Trisasi Lestari - 2017

“IF I HAD TOREDUCE MY

MESSAGE FORMANAGEMENT TO

JUST A FEWWORDS, I’D SAYIT ALL HAD TO

DO WITHREDUCING

VARIATION”.(W.E. Deming)

“IF I HAD TOREDUCE MY

MESSAGE FORMANAGEMENT TO

JUST A FEWWORDS, I’D SAYIT ALL HAD TO

DO WITHREDUCING

VARIATION”.(W.E. Deming)

1. No two things are exactly alike.

2. Variation in a product or process can be measured

3. Things vary according to a definite pattern.

4. Whenever things of the same kind are measured, a large group of the measurements

will tend to cluster around the middle

5. It's possible to determine the shape of the distribution curve for measurements

obtained from any process.

6. Variations due to assignable causes tend to distort the normal distribution curve

1. No two things are exactly alike.

2. Variation in a product or process can be measured

3. Things vary according to a definite pattern.

4. Whenever things of the same kind are measured, a large group of the measurements

will tend to cluster around the middle

5. It's possible to determine the shape of the distribution curve for measurements

obtained from any process.

6. Variations due to assignable causes tend to distort the normal distribution curve

1. No two things are exactly alike.

2. Variation in a product or process can be measured

3. Things vary according to a definite pattern.

4. Whenever things of the same kind are measured, a large group of the measurements

will tend to cluster around the middle

5. It's possible to determine the shape of the distribution curve for measurements

obtained from any process.

6. Variations due to assignable causes tend to distort the normal distribution curve

1. No two things are exactly alike.

2. Variation in a product or process can be measured

3. Things vary according to a definite pattern.

4. Whenever things of the same kind are measured, a large group of the measurements

will tend to cluster around the middle

5. It's possible to determine the shape of the distribution curve for measurements

obtained from any process.

6. Variations due to assignable causes tend to distort the normal distribution curve

Insidental Sistemik

criticality designation

supplier controlsupplier control

in-process control

outgoing quality assurance

criticality designation

in-process control

outgoing quality assurance

A group willing to work together.

A leader

A meeting place.

Equipment

Prodding techniques Encouraging Ideas: Priming the Pump Again. Quick association methods

A group willing to work together.

A leader

A meeting place.

Equipment

Prodding techniques Encouraging Ideas: Priming the Pump Again. Quick association methods

A group willing to work together.

A leader

A meeting place.

Equipment

Prodding techniques Encouraging Ideas: Priming the Pump Again. Quick association methods

A group willing to work together.

A leader

A meeting place.

Equipment

Prodding techniques Encouraging Ideas: Priming the Pump Again. Quick association methods

1. Assemble the team2. Identify issue or problem for

investigation.3. Look for the cause and effect

relationships between all issues4. Assign the ‘relationship strength’ as: 3 –

Significant; 2 – Medium; 1 – Weak5. Draw the final ID in a matrix format and

insert the ‘relationship strength’ given bymembers.

6. Total the relationship strength in each rowto identify the strongest effect of an issueon the greatest number of issues.

1. Assemble the team2. Identify issue or problem for

investigation.3. Look for the cause and effect

relationships between all issues4. Assign the ‘relationship strength’ as: 3 –

Significant; 2 – Medium; 1 – Weak5. Draw the final ID in a matrix format and

insert the ‘relationship strength’ given bymembers.

6. Total the relationship strength in each rowto identify the strongest effect of an issueon the greatest number of issues.

1.

Specify your goal clearly.

Collect dataCollect data

Tally the data

Rank the categories by size.

Prepare the chart for the data.

Rank the categories by size.

Prepare the chart for the data.

Change is characterised by as astate of equilibrium betweendriving forces (e.g. newtechnology) and opposing orrestraining forces (e.g. fear offailure). (Kurt Lewis)

Score 5 : most importantScore 1 : least important

1. Identify the customer.2. Identify customers’ general needs

in Level 1.3. Identify the first set of

requirements for that need inLevel 2.

4. Drill down to Level 3 if necessaryto identify the specificbehavioural requirements of thecustomer.

5. Validate the requirements with thecustomer. The process ofvalidation could be one-to-oneinterviews, surveys or focusgroups depending on the CTQ.

1. Identify the customer.2. Identify customers’ general needs

in Level 1.3. Identify the first set of

requirements for that need inLevel 2.

4. Drill down to Level 3 if necessaryto identify the specificbehavioural requirements of thecustomer.

5. Validate the requirements with thecustomer. The process ofvalidation could be one-to-oneinterviews, surveys or focusgroups depending on the CTQ.

• improving processes,• developing ideas,• finding causes of

problems, and• planning projects.

• Diagrams thatdepict thephysical flowof work ormaterial in aprocess

• Used toimprove thephysicallayout of aworkspace

• Diagrams thatdepict thephysical flowof work ormaterial in aprocess

• Used toimprove thephysicallayout of aworkspace

• A flowchart thatemphasizes the “who” in“who does what”

• Makes it easy to studyhandoffs betweenpeople and/or workgroups in a process

• A flowchart thatemphasizes the “who” in“who does what”

• Makes it easy to studyhandoffs betweenpeople and/or workgroups in a process

• A SIPOChelps teamsverify thatprocessinputs matchoutputs of theupstream/downstreamprocess

• A SIPOChelps teamsverify thatprocessinputs matchoutputs of theupstream/downstreamprocess

a special kind of diagram thatpictures the steps of aparticular job in sequence

to identify the points in thesystem that need to becontrolled.

To find ways to combine oreliminate unnecessary process

Step 1. Define the process.

Step 2. Identify the steps in the process.Step 2. Identify the steps in the process.

Step 3. Draw the flow chart.

Step 4. Determine the time or distance for each step.

Step 5. Assign a cost for each step.

Step 2. Identify the steps in the process.Step 2. Identify the steps in the process.

Step 4. Determine the time or distance for each step.

Step 5. Assign a cost for each step.

Is there a point in the process that slows or restricts the flow of work,information, or people? What can we do to improve this situation?

How can we improve the sequence of the operations to make theprocess more effective? Would a change in the workplace or thepeople increase effectiveness?

Can we improve how we do the operation or activity?

Can we reduce or eliminate having to correct change, add, or recyclesomething in the process?

Is there a better way?

Is there a point in the process that slows or restricts the flow of work,information, or people? What can we do to improve this situation?

How can we improve the sequence of the operations to make theprocess more effective? Would a change in the workplace or thepeople increase effectiveness?

Can we improve how we do the operation or activity?

Can we reduce or eliminate having to correct change, add, or recyclesomething in the process?

Is there a better way?

Is there a point in the process that slows or restricts the flow of work,information, or people? What can we do to improve this situation?

How can we improve the sequence of the operations to make theprocess more effective? Would a change in the workplace or thepeople increase effectiveness?

Can we improve how we do the operation or activity?

Can we reduce or eliminate having to correct change, add, or recyclesomething in the process?

Is there a better way?

Is there a point in the process that slows or restricts the flow of work,information, or people? What can we do to improve this situation?

How can we improve the sequence of the operations to make theprocess more effective? Would a change in the workplace or thepeople increase effectiveness?

Can we improve how we do the operation or activity?

Can we reduce or eliminate having to correct change, add, or recyclesomething in the process?

Is there a better way?

Tack Time:Available Time per day

Daily Production Requirement

Cycle Time:Actual time required for aworker to complete onecycle of aprocess

Cp index measures the potential or inherent capability of processCpk index measures the realised process capability relative to the actual operationσ = Standard deviation; USL= Upper Specification Limit; LSL= Lower SpecificationLimit

Cp index measures the potential or inherent capability of processCpk index measures the realised process capability relative to the actual operationσ = Standard deviation; USL= Upper Specification Limit; LSL= Lower SpecificationLimit

Cpk > 1=process is capableCpk<1 –process is incapable

If the proportion of production outside the specification limit = 3.5%If the proportion of production outside the specification limit = 3.5%

An index of measuring the delivered performance of a plant or equipmentbased on good output. It can be applied to a single equipment, a packingline, a production plant or processes.

An index of measuring the delivered performance of a plant or equipmentbased on good output. It can be applied to a single equipment, a packingline, a production plant or processes.

A process map that does not use symbols like a Flow Process ChartAs a control tool to determine and monitor the most efficient pathA process map that does not use symbols like a Flow Process ChartAs a control tool to determine and monitor the most efficient path

1. Identify the key activities or the tasks related to the project and describe eachactivity by selective key words.

2. Prepare a scheduling board, and depending on the duration of the project, drawvertical lines to divide the board in monthly, weekly or daily intervals.

3. Arrange the activities in a sequence of estimated start dates and post them on theextreme left-hand column of the board.

4. Estimate the start and finish dates of each activity and draw horizontal bars orlines along the time scale to reflect the start and duration of each of the activities.

5. On completion of each activity, show the actual start and duration of the activity bya bar of a different colour.

6. Include a ‘Time Now’ marker on the chart; review and maintain the chart until theend of the project.

1. Identify the key activities or the tasks related to the project and describe eachactivity by selective key words.

2. Prepare a scheduling board, and depending on the duration of the project, drawvertical lines to divide the board in monthly, weekly or daily intervals.

3. Arrange the activities in a sequence of estimated start dates and post them on theextreme left-hand column of the board.

4. Estimate the start and finish dates of each activity and draw horizontal bars orlines along the time scale to reflect the start and duration of each of the activities.

5. On completion of each activity, show the actual start and duration of the activity bya bar of a different colour.

6. Include a ‘Time Now’ marker on the chart; review and maintain the chart until theend of the project.

1. Identify the key activities or the tasks related to the project and describe eachactivity by selective key words.

2. Prepare a scheduling board, and depending on the duration of the project, drawvertical lines to divide the board in monthly, weekly or daily intervals.

3. Arrange the activities in a sequence of estimated start dates and post them on theextreme left-hand column of the board.

4. Estimate the start and finish dates of each activity and draw horizontal bars orlines along the time scale to reflect the start and duration of each of the activities.

5. On completion of each activity, show the actual start and duration of the activity bya bar of a different colour.

6. Include a ‘Time Now’ marker on the chart; review and maintain the chart until theend of the project.

1. Identify the key activities or the tasks related to the project and describe eachactivity by selective key words.

2. Prepare a scheduling board, and depending on the duration of the project, drawvertical lines to divide the board in monthly, weekly or daily intervals.

3. Arrange the activities in a sequence of estimated start dates and post them on theextreme left-hand column of the board.

4. Estimate the start and finish dates of each activity and draw horizontal bars orlines along the time scale to reflect the start and duration of each of the activities.

5. On completion of each activity, show the actual start and duration of the activity bya bar of a different colour.

6. Include a ‘Time Now’ marker on the chart; review and maintain the chart until theend of the project.

FMEA is a systematic and analytical quality planning technique at theproduct, design, process and service stages assessing what potentiallycould go wrong and thereby aiding faulty diagnosis.The objective is to classify all possible failures according to their effectmeasured in terms of severity, occurrence and detection and then findsolutions to eliminate or minimise them.

Risk Priority Number = Severity x Occurance x Detection

FMEA is a systematic and analytical quality planning technique at theproduct, design, process and service stages assessing what potentiallycould go wrong and thereby aiding faulty diagnosis.The objective is to classify all possible failures according to their effectmeasured in terms of severity, occurrence and detection and then findsolutions to eliminate or minimise them.

Risk Priority Number = Severity x Occurance x Detection

FMEA is a systematic and analytical quality planning technique at theproduct, design, process and service stages assessing what potentiallycould go wrong and thereby aiding faulty diagnosis.The objective is to classify all possible failures according to their effectmeasured in terms of severity, occurrence and detection and then findsolutions to eliminate or minimise them.

Risk Priority Number = Severity x Occurance x Detection

FMEA is a systematic and analytical quality planning technique at theproduct, design, process and service stages assessing what potentiallycould go wrong and thereby aiding faulty diagnosis.The objective is to classify all possible failures according to their effectmeasured in terms of severity, occurrence and detection and then findsolutions to eliminate or minimise them.

Risk Priority Number = Severity x Occurance x Detection

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