Production Management

Production Management

Every manager would carry out the basic functions of the management process . Process management ( management process) consists of planning , organizing , setting employees , directing , and controlling . Productions managers implement the management processes in decision making in production management functions .

The scope of production management based on the relationship of three aspects , namely : 1 . Structural aspects , such as the input will be transformed according to the criteria desired products , machinery , equipment , formulas and models . 2 . Functional aspects , namely the relation between the input component , with interactions ranging from planning , implementation , control , and improvements to obtain optimum performance , so that operations can be run in a sustainable manner . 3 . Environmental aspects , is a trend that occurs outside the system , such as the public , government , technology , economic , political , social, cultural , demonstrate adaptability .
3 Based on the above aspects , the scope of production management is defined to be the ten most important decisions in the management of production is as follows :
1 . Design products and services 2 . managing quality 3 . strategy process 4 . strategy location 5 . Layout strategies 6 . Human resources 7 . Supply chain management 8 . inventory management 9 . scheduling 10 . maintenance

Now we know the life cycle of a product , the manufacturer will know when it is appropriate to begin production , namely :
1 . First In Last Out Manufacturers produce goods that did not previously exist and remain on the market until the stage of deterioration , eg Perumka , Pawn , and taps .
2 . First In First Out Manufacturers began producing the goods at the time of introduction and stopped at the time of maturity , this is done in anticipation of diminishing returns . Suppose watch brand Casio products are always released the latest fashions .
3 . Last in Last Out Manufacturers produce at the stage of growth , and exit the market at this stage of deterioration . The resulting product typically has a cycle length bidup done as efficiently as possible so that production , large volume , and high technology at the lowest price possible . The goal is to save the cost of introduction .
The traditional approach to product development is described in departments working under the management of the organization. The departments are as follows : 1. Department of research and development ( R & D ) , assigned to conduct research related to the products to be produced 2. Engineering department , tasked to design a product 3. Manufacturing engineering department , tasked to design a product that can be produced 4. Production department , in charge of producing the products that have passed the test in the previous department .
The advantage of this approach is that the duties and responsibilities that remain from each department . The disadvantage is the lack of thought in the presence of the future in terms of how the departments under it in the process of dealing with concepts , ideas , and designs are presented , and finally the opinions of the customers of the products produced .
The second approach is to assign a production manager to win the product through product development system and related organizations . While the third product development approach is to use a team , which is known as a product development team , the design team for the ability is produced, and the value engineering team .
1 . Team Product Development ( Product Development Teams) Product development team is responsible for changing market demand into a product that can achieve the success of the product . The team consists of representatives from marketing , production , purchasing , quality assurance , and field service employees .
Also can put the providers of goods and services . Product development team tasks is to create a successful product or service , which can be marketed ( marketability ) , can be produced ( manufacturability ) , and the ability to perform the service ( serviceability ) .
2 . Comprehensive Engineering ( Concurrent Engineering ) In a thorough engineering , the company uses a team representing all areas of influence , otherwise known as cross-functional teams . Concurrent engineering showed faster product development through the simultaneous performance of diverse aspects of product development . The use of teams participating in the design and engineering activities .
The ability to produce and value engineering ( manufacturability and value engineering ) noticed improvement in the design and specification stages of product development from research , development , design , and production .
In addition to real cost reduction is directly visible , so that goods can be produced design and value engineering also produces other benefits , such as: • Reduce the complexity of the product • Additional components Standardisaasi • Improvement of the functional aspects of the product • Improving job design and job security • Design formidable .
The ability to produce and value engineering is the best alternative in order to avoid the cost of production in production management . This can result in an increase in value by focusing to achieve the required functional specifications to meet customer needs in a way that is optimum .
Quality measures can be seen from the two types of products , namely whether in the form of goods or services . On the product in the form of goods , quality can be gauged from the following:
1 . Design , based on market research , which is influenced by the quality of the input factors , the technology used , and the quality of labor and managers . 2 . Performance , namely the reliability of the product measured usage time before the product is damaged , and maintenance of the product is by way of repair , or replace the defective product . 3 . Conformance , according to specifications set includes the technical life of the product , Impacts of the product , and the accuracy of the product
On the product in the form of services , the quality can be gauged from the following:
1. Tangibles : appearance of physical facilities, equipment , human resources and communication tools 2. Reliability: the ability to provide services as promised 3. Responsiveness : the ability and willingness to help customers and provide services in accordance with 4. Assurance : ethics , knowledge , attitudes in the face of consumers . 5. Empathy : precision work , care , ability to pay attention to the consumer ,
Factors Affecting the Quality
Factors that affect the quality of the product are as follows : 1.Markets , customers or consumers as users of the product 2.The purpose of the organization , the output volume high / low , the price of the product , exclusive or expensive product 3.Product testing . 4.Product design 5.The production process 6.Quality input 7. Equipment maintenance 8.Quality standards in the organization ( Key Performance Indicator ) 9.Customer feedback

Jishuken

Jishuken
This is what we are trying to achieve when thinking about how to reduce the capital tied up in the form of stock and work in process inventory without ignoring the need for 100 % availability of goods , so as to reduce inventory costs that will automatically increase profits . A production system that builds on the high level of inventory would have a better chance not to stop production ( low risk ) due to lack of material , but the effect should bear the cost of inventory ( inventory cost) is not too small ( low return ) .
While efforts to reduce costs (reduce cost) inventory level by pressing the small size without a clear concept of the increased risk of lost time ( stop ) running out of production due to production needs (high risk ) , which would badly affect the accuracy of delivery to the customer ( not high return ) which ultimately will reduce customer satisfaction and confidence , and the most dangerous inlah .
From the above example of the effect of one component on production systems it is necessary to think about a way to get a high return is more certain with a way to " optimize risk " . Jishuken is one form of approach or method to mengoptimze risk . Risks resulting from not only one factor alone but the risks posed by the results of the entire management process components or parts of the production system .
Jishuken itself has a definition that is driven by kaizen activity where management members should identify the parts that require continuous improvement ( continuous improvement) and opening up to views and show the information that supports the organization through a process or activity to stimulate kaizen itself.

Jishuken temple image above shows that the ultimate goal is to create a condition jishuken of production or manufacturing system called Lean Manufacturing . That is a production system that runs without 7 wastes ( it is avoided or eliminated ) . 7 wastes that is :
Waiting ( waiting time ) Overproduction ( excess production ) Repair or Correction ( Repair / Correction ) Motion ( too much movement ) Processing / Over - Processing ( Process which is too long ) Inventory ( Inventory eminence ) Convayence
The Seventh waste shortened to WORMPIC Mr. Vincent Gaspers being in his article titled Lean - Sigma Green Company memperdetil waste into 9 wastes EDOWNTIME abbreviated and consists of:
Environmental defect overproduction Waiting Not utilizing employees knowledge , skills , abilities Transportation inventories Motion excess processing
Jishuken Temple consists of 3 main pillars of Just In Time , Improvement of Mental HR , and Jidoka or process quality .
Just In Time Just In Time itself is a concept to eliminate the waste that occurs in the production environment by giving the right item ( required ) at the right time ( required ) in the right amount ( needed ) anyway . This concept is realized by 3 methods:
1 ) PULL SYSTEM , 2 ) TAKT TIME 3 ) SINGLE PIECE FLOW
Production process flow system uses pull ( Pull System) , which is a process previously delivered the goods to the next process exactly when the next process needs a number one by one ( Single Piece Flow ) , with a long preparation of such goods is not more than the time it takes to process 1 pcs goods ( Takt Time ) .
Jidoka The second pillar of jishuken Temple is Jidoka is to build a quality process with several tools , namely :
1 . Andon , visualization dangerous situations , problems on the production line that will help all those involved in the production process immediately aware of any problems so that immediate measures can be taken to overcome them . 2 . Pokayoke , both terms mean the anti one , is a form of tool or sensors that are designed to prevent errors and improve quality processes ( read : the uniformity of the product ) . 3 . Full Work System , the application of the two methods of improving the quality of the above process , it will be sought as much as possible utilities production resources .
HR The third pillar is the most important thing in order jishuken Temple building is run by people who are motivated and highly capable and flexible .

Strength building is located on the foundation , so the building is jishuken Temple must be built on the operational stability created by the implementation of the standardization work , total productive maintenance ( TPM ) , and high reliability as an integral supplier in the supply chain .Those what we talk about Jishuken, if you have questions do not hesitate to fill the comment box with that.

9 Wastes

9 Wastes 

The term “Lean” manufacturing was popularised by Womack and Jones in their book “The Machine that changed the world”. A few years before the “The machine that changed the world” came out Taiichi Ohno had published a book called “Toyota Production System” in it he explained the main foundations of “lean” manufacturing. These principles guided the Japanese companies that were found to be “world class” by Womack and Jones. Taiichi Ohno devised 7 categories which cover virtually all of the means by which manufacturing organisations waste or lose money; these have become known as “The 7 wastes”. 2 more have been added to the classic to make our “9 wastes”, but I just show you 7 wastes in the video below.

Waste is the use of resources over and above what is actually required to produce the product as defined by the customer. If the customer does not need it or will not pay for it then it is waste, this includes material, machines and labour. The Japanese word for waste is “muda” and is often used in books, training courses and by lean consultants to mean waste.

The 9 wastes are:

• Overproduction and early production producing over customer orders, producing unordered materials/goods.
• Material Transportation handling more than once, delays in moving materials, unnecessary moving or handling.
• Inventory - unnecessary raw materials in stores, work in process (WIP), & finished stocks.
• Talent – not using all the skills of your employees
• People Motion - movement of equipment or people that add no value to the product .
• Rework or Defects. Producing or reworking scrap.
• Inappropriate processes - unnecessary processing or procedures (work carried out on the product which adds no value).
• Delays. Waiting hanging around, idle time (time when no value is added to the product).
• Energy.

Others have included additional categories which include; Talent and energy are the additions to Ohno’s original 7.

While the “ 9 wastes” is not a tool in itself to tackle the problems within a company which are causing the waste in first place, they do play a valuable role in tackling inefficiency and therefore cost. The idea of 9 wastes is useful because it allows a company to categorise problems and then focus attention in the appropriate areas once they have been identified.  A few examples are laid out below.

Overproduction

Often caused by quality problems, a company know that it will lose a number of units along the production process so produces extra to make sure that the customer order is satisfied. These kind of issue can be tackled using mistake proofing methods (Pokayoke) and by understanding the machine process capabilities of the production equipment. Statistical process control (SPC) will also help monitor production outputs and give warning of problems before they occur.

If the reason a company is overproducing is because of small orders and economic batch sizes then Setup reduction techniques such as SMED can help. If a company can reduce its changeover time then it is then able to produce smaller batches economically. Overproduction has been said by some to be the worst of the 7 wastes as it encompasses the rest of the wastes, often the main driving force for JIT (Just in time) systems.

Material Transportation

Factory layouts can often be the fundamental cause of excess transportation. When appropriate, relaying out the machines within a factory from a functional to a cellular layout has been found by many companies to help not just reduce transportation waste but also reduce WIP and waiting. Excess inventory levels can also lead to wasted handling.

Inventory

Many companies order over and above what is required to fulfil the order, this may be due to quality problems along the production process or the often mistaken belief that is saves money by ordering larger quantities. The true cost of excess inventory levels should be carefully analysed before ordering excess raw materials simply because the purchase price is less. Tackling the root cause of the quality problems should also be a priority.

Talent

The people in the process work with the day to day frustrations and issues. Understanding and resolving these frustrations can have significant & easy results. Involve all your operators in the solutions and the results and be impressive and must be noticed that you should staff "the right man in the right position".

People Movement

Simple “Good Housekeeping” is a very effective way of reducing wasted movement by men and materials. 6S is a technique used by many companies to focus effort on keeping the workplace tidy with unused materials and machines disposed off so as not to create unnecessary clutter and therefore searching. Re-laying out the factory can also help reduce “motion” waste.

Rework & Defective units

If you don’t do it already record and analyse everything that’s Not Right First Time, for at least a month. A simple Pareto will help you priorities your efforts.

Inappropriate Processes

Rework is a typical example of over processing as discussed earlier reducing the root cause of the quality problem is solution eliminating rework. Techniques such as 5 whys, SPC and mistake proofing (Pokayoke) are available to help identify and eliminate causes of quality defects as we've known in 6S article.

Delays & Waiting

Products waiting around in factories either as finished goods or work in progress (WIP) another major cause of waste. WIP is commonly caused by producing large batch sizes where again SMED techniques can help. Delays are also prevalent in information systems, production of schedules & clarity of the next priority.

Concentrating on keeping bottle neck processes going are also a good way of reducing WIP, the book “The Goal” by Eliyahu M. Goldratt has a lot to say on this and has been found to be very useful by many manufacturing managers.

Energy

Poor use of all types of energy is a waste & can be expensive. Compressed air or water leaks often get ignores but are expensive. How long is your equipment switched on for?

Overview

If you were to record all of the non-value added activities (wastes) carried out in a typical manufacturing company do not be surprised to find out that 99% of all your activities carried out are non-value adding, even the best manufacturers manage 95%. The elimination of waste not just reducing it is a vital component of increasing competitiveness of your organisation. The antidot of 9 wastes is using 6S technique. The next step after you know 9 wastes so you can make jishuken project on your factory.

6S Concept

6S CONCEPT

   

     1 . What 's 6S

     What we call " 6S " is derived from the company's 5S and visual control method popularized by Hiroyuki Hirano (1990 ) - Japanese managers are rooted in the works of two American pioneers who meticulously learned that Frederick W. Taylor ' s ( 1911) and Henry Ford ( 1922 ) . 6S is a method of structuring and maintenance intensive work areas originating from Japan that is used by management in an effort to maintain order , efficiency , and discipline at the work site at the same time improve overall company performance .

     6s is a culture about how people treat their workplace properly and maintain order and keep the workplace neat , clean and orderly so that the work can be created easily . Basically the same with the 5S, 6S but there are additional 1S said the " safety " , with the goal of working efficiency , work productivity , quality of work , safety , increasing capital and labor discipline , and work comfort . So overall , 6S is :

      Sort ( seiri )

      Set in Order ( seiton )

      Shine ( Seiso )

      Standardize ( Seiketsu )

      Sustain ( Shitsuke )

      Safety

    

   6S can increase work productivity with the work ethic rooted in the formation to create a comfortable and safe work environment that has the feeling that would encourage workers to carry out environmental improvement works and train them to reduce waste , unplanned downtime and in-process inventory .

     Once implemented in an integrated manner , 6S will increase employee morale , create positive impressions of the customers and improve the efficiency of the company . Not only workers who are comfortable with the work environment , the effects of which continue to make sustained improvement will encourage waste reduction , better quality and shorter lead times . All of this will make the company become more profitable and competitive in the world market .

      2 . The purpose of 6S

      1 . Zero Breakdown , means better maintenance :

      a. Scrap , dust , furious - furious and pieces - pieces on the floor and on the engine is reduced

     b. By cleaning the machine carefully and regularly , the condition of the machine is known at all times ;

      c. Inspection and maintenance of each day to avoid engine damage becomes severe in the future .

      2 . Zero Defect , which means better quality :

      a. If everything is in place , you avoid taking the wrong item ; 

      b . Clean workplace morale would give to anyone ;

      c . Gauges and indicators work well then the quality will be good .

      3 . Zero Waste , which means reduced costs and increased efficiency :

      a. Inventory and work in process becomes less

      b. The rooms were used for items that are not required to be reduced

      c. The movements are not necessary as avoiding and seeking to diminish

    d. Reduce movement - a movement that is not required such as production , lifting  , putting , counting and moving .

      4 . Zero Set Up Time , which means no time is wasted :

      a. Because everything laid out regularly , the time wasted searching for tools to be suppressed

      b. Clean workplace can improve the efficiency and easier for people to find out how the operation , although trainees can easily operate it .

      5 . Zero Late Delivery , meaning it can meet customer demand on time :

      a. Since no production damaged the subscription request can be fulfilled on time 

      b. Good working environment plant production speed, nothing is wasted and efficiency is increased

      6 . Zero Injury , which means better safety :

      a. The equipment is clean and shiny easily observe the damage and hazards ;

      b. If you know where the equipment is stored , you can retrieve it if needed sooner

      c. If you put something then you can safely avoid the equipment to fall upon you 

     d. If there is a fire ( fire ) and an earthquake or other natural disaster, you know where the location of emergency exits and fire extinguishers ( mitigation )

      7. Zero Customer Claim , means that customers put a high level of confidence :

      a. Clean factory does not produce goods damaged

      b . Clean factory can produce goods that ensure user safety .

      8 . Zero Deficit , meaning your company forward added :

      a. If 6S has been executed well , definitely a place to be comfortable and interesting work , no 

     waste , no accidents , no engine damage and no defective product , you can meet the desires and expectations of customers as well as investors , Return on Investment ( ROI ) you also will be increased after the implementation of 6S .

      3 . Techniques 6S

      1. SEIRI means SHORT or SORTING

    Objective : CHOOSING or summarize GOODS . This is done considering the working space is limited and should be streamlined .

      1 . Goods are required to work

      2 . Goods are not required to work

      3 . Items that are not needed at all

      4 . Items that do not fit their placement

      If SEIRI not met, then :

•     Atmosphere and work activities disrupted

•     Difficult to improve productivity , efficiency , and effectiveness of

      Meanwhile, if SEIRI met, then :

•     No waste of space

•     Non- utilized efficiently

•     Work Environment K3 and increased

•     Productivity increased job

•     There was no accumulation of goods 

  

      Application of the method Seiri:

      A. Criteria for goods are set aside

•     Waste or scrap

•     Required elsewhere

•     Not required

•     Prepare labels

      B. Criteria for machinery / equipment / materials

•     When is the item used / certainty of time

•     The use is not excluded

•     Prepare labels

      C. Criteria for work in process ( half finished )

•     Set the certainty of the goods will be used ( time )

•     Determine the required amount within the time limit

•     When there is excess should be set aside

•     Prepare labels

      Installation Label

1    . Specifies the sort order of activities

2    . Observing the items to be sorted

a    . Small items together in one box size

b    . Items that are not needed are installed LABEL

c    . Set shelters were not used goods

d    . If there are items missing , repeat the previous steps

e    . Create photo documentation before and after SEIRI

      Preclude the existence of Goods Required in Phase SEIRI

•   Step seiri or concise tend to precautions that all materials and goods to be used or to avoid the existence of goods which are not necessary .

•    Prevention is more effective when all personnel have realized the importance of phase concise , it would be better if the work culture has become . To measure the implementation stage of this compact as work culture , it requires attention , awareness and concern for all employees on unnecessary items .

•    If still found items and materials that are not necessary mean SHORT awareness and concern has not become culture .

      2 . Seiton or NEAT or ORGANIZATION. 

      Objective : spruce or arranging things NECESSARY .

•     Goods must be done neatly in place

•     Items that do not / have not done should be kept away from work , but still in the working area

•     Waste or Scrap disposed in the space provided for the bin

•     Items needed elsewhere have actually been in a designated place  

      Method of application Seiton

      1 . Prepare labels Seiton

      2 . Create guidelines for the preparation of

      3 . Identify all items

      4 . Goods are not in place label attached Seiton   

      5 . Do it gradually

      6 . Once the label is composed to facilitate the search

      Avoid untidiness in stages Seiton

      If the stage has been run cleanly , but still there is untidiness , there will arise the question why ?Besides, it is also the extent to which staff awareness of the importance of neatness working environment , gradually smoothing the workplace and work environment should be a " Culture of Work" for each employee and exemplary leadership or management team , work culture to work neatly should continuously be imparted to all employees gradual and continuous agenda .

     3 . SEISO means RESIK or CLEANING

     Objective : workplace and work equipment or clean rehearsal .

     Three rounds of SEISO

      1. Operating properties hygiene

       • Discover the cause defilement

       • Perform the cleaning

      2. Object cleanup

       • The workplace

       • Tools work

      3. Prevent damage

•    Find the cause of damage to equipment

•    Use equipment appropriately according to its function

   The role of employees is an indicator of the success of the work culture in the stage RESIK Familiarize work to be part of the work culture is not necessarily easy , because there are elements change a person's behavior , but it can be pursued gradually , through :

•   Commitment coupled with exemplary leadership

•   Campaign RESIK program

     •The system is able to be done by employees

•    Facilities and infrastructure sufficient

     Clean the dirty areas is important , but more importantly how to avoid the reappearance excrement happens .

     Method of application SEISO

        1. Before and after cleaning

        a. collecting the data

        b. Analyzing the data

        2. Prepare Tape Red , Yellow and Lak / Tipp Ex

        a. Red duct tape , paste section of damaged equipment ( can not be fixed that day )

        b. Yellow duct tape , paste section of damaged equipment ( soon to be fixed )

        c. Tipp Ex , for the bolt / nut loose ( after dpt marked Tipp Ex tensioned to easily rectified )

        d. Make a list of equipment to be used

        3. Prepare Form Forms 1,2 and 3

        a. Shape 1 : for recording equipment damaged and can not be repaired

        b. Shape 2 : for recording equipment damaged but can be repaired

     c. Shape 3 : inspect all parts of machinery / equipment carefully , especially the part that is sensitive .

      4 . SEIKETSU means treating or maintaining a work environment that is already good.

      Goal and objectives include:

•     Maintaining a work environment that is already well

•     There should be a uniform standard , the labeling instructions at all operating conditions

•     Check the state of the dean workplace equipment used

•     Available trash

      In this stage of care is more difficult than maintaining the reach , because maintaining consistency requires continuous work . Maintaining workplace conditions have been good this required the participation of all employees to participate. All employees should have the same determination to defend it is by three principles:

•     No unnecessary items

•     Do not scattered

•     Not Dirty

     Rule Free SEIKETSU:

•    All employees involved and responsible for the implementation of the 5 - S

•    Sense of charge must be cultivated

•    Clean it expensive, but much more expensive dirty

•    Officer in charge of the area is in charge of hygiene, cleaning service but as a supporter of hygiene

     Method of application SEIKETSU

     1 . In the individual the burden of care , both at work and equipment .

    2 . Garbage / dirt dumped in the space provided , because not only cleaning service who should be responsible .

     3 . Cultivated .

   CARE is a continuation of Phase RESIK stage therefore monitoring and evaluation activities necessary RESIK stage :

      1 . Are there any items that are not needed are still being around you ?

      2 . Do not use equipment that can be taken ?

      3 . Do RESIK do every morning ?

      4 . Do RESIK done every day after work ? 

      5 . The extent to which the role of the employee to work neatly ?

   

      5 . Shitsuke means diligently or habituation

      Objective : Accustomed to foster self-discipline . This means that :

•   Employees must be willing , able and daring to change the behavior of a controlled direction  Changes in attitude must be in accordance with the cultural values

•     Strive continuously to improve achievements

      Do what you must do and do not do what should not be done

•  Willing to remind and be reminded each other everything should be done consistently and continuously

      Benefits Shitsuke

      1 . There is no wastage

      2 . Work environment and K3 supported

      3 . Maintenance of the machine can be done better  

      4 . Possible defects inevitable product

      5 . Timely service

      6 . There is no grievance / complaint from customers

      7 . Welfare of employees increased

      Visual control in the workplace as part of the stage or diligent Shitsuke

•     The first step in controlling the phase that is visually diligent at work .

•     Is the 5 - s program has been implemented and has been the work culture at the same time?

    Anyone can judge objectively without being influenced by anyone. In order to control the visual workplace matters that need to be considered are as follows:

      1. Always open to give feedback or criticism of workplace conditions

      2. Accept criticism or input will basically strengthen the implementation of 5S

      3. If there is a problem please make particular remedial action by personnel associated parts

    

      6. Safety

      Objective: Minimize the occurrence of accidents, injuries or other incidents. Thus, each person should have a role and responsibility in terms of safety as well as understand how to prevent accidents. Everyone who has a role and responsibility in terms of both safety manager, asst managers, engineers, supervisors, foreman, and operators must observe and correct the behavior if there are colleagues who ignore safety.

      The first thing to do is hazard recognition which includes an analysis of the presence of hazardous situations caused by workers , equipment , materials , methods of work , to the environment in a work area . If the hazard is found, then make use of certain tools that can be used to improve safety. Measurable parameters of safety success is seen from the Key Performance Indicator (KPI), namely;

     

     1 . Total Recordable Frequency Rate (TRFR)

   

      TRFR = ( ( LTA + RWC + MTC ) x 1,000,000 ) / hours worked 

   

      LTA = Loss Time Accident

      RWC = Restricted Work Case

      MTC = Medical Treatment Case

     

      2 . Safety Behaviour Observation (SBO)

   This observation was made ​​by Manager 1x/week, 2x/week Asst Manager, Engineer and Supervisor3x/week , 1x/day Foreman , Operator 1x/day . 5S itself is in line with ergonomics and can be considered as part of the ergonomics. Meanwhile, the latest S (safety) were added to the 5S or 6S. 5S thus becomes + 1 is one of the main parts in ergonomics. This causes 6S become an issue very closely with the ergonomics.