Manufacturing Engineers

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Roles and Responsibilities of

Manufacturing Engineering

in Japan and Europe

Understanding Japans current and future automotive industry

The Univ. of Michigan, sponsored by Doshisha Univ.

D.A. Heller, 2013

I s M .E. the lynchpin of a lean productive enterprise?

Daniel Arturo Heller

([email protected])

Yokohama National University

Inside Japan: April 19, 2013


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Agenda1. Introduction: What is M.E.?

2. System Integration: Necessary & Difficult

3. Intl Comparison of System Integration

Japan = Key role played by M.E.

Europe = Key role played by development

(i.e., product engineering)

4. Overseas expansion of Japanese companies:

Doing Japanese-style M.E. abroad (or not?)

Roles and Responsibilities of Manufacturing Engineering in Japan and Europe

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D.A. Heller, 2013 3

What is M.E.?

Manufacturing Engineering sits between productdevelopment and manufacturing in the valuechain

Roles of M.E.

Set plant layout & production process flow

Establish standard operating procedures

Design production equipment


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MM.E.

Manufacturing Engineering

D

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System Integration Example

Lynchpin

System Integrator

In Japanese: (ogiwa no kaname)(Photo Sourcehttp://japan.osu.edu/culture_box_program.html) D.A. Heller, 2013


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Integration is often Difficult

Integration is made difficult by:

Uncertainty in user needs

Trade-offs among a products functions

High complexity of structural component

interactions

Automakers faced with great challenges inall three of these areas

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Difficult System Integration

Examples

Piston and Piston Ring

Car Door

Car

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Piston and Piston Ring

(: Riken Corporation, 2008 Corporate Outline)

(: Aisin Seiki, 2009 Company Profile)

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Car Door

(: Aisin Seiki, 2009 Company Profile) D.A. Heller, 2013


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Car

Mazda Familia 1966 : To ota Automobile Museum brochure 2005D.A. Heller, 2013


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1212

RX-8

(2003)

(Source: Mazda Motor) D.A. Heller, 2013


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System Integration in Automotive

Product Development(Clark & Fujimoto, 1991; Higashi & Heller, 2012)

Integrate movement of information

Maximize the time spent on value adding activities

Two Types of Integration

External integration (achieving fit w/ customer needs) Internal integration (coordinating divisions & suppliers)

Key complicating issues : Uncertainty in

User needs, user interface

Productsstructuralinteractions Productsfunctionalinteractions

Principal system integrator (the lynchpin):

HWPM(Heavy-Weight Product Manager)

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Integrative Role of HWPM

Heavy-Weight Product Manager (HWPM) is the

cornerstone of lean development for products:

With high complexity, and Equivocal user needs

HWPM leads both external and internal system

integration (i.e, plays the role of both a planner

and an engineer)

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Automotive Lean Manufacturing(Womack et al., 1990; Koike, 2008)

Whole plant optimization to minimize waste

Integrating the movement of

Material Work Activity Information

to get smooth flow from input to output.

Key complicating issues: Uncertainty in

Market demand

Manufacturability of product design

Parts/component delivery

Principal system integrator (the lynchpin):

Shop-floor worker

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But, who integrates Product Development (D)

and Manufacturing (M)? For complex assembly products, there is

often a vast chasm between D and M

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D.A. Heller, 2012 18

Development

Manufacturing

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Role of M.E. in (Toyota-style) Japan

Strong capability in Manufacturing

Engineering can be the bridge between

product development and manufacturing M.E. can be the principal system integrator

for the whole productive endeavor

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Development

Manufacturing

M.E.

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Why give M.E. this role?

An unlikely candidate to be key player

M.E. neither develops nor manufactures the

product

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M.E.

?

D.A. Heller, 2013

D M

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Why M.E.?

M.E. can occupy a neutral position

Because it neither develops nor manufactures the product

M.E. is positioned to look both ways For problem solving M.E. is independent of the localinterests of D and M

M.E.s neutrality frees it to be the guarantor ofthecustomers interest

M.E. can translate, mediate and adjudicate:

Between product development and manufacturing

Across development and manufacturing functions

Within development and manufacturing functions

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Tend to see

D M

or

But with PE as mediator/adjudicator

Customer!

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Two-way System Integration

This role for M.E. is typical of Japanese management:A focus on the key role played by the middle

System thinking needed

Systems knowledge = systems thinking

Connection knowledge (Sobeks term)

System-level design (Sobek, 2006)

The aim is full-system optimization

Products that are complex systems require organizations

that efficiently manage complex management systems

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M.E. in (Toyota-style) Japan

Role = System Integrator of Productive Enterprise

Responsibility = 1stbe customers guarantor

2nd be active internal mediator

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M.E. as Lynchpin

M.E.

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Impact of M.E. as Lynchpin

On Product Development

Less designing

More choosingdriver of strategically focused design work?

On Manufacturing

Less capital investment

More skill development of workers

driver of improved market responsiveness?

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The result

D.A. Heller, 2012 29Photo Source: wikipedia

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The result


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The result


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The result


YNU Does M E play such a system


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MM.E.

Does M.E. play such a system

integrating role in European Companies?

DIn most cases

NOWay!

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D M(M )E

M.E. in Europe

newproductionequipment

By closely linking M.E.with Development, M.E.s

Output can be clearly

defined. D.A. Heller, 2013

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Development

Manufacturing

+(M)E

In Europe, rather than Japanese (Toyota) style two-way,

one-way (upstream to downstream) integration seen.

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M.E. in Europe (typically?)

Role = Designer of new production equipment

Responsibility = Make high-spec equipment

(but notresponsible for actually achieving the high specs on a

day-to-day basis)


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The result

D.A. Heller, 2012 37Photo Source: http://www.autoexpress.co.uk

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The result

D.A. Heller, 2012 38Photo Source: http://www.autoexpress.co.uk

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The result


YNU Roles and Responsibilities of Manufacturing Engineering in Japan and Europe


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p g g g p p

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Empowerment of M.E. in

Overseas Subsidiaries To get global optimization, become truly lean, must

strengthen M.E. in the overseas subsidiaries of

Japanese automotive companies

But M.E. is not a natural repository of power andinfluence. This is especially true outside of Japan.

Special organizational initiatives needed.

For example in Toyota, Japan: High % of top management w/ M.E. background

As of 2007, in Toyota City there were more than 8,000

Manufacturing Engineers (called production engineers)

(notincluding plant-based manufacturing technicians) D.A. Heller, 2013

YNU Capabilities needed for


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Capabilities needed for

Japanese-style M.E. to work

Systems thinkers w/ connection knowledge

Deep understanding of development

Deep understanding of manufacturing

Strong working knowledge of CAD/CAM

Interpersonal skills (negotiation)

Organizational memory

Understanding of customers interest

Not easy to find (develop) such manufacturing

engineers outside of Japan. D.A. Heller, 2013

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A Long-Term Challenge

More standardization of development needed Shared priorities facilitate standardization

Getting agreement on what are the right priorities takes

time and effort

Everyone must buy-in to these priorities

Cultural transformation needed

Empowering overseas M.E. function

Career path management; top-level people into M.E. Only possible when the whole enterprise values and

rewards systems thinking

Recruiting & retaining appropriate persons

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D.A. Heller, 2012 44(Cover of Harvard Business Review, May 2010)

(Keeping themin M.E. is

even harder)

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A concluding word on doing


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A concluding word on doing

Japanese-style M.E. overseas

Japanese-style M.E. all begins with understandingones neighbors (the upstream & downstream

processes you interact with)

Best way to diffuse it = just do it (yourself)! Do your own job considering your neighbor

Value connection knowledge (Sobek) and reward it

and the lean results will naturally follow.

D.A. Heller, 2013

The problem is such diffusion takes time. (Can it be accelerated?)

For the foreseeable future, expensive & supply-constrained Japanese

expats and short-term assignments must continue to shoulder the

burden of doing Japanese-style M.E. overseas. (Is there enough time?)

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Selected ReferencesClark, K. B., & Fujimoto, T. (1991). Product Development Performance, Harvard Business School Press,

Boston, MA.

Higashi, H., & Heller, D.A. (2012). Thirty Years of Benchmarking Product Development Performance:

A Research Note. The University of Tokyo Manufacturing Management Research Center, Discussion

Paper Series, No. 395. http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfKoike, K. (2008). "Kaigai Nihon Kigyo no Jinzai Keisei", [Human Resources Development of Japanese

firms overseas], Tokyo: Toyo Keizai Shinbunsha (in Japanese).

Marinov, M. & Heller, D.A. (2013) Manufacturing Management Research Center, F-202 Discussion

Paper. http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfTodaysfocus

Shibata, H., (2009), "A comparison of the roles and responsibilities of manufacturing engineers in Japan

and the United States", The International Journal of Human Resource Management, Vol. 20, No. 9, pp.18961913.

Sobek, D.K., II (2006) System-Level Design: A Missing Link?International Journal of Engineering

Education, vol. 22, no. 3, pp. 533-539.

Whitney, D.E., Heller, D.A., Higashi, H., & Fukuzawa, M. (2007) Production Engineering as System

Integrator? A Research Note based on a Study of Door Engineering and Assembly at Toyota Motor

Corporation Manufacturing Management Research Center, F-169 Discussion Paper. http://merc.e.u-

tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdf Todays focus

Whitney, D.E. (2008) Design and Manufacturing of Car Doors: Report on Visits Made to US, European

and Japanese Car Manufacturers in 2007 Manufacturing Management Research Center, F-202

Discussion Paper. http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdf

Womack, J.P., Jones, D.T. & Roos, D. (1990), The Machine that Changed the World: The Story of

Lean Production, Rawson Associates, New York, NY.

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http://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC202_2008.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC169_2007.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC431_2013.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdfhttp://merc.e.u-tokyo.ac.jp/mmrc/dp/pdf/MMRC395_2012.pdf


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Thank you!

Q&A


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Appendix


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Tasks of Manufacturing Engineering

(1) Line design - designing production lines orproduction processes;

(2) Method development - developing production

methods, and/or equipment;

(3) Production preparation - setting up new

production machinery or equipment, making

jigs, tools and dies;

(4) Production improvement - improving existingproduction lines and processes, with the aim

of getting productivity increase.

Shibata (2009) 49 M. Marinov & D.A. Heller, 2013

YNU cro- eve ummary:Distribution of Manufacturing Engineering Tasks


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yDistribution of Manufacturing Engineering Tasks

Focus on

analytical tasks in

the phase

Key: Blue indicates holder of overall responsibility; Lead role means coordinate, strongly influence

decision making, and execute the majority of the tasks in the phase; Informational support means focus

on providing feedback from the point of view of the line operators; At both Supplier E and Supplier J, ME

provides various forms of technical and informational assistance to MT in the production preparationphase. Figure Source: Marinov & Heller (2013), p. 18; see also, Shibata (2009)

(Europe)

(Japan)

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T f k i ti i


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Types of work organization in

manufacturing engineering JAPAN

In assembly and part-processing shops

automobiles, car components, electronics

51 M. Marinov & D.A. Heller, 2013

MTME

Method

developmentLine design

Production

improvement

Production

preparation

ME - manufacturing engineers

MT - manufacturing techniciansShibata (2009)

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T f k i ti i


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Types of work organization in

manufacturing engineeringthe U.S.

In assembly and part-processing shops

automobiles, car components, electronics

52 M. Marinov & D.A. Heller, 2013

ME - manufacturing engineers

Shibata (2009)

ME

Method

developmentLine design

Production

improvement

Production

preparation

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Key Differences between Japan and the US

1. Overlapping or notCompared to the U.S. companies,

the Japanese companies exhibited

downstream personnel who are

much more heavily involved in

upstream processes

Shibata (2009, p. 1907)

2. Hierarchical or not

Japan Horizontal relationship between ME and MT

US Vertical relationship between ME and MT

3. Localized or not

US: MT localized to plant

Japan: Inter-divisionaltasks and functions of MT

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Why is ME in Japan and the US different?

(1) Integration (suriawase) orientation - higher

integral capabilities in Japan.

(2) Production workplace orientation - employees

are heavily oriented to:

production

production workplaces

on-site probelm solving

Shibata (2009) 54

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Segregation of work in U.S Companies

In the U.S., Engineering drawings are not tangible

objects, separating the engineers, and to a lesser degree

the technicians, from the assemblers.

Bechky (2003a, 2003b)

In Japan, engineering drawings are tangible objects

and serve as common ground that can reconciledifferences among groups.

Shibata (2009)

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Middle-Up-Down figure

561996191

Middle-up-down

Management

(Source: Nonaka& Takeuchi, 1996,

Knowledge Creating

Company)

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Middle-Up-Down vs. top-

down/bottom-up

571996192 D.A. Heller, 2013

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/West /Japan

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top

middle

bottom

middle

bottom

top

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top

middle

bottom

middle

bottom

top

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/West /Japan

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boss

worker worker worker worker

boss

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SourceLean Enterprise Institute

2008kaizen!

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Whats a lynchpin?

Pin inserted through an axletree to hold a

wheel on

(Source: http://www.thefreedictionary.com/lynchpin)

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http://www.thefreedictionary.com/lynchpinhttp://www.thefreedictionary.com/lynchpin


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(s: http://farm1.static.flickr.com/14/18180390_cab6aad207.jpg

http://www.disabledparents.net/imagesres/cribpics/hasp-linchpin-pull-rev.JPG)

D.A. Heller, 2013

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http://farm1.static.flickr.com/14/18180390_cab6aad207.jpghttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://www.disabledparents.net/imagesresources/cribpics/hasp-linchpin-pull-rev.JPGhttp://farm1.static.flickr.com/14/18180390_cab6aad207.jpg


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A lynchpin

pin inserted through an axletree to hold a

wheel on

a central cohesive source ofsupport and stability

(Source: http://www.thefreedictionary.com/lynchpin)
http://www.thefreedictionary.com/lynchpinhttp://www.thefreedictionary.com/lynchpin

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