08/31 History of Motion & Time Study

Introduction to Motion & Time Study Ch.

Reading

Ch. 3

Personal Blog Page due, HW 1 and DB 1 due

HW 2 and DB 2 assigned
Syllabus Quiz and Personal Blog Page assigned
WEEK 5 & 6

09/14 Uses of Motion & Time Study (Contd.) Ch. 4

HW 3 and DB4/5 assigned

WEEK 7 & 8

09/28

Techniques of Micromotion Study

Ch. 6

HW 4 and DB 6
(Fall Break: Thur. 10/01 and Fri. 10/02)

WEEK 9 & 10
10/12 Work Station Design
HW 5 and DB 7 due
HW 6 assigned

WEEK 11 & 12
Ch. 7
10/26 Predetermined Time Standards (PTS) Ch. 8
Stopwatch Time Study

Ch. 9

HW 7 due
10/19 Just-in-Time
/ Kaizen
/ Kanban
WEEK
13 &
14
11/09 Group Project Review
(ATMAE Conference: Nov. 11 - 14)

HW 8 assigned
WEEK 15 & 16
11/23 Final Group Project Presentations
Electronic Portfolio assignment

HW 8 due
HW = Homework DB = Discussion Board GP = Group Project
Final Exam: Monday December 7, 2015 (12:45pm 2:45pm)
NOTE: This syllabus is subject to change at the discretion of the instructor to accommodate student
and/or instructional needs.

Assignment 6
Work Station Design

Work Station Description

The particular work station here doubles as not only a study area, but also as a place of
work as other responsibilities are done here as well. In between studying and doing work, the
operator is often doing production work, recording, and other types of musical work. The
speakers are placed at optimal locations across from each other to assure proper sound.
It is to be noted from the drawing above that the dimensions for the books and the
notebook are left out. This is due to variance of sizes of both items; however space is optimal for
each. The adjustable rotating office chair is perfect for comfort, and for optimal height allowing
the operator to achieve a great ergonomic state which will allow their forearms to be parallel to
the keyboard and alleviate stress/strain.
The monitor is placed at the back of the desk, and it is recommended that the operator use
the biggest display resolution in order to alleviate stress/strain on the eyes over prolonged
periods of work. A sharpened pencil is placed beside the notebook, again there are no dimensions
given for this merely a placeholder for it.
Additional things can be found in the storage areas such as: extra pencils, pencil
sharpener, cords, musical cords, headphones, books, notebooks, whiteout, glue, markers,
highlighters, stapler, paperclips, pens, etc.
Ultimately the workspace as mentioned, serves two distinct and different purposes. With
this design, this process can be optimal, as the operator doesnt have to move away from the desk
to be able to function/work. Also ergonomically the operator is under no stress/strain, as reach

levels are far from maximum levels, and all positions are at standard to be ergonomically
comfortable.

Assignment 3: Importance of Motion Study and Time Standard

Question 1

Briefly explain why cycle times are not considered to be important during Motion Study.

Selected
Answer:

Proper methods do actually have a minimal cycle time. Which is why they aren't
primarily focused on. When acting in a micromotion study for example, the cycle
time of an operating is reduced overall by actions taken.

Question 2

(Review the Solved Example on Page 45 before solving this problem)

For a rural development project, a team of workers, operating at 50% efficiency, need to cut
1000 pieces of commercial lumber. If the overall time to cut each lumber is 1.20 minutes,
compute the actual time in hours for the team to cut all 1000 pieces in an 8-hour shift.

Selected
Answer:

first we know that it takes 1.20 minutes to make a unit

so we take this number and divide it by the efficiency of 50% so:
1.20/0.50 = 2.4 Actual units per minute
Now we take this number and times it by the desired units per shift so:

2.4 x 1,000 = 2,400

Now we can find the actual hours by taking this number and factoring in the
minutes so:
2,400/60 = 40

Question 3

(Review the Solved Example on Page 45 before solving this problem)

For a rural development project, a team of workers, operating at 50% efficiency, need to cut
1000 pieces of commercial lumber. If the overall time to cut each lumber is 1.20 minutes,
compute the takt time for an 8-hour shift.

Selected
Answer:

we know we need 1,000 units a shift

It takes us 1.20 minutes to produce 1 unit
there are 480 minutes per shift
taking that at 50% we get: 0.50 x 480 = 240
Now we know that there are actually 240 effective minutes left to produce
1,000 units
now we simply take this number and divide it by the units desired which
would be: 240/1,000 = 0.24
This 0.24 is our takt time

Question 4

Consider the following costs for a local electronics company at the end of 2014:
Direct Labor: $500,000
Direct Materials: $150,000
Overhead: $350,000
Compute the factory overhead rate for 2014 as a percentage

Selected
Answer:

For this we only need the direct labor and the overhead costs. We take the
overhead cost and divide it by the direct labor cost so:
350,000/500,000 = 0.70 or 70%

Question 5

Briefly explain the most effective method for performing Work Center Loading.

Selected The most effective method of work center loading or assembly line balancing is to
Answer: break down jobs into tasks that need to be performed and then to put them into
jobs or cells near the same length of time. So there is always going to be a 100%
loaded station, or bottlenecked station. Although each 1% taken down from each
can save money and time. So there is equations to actually determine the
assembly line rate at which the speed is changed. Although it is to be noted the
fastest worker is only as fast as what is coming to him, so it is actually more
controlled by the 100% than the top person who could produce 25% more.
Tuesday, December 1, 2015 2:11:32 AM EST

Exam 1

Question 1

Review the following statements and determine which one of them is an attitude of a motion
and time expert:
The cost of any job can be reduced.
No standards for producing scrap should be set.
Work flow need not be smooth always.
Workers need to be motivated to improve their productivity.

All of the above.

Selected Answer:

All of the above.

Correct Answer:
All of the above.
Response Feedback:

[None Given]

Question 2

Briefly state the four (4) major success factors that can be identified with lean companies.
Selected Answer:

Elimination of unnecessary tasks

Combining of smaller jobs into one bigger job
Rearrangement of jobs placement
Simplification of a task/job

Correct Answer:
1.

Preparing and motivating people.

2.

Roles in the change process.

3.

Methodologies for change.

4.

Environment for change.

[Pages 10 12].
Response Feedback:

[None Given]

Question 3

State the type of person(s) for whom a Process Analysis using Process Charts will be most
useful.

Selected
Answer:

Correct
Answer:

It would be most useful to anyone in the company espcially management

wanting to save money. However, job wise the Industrial Engineer woudl be the
one who would benefit from the process analysis of a process chart. This would
determine exactly what could be eliminated, combined, rearranged, or
simplified in the process by simply asking the questions why, what, where,
when, how, and who.

Lean manufacturing analyst (or anyone wanting to understand processes).

[Page 22]

Response
Feedback:

[None Given]

Question 4

In dealing with backtracking of material, what should be the primary objective of motion and
time manager/engineer?

Selected
Answer:

Backtracking occurs when a material moves backwards in the plant. The

objection of a motion and tmie manager/engineer should be to keep material
moving toward the shipping end of the plant. In other words it should always be

moving closer and closer to its final destination. If backtracking occurs, it is the
manager/engineers responsiblily to correct this issue by moving the jobs to align
once again in a forward motion/pattern.
Correct
Answer:

To make a quality part the cheapest, most efficient way possible.

[Page 71]

Response
Feedback:

[None Given]

Question 5

Crestwater Electric, Inc. needs to manufacture a batch of 3000 PCB (Printed Circuit Board) in
an eight-hour shift. If the downtime for the machine is 30 minutes and assuming a 60-min
break time, what is the effective time in hours at 80% performance rate? [Note that for this
question, you are required to take the machine downtime and break-time into consideration].

Selected Answer:

first find total minutes

8x60= 480
now we find the time factoring out the break and machine time
480-90=390
now we factor in the performance rate
390*0.80= 312 effective minutes or 5.2 effective hours

Correct Answer:

8 x 60 = 480

480 (30 +60) = 390 minutes at 100%

Thus, at 80%,
390 x 80% = 390 x 0.8
= 312 minutes = 5.2 hours
[Page 45]

Response Feedback:

[None Given]

Question 6

Crestwater Electric, Inc. needs to manufacture a batch of 3000 PCB (Printed Circuit Board) in
an eight-hour shift. It takes about 0.6 minute to produce one board on a particular machine. If
the downtime for the machine is 30 minutes and assuming a 60-min break time and 80%
performance rate, how many machines will be needed, if each operator runs just one
machine? [Note that for this question, you are required to take the machine downtime and
break-time into consideration].

Selected Answer: Find totol minutes

8x60 = 480
Factoring breaks and down time
480-90= 390
Factoring performance rate
390*0.80= 312
Finding plant rate

312/3,000= 0.104
Finding total machines needed
0.6/0.104 = 5.77
So roughly we would need about 6 machines because we always round it
upwards.
Correct Answer:
The takt time = 312 / 3000 = 0.104 minutes / board
So all the machines in the factory should work at this rate (i.e. plant rate).
Since the standard time is 0.6 minutes (the rate at which we can finish
one unit)
Then:
0.6 / 0.104 = 5.78.
Number of machines needed = 6.
[Page 45]
Response
Feedback:

[None Given]

Question 7

(Carefully review the Process Chart in Figure 5 3A on Page 76, also available in Slide
20 of the PowerPoint file)
Considering only the first ten (10) steps, compute the average cost per unit for either transport
or delay.

Selected
Answer:
Correct
Answer:

0.0002+0.0039+0.0016+0+0.0043+0/6= 0.0017 is the average cost per unit for

transport and delay in the first ten steps.

6 steps, i.e., Steps 2, 4, 5, 7, 8, and 9 involve transport or delay. Steps 2, 4, 7,

and 8 have cost per unit. For Steps 5 and 9, no cost per unit is given, so assume
0.
Thus, average cost per unit for Steps 2, 4, 5, 7, 8, and 9 = [0.0016 + 0.0039 + 0
+ 0.0043 + 0.0002 + 0] / 6
= 0.00167

Response
Feedback:

[None Given]

Question 8

Carefully review the Process Chart in Figure 5 3c on Page 77.

Considering the first five (5) steps, compute the total cost per unit for all operations.
Selected
Answer:
Correct
Answer:

0.00217+0+0.04494+0.00225+0+0.00225+0.0516= 0.10321 total cost per

unit for all operations

Only Steps 1, 3, and 4 should be considered as for operations in Steps 1 - 5.

For Step 1, cost per unit = 0.00217
For Step 3, cost per unit = 0.04494
For Step 4, cost per unit = 0.00225
Total cost per unit = 0.00217 + 0.04494 + 0.00225

= 0.04936
Response
Feedback:

[None Given]

Tuesday, December 1, 2015 2:14:12 AM EST

Suggestions for Improvement IET 317

I would like to have seen more individual study assignments like that of the work station
design assignment. I think by giving us individually a big task and letting us understand how to
use the charts, stopwatch studies, and calculations, we can better understand why each thing is
done, and how it benefits. I would have also loved to have seen an industrial engineer actually
doing this type of work in a factory and have his take on the studies we were learning to see
exactly how he/she applied these concepts.