Chapter 5Team Building

Value Stream Mapping

A group of people collaborating to achieve a common goal.

“A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.”

2

Work Teams

3

Building the Team

Negotiate with their supervisor

Talk to potential team members

Identify necessary skills

Renegotiate with top management

Identify people with these skills

Build fallback positions / Adjust schedules / Partial participation / Notify stakeholders of consequences

Assemble the team

Success?

Success?Yes

Yes

No

No

4

High levels of two-way communication Team members from diverse backgrounds A clear sense of project mission A productive understanding of team

interdependencies Cohesiveness  A high level of trust A shared sense of enthusiasm  A common “results” orientation Common goals and measurements Team members know their role on the team

Characteristics of Effective Teams

5

Poorly developed or unclear goals Poorly defined project team roles &

interdependencies Lack of project team motivation Poor communication Poor leadership Turnover among project team members Dysfunctional behavior or disruptive acts

Reasons Why Teams Fail

6

It is important to consider the following constraints when staffing the project

Type of organizational structure Employment agreements Preference on project team members Other projects Priority of projects

Constraints on Building the Team

7

Stages in Group Development Stage 1 Tentative (Forming)

– members become acquainted Stage 2 Emotional (Storming)

– conflict begins Stage 3 Attainable (Norming)

– members reach standard agreements Stage 4 Mastery (Performing)

– the work is performed Adjourning – group disbands

8

Team Development Stages

4. Performing

Convene5. AdjourningPr

oduc

tivity

Productive

1. Forming

Inclusion

Testing

Quiet Polite Guarded Impersonal Business-like High Morale

Trust Flexible Supportive Confident Efficient High Morale

2. StormingCont

rol

Infighting

Conflict over control Confrontational Alienation Personal agendas Low morale3. Norming

Cooperation

Organized

Establish procedures Develop team skills Confront issues Rebuilding morale

9

Building High-Performing Teams Make the project team tangible

◦ Use publicity◦ Encourage unique terminology & language

Reward good behavior with non-monetary rewards◦ Flexible, creative, practical

Develop a personal touch◦ Lead by example◦ Positive feedback for good performance◦ Be accessible & consistent

10

Brainstorming 5 Why’s Defect Check

Sheet Pareto Chart Process

flowcharting Cause & Effect

Diagram

SOP VSM Histogram Scatter Diagram Control Chart Process Capability

Study Error Proofing

Tools for Identifying & Analyzing Problems

Plan – Do – Check – Act Model (PDCA) Define – Measure – Analyze – Improve –

Control Model (DMAIC)

11

Continuous Improvement Plan

Measure

Analyze

Control

Improve

Brainstorming

1. Clearly state the problem in the form of a question and make sure that all team members understand the question.2. Allow each team member to present his or her ideas.3. Record each suggestion exactly as it was stated. Make no preliminary judgments on ideas.4. Decide which ideas should be acted upon first, which ones can wait, and which ones aren't applicable.5. Decide how each idea will be acted upon. Determine who is responsible and when those actions will be done by.6. Document all results for use in future meetings or as evidence that the problem is fixed.7. Create a file somewhere in the department to document what problems have been fixed and what problems still need to be worked on.8. If a project is generated, make sure that everyone understands who is Responsible, who is Accountable, who are the key Contacts, and whom we should keep Informed throughout the project.

12

A method of rapidly determining the root cause of a problem

Developed by Taiichi Ohno, he kept asking “why” until he was satisfied the answer showed him what was really the source of the problem◦ It generally took him 5 “whys” to get there

5 Whys should be used by individuals or teams to quickly assess and determine the source of the problem

5 Why Analysis

13

Although this technique is called "5 Why’" you may find that you will

need to ask the question fewer or more times than five before you

find the issue related to a problem.

5 Why Example

My house was

destroyed by fire

Because the shut-off valve

was broke

Because the furnace did

not work and it was cold

Because the drapes

caught on fire

Because we had a fire in the fireplace

Why

Because the valve had a

defective seal

Why

Why

Why

Why

Event

Root Cause

Direct Cause

14

RootCauseEvent

Contrib.Cause

Basic reason

for Event

Direct Cause

Look for the “Root Cause”Rarely is “operator error”an acceptable answer

15

CONTRIBUTING CAUSE Why?

ROOTCAUSE

Didn’t Study.

Out late withnew

girlfriend

Why?

DIRECTCAUSE

Didn’t know

material

EVENTSon comes

homewith “D” on

test

The Cause Chain

16

Defect Check Sheet Department Assy & Test

Beginning Date Jan 1

Ending Date Jan 31

Description of Problem Late shipments to customer Reasons No parts xxxxx

Late parts xxxxxxxxxxxxxxxxxxxxxxxxxxxxx Nonconforming parts xxxxxxxxxxxxxxxxxxxx No paperwork xxxxxxxxxx Incorrect paperwork xxxxxxxxxxxxxxx

17

Focus on the

“Vital Few” Alfredo Pareto (1848-1923)

◦ 80-20 rule◦ Vital few & trivial many (Dr. Joseph Juran)

18

The Pareto Chart

Reasons For Late Flights at "Wingin' it" Airlines

76

6659

159

5 3

0

10

20

30

40

50

60

70

80

AirplaneArrived Late

MechanicalDifficulty

Moldy Food LateBaggage

InclimateWeather

Air Traff icControlProblem

FuelingProblem

Reasons

# of

Lat

e Fl

ight

s Where would you focus your attention?

Pareto Diagram (cont.)Pareto Diagram of IC Board Defects Using Monetary

Loss

0

200

400

600

800

1000

1200

Etching Soldering MoldingProblem

Cracking Other

Mon

etar

y Lo

ss ($

)

0%10%20%30%40%50%60%70%80%90%100%

Etching #1 Problem$$ wise

Pareto Diagram of IC Board Using Frequency of Defects

0

20

40

60

80

100

120

140

Soldering Etching MoldingProblem

Cracking Other

Freq

uenc

y of

Def

ects

0%10%20%30%40%50%60%70%80%90%100%

Soldering #1 Problem Frequency wise

19

Process Flow ChartingA process flow diagram (sometimes called a flowchart), is a visual representation of all the major steps in a process. It helps us understand the process better, identify critical or problem areas, and identify improvements. Non-value added steps should be identified and removed. Each step should be assessed with regard to both input and output variables. In building a process flow diagram, we will use five standard symbols.

Terminator

Decision

Process

Connect

This symbol... Represents... Some Examples are...

Start/Stop Receive Trouble ReportMachine Operable

Decision PointApprove/Disapprove

Accept/RejectYes/No Pass/Fail

Activity Drop Off Travel VoucherOpen Access Panel

Connector (to another pageor part of the diagram)

Represents direction of flow

A

B

20

Process Flow Chart

Shaded area represents

waste.(Hidden factory)Scrap/Rework

Scrap/ReworkScrap/Rework

VendorRepaired or

Use as is

Vendor SuppliedComponents and PC

Boards

Q.C.

AutoInsertion

Q.C.

Q.C.

WaveSolder andCleaning

HandAssembly

Pass

Pass

Q.C.Post

AssemblyTouch-Up

Q.C. Auto Test Ship

Fail

Pass

Fail

Fail

Fail

Pass

Fail

Pass

Fail

Pass

21

Levels of MapsMaps can be created for many different levels of the process. Just like highway maps…

You can use a map of the USA…or if you need more detail, a map of the state...or if you need more detail, a map of the city.

Mapping works much the same way. Depending on the detail you need, create the map at that level. If you need more detail, then create a more detailed map of the sub-process.

High Level

Detail

22

Is a visual brainstorming tool to help visualize and categorize potential root causes

Causes are usually categorized into four to six headings, each with subsets that identify sources of variation

This tool allows you to question the ideas and assign a C-N-X based on if / how the potential cause is controlled

Cause and Effect Diagrams

23

Represents meaningful relationships between an effect and its causes.

24

Cause and Effect Diagram

25

Cause & Effect Diagrama.k.a. Fishbone, Ishikawa Diagram

Cause and Effect Diagram with CNX

Measurement Method Machine

Manpower Materials Mother Nature

Measure .433-.435

(C) Location of where

measurement is taken

(X) Tools used to measure

(X) # of pointsto measure

(X) Different methods for

measurment

(X) Placement of tube in machine

for sizing

(X) Cutoff

(C) Plug gages

(X) Collet only has

(X) Training measuring

tools

(N) Material hardness

(N) Wall thickness

(N) Different certs/size

(C) Raw tube is oversize

26

Cause & Effect C/N/X’s

C = those variables which must be held constant and require standard operating procedures to insure consistency. Consider the following examples: the method used to enter information on a billing form, the method used to load material in a milling or drilling process, the autoclave temperature setting.

N = those variables which are noise or uncontrolled variables and cannot be cheaply or easily held constant. Examples are room temperature or humidity.

X = those variables considered to be key process (or experimental) variables to be tested in order to determine what effect each has on the outputs and what their optimal settings should be to achieve customer-desired performance.

27

28

Are your instructions written clearly? Are they written such that there is no

misinterpretation? Are the procedures considered “Best

Practices” by all? Are they documented in controlled

documents recognized by our quality system?

Standard Operating Procedures (SOPs)

Example of a “Poor” SOP

29

Describes the variation in the process. Graphically displays the process capability.

30

Histogram

Display values for two variables for a set of data. Used to determine if a cause and effect

relationship exist

31

Scatter Diagram

6 7 8 9 10 11 1265

66

67

68

69

70

71

72

73f(x) = 1.5 x + 56.3R² = 0.907258064516129

Scatter Chart (Shoe Size vs. Height)

Shoe Size

Hei

ght

a.k.a. Shewhart charts or process-behavior charts

An SPC tool used to determine whether or not a manufacturing or business process is in a state of statistical control.

Measure the effects from experimenting with the “Vital Few” variables

A technique for problem solving and the measuring the resulting quality improvement.

32

Control Charts

33

Control Charts

The 5 step process1. Specify value2. Understand the value stream3. Flow4. Pull5. Pursue perfection

Lean Enterprise

Six SigmaQuality

Workplacesafety, order,cleanliness

Flow and PullProduction

EmpoweredTeams

VisualManagement

Pursuit ofPerfection

The workplace issafe, orderly, and very clean

Products are built“Just In Time,”

to customer ratebased demand

Six Sigma Qualityis built into theproduct and the process

Member teamsare empowered

to make keydecisions

Visual Managementto track performance

and open the companyto all people

There is arelentless pursuit

of perfection

34

The value stream identifies all of the company’s activities, both value added and non-value added from the supply of a product to its ultimate customer.

Value Stream

35

36

A method of creating a “one page picture” of all of the processes that occur in the value stream.

Similar to process flow charting, VSM differs in that it includes both the material and information flows.

What is Value Stream Mapping?

37

It helps us to visualize product flow. It helps us to “see” waste. It shows the relationship between material

and information flow. The gap between current and future state

maps forms the implementation plan towards creating a Lean business system.

Eliminating business waste is not the problem, finding it is.

-Taiichi Ohno

Why Use Value Stream Mapping?

38

1. Pick the product or product family to map (improve).

2. Create the “Current State” VSM.3. Create the “Future State” VSM.4. Develop an action plan to make the FSVSM

the CSVSM.

VSM Steps

39

Pick the product or product family to map (improve).◦ Pick a value stream

VSM should focus on product/product families or series of processes where competitive pressures are high, customer satisfaction is low, or for products that represent the largest share of the sales volume

◦ Best when they begin with an initial goal, such as, reducing product or service lead times

◦ Gain executive sponsor approval

VSM Step #1

40

Create the “Current State” VSM◦ Form a team and select a team leader◦ Educate the team in VSM methodology◦ Decide the scope of the VSM, and brainstorm the

initial map◦ Get an initial walk through of the process◦ Use pencil

◦ GO TO THE GEMBA! ◦ Everyone creates an initial “rough draft” map◦ Walk the process – collect data – record what you see◦ Compare maps and determine any missing information◦ Build the final Current State VSM

VSM Step #2

41

Cycle times Changeover times Inventory queues Batch sizes Number of

Operators Container sizes Reports and forms

Available time Scrap rates Resource

availability Variations Software Tools Equipment

Collect data on….

42

Icons required to draw the material flow.

Process box

Data box

Drawing the Material Flow

Cycle time = 50 secondsChangeover time = 1800 seconds

Production Batch size=1OEE = 75%

Net available time = 27000 seconds

CVA 1 MILLING

43

One box per process

Where processes are not linked, ◦ check for inventory build up. ◦ Ask: “How does the following process know what

to take from this inventory next?”

Material Flow - Guidelines

44

Value Stream Lead-time = Inventory Qty Customer

Demand

This gives you the value stream lead-time as seen through the eyes of the customer.

Value Stream Lead-Time

45

Value Stream Lead-TimeExample• Inventory = 300 components• Customer Demand = 85 components per day

• Value Stream lead time = 3.53 days

I300

Milling Drilling

Cycle time 60 sec'sNAT 20250 Sec’sOEE 75%

Cycle time 50 sec's Nat 20250 Sec’sOEE 75 %

3.53 days50 sec’s60 sec’s

Customer

Demand = 85 p/day

Create the “Future State” VSM◦ Begin with CSVSM “Starbursts”◦ Identify and prioritize changes◦ Draw the Future State Map

Identify and prioritize changes

◦ Validate senior management support◦ Goal for improvement with realistic time frame for

each targeted area of improvement

46

VSM Step #3

47

Identify the opportunities to eliminate or reduce the non-value added activities

Dream about perfection Identify and use best practices Use the eight key questions

Be open to the concept of completely changing or eliminating the entire process

Identify and prioritize changes

Thin

k

48

Demand◦ What is the Takt Time? (Customer demand)◦ Should we build to ship or to replenish a supermarket?

Material Flow◦ Where can we use continuous flow?◦ Where are Kanban’s required?

Information Flow◦ What single point in the production chain (pacemaker process) will

trigger production? ◦ How will you level the production mix at the pacemaker process?◦ What increment of work will you release and take away at the

pacemaker process? Supporting Improvements

◦ What process improvements will be necessary for the value stream to flow as your future state design specifies?

Key Questions for the Future State

Takt Time◦ “Takt” is a German word meaning rhythm or beat◦ Often associated with the “takt” a conductor sets with his

orchestra◦ Like a heartbeat it should not be arrhythmic

Takt Time is a key principle in Lean enterprise◦ It sets the “beat” of the

organization in synch with the customer

Customer Demand

Bach 49

Operational Takt Time ◦ The rate to which a product

must be produced to meet the customers expectation for delivery

◦ No more - No less

Takt Time = available time total pieces required

◦ Do not confuse cycle time with Takt Time

Cycle time relates to what we can doTakt Time relates to what we need to do

What is Takt Time?

50

10 M

in

20 M

in

30 M

in

40 M

in

50 M

in

60 M

in

70 M

in

80 M

in

90 M

in

100

Min

110

Min

120

Min

Op 1

Op 2

Op 3

Op 4

Op 5

Op 6

Set Up Time

Machine Run Time

TAKT Time

Takt Time vs. Cycle TimeIn order to meet Takt Time, each operation’s Cycle Time must be

lower than or equal to the Takt Time

What happens if Cycle Time

exceeds Takt Time?

51

TAKT time calculations worksheet

52

(8.5hrs)

(.5hr lunch and a 20 min break)

(15 min stand up meeting)

890 min.

890 min.

3.56 min.

TAKT timethe customers voice

o o o o o

201 2 3 4 5 6 7 8 9

 Customer needs: 1 unit/ day for 20 days

Actualneeds

Manufactureaccording to

engine assemblyrhythm

Manufacture the 20 parts for the month

Monthly schedule

TAKTtime

o o o o o

ACTION

TOOL

Traditionalinterpretation

53

Calculation of TAKT time

units per month

days of production

1 daily 8 hour shift (480 min)

30 minutes of daily break

120

20

Data

=TAKT =

Solution

6 parts

450 minutes 75 min/part

Daily available timeDaily request

TAKT time =

54

Takt Time vs. Cycle Time TAKT Time = The drum beat of the customer

demand, irrelevant to your ability to produce!!◦ Available time divided by the customer’s

requirement

Cycle Time = the time required for an operator to complete a work sequence and be ready to start again.

55

To meet TAKT time, each operator’s cycle time must be lower than or equal to the TAKT time.

FOR EXAMPLE…

Takt Time vs. Cycle Time

56

ABC Cupboard Co.BEFORE

8

4Longest Cycle Time = 8 minAble to produce 7.5 / hr

TAKT = 6 Min(10 / hr)

57

6 6

ABC Cupboard Co.AFTER Redistributing Work

TAKT = 6 Min(10 / hr)

58

What if cycle time > TAKT time?0 20 40 60 80 100 120

Op 1

Op 2Op 3

Op 4Op 5

???TAKT time = 90 minutes

• Reduce the set-up times (SMED) -Loading, adjustment, transportation, unloading, etc.• Reduce the production time -Improve speeds and feeds, tooling, assembly, etc.• Increase available time -Second shift, overtime, second machine, etc.

59

60

human work time

available time

machine work time

Excessive available time

A B C D E

TAKT time

TIM

E

Operations

1 2 3 4 5Operators

A

B

C

D

E

Standard WorkWork Load Diagram - Analyze time of the Operator

One member operating 26 machinesKeihin Seimitsu Kogyo (KSK) Co., Ltd.-26 parts in process-Auto loading-On-machine de-burring-Dedicated machines-Zero setup time

Standard Work61

62

Order Fulfillment Strategies

Make to Stock

Assembly / Finish to Order

Make to Order

Design / Engineer to Order

Short TIME TO SHIP Long

Low

Inve

ntor

yH

igh

Divide the total process cycle time by the takt time to get the number of people required.

63

Number of people required

1 2 3 4 5 6

0

1

2

3

4

5

6

7

8

2.5

5

2.5

7.25

1 1

Operation

Min

utes

19.25 Minutes = 35 people.055 takt time

64

What if Flow is Not Possible ?Kanban… only make what the customer wants

Machining AssemblyProduct ProductProduct

PullPull

Withdrawal Kanban

Production Kanban

Withdrawal Kanban

Develop an action plan to make the Future State VSM the Current State VSM◦ Hold kick-off meeting◦ Hold regularly scheduled meetings◦ Have ongoing communication◦ Top level report-out

Post the three VSM’s Original Current State, desired Future State, and now.

65

VSM Step #4

66

Ensure all future state actions have an owner, a completion date, and a completion criteria

Set review dates

Post value stream progress around the plant

Remember the future state will soon become the new current state – and the cycle continues

Implementation

Lean Enterprise

Six SigmaQuality

Workplacesafety, order,cleanliness

Flow and PullProduction

EmpoweredTeams

VisualManagement

Pursuit ofPerfection

The workplace issafe, orderly, and very clean

Products are built“Just In Time,”

to customer ratebased demand

Six Sigma Qualityis built into theproduct and the process

Member teamsare empowered

to make keydecisions

Visual Managementto track performance

and open the companyto all people

There is arelentless pursuit

of perfection

The Lean Enterprise Principles

67

In an instant, everyone can see:What’s right What’s wrongWhat’s been doneWhat’s left to doEverything about everything

68

Why?????

What is a ….. visual control?

◦ A visual control will enable an individual to immediately recognize the standard and any deviation from it.

visual display?◦ A visual display will communicate information to

an individual.

69

70

Visual Controls and Displays

Identify problems Simplify material flows Provide current information Performance tracking

71

Types of visual controls

Visual controls will… Reduce search time Decrease frustration levels Increase worker safety Improve communication Increase job satisfaction Promote defect prevention

72

Visual Control / Visual Display Pyramid

Workplace Organization --- the 5S’s

Prevent Abnormalities

Detect Abnormalities

Warn about Abnormalities

Build Standards into workplace

Share established standards

Share information and or results of activities

73

74

Types of visual controlsStandards for floor markings

Color SpecificationHazardous material(stock or waste)

General purpose (aisle marking)

Kanban space

Material receiving space

Caution & general purpose

Waste & reject; caution

Non-conforming material

Material shipping space

Red

White

Green

Blue

Yellow

Yellow & black

Red & white

Orange

“A place for everything and everything in its place”

Supports 5S, safety and error proofing

75

Balanced Score Board

Visual ? Level ?

control or display 3 or 6

76

Incoming & Outgoing Locations

Visual ? Level ?

control 4

77

Fixturing and tooling

Visual ? Level ?

Floor Markings

control 1, 2 or 3

78

control or display 4 or 6

79

Visual ? Level ?

Min-Max Indicators

Visual ? Level ?

Labeling and Color-Coding

control 3

80

Cell Identification

Visual ? Level ?

display 6

81

A light, sound or other type of signal that communicates to the process that a problem or defect has occurred.

The line will typically stop until the problem is corrected.

82

Andon light

83

Eliminate the source of the problem.◦ i.e. Standardize by following procedures◦ i.e. Simplify confusing forms

Make process impossible to perform wrong.◦ i.e. Lock out computer function for insufficient info◦ i.e. Parts which can only go together one way.

Must include:◦ 100% Inspection◦ Inspection at the source◦ Provide automatic feedback

Error Proofing

Error Proofing reduces the risk of human error

Aircraft Accident Causes Last 20 Years

Source: FAA Human Factors Guide to Aviation Maintenance

Time

Human Causes

Rel

ativ

e P

ropo

rtion

of

Acc

iden

ts

Machine Causes

Freq

uenc

y

The reliability of the parts themselves have improved dramatically. What has not improved is the ability of humans to adequately comprehend and attend to the process of assembling and maintaining these dramatically more complex machines correctly.

84

Knowledge-based ( Perform theory based analysis)

Skill-based (routine

actions, perform on autopilot)

Task Type Mean P(d) ZInitial problem solving or troubleshooting 0.2

0.85Detection of deviation or inspection 0.07

1.45 Calculation 0.04 1.75Dial a 7 Digit phone number 0.021 2.05Alpha input per character 0.008

2.40Numeric input per character 0.003 2.75Control action per demand 0.001

3.10Assembly per task element 0.00007 3.80

Data from “Human Reliability Data - The State of the Art and the Possibilities”Jeremy C. Williams, 1989 CEGB

• Depending on task and environment humans are typically 2 to 3 sigma• Errors will occur, the trick is preventing them from becoming defects and

escaping to the field

Error Probability

85

86

(Matthew L. Wald, New York Times, Oct. 23, 1999). -- CF

After touring the site of last month's nuclear incident in Japan, three Energy Department experts said the plant's managers expected workers to follow safety rules but never explained why the rules were important. Frank McCoy, deputy manager of the DOE's Savannah River Operations Office, said technicians at the Tokaimura plant were using incorrect equipment to process nuclear fuel. McCoy: "Using the system in the right way was more difficult than anyone would have desired." The experts said the workers did not understand the reasons behind rules limiting the size of batches and containers. On Sept. 30, plant workers brought too much uranium together in one spot and created a chain reaction that lasted for 17 hours.

NUCLEAR SAFETY: Experts Blame Japanese Incident On Incorrect Equipment

87

Autonomation (Jidohka)

88

The goal is to understand the concept and practice of zero defects and how to develop Poka-yoke to eliminate these defects

If 99.9% were acceptable, you would not mind if..◦ Post offices would lose 10,271 pieces of mail per day◦ O’Hare International Airport would have 1,264

unsafe arrivals/departures per year◦ Doctors at New York hospitals would drop 288

newborn babies per year

Zero Defects

89

Poka-yoke – methods or devices to improve product quality and ensure consistent process results

These devices:◦ Prompt feedback and action as soon as the defect or error

occurs◦ Perform 100% auto-inspection

The first step to source inspection is to distinguish between errors and defects◦ “Defects” are the results◦ “Errors” are the causes of the results

Defects vs. Errors

90

The most common manufacturing errors:◦ Processing errors or omissions◦ Assembly omissions or inclusion of the wrong part◦ Processing wrong work piece

Conventional Approach to Human Error◦ Demand vigilance!◦ Make excuses /or expect defects◦ Blame and train cycle◦ Try to catch at final or sampling inspection

Mistake-proofing Approach to Human Error◦ Eliminate the possibility of the mistake◦ Find the root cause and eliminate◦ Ask why the process failed◦ Apply mistake-proofing device for 100% inspection

Cause-Errors

Error Proofing

Excerpted from:

Poka-yoke Improving Product Quality by Preventing Defects

TechniqueInadvertent

Willful

91

Error Proofing

Excerpted from:

Poka-yoke Improving Product Quality by Preventing Defects 92

Best I. Error Elimination - Prevention - The opportunity to make the error no longer exists in the process.

II. Automatic Feedback “Poke-Yoke” devices - The error is automatically detected and the process halted prior to making a defect.

III. Defect Detection and process adjustment -”Source Inspection” Defect is discovered at the operation where generated.

Err

o r P

r oof

ing

Pro

cess

Im

prov

emen

t

IV. Make it easier to do it right. Colors, color coding, shapes, symbols, kitting, checklists, forms, procedures, process simplification

Subsequent Inspection, Audits, Perfection Reviews,

TPM

Error Proofing - Process Improvement

93

• Personal Computer- Rear Cable connectors are all different sizes/shapes. This makes all it very difficult to hook it up wrong.

94

Everyday Examples

95

Simple Error Proof Example

96

Everyday Examples

97

Customer Satisfaction - Process variation hurts our customers but it is normally the special causes which cause them the most pain◦ Must detect errors and prevent defects from escaping

Reduces production disruption along the supply chain and the associated cost and liability

Cost reduction - scrap and rework and fixing downstream problems are reduced dramatically

98

Benefits of Error-Proofing

Problem root causes can be identified and fixed immediately◦ Avoids the time lapse caused by end of line inspections which

increases the difficulty of identifying and correcting root causes

Avoids potential large downstream costs ◦ The cost to correct a defect increases by 10 each time it

moves from supplier to manufacturing to assembly to the field Error proofing is a key to the success of lean

manufacturing, six sigma, and inventory reduction◦ One piece flow allows potential sources of errors to be error

proofed◦ Need less inventory to protect against problems when defects

occur

99

Benefits of error-proofing (con’t)