Appendix 4: Interviews

(1)

Appendices

(2)

Index

Appendix 1: Organizational chart Appendix 2: Drawing of a door Appendix 3: Routings

Appendix 4: Interviews

Appendix 5: Processing times

Appendix 6: Work Samples

Appendix 7: Financial information

Appendix 8: Work order

(3)

Appendix 1: Organizational Chart

ORGANIGRAM

Weekamp Deuren B.V. / Weekamp Produktie B.V.

Versie d.d. 25 februari 2004

Reesthout B.V.

Management JW

Weekamp Deuren B.V.

Management JW

Weekamp Productie B.V.

Management JW

Commercie Commercial manager JS

Planning & Logistiek Logistic manager KS

Produktie Plant manager DB

R&D Technical manager MW

Adminstration Financial controller AB

Marketing Sales commerce (RW)

Sales industry (HE)

Distribution (EtV) Purchasing (MA)

Planning

ZKTP Deurbladen (CNC) Bewerkingen

Spuiterij Afmontage R&D

Quality Customer service Arbo, environment, safety

Building supervision

Fin. administration Automation

(4)

Appendix 2: Drawing of a door

CWeekamp Deuren B.V.

Quality Control Drawing QC 5110 BEGRIPPEN

Version 19-03-04

Weldorpel (water bar) Briefsleuf (letter box)

Ventilatiesleuven (slot outlet) Krukgat (cranck hole) Cilindergat (cylinder hole) Bovendorpel (upper treshold) Stijl (stile)

Inwendige toog (cambering)

Stapeldorpels (stack treshold) Tussendorpel (cross-sleeper) Roeden (glass bar)

Glasdragende dorpel

Onderdorpel

Dagschoot (lock bolt)

Nachtschoot (night lock) Scharnierinkrozing

Sponningmaat

Glassponning (hinge grooving)

(rebate)

(treshold)

(ground treshold)

Meerpuntskast

Voorplaat

Meerpuntssluiting (multipoint fastening)

Sponningmaat / borstmaat (rabbet size)

(5)

Appendix 3: Routings

1. Mortising machine

19. Marking out

2. Chiseling machie 24. Treat with coating16. Router (centring)

6. Rebate 16 LUX 18. Slot

5. Rebate 10 LUX/LD 17. Tongue

15. Spindle camber

4. Slot 8 LD

3. Slot 8 LUX 14. Band saw

13. Multico chiseling machine 21. Spindle moulder (wood panel)

. Vertical plate saw Finishing

12. Haunch Rotox 10. Surfacer

8. Table circular saw

9. Thicknisser

23. Assembly

Routing Mechanical Luxury and Living Doors

Sanding machine

(6)

Surfacer

Routing Mechanical Balcony Doors

Planing and moulding machine Mortising machine

Chiseling machine Cellular tape Haunch

Rebalte

Spindle moulder haunch Slot

Rebate Tongue Treating with coating

Sanding machine Table circular saw

Thicknesser

Assebmly

Stiles Thresholds

(7)

Routing Mechanical Stabilized Doors

Vertical plate saw Glue spreading machine

Snipping machine

Multiple daylight machine frame/filling wood

Vertical plates

(8)

Appendix 4: Interviews

This is a guideline for the interviews conducted to gather information for the research.

The interviews were semi-structured, with a framework of subjects and main questions in which the conversation took place. Not all subjects were discussed with all interviewees, while the interviewees occupy various roles in the organization. It depends on the role of the interviewee which subjects were discussed during the interviews. Throughout the interview, many other questions were asked to deepen the subject and to verify what the interviewee really meant. In advance, it is impossible to know which question and how much questions are needed for the desired results. The interviewees were the foremen of Production, the head of Production and the head of the Planning & Logistics department.

All interviews were conducted in Dutch.

Introduction:

• Personal introduction

• Clarification of the research

• Reason for the interview

• Time needed for the interview Standard questions:

• What is your function within Weekamp Deuren?

• What are the tasks, responsibilities and authorities that belong to this function?

• What is the role of the department you work in within Weekamp Deuren?

• Which activities are executed at the department you work in?

Planning and control of the production process:

• In what way is the planning made and what is your role in this process?

• What are leading and important aspects within the planning process (bottlenecks, lead time, capacity utilization, rush orders, repair orders, batch size, etc.)?

• How is the control of Planning & Logistics and ZKTP to the Production departments?

• How is the tuning between your department and the preceding and succeeding departments?

• How is the sequence of working determined at each department?

Production process:

• How many different flows (product, material, information, etc.) are there between the different departments on average each day?

• In what way is there communication between all parties, to be able to control the flow of products through the process?

• What are the bottlenecks within the production process?

• How many employees are working at Production and how are they divided amongst the different departments?

• What were the main arguments for the design of the current layout of Production?

• What were the main arguments for the use of the current way of transportation?

(9)

• What are the rules and procedures that employees have to follow?

Problems:

• Where do you think that there are problems and difficulties at your department and/or at other departments within Production?

• What are the causes of the discussed problems according to you?

• Do you have any ideas how to solve these problems?

• Are there others things that could be or importance for my research?

Summary of the interviews

Planning and control of the production process Head of Planning & Logistics

The planning process starts with the determination of the capacity on a yearly basis. This will be brought back to a capacity availability on a weekly basis. Than, the planning for per period will be made according to that capacity availability and the customer orders.

This will lead to work orders that go the Production (ZKTP), at this moment twice a day.

Because the planning is based on the available capacity and the customer orders, there is no specific bottleneck within the planning. Everything within the planning, like lead time, batch size, etc., is determined on the basis of the available capacity for that period.

Head of Production

The Planning & Logistics department makes a global planning based on the orders and the planned hours from the budget. At ZKTP the work orders will be checked for

operational feasibility. When the global planning is feasible the work orders are released onto the work floor. Each morning the foremen of the departments have a meeting to determine the occupation of the department for that day. Within the planning process the CNC chisel centers are leading, these machines have to be utilized ‘optimal’, where optimal seems to be maximal. To tune the flows between the several departments, each work order is given a colour code which indicates before which moment the order has to be processed by each department.

Foremen of Production

The Planning & Logistics department makes a global planning of hours for each department. ZKTP adds the repair orders and rush orders to this global planning. These orders disturb the production process a lot. This planning is detailed further by the foremen with the help of day and colour codes. Within such a colour code a sequences is determined for the racks. The employees are responsible for collecting the racks, so this sequence is still variable in a way. Communication between the foremen happens mainly in the daily meetings. During the day the foremen of the different department don’t have that much contact. This causes lack of information about what is happening at other departments than their own and the nearest departments. Communication with Planning

& Logistics happens through ZKTP. This causes a long line of communication when

things are wrong with the global planning.

(10)

Production process Head of Production

On average there are produced 40 (luxury) doors in the Netherlands each day, so this is the average product flow from Mechanical Luxury, through Finishing Luxury, to the CNC chisel centers. Each day there are 350 to 400 doors processed at the CNC chisel centers and the Spray Coater department. These are doors from Production in the

Netherlands, the Czech Republic and Indonesia. Each specific door has a work order. The other product flows are all related to these two departments.

The bottlenecks within Production are the CNC chisel centers and the Spray Coater department. This is caused by the number of machine hours that are needed here to deal with production from the Netherlands, Czech Republic and Indonesia. The production capacity in the first steps of the process grew due to the foreign production location, but the capacity on the CNC chisel centers and of the Spray Coater department didn’t grow along.

Right now there are working approximately 80 persons in Production. Each morning the foremen have a meeting to discuss the number of employees they need that day. Based on that there will be decided who works at which department, but these are often only small changes along the work force.

Another diversification in employees is the distinction between permanent and temporary personnel. At Weekamp there are a lot of temporary employees to deal with changed budget due to extra work on doors that are made in the Czech Republic. The portion of temporary personnel is almost 50 percent at this moment.

The current layout was designed based on the product flow and the plans for the (near) future. These future plans meant more or less the starting of a production location in the Czech Republic. Other things that had a great influence on the layout were the restriction of the fixed position of the Spray Coater department and the position of the exhaust system.

The current way of transportation has grown over time. In the beginning doors were only processed horizontal and in big batches. Therefore transportation went through racks with a number of doors on it. When they started spray coating the doors, the doors needed to be hanged while spray coating of doors is best done when the doors are vertically.

There are no formal rules for the employees. They are expected to start on time, comply to the times of the breads and work according to the safety manual. There are job description where expected performance are given and there are logbooks for

maintenance at machinery. Further, employees are allowed to eat and drink something around 11 o’clock in the morning and 2 o’clock in the afternoon.

Foremen of Production

Communication between the different departments happens mostly during the daily meeting of the foremen. Next to that there is only little contact with the department before and after a department in the process. In these meetings the division of the employees is also discussed, as well as the problem what to do with arrears.

Communication with Planning, Sales and other departments happens through ZKTP.

The large amount of temporary personnel is partly caused by seasonal influences on production. Normally it is busier in the summer than during the winter.

The biggest bottleneck within the Spray Coater is the sanding of the doors. This costs a

lot of man-hours.

(11)

Problems

Head of Planning & Logistics

One of the main causes of the low efficiency levels is the chaos in the organization, especially at Production.

Head of Production

One of the main causes of the low efficiency levels is the huge amount of temporary employees at Weekamp. Temporary employees have less knowledge of the process, of the operations and of the product. Temporary employees can’t executed all operations because of the customer specific nature of some products. One of the solutions is to make your personnel more all-round, so they can be used wherever they are needed.

Another problem with temporary personnel is that their level of commitment is, in general, lower that that of permanent employees. The level of commitment is one of the reason of defects on doors. Other reasons are work orders that are hard to understand and chaos in general in the organization. Changes are following each other quickly and this causes uncertainty. This also leads to a lower level of commitment at all employees.

The amount of data on the work orders is too big to stay surveyable. This causes misunderstandings about what should happen with a product. This huge amount of data also increases the risk of mistakes during the processing of this data. The level of

automation is staying behind with the growth of the organization and the data that should be processed.

Another problem is that new and temporary employees don’t receive a decent training period. This causes lack of knowledge of the process, the product and the organization.

Most defects and damages happen at the hanging of the doors for the Spray Coater and at the CNC chisel centres.

Something totally different is the changing demands of customers. Customers are more critical, especially when the investment is higher. The demands are not the same for each door, but these different demands are not taken into account at the quality checks. At the quality checks a primed balcony door is checked for the same demands as a luxury door with a finish-coating.

Foremen of Production

At the Manual Additions department it is hard to realize the planning. Especially doors that don’t need a lot of processing, a lot of time is lost. This can be caused by wrong standard times. Another reason can be the transportation of the products, which is not taken into account with the standard times.

The communication is sometimes functioned bad. When there are non-standard things with an order, there is no decent information to the production employees. Work orders and drawings of customer-specific doors are often hard to understand. This could be solved by formalizing the communications structure and simplifying this structure, so lines are short are response can be quick. The number of documents should also be decreased as well as the batch sizes. This will improve the flow of products through the process.

Another problem that was indicated was the missing of work orders, parts and even

complete doors. A reason for this can be found in the level of commitment of the

personnel and the lack of communication between the different players in the process.

(12)

A solution for some problems could be automation. In the Spray Coater department for example, a lot of time will be gained when the sanding could be done automatically. A change system for the different colours would also mean a gain in lost time.

There should also be cut in the number of employees that is working in Production. This

can be done when more efficient ways of working are used. Especially transportation and

searching are taking too much time of the employees. This is also caused by the big batch

sizes. Another thing that should be investigated is the layout. Although this is changed

recently, it is still not logical.

(13)

Appendix 5: Processing times

Mechanical Luxury

Description Totals

Standard times

Measured times

Total time Marking out 2003 2003 2004

Per stile 17884 3,0 5,0 89418

Per threshold 32024 3,0 4,0 128097

Per cambering 1339 3,0 3,0 4016

Per glass bar 10405 3,0 3,0 31215

Mechanical

Shortening 49908 0,8 0,4 19963

Planing 67791 0,6 0,4 27117

Strike tenon 32024 2,8 1,7 54441

Strike sloping tenon 1117 4,5 5,0 5586

Mortise hole 64049 1,0 1,0 64049

Mortise hole extra wide (85mm) 1117 1,4 1,5 1676

Mortise hole for glass bar 20810 1,0 1,0 20810

Moulding slot/rebate onto stile 17884 2,0 0,7 12519

Moulding slot/rebate onto threshold 32024 1,0 0,5 16012

Diminish haunch 32024 1,5 0,5 16012

Moulding haunch slot 17884 1,5 0,6 10730

Treat tongue/slot thresholds and laths with coating 28604 1,3 1,1 31465

Treat rebate stile with coating 15804 1,5 2,2 34768

Lathprofile to stile 230 10,0 12,0 2759

Planing thresholds thinner 345 3,0 1,6 552

1313-principle (V-joint instead tongue/slot) 1938 5,0 0

1313-principle 242 62,0 15020

Sawing wide tenons 563 2,4 1352

Round piece (Plazamodel) 44 75,0 3278

Fitting special models* 621 50,0 31065

Mechanical panels

Offset panel (incl. sanding) 9416 15,0 6,0 56493

Diamond panel (incl. sanding) 215 25,0 25,0 5368

Plane panel (incl. sanding) 0 5,0 3,3 0

Round offset panel (incl. sanding) 30 10,0 10,0 304

Treat panel with coating 10910 5,0 6,0 65459

Grooved panel 1249 50,0 22,0 27484

Slots WK 1711 113 125,0 125,0 14131

Slots WK 1712 21 150,0 150,0 3135

Slots WK 1713 28 175,0 175,0 4821

Slots WK 1714 12 200,0 200,0 2470

Quarter round offset 63 25,0 25,0 1568

Mechanical cambering

Zaanse cambering/Round cambering 774 25,0 25,0 19349

Half round cambering 112 130,0 130,0 14521

Half round cambering 1/3 threshold 178 75,0 75,0 13324

Zaanse cambering/Round cambering in panel 119 25,0 25,0 2975

(14)

Half round cambering in panel 68 50,0 50,0 3420 Cambering in glass bar internal + external 32 130,0 130,0 4199 Connection cambering on standing glass bar 299 130,0 50,0 14963

Additional charge

dual executed (K100) 162 4,0 4,0 650

traditional dual cutting (K100) 55 25,0 25,0 1378

Weekamp dual cutting (K100) 327 13,0 13,0 4248

isolated sheet backside (K100) 24 100,0 100,0 2375

Assembly

Per door 7297 16,5 16,0 116757

Per stile 17884 1,6 28614

Per threshold 32024 1,5 1,5 48036

Per sloping threshold 559 15,0 15,0 8379

Per glass bar 10405 5,0 1,5 15608

Per cambering 1339 3,0 3,0 4016

Per panel 11129 5,0 1,5 16694

Sanding

Without panel 1600 6,0 3,7 5919

With panel 4697 16,0 3,7 17381

By drawing

Luxury doors by drawing 576 486,6 487,0 280366

Ornament doors by drawing 83 299,9 300,0 24795

Inner doors by drawing 210 263,4 264,0 55427

Patio doors by drawing 246 243,4 244,0 60036

TOTAL CU 1566577

TOTAL hr 15666

* 1800-serie, 1400-serie, 1271-1273, 1331-1333, 1521-1523, 1631-1634, 1651-1673

(15)

Finishing Luxury

Totals

Total time Description 2003 2003 2004

Basic operations Luxury door 6297 36,0 21,0 132243 Basic operations Living Doors 1000 36,0 4,0 4000 Making glazing beads Luxury door 38185 1,5 1,5 57277 Making glazing beads Living Doors 3390 1,5 1,0 3390

Extra for bend glazing beads 1049 7,0 7342

Extra for mitring glazing beads 1845 8,0 14759 Single glazing beads as glass bars 10405 6,0 0,0 0

Assemble runoff lath 356 0,0 8,0 2850

Operations for swivel window 356 30,0 10,0 3563 Assemble light decorative frame 1266 50,0 25,0 31659 Assemble heavy decorative frame 2644 50,0 18,0 47589 Extra for bend decorative frame 298 25,0 35,0 10441

Assemble decorative beam 49 50,0 25,0 1235

Extra work round piece (Plaza) 44 65,0 2841

Assemble pushing bar 18 380,0 6859

Drilling holes for handle 777 10,0 4,0 3108

Place panel 2644 10,0 5,0 13219

Make lathed door 115 25,0 45,0 5173

Assemble frames ornament door 356 120,0 0,0 0

Luxury doors by drawing 576 316,4 317,0 182497 Ornament doors by drawing 83 646,4 647,0 53475

Inner doors by drawing 210 131,5 132,0 27713

Patio doors by drawing 246 74,4 75,0 18454

TOTAL CU 629686

TOTAL hr 6297

(16)

CNC

Total

Total time Description 2003 2003 2004

Grooves 248 30,0 30,0 7440

Vertical U-grooves 188 7,0 7,0 1316

Vertical V-grooves 251 9,0 9,0 2259

Duet door 30 5,0 5,0 150

Frame moulding 3325 15,0 3,7 12303

Rebate (Opdek) 533 1,7 3,7 1972

Glass openings 1670 2,9 2,5 4175

Sawing in right size (1 time) 58265 4,0 6,0 349590 Sawing in right size (2 times) 1059 8,0 10,0 10590

Noxon drilling 160 2,0 1,8 288

Grooving hinge 111599 0,6 0,6 66959

Mailbox 4763 2,8 2,3 10955

Mailbox (special) 228 5,6 5,0 1140

Judas hole 350 1,0 1,0 350

Rebate (1 times) (Sponning) 11738 3,2 1,4 16433

Rebate (2 times) (Sponning) 81 1,6 2,8 227

Folding door 27 1,0 1,0 27

Safety fittings 5951 0,8 1,3 7736

Safety fittings (special) 33 2,3 3,9 129

SGT-tag 9531 0,0 0,6 5719

Single lock 15863 1,7 1,8 28553

DPS 18651 4,2 3,7 69009

MPS 2802 4,2 3,7 10367

Occasional lock 228 1,7 1,8 410

Crank/cylinder hole 37544 0,0 1,0 37544

Additional charge DPS Renovated size 1 25,0 25,0 25

Lettering/number stroke 956 1,0 1,0 956

Rainbreakergroove 14444 1,3 1,0 14444

Additional charge door thickness 1 5 50,0 50

Glass opening in Stabiel Garant 8590

Once-only codes 6397

TOTAL CU 676103

TOTAL hr 6761

(17)

Manual Additions

Totals

Total time Descriptions 2003 2003 2004

Extra cleat lathed door 18 14,0 14,0 252

Preparing WK 1911 for WK 1913 1 70,0 14,0 14

Preparing WK 1912 for WK 1914 1 60,0 12,0 12

Sanding and treating grooves with coating 687 25,0 48,0 32976 Moulding glass opening lathed door 38 71,0 71,0 2698 Glazing beads Stabilized 1 opening 611 50,0 8,0 4888 Glazing beads Stabilized 2 openings 155 100,0 15,0 2325 Glazing beads Stabilized 4 openings 71 160,0 30,0 2130

Glass ring Stabilized 286 30,0 5,0 1430

Glass ring WK 3072 29 50,0 9,0 261

Glass ring WK 3073 14 150,0 18,0 252

Glass openings SG 88376

Opening SG 554 5,0 2,6 1440

Glazing beads Balcony 1 opening 15180 6,5 5,0 75900 Glazing beads Balcony 2 openings 977 13,0 10,0 9770 Glazing beads Balcony 3 openings 363 19,5 15,0 5445 Glazing beads Balcony 4 openings 147 26,0 20,0 2940

Fire lath 1-sided 315 20,0 20,0 6300

Fire lath 2-sided 4 35,0 35,0 140

Fire lath 1-sided 17mm 41 30,0 30,0 1230

Plane iso glazing beads predrilled (beam) 60 3,4 3,4 204 Plane iso glazing beads predrilled (stanchion) 82 5,7 6,0 492

Glazing beads in rebate 223 1,5 1,5 335

Stick on glass bars 28 32,0 32,0 896

Glass system 12/14 5 6,5 7,0 35

Glass system 15/16 20788 9,0 1,4 29103

Noxon drilling for dual cutting 14 16,0 16,0 224

Lift-off hinges 318 10,0 6,0 1908

Lift-off hinges (special) 155 19,0 19,0 2945

Rainbreaker 14427 13,0 11,0 158697

Rainbreaker (special) 17 26,0 21,0 357

Mailbox in lathed door 39 20,0 20,0 780

Lever bolts 977 35,0 29,0 28333

Rabbet ledges 39 50,0 50,0 1950

Tongue stile 2716 38,0 19,0 51604

Slaglatten 698 38,0 13,0 9074

Slaglatten (special) 59 100,0 100,0 5900

Espagnolette 23 50,0 50,0 1150

Notch 4292 12,0 1,2 5150

Glue heads 8771 0,0 1,0 8771

Repairs 106126

(18)

Single lock (+plate) 572 10,0 12,0 6864

3 Locks (+plate) 2189 25,0 29,0 63481

4 Locks (+plate) 315 30,0 34,0 10710

5 Locks (+plate) 3 40,0 46,0 138

Glass mould 58 37,0 37,0 2146

Luxury door 54mm 92 200,0 200,0 18400

Showroom doors 116470

Once-only codes 96155

Frames by drawing 11187

TOTAL CU 951222

TOTAL hr 9512

(19)

Spray Coater

Totals

Measured

times Total time Operations Luxury 2003 2003 2004

Once primer Luxury door 3471 58,5 38,0 131.898

Once primer white Luxury door 4359 58,5 33,0 143.847

Twice primer Luxury door 157 58,5 44,0 6.908

Twice primer white Luxury door 1541 58,5 38,0 58.558

Once primer Ornament door 839 58,5 38,0 31.882

Once primer white Ornament door 273 58,5 33,0 9.009

Once primer Lathed door - - 41,0 -

Once primer white Lathed door - - 36,0 -

Once primer Garage door 14 86,0 62,0 868

Once primer white Garage door 42 86,0 54,0 2.268

Once primer Decorative frames 770 4,0 4,0 3.080

Once primer Glazing beads 58 4,0 4,0 232

Twice primer Panel 23 31,0 22,0 506

Panel in 2 colours 9 58,5 69,0 621

Once primer 2 door halves 28 75,0 57,0 1.596

Once in 2 colours 25 177,0 83,0 2.075

White Living Doors 1049 30,0 33,0 34.617

Finish coating Showroom door 421 31,0 31,0 13.051

Prefinish 120 mu colour 44 81,0 44,0 1.936

Prefinish 120 mu in 2 colours 3 113,0 94,0 282

Finish 120 mu colour 84 82,0 55,0 4.620

Operations Balcony/Stabilized

Twice primer Balcony 16068 29,5 22,0 353.496

Twice primer white Balcony 20889 29,5 20,0 417.780

Twice primer Stabilized 6754 45,0 25,0 168.850

Twice primer white Stabilized 4616 45,0 23,0 106.168

Twice primer Stabiel with grooves - - 28,0 -

Twice primer white Stabilized with grooves - - 26,0 -

Twice primer Decorative frames 1442 4,0 4,0 5.768

Twice primer Glazing beads 381 4,0 4,0 1.524

Twice primer Triangle knob 210 4,0 4,0 840

Three times primer 58 50,0 26,0 1.508

Three times primer white - 50,0 24,0 -

Prefinish 120 mu > 10 doors 769 33,0 27,0 20.763

Prefinish 120 mu <= 10 doors 160 52,0 28,0 4.480

Prefinish 120 mu in 2 colours 27 84,0 76,0 2.052

Prefinish 120 mu > 10 windows 2053 17,5 16,0 32.848

Finish 120 mu Bacony 868 53,0 41,0 35.588

Finish 120 mu Balcony in 2 colours 4 103,0 91,0 364

Finish 120 mu Stabilized 272 53,0 42,0 11.424

Finish 120 mu Stabilized in 2 colours 1 103,0 92,0 92

Finish 120 mu Windows 331 38,0 29,0 9.599

Finish 120 mu Windows in 2 colours 3 88,0 79,0 237

Setup costs Finish per colour 9 50,0 11,0 99

(20)

Litre paint supplied free 83 5,0 5,0 415

Additional charge colour change 27 9,0 7,0 189

Sanding glazing beads 365 5,0 5,0 1.825

TOTAL cu 1.623.763

TOTAL hr 16.238

(21)

Final Assembly

Totals

Measured

times Total time Description 2003 2003 2004

Fire-resistant strip 1180 10,0 1,0 1180

DPS 12489 15,0 6,0 74934

MPS 0 25,0 6,0 0

Contra espagnolette 287 15,0 6,0 1722

Head lock 4488 10,0 2,8 12566

Weather strip A4 (long) 371 7,0 7,0 2597

Weather strip A4 (short) 254 7,0 7,0 1778

Protection lath/nose lath 3 25,0 25,0 75

Aluminium ledge 205 18,0 18,0 3690

Glaze fire-resistant door 2 75,0 29,0 58

Door beam 1596 50,0 12,0 19152

Ornament Grid + Swivel window 773 60,0 47,0 36331

Frame moulding 2825 5,0 2,0 5650

Lever bolts 2774 9,0 5,0 13870

Glaze iso glazing/wire glass screwed 1240 65,0 29,0 35960

Glaze extra glazing area 487 65,0 21,0 10227

Filling screwholes 864 0,0 5,0 4318

Glaze window 2686 65,0 21,0 56406

Glaze single glazing/iso glazing stapled 241 65,0 29,0 6989

Filling nailholes 2927 0,0 10,0 29270

Assemble ventilation grid 522 6,0 9,0 4698

Hinge(part) 28176 2,5 1,1 30994

Lock 1x + plate 288 9,0 0,9 259

Lock 2x +plate 1 18,0 1,0 1

Lock 3x +plate 1531 27,0 1,1 1684

Lock 4x +plate 162 36,0 1,2 194

Lock 5x +plate 0 45,0 1,3 0

Downdraught 1482 18,0 9,0 13338

Safety fitting 4 3,0 3,0 12

Glaze single glazing (dry) 50 65,0 16,0 800

Glaze iso glazing (dry) 99 65,0 16,0 1584

Glaze (dry) multiple glazing areas 247 65,0 62,0 15314

Assemble leaded glass (dry) 60 115,0 92,0 5520

Glaze iso glazing (wet) 138 65,0 29,0 4002

Glaze single glazing (wet) 515 65,0 29,0 14935

Glazing beads Luxury 32554 0,0 0,6 19532

Dual lath 573 0,0 1,0 573

SGT-tag 14108 0,0 0,6 8465

Mark/code 26713 3,0 1,4 37398

TOTAL CU 476077

TOTAL hr 4761

(22)

Shipping

Totals Measured times Total time

Bewerking 2003 2004

Sealing Luxury doors 11887 8,3 98072

Crating doors (pre/finish-coating) 4626 3,2 14805 Piling up (mechanical) Balcony and Stabilized doors 47339 4,4 207931 Piling up (manual) Balcony and Stabilized doors Unknown 2,0 - Placing in cage Balcony and Stabilized doors Unknown 0,8 -

TOTAL cu 320808

TOTAL hr 3208

(23)

Appendix 6: Work Samples

Work Samples - Mechanical Luxury

Versie d.d. 7-10-2004

W:\Algemeen\Normen\Tijdmetingen\MultiMomentOpnamen.xls

Total Percentage Qualification:

Activities

Process wood with machinery 268 36,3% value-adding Marking out the stiles and thresholds 64 8,7% value-adding

Assembling the door 121 16,4% value-adding

Treating with coating 24 3,3% value-adding

Fitting the parts together 26 3,5% value-adding

Value-adding activities 503 68%

Transportation 81 11,0% waste in transportation

Setup of machinery 31 4,2% waste in processing

Administration 25 3,4% necessary non-value-adding

Communication 66 8,9% necessary non-value-adding

Maintenance and cleaning 6 0,8% necessary non-value-adding

Quality checks 11 1,5% waste from producing defects

Instructions 1 0,1% necessary non-value-adding

Necessary non-value-adding

activities 221 30%

Eating and drinking 5 0,7% waste of motion

Searching 1 0,1% waste of motion

Toilet 2 0,3% waste of motion

Walking and watching around 6 0,8% waste of motion

Unnecessary activities 14 2%

Total 738

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Work Samples - Finishing Luxury

Versie d.d. 7-10-2004

Total Percentage Qualification:

Activities

Busy with door 180 54,2% value-adding

Busy with decorative frames etc. 22 6,6% value-adding

Busy with tools or material 27 8,1% waste in transportation

Assistance 3 0,9% necessary non-value-adding

activities 120 36%

Total 332

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Work Samples - CNC chisel centers

Versie d.d. 7-10-2004

Activities

Processing 112 66,7% value-adding

Communication about work order 3 1,8% waste of waiting Maintenance and cleaning 2 1,2% necessary non-value-adding

Startup of machinery 1 0,6% waste in processing

Changing tools 9 5,4% necessary non-value-adding

activities 15 9%

Breakdown 22 13,1% waste of waiting

Operator is searching 1 0,6% waste of waiting

Operator is away 11 6,5% waste of waiting

Waiting for doors 7 4,2% waste of waiting

Unnecessary activities 41 24%

Total 168

(26)

Work Samples - Manual Additions

Versie d.d. 7-10-2004

Activities

Busy with door 113 26,5% value-adding

Busy with tongue stile 16 3,8% value-adding

Repairs 27 6,3% waste from producing defects

Busy with glazing beads 57 13,4% value-adding

Busy with tools or materials 30 7,0% waste in transportation

Necessary non-value-adding activities 182 43%

Personal communication 1 0,2% waste of motion

Waiting 1 0,2% waste of waiting

Removing suspension hook 1 0,2% waste of motion

Total 426

(27)

Work Samples - Spray Coater

Versie d.d. 7-10-2004

Activities

Sanding 151 21,7% value-adding

Repairing with filler 123 17,7% value-adding

Spray coating 85 12,2% value-adding

Suspending 58 8,3% value-adding

Positioning doors in front of flowcoater 16 2,3% waste in transportation

Repairs/breakdowns 6 0,9% waste of waiting

Setup of paint 18 2,6% necessary non-value-adding

Placing bolts 14 2,0% waste in processing

Necessary non-value-adding activities 219 31%

Busy with radio 3 0,4% waste of motion

Sorting paint 1 0,1% waste of motion

Waiting for doors 1 0,1% waste of waiting

Missing in action 4 0,6% waste of motion

Personal communication 7 1,0% waste of motion

Total 696

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Work Samples - Final Assembly

Versie d.d. 7-10-2004

Total Percentage Qualification:

Activities

Assemble lock 22 6,0% value-adding

Inserting glass 52 14,2% value-adding

Assemble glazing beads 23 6,3% value-adding

Assemble weather strip 12 3,3% value-adding

Assemble hinge 19 5,2% value-adding

Assemble ornament 8 2,2% value-adding

Assemble Deurbalk 4 1,1% value-adding

Assemble SGT 2 0,5% value-adding

Repairs 46 12,5% from producing defects

Quality checks 13 3,5%

waste from producing defects Necessary non-value-adding activities 151 41%

Busy with radio 1 0,3% waste of motion

Tying shoelaces 1 0,3% waste of motion

Total 367

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Work Samples - Shipping

Versie d.d. 7-10-2004

Activities

Seal Luxury doors 40 27,6% value-adding

Pile up Balcony and Stabilized doors 44 30,3% value-adding

Place doors in cage 3 2,1% value-adding

Crate doors with finishing-coating 8 5,5% value-adding Value-adding activities 95 66%

Necessary non-value-adding activities 42 29%

Moving suspension hooks 3 2,1% waste in processing

Total 145

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Appendix 7: Financial information

This information is not available in the public version.

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