2012 lean toolbox_4 asq

Toolbox

Quexx International Ltd.

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LEAN Toolbox


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Definitions

is a

systematic approach

of eliminating waste

so every step adds value

for the Customer.

is a part of TOYOTA WAY.

It is a production system based on the philosophy of the complete elimination

of all waste from all aspects of product creation in pursuit of

the most efficient production method.

"The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements. What is important is having all the elements together as a system.

It must be practiced every day in a very consistent manner —not in spurts." Taiichi Ohno

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Toyota's 14 Management Principles of Lean Manufacturing* 1. Base your management decisions a long-term philosophy, even at the expense of

short-term financial goals.

2. Create continuous process flow.

3. Use pull systems to avoid overproduction.

4. Level out workload.

5. Get quality right the first time.

6. Standardization for continuous improvement and employee empowerment.

7. Use visual controls, so no problems are hidden.

8. Use only reliable, thoroughly tested technology - serves your people and process.

9. Grow leaders who thoroughly understand the work done by your company.

10. Develop exceptional people and teams

who follow your company's philosophy.

11. Respect your extended network of suppliers and

partners by challenging them and helping them improve.

12. Go see for yourself in order to understand the situation.

13. Make decisions slowly by considering all options;

implement them rapidly.

14. Become a lean organization through

relentless reflection and continuous improvement. *Jeffery Liker‘ "The Toyota Way"

14 Principles

Heijunka Standard Work Kaizen

Stability

Jidoka Stop process and fix problems Separate people from machines

Continuous Flow Takt Time Pull System

Just-in-Time

Highest Quality – Lowest Cost – Shortest L/T

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Five core beliefs and values shared by all Toyota team members who, at every level, are expected to apply these values in their daily work and relations with others: Genchi Genbutsu - go to the source to find the facts to make correct decisions, build consensus and achieve goals. Kaizen - continually improve. No process can ever be declared perfect, there is always room for improvement. Challenge – embrace challenge, maintain a long-term vision and meet all challenges with the courage and creativity needed to realise that vision. Teamwork - stimulate personal and professional growth, sharing opportunities for development and maximising individual and team performance Respect - respects others, make every effort to understand others, accept responsibility and do your best to build mutual trust.

The TOYOTA WAY – Core Values

7 Supplier

Integration

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Process ( ) <> Time ( )

LEAN

Focus

LEAN

Tools

and

Techniques

WEEKS Current

Value Stream

Future

Value Stream

Process

Value

Stream

Mapping 4

Muda

7 Wastes

Customer

Focus

6 Poka-yoke

Mistake

Proofing

Process

Cycle

Takt

Pitch

8 5S

Workplace

Organization

3 Kaizen

Continuous

Improvement

11 SPC

14 A3 Report

Process

Metrics

10 JIT

Kanban

DAYS

7 PDCA

15 Gemba

Go & See

Management

1 Strategic

Planning

13 Heijunka

Process

Levelling 5 7 Tools

Process

Flow

2 LEAN

Design

12 Andon

Visual

Controls

9 Jidoka

Autonomation

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Hoshin – Kanri Management-by-Policy HOSHIN

POINTING DIRECTION

KANRI

PLANNING

CONTROL

MANAGEMENT

LONG-TERM POLICY

VISION

TARGET AND MEANS

HOSHIN KANRI

MANAGEMENT BY POLICY

MANAGEMENT BY TARGETS AND MEANS

MANAGEMENT BY POLICY DEPLOYMENT

STRATEGY - define approach

which will support strategic objectives

OBJECTIVES - define measurable

parameters for key strategic areas

MEASURES – establish metrics of

performance necessary to achieve objectives

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MBP – Key Elements

BUSINESS DEFINITION

VISION

MISSION

THEME

OBJECTIVES

MEASURES

STRATEGY

SHORT-TERM PLAN

MID-TERM PLAN

LONG-TERM PLAN

DIRECTION

STRATEGY

PLANNING

ACTION

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PCP - Process Control Plan

HOWS Design

Features

HO

W –

De

sig

n F

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ture

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ture

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ture

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3P Definition … a part of LEAN Design. It includes: - QFD - design reviews at each stage - post-start up and post-mortem - cross-functional team approach - de-bugging of design and systems

3P Basics multiple alternatives for each process step evaluated against defined criteria, e.g., takt time, cost. LEAN design principles followed

Design – 3P (Production Preparation Process)

Stage 1: Design

Planning

Stage 3: Design

Verification

Stage 4: Design

Validation

Design

Review Stage 2: Design

and

Development

Design

Transfer

Design

Input

Design

Output

Design

Process

Design

Changes

Product

Customer

Needs

Design

Records

Design

Plan

Design

Research

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Definition: Kaizen = uninterrupted, ongoing incremental improvement

Key focus areas: people are the most important assets involve everybody gather and analyze quantitative evidence identify opportunities consider risks and benefits gradually eliminate waste keep improving

Kaizen - Principles

Go and See Gemba Mgmt Customer Focus

New Product Devel’t TQC

Employee Empowerment 5S Workplace and Discipline

Standardization JIT and Kanban Automation / Autonomation Error-proofing Productivity Improvement TPM

Kaizen

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Muda = Waste MUDA: Muda = waste, doesn't add value or is unproductive

Transport (moving products that are not actually required to perform the processing) Inventory (components, WiP and finished product not being processed) Motion (people or equipment moving or walking more than is required to perform the processing) Waiting (waiting for the next production step) Overproduction (production ahead of demand) Overprocessing (resulting from poor tool or product design creating activity) Defects (the effort involved in inspecting for and fixing defects)

TIMWOOD Other forms of Waste: Unused or underutilized human skills Missed customer demand, requirements or expectations

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MURA:

Mura = Unevenness (inconsistency, irregularity) Happens sometimes Happens some places Happens to some people Happens only in some conditions One OK; the other NOT

Mura = Unevenness

Solutions: Just In Time (the right part, the right time, the right amount) First-In-First-0ut Kanban “pull system” Heijunka – process leveling Multi-process handling Buffers Defects must be quickly identified and corrected.

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Muri = Unreasonableness

Muri = effect of poor organization (work, workplace, logistics, etc.): - pushing a person (or a machine, often beyond limits) - carrying (too) heavy weights - moving things around too much, too often - dangerous, unreasonable or annoying tasks - forcing work significantly faster than usual

MURI: Muri = overburden, unreasonableness, absurdity

obstructed work flow illogical directions non-repeatable operations or process steps irrational methods or decisions unjustified/unreasonable takt time endurance allowed for a process

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7 Tools of Quality INFO FROM FIELD

REGISTRATION

ESTABLISH PRIORITY

REPORT REPORT SUMMARY TO MANA

GEMENT

TO TO SQA QC/QA

INVESTIGATION

SUCCESSFUL

UNSUCCESSFUL

REQUEST MORE

FIELD

INFORMATION

ESTABLISH

COUNTERMEASURE

ACTION

ISSUE BULLETIN

ADVISE DISTRIB.

MEETING

INVESTIGATION

REPORTING

ACTION

MONITORING

FILE ADVISE RESULT

MONITOR EFFECT IN THE FIELD

REQUEST

INVESTIGATION BY THE

SUPPLIER

SUPPLIER

ADMINISTRATION

INPUT:

Product

info.

Technical

Report

File - history

Dealer Visit

Service

Customer

Evaluation

Warranty

Sales

Returns

Other

FIELD

REPORT

PROCEDURE

DEALER

CHARTS:

* organization

* process

* procedure

* information

* activity

FLOW

Legend:

FILE

HIGH LOW

REPORT

EXAMPLES

Dimension

Frequency

-

-

- -

-

-

- - - -

- -

-

-

- - - -

- - - -

- - - -

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- - - -

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-

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-

-

-

-

1 2 3 8

10

19

10 16

22 10

7 5 4 2 1 1

a b c d e f g h i j k l m n o p

Production process

distribution

Defective item

check

Scars

Cracks

Total:

Incomplete

Distorted

Damaged

Flows

Burrs

Indentations

Broken

Foreign matter

Overheated

3

6

1

4

12

6

2

12

3

0

2

Item location

check sheet

x x

x

x x

x x x x

x

x

x

x x

x

x x x x

x

x

x x

x FOREIGN PARTICLE IN GLASS

AIR BUBBLE

SCRATCHES

Pareto Checksheet

CaE or Fishbone Scatter

Histogram

Control Charts (P, Pn, C, U, X/R)

Flowchart

MEN

METHOD

MACHINE

MATERIAL

ENVIRON.

Illumin.

Humidity

IND.TRAINING

SPC TRAINING

ON-THE-JOB TR.

SKILLS

QUALIFICAT.

TEAMWORK

PROCESS MGM'T

WRITTEN

UP-DATED

ADEQUATE

VISIBLE

KNOWN

VERIFIED

POLIMERS

PLASTICISER

FILLERS

ADDITIVES SEPARATORS

CLEANSERS

CATHALYSTS

RESINS

EXPERIMENTAL

ROUTINE

SCALE

MIXER

EXTRUDER

CUTTER

ABSENTEEISM

INVOLVEMENT PRODUCT

5

10

15

20

25

30

2

5

9

23

17

12

7

4

1

0.01 0.02

0.03 0.04

0.05 0.06

0.07 0.08

0.09 0.10

Freq.

mm.

Concentricity Part: Pin

Operation:Final machining

Part No.: 608 2445 - A

Audit performed by:A.R.

Date:12.06.92

Batch No.236/92 Batch quantity:1250 Sample quantity:79

1 2 3 4 5 6 7 8 9 10

11 12

13 14

15 16

17 18

19 20

21 22

23 24

25 SUB-GROUP

5

10

15

20

%

UCL/LCL

POINT

6.48

13.56 UCL

CL

pn

x

y

X

Y

I II

III IV

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7 Tools – Application

Rubber volume swell

Test performed in 80C temp.

0

2

4

6

8

10

12

14

16

0 1 2 3 4 5 6 7 8 9

Exposure [days]

V

o

l

u

m

e

s

w

e

l

l

[

%

]

A B C D

Legend:

likely use

most likely use

"Quality is fitness

for purpose" -

select graph for

your specific

application

being guided by

the above

QUALITY PROCESS

Problem identification

Problem investigation

Cause Identification

Select Countermeasure

Action Plan Develop't

Process Monitoring

Countermeasure follow-up

Quality verification

Quality Engineering

Quality Performance

Quality Assurance

Supplier Quality Assurance.

Quality Experiments

Quality Costs

Reliability

Durability

F

l

o

w

C

h a

r t

s

Brainstorming

C

h e

c

k

S

h

e t

s

P

a r

e

t

o

D i

a

g r

a m

C

E

D

i a

g

r

a

m

H i

s

t

o

g

r a

m

R

u

n

C h a

r

t

C

o n

t

r

o

l

C

h a

r

t

S

c a t

t e

r

D i

a

g

r m

P

i

e

G r

a

p h

L

i

n e

G

r

a p

h

Quality Planning

Quality Reporting

Quality Audits

O

t

h

e r

G

r

a

p h

s

FMEA

G

R

A

P

H

S

Graphs

Most

Frequently

Used

in

Quality-related

Applications

Proc.Analysis/Productivity

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Definition: Making it easy (possible) to do it right, and difficult (impossible) to do it wrong.

Key strategies: Awareness: Expecting mistakes, communicating the potential, and planning the design of the product or process to detect and/or prevent it.

Detection: Allow the mistake to happen but provide some means of detecting it and alerting someone so that it is fixed before sending it to our customer.

Prevention: Do not allow the possibility for the mistake to occur in the first place.

Poka-Yoke -Error-proofing

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PDCA <> DMAIC

DMAIC (methodology)

DEFINE

MEASURE

ANALYSE

IMPROVE

CONTROL

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Example: Implementation Procedure Research - develop examples and cases (PLAN) Organize the team (PLAN) Develop a plan and budget (PLAN) Announce the start of the program (DO) Training and educate participants (DO) Define deadline and make commitment (DO) Monitor and evaluate the results (CHECK) Find opportunities and correct (ACTION)

PDCA = Plan-Do-Check-Act

…assist and prevent occurrence

Plan (Mgmt)

…apply plan and action items

Plan for improvement,

define objectives and req’d action

Check (worker, inspector,

Mgmt)

Action (Mgmt)

Do (worker)

A

P

C

D

… if improvement “works” and is effective

PDCA

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5s – Workplace Organization

1S - SEIRI ORGANIZATION

No mess… everything in the right place

2S - SEITON NEATNESS

Practical layout… encourages productivity and safety 5S - SHITSUKE DISCIPLINE

Follow 5S practices… check effectiveness, perform audits

3S - SEISO CLEANING

Clean workplace… improved work environment 4S - SEIKETSU STANDARDIZATION

Making it right… the first time and every time

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5S – Workplace Standardization

PURPOSE/APPLICATION: HELPS TO UNDERSTAND THE PROCESS

EDUCATES ABOUT PROCESS STEPS

IDENTIFIES STEPS/ACTIVITIES WHICH ARE:

* MISSING * MISPLACED

* UNNECESSARY

* EXCESSIVE

HELPS TO MAINTAIN FOCUS

IDENTIFIES ERRORS (PROCESS / LAYOUT)

SHORTENS FAMILIARISATION

CONCISE INSTRUCTIONS , DO’s and DON’Ts

1

2

3

4

5 6 7

8

9

10

11

12 13

14 15

16 CONVEYOR CONVEYOR

STATION 15 Operator movement sequence

BOX BOX

SHELVING SHELVING PRESS

THIS IS A RECOMMENDED SEQUENCE - Try to improve it!

FLOW CHARTS or FLOW DIAGRAMS

(diagrams that show the step-by-step sequence of actions/activities in a process)

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Definition: A process which combines automatic action (stop, alert, adjust – a Quality Control function) of the machine with human interaction / intervention (Quality Assurance function).

Autonomation:

identifies defects

eliminates overproduction

triggers investigation

prevents re-occurrence

Steps: Detect

Stop

Correct

Identify the root cause

Define and implement a countermeasure.

Verify effectiveness

Maintain or correct further

Jidoka - Autonomation

JIDOKA

Machine detects problem and communicates it.

Cause of the problem is identified and removed.

Line stopped.

Normal process/workflow affected.

Standard process / workflow is modified.

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Definition: is a “pull” scheduling system that helps determine what to produce, when to produce it, and how much to produce.

6 Rules of Kanban: Do not send defective products to the subsequent process The subsequent process comes to withdraw only what is needed Produce only the exact quantity withdrawn by the subsequent process Level the production Fine tune Kanban Rationalize the process

JIT - Kanban

Production Instruction Kanban Parts Retrieval Kanban

A A A A

A A A A A A

A A A

A A A A A A

A A A

A A A A A A

A A A

A A A A A A

A A A A A

A

A A

A

A

A

A

A

JIT - Kanban

Proceeding Process

Next Process

Definition: “… the application of statistical methods to the monitoring and control of a process to ensure that it produces as much conforming product as possible with the least possible waste.”

Steps: Understand the process

Identify the cause of variation

Eliminate special causes

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SPC – Statistical Process Control

USL

UCL

LCL

LSL

R -

PROCESS NOT IN CONTROL FOR RANGES (POINTS TOO CLOSE TO THE -/R)

USL

UCL

LCL

LSL

R -

PROCESS NOT IN CONTROL FOR RANGES (LONG RUN UP)

USL

UCL

LCL

LSL

R -

PROCESS NOT IN CONTROL FOR RANGES (LONG RUNS ABOVE AND BELOW -/R)

USL

UCL

LCL

LSL

R -

PROCESS NOT IN CONTROL FOR RANGES (POINTS BEYOND CONTROL LIMITS)

USL

UCL

LCL

LSL

R -

PROCESS IN CONTROL FOR RANGES

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Actual: Designated location/position Defined quantity/maximum inventory Distinguished differences Specified form / format

Analog:

Color Shape Contour Symbol Characters Number Graph Lights/Illumination Sound Touch Smell Taste.

Andon – Visual Control Definition: means, devices, or mechanisms designed to manage or control our operations (process) sand serve the following purposes: make the problems, abnormalities, or deviation from standards visible to everyone allow corrective action can be taken immediately display the operating or progress status in a easy to see format. provide instruction convey information provide immediate feedback

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http://www.signalguys.com/p/TCI-120RG.html

http://www.signalguys.com/p/PRE-F-110-3-Custom.html

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Definition: a technique for reducing the waste caused by process unevenness (mura) and increase of the production efficiency by producing goods at a stable and constant rate, to allow further processing to be subsequently carried out at a constant and predictable rate.

Key: Demand Levelling

Production Levelling

SMED

Levelling by Volume

Levelling by Product

EPEC

Inventory proportional to the variability of demand

Optimum between batch size, demand and process change

Levelling - Heijunka

Mixed Production - Traditional

Monday

Wednesday

Tuesday

Thursday

Friday

A A A A A A A A A A A A A A A A A A A A

A A A A A A A A A A

B B B

B B

B

B B B

B B B B B B

B B B

C C C C C C C

Monday

Wednesday

Tuesday

Thursday

Friday

B B B B B B B

B B A A A C B B A A A C





Mixed Production - TPS

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1 – Identify a problem

2 – Research and understand it

3 – Perform root cause analysis

4 – Establish countermeasure(s)

5 – Propose an implementation plan

6 – Define follow up plan and outcomes

7 – Discuss

8 – Endorse

9 – Implement

10 – Follow and evaluate

A3 – Tataki Dai How Does it work

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Definition: Genchi Genbutsu – "go and see" requires that in order to truly understand a situation one needs to go to 'gemba' or, the “real place” - where work is done. - a key management problem-solving technique - the shopfloor problems needs to be understood and solved at the shopfloor. - the management need to frequent the place where real value is actually created.

Guidelines: Reports distance us from reality Management responsibility is to “know” Management is expected to lead improvement efforts Hands-on experience is irreplaceable “Management by wandering around” Gemba decisions given priority Three “reals”:

1 - real Gemba (shopfloor) 2 - real Gembutsu (product) 3 - real Jujitsu (facts)

Gemba

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What’s next?

5W+H

SUGGESTION SCHEMES

MOTIVATION

TEAMWORK

COMMUNCATION

HANSEI (self-reflection)

JISHU-KANRI (autonomous

groups)

KAIZEN-TEIAN (business

improvement)

KAMISHIBAI (visual

communication of 5S)

NEMAWASHI (consensus)

QUALITY CIRCLES

SUPPLIER INTEGRATION

YOKOTEN (best practices)

LEAN Accounting

LEAN Construction

LEAN Distribution

LEAN Procurement

LEAN Government

LEAN Healthcare

LEAN IT

LEAN Jobshop

LEAN Laboratory

LEAN Office

LEAN Procurement

LEAN Software

LEAN ….

?


Ph: 1 778 628 6807 E-mail: [email protected] Web: www.quexx.com

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LEAN Toolbox

mailto:[email protected]

http://www.quexx.com/

2012 lean toolbox_4 asq

Leadership & Management

Transcript of 2012 lean toolbox_4 asq