New Human-centered Production System.
Building an Integrated Human Management System
HIROHISA SAKAI
Kawasaki Heavy Industries Ltd.,
105, Shobuike, Nagakute-shi, Aichi, 480-1115,
JAPAN
Abstract: - Currently, Japanese companies are working to survive and develop "global production" to realize
"the same quality and simultaneous start-up" in the world. From such a background, the production operator is
required to change from simple labor until now to an intelligent production operator, and it is important not
only to carry out the decided standard work but also to train the operator who can conceive himself and self
"kaizen" at an early stage. The author has defined them as intelligent operator and consider that "the evolution
of technology and skill (man)" which makes "the advanced production system be used and guaranteed high
quality in the manufacturing site" decides the success or failure of the global strategy. Therefore, the author has
devised an integrated human management system "HI-POS (Human Intelligence–Production Operating
System" aiming at strategic operation to "global production", and demonstrated the effectiveness of the
proposed "HI-POS" at an advanced company, Toyota.
Key-Words: global production, intelligent operator, kaizen, integrated human management systems, HI-POS,
Toyota
Received: July 18, 2022. Revised: March 14, 2023. Accepted: March 26, 2023. Published: May 3, 2023.
1 Introduction
Currently, Japanese companies are developing
"global production" for the realization of "same
quality and simultaneous start-up" in the world to
survive, [1], [2]. Against this background, the author
has proposed an integrated human management
system "HI-POS" aimed at strategic operation to
"global production". Concretely, it is composed of
the core of-operator training based on "human".
The author has demonstrated the effectiveness of
the proposed "HI-POS" in Toyota.
2 Background-past and Current
Mechanism of Japanese Production
2.1 Production Methods that have
Supported the Automobile Manufacturing
Industry
The following are examples of the automobile
manufacturing industry, which has played a central
role in manufacturing. Vehicles were invented at the
end of the nineteenth century, and the
manufacturing method of automobiles begins with
hand-made by skilled workers. Later, Henry Ford
developed a mass production system by setting up
standard components and using a conveyor system,
[3].
Toyota Motor Corporation (hereinafter referred
to as "Toyota") has investigated the Rouge Plant of
Ford Co., Ltd. the mass production method, and the
current "Toyota Production System (TPS)" was
developed and established over a long period of
time, and this production method became the
driving force of the strength of the manufacturing of
Japanese manufacturers, [4], [5], [6].
Specifically, it is aimed at eliminating
wastefulness through human ingenuity ("kaizen")
and pursuing the standardized work of the
production line. Nowadays, it is called the "lean
production system" and "JIT", and it is a typical
Japanese production system, [7], [8].
Especially, regarding "human", the standardized
work shows the procedures, etc. in which a worker
handles multiple machines, and the standardized
work is also a means for "kaizen" the present work,
and the revision of the standardized work is always
carried out by a person.
2.2 What are the Management Issues Facing
Japanese Companies?
Implicit knowledge, including intuitive elements
such as personal knowledge, perspectives, and
values rooted in the experience of each individual,
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was the source of the competitiveness of Japanese
corporations. Now, this is a major step in the
transmission and development of technologies and
skills to overseas countries.
It is important to place the highest priority on
and localize a wide variety of cultures in foreign
countries.
2.3 What is Required of the Next-
Generation Production System?
To provide customers with "high value-added
products" that overcome "global quality
competition", production operators embodying
unprecedented "high-performance, high-
functionality" products must be required to
transform from simple labor orientation until now to
intelligent production work, and not only implement
the determined standardized work but also develop
operators who can "kaizen" themselves by
conceiving their wisdom at an early stage. The
author has defined them as intelligent operators and
considers that the "evolution of technology and skill
(man)" that makes full use of production facilities
and guarantees high quality at the manufacturing
site determines the success or failure of the global
strategy, [9], [10], [11], [12].
3 New Human-centered Production
Framework: Creation of "HI-POS
3.1 Aim of "HI-POS" Innovation
Figure 1 shows "HI-POS"(Human Intelligence-
Production Operating System) of realizing an
improvement in intelligent productivity by capturing
the necessity of creating a new human-centered
system for manufacturing that satisfies creative
work, [13].
Fig. 1: Human Intelligence-Production Operating
System
Concretely, (5) the training method according to
the diagnostic result, [14], (6) the mechanism for
self-learning and the data-making of personal skill,
[15], and (7) the optimum human arrangement such
as the digital pipeline process, [16], are required as
the promotion means of the assist-skill training of
the operator, after the diagnosis of the operator-
aptitude diagnosis of dexterity and dexterity.
In addition, it is important to create an
environment with good workability based on the
conventional "kaizen" and to arrange "persons" with
different cultures and habits all over the world in the
right place for appropriate personnel, and to conduct
training to give the specified skill uniformly.
3.2 Configuration of "HI-POS"
Features of "HI-POS" are composed of the
intelligent diagnostic method "HID" (Human
Intelligence Diagnosis System), [14], which finds
the factor which obstructs the high-quality,
integrated assist system "HIA" (Human Integrated
Assist System), [15], for the evolution and
transmission of the technology of the human
wisdom, and "HDP" (Human Digital Pipeline
System), [16], which links the intelligent production
information of them in the digital pipeline from
design to manufacturing as the key technology of
"HI-POS" which embody the intelligence of the
production operator as three core-systems.
The features of "HID", "HIA" and "HDP" are
described below.
"HID" has the following features. First, it is
important to visualize the overall operation status of
production equipment, such as equipment,
operators, control equipment, and computers,
focusing on the flow of items. In addition, regarding
the production process, the "visualization of the
production process" is embodied by converting
information such as control equipment into
"production technology information data". By this,
the contents of tacit knowledge of production
facilities and production processes which had been
made black box are clarified, [17].
Specifically, HID has been proposed as a system
for analyzing problems, proposing countermeasures
and making prior evaluations, implementing
countermeasures, and making final evaluations of
integrated production processes. The system’s
structural elements are comprised of the seven steps
shown in Figure 2 and outlined below, [18].
(1) In the analysis plan proposal, the objectives
and policies for analysis are clarified and related
persons share relevant information. The following
analyses and countermeasures are planned in
agreement with related parties.
(2) A fact-finding survey is carried out, based on
"genchi-genbutsu" and in line with the objectives
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and policies for analysis. This survey is divided into
a survey and analysis of the overall outline, and a
survey and analysis of the details. The former
involves gaining an understanding of the outline of
the entire process to be analyzed and defining any
problem areas. The latter is based on these results
and aims to make problem issues still clearer.
(3) Overall problem issues are defined in terms
of the elements related to both the production
process and the production line division (people,
production-related items, money, information, time,
etc.). The positives and negatives of each of these
are analyzed from various perspectives in terms of
integrated production processes. Furthermore, the
authors have established and are applying a new
modeling method, TLSC (Total Link System Chart),
which facilitates the consideration of kaizen details
and methods already implemented.
(4) When tracking down problem areas, TLSC
should be utilized, thereby allowing latent problems
to also be discovered.
(5) Problem areas should be organized by
grouping using the KJ and other methods.
(6) The root causes of problems should be traced
using further logical development and appropriate
collection and organization of verifying information.
(7) In terms of the proposal and evaluation of
countermeasures, the level to which each proposal
will implement kaizen, as well as the cost of kaizen,
should be considered.
Fig. 2: Concept and structural elements of HID
It is necessary to utilize the previously
mentioned "HID" to improve the performance of
production operators. In addition to the ability of
technology and skill, it is important to make them
self-realize "challenge and creation" and give them
the willingness, pride, ethics, etc.
Fig. 3: Concept and structural elements of HIA
Therefore, "HIA" is a new system to assist them
in voluntarily advancing "kaizen" by self-answering
about the work involved.
This system comprises the following elements as
a means of developing the techniques (knack and
key points) of production operators engaged in
standardized tasks, as shown in Figure 3:
(1) Global implementation of the same standards,
(2) Convenience, and
(3) Maintenance/maintainability of intelligent
systems.
By this, it is considered that the creative
contrivance for the skill improvement of the
production operator voluntarily and willingly
advances.
The level of performance of production operators
should be evaluated using HID, as explained above.
In addition to engineering and technical skills,
operators must possess a spirit of challenge and
creativity, enabling them to realize their targets and
work with commitment, pride, and logic.
"HDP" is a system that allows domestic and
overseas production operators to link the intelligent
production information on accumulated technology
and skill in a digital pipeline from design to
manufacturing to solidify the simultaneous start-up
of the world. By this, it is possible to realize
intelligent education and training in which
intelligent productivity is raised.
The main structural elements of this system are
shown in Figure 4. They include:
(1) the use of design data (even in cases where
there is no prototype) relating to a new product,
from its design to the production engineering stage,
as well as the individual operations used by
production operators on the assembly line; all of
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which are included in a work instruction sheet,
which is created in advance.
(2) Facilitating image training in the proscribed
order of assembly, even when there is no actual
process available to refer to so that the necessary
technical and engineering processes are understood
and operators are trained in them from the
production engineering process stage.
These elements work to reduce the disparity
level between individual production operators, and
allow the bottom-up communication of skills to
those unfamiliar with them in a short time, [19],
[20], [21].
Fig. 4: Concept and structural elements of HDP
3.3 "HI-POS" Hardware System Software
System
"HI-POS" consists of HID, HIA, HDP, and V-MICS
hardware and software.
The first HID which composes the main system
of "HI-POS" has a software system that explicitly
indicates the concrete output and method of the
production process and a hardware system that
enables management and operation of them on a
computer. Then, the second HIA has a friendly
software system that can be used universally and a
hardware system that shares that information. In
addition, the third HDP has a software and hardware
system capable of extracting and generating the
necessary data from the digital pipeline. By utilizing
these systems in an integrated manner, the
development of intelligence operators is properly
realized in a short period of time.
In addition, the fourth V-MICS which supports
"HI-POS" has a software system representing how
the components constituting the robot are
disassembled and reassembled by CGs and a
hardware system sharing that information.
4 Case Study of "HI-POS"
In this chapter, the author has illustrated "HID";
operator diagnoses, "HIA"; operator assistance, and
"HDP"; digital pipeline as a case study of the "HI-
POS" the author can propose.
4.1 HID
This paper presents an example of applying "HID"
to a new person at the start-up of a line in a new
overseas factory. Here, the example of visualization
of the work training process and skill learning step
is taken up, and the effect is described.
Fig. 5: Training process for assembly shop
Figure 5 shows an example of visualization of
the work training process, "Training Process for
Assembly Shop". (1) Class-room Training, (2) Skill
training, (3) Off-line training, and (4) On-line
training are organized in this order, and each
operation method can be extracted from the system
and found in real-time, and systematic practical skill
training is carried out by these.
As a consequence, the author was able to achieve
the "HID" at the same time, and at the same time,
the target operating rate was achieved from the start
of production at new overseas plants in Toyota,
making it the foundation for the "global production"
strategy, [22].
Next, the author has outlined the visualization of
skill mastery steps. When a new person and veteran
were compared on the "fundamental skill" training,
it was found that the dispersion of the work using
the tool was big in comparison with that of the
manual work. It is presumed that the accumulation
of failures in the setting of parts to the tool is
varying.
In addition, it is classified into four classes
according to the level of skill learning from the
results of work training (Class A: early learning
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time in dynamic training in dexterity, Class B: slow
learning time in dynamic training, Class C:
relatively early learning in dead but dynamic
training, Class D: slow learning time in dynamic
training in dead dexterity).
When the transition from the level of mastering
in the "fundamental skill" training such as bolt
tightening to the dynamic training was analyzed
using the three factors of tool work mentioned
above-manual work, stability over the failure
frequency-instability, and the learning time (time
base) is quick-slow, as shown in Figure 6, it can be
confirmed that the transition from Class A to Class
D is stepwise since the four classes overlap
according to the time base in the whole as shown in
Figure 6.
Fig. 6: Steps in skill acquisition
Once the trainees complete the class-room
training on quality, safety, etc., they are ready to
acquire the skills required for their actual work.
Skill training breaks down the fundamental skills
into eight categories: (1) Tightening, (2) Screws and
grommets, (3) Attaching, (4) Connectors, (5) Hoses,
(6) Hole plugs, (7) Flare nuts and (8) Inserting.
The training also identifies techniques (knack
and key points), which are taught in an appropriate
sequence. The training is repeated until the trainees
reach the goals indicated on the evaluation sheet.
For off-line training, an actual vehicle will be used
and the trainees receive on-the-job training (OJT) in
parts assembly on a stationary vehicle, followed,
finally, by on-line training where they are placed on
real assembly lines. The on-line training gives the
trainees another OJT opportunity and is conducted
at actual line speed.
Figure 7 shows the assembly work training
curriculum and traditional and HID training results.
The traditional one-to-one method that focused on
OJT relying on the individual capabilities of highly-
skilled trainers with years of experience in Japan
resulted in inconsistency among plants (plants A
through D) in terms of training hours required and
contents of class room training, skill training, off-
line training, and on-line training. Some trainers
skipped the off-line training and took the trainees
directly to the on-line training stage for exposure to
the speed of the actual production line.
Fig. 7: Training curriculum for assembly works and
current status using HID
In contrast, the HID training cut the target
completion of the course by more than half, to 2.5
days. It also set the training hours for each segment;
class-room training: 1 hour; skill training: 3 hours;
off-line training: 4 hours; and on-line training: 8
hours. When training was carried out, off-line
training took one day, and on-line training 1.5 days.
The training finished in 2.5 days. The on-line
training in this particular case study had to deal with
many different model types (model types A to F),
which caused some problems. However, it
encouraged the authors and led to the conclusion
that training could be completed in two days, under
normal circumstances.
The trainees traditionally needed four weeks to
develop their skills to a level that satisfied the time
and accuracy requirements. Under the HID operator
training processes, all the trainees were able to
acquire the skills in about half that time. An analysis
of the result shows the following:
(1) The class-room training allowed the trainees
to develop more accurate images of their work. The
skills training broke down the skills into more
detailed elements such as tightening. It clarified the
skill level of each individual in specific elements.
The training focused on his/her low skill level
elements, resulting in a quick improvement in the
trainee’s skills.
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(2) The teaching processes and the sequence
were identified. It eliminated variation of training by
trainers and achieved teaching content and method
consistency. Consequently, the training was
efficient and resulted in even acquisition of the
skills by the trainee.
This case study has proven the effectiveness of
the HID operator training processes in faster skills
acquisition by breaking down the skills, visualizing
the skill level of each individual, focusing on select
skills, and repeating training on these specific skills.
A supplementary benefit of these processes was
noticed with disabled operators. The operator
training for disabled trainees has typically been a
special session. The HID operator training
processes, however, made it possible to train these
operators along with other trainees. It eliminated the
need for a special session, contributed to faster skills
acquisition, and improved training efficiency.
Despite these benefits, the HID operator training
processes proved to be slightly less effective than
the conventional one-to-one method in some
specific work items where operators need to
improve their skills to an even higher level. This
issue should be studied in the future.
The analysis was then carried out with only two
components: tool work-manual work, quick-slow,
and it was found that there exists an extremely
independent class: D. Further analysis of this class
on a stable-unstable axis did not fail, but because the
time was slow, it was found that the finger did not
move and the learning level did not improve.
By these, the step of the skill learning became to
move the finger first, and then the manual work
became possible, and the tool work became possible
last, and the number of failures decreased by
repeating the number of training afterward, and the
stable work became possible, [14].
4.2 HIA
An example of applying "HIA" to production
operators in overseas factories is introduced. Here,
the example of the intelligent IT system which
utilized the video is taken up, and the effect is
described.
To be more precise, an example from the
trimming process is shown in Figure 8. Fundamental
skills are stratified into eight items: (1) bolt (6 mm)
tightening, (2) bolt (8 mm) tightening, (3) nut
tightening, (4) screw tightening, (5) connector
installation, (6) screw grommet installation, (7) parts
selection and (8) rope routing.
Fig. 8: Example of skill levels between
requirements and personal diagnosis
The training is conducted with stress placed on
bolt (6 mm) tightening and nut/screw tightening,
which involves significant differences between
requirements and personal diagnosis, making each
person aware of, and able to overcome their weak
points through training. The training is conducted
repeatedly until the attainment of the target level by
evaluation using the specified evaluation sheet.
While conventional training is aimed at mere
satisfaction of the target time specified, the new
method uses a visual manual aimed at ensuring each
trainee acquires the required skills for specified
quality assurance through repeated teaching
according to his or her progress for the procedure,
broken down into techniques (knack and key
points).
Figure 9 shows an example of the visual manual
concerning the bolt-feeding operation. Accurate
motions are visually indicated using still pictures,
moving images, and animation. The explanatory text
under each image describes why the posture is
needed, what role it plays in quality assurance, or
other information from the intelligence operator to
share the best practices in the world.
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Fig. 9: Example of visual manual concerning bolt
feeding operation using HIA
Figure 10 shows the learning evaluation
conducted for new employees assigned to the
trimming process. The learning curve for
conventional training consists mainly of OJT using
the actual vehicle and is compared with the new
training using the visual manual. The degrees of
learning indicated in the time series for the assigned
trimming process job according to the individual
evaluation sheet (details are omitted) show that it
took four weeks until the satisfaction of the
specified level of accuracy within the specified
work time in the case of conventional training, but
this was reduced to one half with the new method.
The analytical results are as follows:
Fig. 10: Learning evaluation for new employees
assigned to the trimming process
(1) Training with the visual manual of primarily
individual weak points based on personal diagnosis
has improved the image of the assigned job and
achieved faster learning compared to the
conventional method
(2) When training with the visual manual is
combined with OJT on the actual vehicle, etc., it has
been confirmed that the learning speed can be
increased through repetition of training that personal
weak points.
(3) Efficient training was attained without
dispersion in the degree of learning by teaching the
same contents in the same manner according to the
clarified teaching process and procedures not
dependent on differences between trainers.
Furthermore, the "HIA-Intelligent IT System
(HIA-IITS)" makes the person understand and
convince by the video which was studied voluntarily
using the video on the know-how such as the
working posture which was conventionally
communicated verbally was devised, and the
training is carried out repeatedly until the person
understands and convinces the person. Specifically,
after image training is loaded, a series of operations
with a "Highly skilled trainer" is recorded with
moving images as shown in Figure 11, and the
newly employed operator is similarly captured with
the movement of the operation as data so that both
images can be viewed synchronously side by side in
the PC, [15].
Fig. 11: Image comparisons of a highly skilled
trainer and a newly employed operator
By this, the newly employed operator can
understand its weak point objectively, and it became
possible to reach the predetermined skill level in a
short period by repeatedly practicing it again. In
addition, a system in which a video of a series of
work by a highly skilled trainer is contracted with a
production operator as an employment condition
was also introduced in overseas production plants.
4.3 HDP
An example of applying "HIA" to production
operators in overseas factories is introduced. Here,
the example of the intelligent IT system which
utilized the video is taken up, and the effect is
described. An example of applying "HDP" to the
simultaneous world start-up of new products is
introduced. This paper outlines the process
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composition simulation ((a) operator interference
simulation, and (b) process interference simulation)
which derives the optimum combination of works
based on the work procedure manual, and describes
the effect.
Fig. 12: Calculation of coordinate locations
V; Walking speed
VG; Tact Speed
MG; Distance from a start position
VX; X-coordinate of V's working position
VY; Y-coordinate of V's working position
MGX; Max Move Time per Hour for X-Coordinates
MGY; Y-coordinate maximum travel time per hour
T; Walking time
"Walking time calculation formula":
aacbbT /)( 2
22
2GYGX VVVa
GYGYGXGX VMVMb
22 GYGX MMc
When moving from the operator's current work
position to the next work position, considering the
speed of the conveyor, Figure 12 shows the concept
of coordinate calculation so that the operator can
move in a straight line. The walking time of the
worker is generally expressed as shown in Equation
(1). In addition, considering the matching with
actual work, the following three requirements are
complemented and the next coordinate position is
calculated.
a) In order to simulate the route to circumvent by
avoiding the contact between the worker and the
body (Vehicle), it is set beforehand which avoidance
point is taken in the case of which working position
from which working position. (When working
inside an actual vehicle, the avoidance point is set to
a total of four points by considering the front of the
vehicle (Engine Compartment), the rear (Luggage),
or the whole as one square, respectively, and the
avoidance point is set to two points on the right and
left (Center Pillar), and the process operator is
programmed to avoid interference with the vehicle:
Figure 13)
b) In order to obtain the shortest route and the
shortest distance, the following working positions to
be moved are calculated using Dijkstra’s algorithm,
[23], [24], (shortest route calculation method).
(Provide a pattern in which a process worker can
move by line segment as shown in the following
figure for each vehicle model, and calculate which
route is shortest when passing through it using the
Dijkstra algorithm.)
c) As per various conditions, the next movement
coordinate is calculated for each increment time
(initial setting is 1 second). The shorter the
increment time, the more precise the simulation can
be performed (however, the load on the PC
increases because the computational complexity
increases).
Through these efforts, they were successively
deployed at the time of the new car switch of
overseas business entities, and the effects of early
adoption were obtained, such as reaching the target
level at the assembly trial stage before the start of
mass production, as the initial aim of both
productivity and quality. In addition, falls at
changing points such as cycle time changes due to
increased production capacity after the start-up are
also avoided, [16].
Fig. 13: Advance setting for avoidance points
4.4 Effectiveness of HI-POS Application
As shown in Figure 14, the target of both
productivity and quality was achieved at the stage of
trial assembly before the start of mass production,
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demonstrating the accelerating effect. Also, the drop
at transitional points, such as the cycle time change
for increasing production capability was avoided.
The proposed system contributed to the global
production strategy of Toyota; which requires
achieving worldwide uniform quality and
simultaneous new model launches.
Fig. 14: Productivity / Quality Evaluation
5 Conclusion
The author has proposed an integrated human
management system "HI-POS" aiming at strategic
operation to "global production" to realize
"simultaneous start-up and same quality" in the
world and demonstrated its effectiveness through
demonstration examples of Toyota.
Acknowledgement:
I am very grateful to Dr. Amasaka and Dr. Otaki for
their extensive guidance on this paper and other
topics as well as for assisting in the completion of
my doctoral courses.
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WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.43
Hirohisa Sakai
E-ISSN: 2224-2678
415
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