Tps+1 engineering wkly-working11

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LinkedIn group: TPS+1 ENGINEERING Prepared by Casey Ng Week 11

description

Week 11 update of TPS+1 Engineering group in LinkedIn, review of last week focus about Jidoka, Quality and NDC, the coming week focus is Waste Elimination

Transcript of Tps+1 engineering wkly-working11

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LinkedIn group: TPS+1 ENGINEERINGPrepared by Casey Ng

Week 11

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TPS+1 ENGINEERING group is an active discussion

group in LinkedIn of TPS practitioners in strategic planning , product planning, cost planning, purchasing, training, IT development and engineering including new application development, pioneering application for other industries such as health care, servicing, mining, logistic and others

The concept of TPS+1 is building on the evolving development of TPS that

the current stage of TPS is TPS of previous stage + added elements, therefore, it

is continually TPS=TPS+1

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Focus for this week

WASTE

Topics about Wastes will be rolled out daily, and invite participation range from basic understanding of wastes, history, TPS Japanese Terms about Waste etc…

Current topics about Waste

Had the term MURA (斑)been translated into

English correctly at all? How does MURA

contribute to Waste?

How do you understand and eliminate Wastes? Do

you start with "present capacity = Work + Waste"

Should MURA be designed out from PRODUCT or

PROCESS?

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Highlights last week:

JIDOKA, NDC and QUALITY

Contributors

Casey Ng

Özkan Özcan

Bertrand Chauveau

Alan Charles

Miguel Angel

Contreras Loredo

Michael Murphy

Bret Bakensztos Per Ola

PostJohn

Broomfield

The discussions were covered in a number of different topics, with active contributions from the contributors ranging from definitions of defects, how to develop NDC with statistical approach and trouble shoot with Jidoka. It also covered the human touch approach of Jidoka with Andon and shop floor problem solving system that effectively reduce the turn around time of Kaizen.

There are also some touch on 6 Sigma statistical approach comparing with Jidoka.

Daniel Mulloy

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4th Feb to 10th Mar 2103Most popular discussions

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Standards should be checked and changed on a regular basis. depending on the process perhaps once a year is sufficient …

The perfect standard will never exist, as everything is evolving. …

standard that has not been changed in a year means little Kaizen is happening..

Standard work has three fundamental purposes: 1. training new employees, 2. problem solving, 3. continuous improvement. Therefore, each time there is a new employee or a new problem, the standard should be challenged and improved,..

a critical pause to ask the question what have we learned about the task and the work we do to accomplish the task is appropriate. ..

Good S/W will give you the traceability required should defects be produced in the production/manufacturing process.

I am not satisfied if I come back from genba without had heard any new idea or had seen an improvement.

"Change is the only constant". CHANGE and CHARGE!!!

Ongoing popular discussions

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The most frequent reason to improve the standard document is to better describe the way of doing the task (adapt wording, photos...). One has to remember one of the purpose of the standard work sheet as supporting material for new comer training. To adapt an English say about apples and doctors ... One audit a day keeps the trouble at bay!

I challenge everything and often. I want to know (5) Why on any process I observe. Goodyear Tire Co. once boxed up every tire individually and stacked onto a pallet; nobody knew why. After research, they concluded it was to protect the white wall of the tires. That process was created in the 50's and was no longer relevant to today's trends. Standards are only as accurate as the day they are created.

So, if we consider that we are in constant "process improvement", which is equivalent to the constant "performance enhancement", we make constant revisions of the standards..

Here is the word play. A mental Challenge for all in this thread Why is the third statement true?

1. When work is performed in the absence of a standard, this is an abnormality 2. When standards exist but are not being followed, this is an abnormality 3. When standards exist and are being followed, this is an abnormality

Could we extend the idea from zero inventory to negative inventory to other areas? How about from zero defects to negative defects? Or zero accidents? How about negative accidents? A workplace that actually heals the sick and makes healthy people healthier, because it is closer to the ideal process. Now that's something that makes doing kaizen for the rest of our lives worthwhile.

"Without Standards, there can not be Kaizen!" Taiichi OhnoPencils and Paper are a humble couple. Lamination sheets, computers, and pens are an arrogant family of concrete heads ;-)

So what's the benchmark for an updated and optimal standards?

One key point in standard work is the link to the demand through takt time monitoring. In a fluctuating requirement pattern, how could we define "optimal" standard operating procedure?Two ways, adjust opened time keeping the same SOP cycle time or keep opened time constant and adapt number of process steps (through put quantity) to better match the demand. What should be preferred? Any other alternative?

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As volumes would fluctuate up or down we would change our configuration of our production area. True to TPS SMED we had all of our tables on wheels and all of the utilities on a overhead grid system.

If our volumes changed from day to day we could change over our production area in less than 5 mins. Also in the "play book" it would have the optimum staffing and correct staffing locations within each cell. If the cell found a better way during the shift we would update the "play book" for the next shift.

Standards should not be flexible because that implies that they can be bent in many directions. They must be allowed to bend in only one direction - toward perfection.

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11th Mar to 17th Mar 2103New discussions

JIDOKA, NDC and QUALITY

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ELIMINATING WASTE

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LEADERSHIP

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DEBATE

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